Hoja de repaso: Foundations of Effective Leadership

📋 Course Outline

1. Trait and Great Man leadership theories
2. Dark Triad traits and leadership risk
3. Behavioural leadership task and relationship
4. Leadership Grid and best style 9,9
5. Situational Leadership directive and supportive styles
6. Competency model skills and leadership functions
7. Implicit Leadership Theory and followership
8. Emergent shared and distributed leadership
9. Servant leadership and follower wellbeing
10. Authentic leadership trust and balanced processing
11. Transformational leadership Four I’s factors
12. Strengths-based leadership and signature strengths

📖 1. Trait and Great Man leadership theories

🔑 Key Concepts & Definitions

• Trait leadership theory : Trait leadership theory links leadership to relatively stable personal characteristics that shape how a person thinks, feels, and behaves across situations.
• Trait : A trait is a consistent pattern in how someone tends to think, feel, and behave over time and across different situations.
• Great Man theory : Great Man theory treats leadership as something people are born with, where exceptional leaders naturally show heroic qualities.
• Leadership emergence : Leadership emergence is the process by which some individuals become recognized as leaders by others in a group or organization.

📝 Essential Points

• Traits are described as stable over time, personal to the individual, and influential on behaviour.
• Great Man theory assumes leaders are born rather than made, and highlights heroic qualities such as courage, intelligence, confidence, and charisma.
• Research does not support the idea that leaders have one fixed leadership personality that guarantees effectiveness.
• Some traits are associated with leadership emergence and effectiveness, including extraversion, conscientiousness, emotional stability, openness to experience, cognitive ability, confidence, integrity, and drive.
• Traits can explain why some people are more likely to emerge as leaders, but they do not fully determine whether leadership will be effective.

💡 Memory Hook

Trait = stable + personal + behaviour-shaping; Great Man = born leaders with heroic qualities.

📖 2. Dark Triad traits and leadership risk

🔑 Key Concepts & Definitions

• Dark Triad : Dark Triad refers to three personality traits—narcissism, Machiavellianism, and psychopathy—that can shape leadership behaviour and risk.
• Narcissism : Narcissism is a trait marked by grandiosity, a need for admiration, and belief in personal superiority.
• Machiavellianism : Machiavellianism is a trait involving strategic manipulation and self-interested use of others as instruments.
• Psychopathy : Psychopathy is a trait marked by low empathy, impulsivity, and lack of remorse.

📝 Essential Points

• Trait theory links certain traits to leadership emergence and effectiveness, but traits alone do not guarantee effective leadership.
• Confidence can help in crises, yet if it turns into arrogance it can harm performance and relationships.
• Narcissism may create early charisma but can later damage trust, ignore criticism, and overclaim success.
• Machiavellianism can increase political skill, yet it often drives unethical decisions and reduces psychological safety.
• Psychopathy may look fearless under pressure, but it can produce harmful, exploitative, or reckless leadership.
• A leadership risk pattern is: charm or dominance plus blaming others, ignoring feedback, and manipulating information can signal dangerous dark-trait characteristics.

💡 Memory Hook

N-M-P: Narcissism = admiration, Machiavellianism = manipulation, Psychopathy = no empathy.

📖 3. Behavioural leadership task and relationship

🔑 Key Concepts & Definitions

• Task dimension : Task dimension : Leadership behaviour focused on work methods, efficiency, and getting tasks completed.
• People or relationship dimension : People or relationship dimension : Leadership behaviour focused on follower needs, support, participation, and maintaining good relationships.
• Production-oriented leadership : Production-oriented leadership : Leadership orientation that prioritizes efficiency, output, task completion, and work methods.
• Employee-oriented leadership : Employee-oriented leadership : Leadership orientation that prioritizes follower needs, relationships, participation, and support.
• Leadership Grid : Leadership Grid : A leadership model that rates style using concern for production and concern for people.

📝 Essential Points

• Ohio State and Michigan studies identified a task dimension and a people/relationship dimension as core leadership components.
• Blake and Mouton use two dimensions: concern for production and concern for people.
• The Leadership Grid’s best style is 9,9 team management with high concern for both production and people.
• 1,1 impoverished style means minimal effort and avoidance of responsibility.
• 9,1 authority-compliance is high production concern with low people concern, making people needs secondary.
• 1,9 country club is low production concern with high people concern, producing a friendly atmosphere but weak task pressure.

💡 Memory Hook

Task = output; People = support; best style = 9,9 (both high).

📖 4. Leadership Grid and best style 9,9

🔑 Key Concepts & Definitions

• Leadership Grid : A leadership framework that positions leadership styles on two dimensions: task focus and people focus.
• Blake and Mouton : The authors of the Leadership Grid whose model links style effectiveness to high task and high people.
• Situational Leadership : A leadership approach that selects the best task–relationship combination based on follower readiness.
• Follower readiness : The level of competence and confidence followers have for a task, used to choose an appropriate leadership style.
• Competency leadership : A leadership approach focused on the skills, behaviours, knowledge, and capabilities needed for effective leadership.

📝 Essential Points

• Blake and Mouton identify high task plus high people as the best general style in their grid logic.
• Situational Leadership argues the best style depends on follower readiness rather than a single fixed best option.
• S1 Directing fits when a new employee is overwhelmed because the leader provides more direction.
• S4 Delegating fits when an experienced employee is confident and capable because responsibility can be handed over.
• Using the wrong style causes predictable problems: delegating to a beginner can create anxiety, while directing an expert can create frustration.

💡 Memory Hook

9,9 = do the work + care for people; Situational = match the style to readiness.

📖 5. Situational Leadership directive and supportive styles

🔑 Key Concepts & Definitions

• Directive leadership : Directive leadership is a style where the leader gives clear instructions and closely guides followers’ actions to achieve results.
• Supportive leadership : Supportive leadership is a style where the leader focuses on encouragement, two-way communication, and emotional backing for followers.
• Follower expectations : Follower expectations are the beliefs followers hold about how a leader should behave and what they should deliver.
• Leadership credibility : Leadership credibility is the perceived trustworthiness of a leader based on whether their behavior matches follower expectations and delivers value.

📝 Essential Points

• Leadership effectiveness depends on how well a leader’s behavior fits follower expectations, not only on technical competence.
• A leader who violates follower expectations may struggle to gain trust even when they are competent.
• The theory is useful because it explains leadership as a social process, not just objective actions.
• Leaders can strengthen credibility by learning what followers expect and aligning behavior accordingly.
• Implicit expectations can create bias, such as assuming leaders should be extroverted, dominant, male, older, or culturally familiar.
• Follower acceptance is required for leadership to work, because followers must recognize and accept the leader’s influence.

💡 Memory Hook

Fit-to-expectations: competence earns respect only if it matches what followers expect.

📖 6. Competency model skills and leadership functions

🔑 Key Concepts & Definitions

• Servant leadership : Servant leadership is a leadership approach where authority is used to empower others and the leader’s success depends on followers’ growth and wellbeing.
• Inverted hierarchy : Inverted hierarchy is the shift where followers do not serve the leader’s ambition; instead the leader serves followers’ development and wellbeing.
• Authentic leadership : Authentic leadership is a style focused on leaders being self-aware, ethical, transparent, and consistent with their values.
• Practitioner model of authentic leadership : The practitioner model of authentic leadership is a framework describing five characteristics that authentic leaders consistently demonstrate.
• Transformational leadership : Transformational leadership is a style that motivates followers to commit to a shared vision and exceed expected performance beyond self-interest.

📝 Essential Points

• Servant leadership emphasizes listening and empathy as core leadership behaviors.
• Servant leadership includes stewardship and responsibility for the community.
• Servant leadership requires ethical use of power and empowerment rather than control.
• Servant leadership is tested by follower growth into healthier, wiser, freer, more autonomous people who are more likely to serve others.
• Servant leadership can fail or be misunderstood in highly authoritarian cultures, severe crises, or settings needing immediate command.
• Authentic leadership is a response to leadership scandals and distrust, aiming to rebuild credibility through consistent conduct.

💡 Memory Hook

Servant leadership = leader serves growth; Authentic leadership = self-aware + ethical + transparent; Transformational leadership = shared vision beyond self-interest.

📖 7. Implicit Leadership Theory and followership

🔑 Key Concepts & Definitions

• Full range leadership model : A leadership framework that orders leadership styles from ineffective non-leadership to transactional exchange and transformational inspiration and development.
• Laissez-faire : A leadership style where the leader avoids responsibility and is generally absent when action is needed.
• Management-by-exception : A leadership approach where the leader intervenes based on performance problems, either early or only after errors become serious.
• Contingent reward : A transactional leadership component that clarifies expectations and rewards performance when goals are met.
• Transformational leadership : A leadership approach that inspires followers to commit to a shared vision and develop beyond immediate self-interest.

📝 Essential Points

• The full range model spans passive avoidance, active exchange, and deep inspiration and development.
• Laissez-faire corresponds to avoiding leadership, delaying decisions, and being absent when needed.
• Passive management-by-exception intervenes only after problems become serious.
• Active management-by-exception monitors mistakes and corrects deviations early.
• Contingent reward links clarified expectations to rewards for achieving performance.
• Transformational leadership includes inspiration, development, intellectual stimulation, and role modelling.

💡 Memory Hook

Range goes from Avoid (Laissez-faire) → Fix after (passive MBE) → Fix early (active MBE) → Reward (contingent) → Inspire (transformational).

📖 8. Emergent shared and distributed leadership

🔑 Key Concepts & Definitions

• Emergent leadership : Emergent leadership is leadership that appears through interactions and influence rather than formal authority.
• Distributed leadership : Distributed leadership is leadership work shared across people, where influence and responsibility are spread rather than centralized.
• Shared leadership : Shared leadership is a pattern where multiple members jointly contribute to direction, decisions, and coordination.
• Extroversion : Extroversion is a personality tendency linked to social energy, visibility, and open communication in group settings.
• Introversion : Introversion is a personality tendency linked to reflective listening, careful thinking, and lower need for social visibility.

📝 Essential Points

• Extroversion can support leadership emergence because it increases speaking, perceived confidence, and visibility in groups.
• Extroversion does not automatically mean higher leadership effectiveness; it can also lead to dominating discussion if unchecked.
• Introverted leaders may be overlooked when leadership stereotypes reward loud or dominant behaviour.
• Introverted leaders can be effective in ambiguous social settings and with skilled, proactive, or creative teams.
• Extroverted leaders may energise groups, communicate openly, and seem charismatic, which can help coordination.
• Introverted leaders may listen deeply, reflect carefully, and empower proactive followers, which can strengthen autonomy.

💡 Memory Hook

Extroversion = visible voice; Introversion = quiet listening—both can lead, but effectiveness depends on fit.

📖 9. Servant leadership and follower wellbeing

🔑 Key Concepts & Definitions

• Inspirational leadership : Inspirational leadership is the leader behaviour that creates meaning, models values, and builds emotional commitment to mobilise effort.
• Purpose : Purpose is the sense that work contributes to something meaningful beyond immediate tasks or pay.
• Meaningful work : Meaningful work is work framed so people see its impact, relevance to values, and contribution to identity or calling.
• Emotional commitment : Emotional commitment is the follower’s attachment to the mission that increases confidence, motivation, and discretionary effort.
• Servant leadership : Servant leadership is leading by serving followers’ needs through clarity, fairness, values embodiment, and support that sustains wellbeing.

📝 Essential Points

• Purpose links personal values to organisational goals and goes beyond routine duties or compensation.
• Purpose can improve engagement, discretionary effort, retention, customer focus, and alignment at business level.
• Purpose can improve resilience, motivation, identity, and satisfaction at individual level.
• Purpose becomes risky when leaders use it to push overwork without support or fairness.
• Inspirational leaders create meaning by explaining why work matters and connecting tasks to customer, community, or team impact.
• Inspirational leaders energise action by using vision, encouragement, and emotional connection to build confidence and commitment.

💡 Memory Hook

Meaning→Impact→Values→Commitment: explain why, show integrity, energise effort.

📖 10. Authentic leadership trust and balanced processing

🔑 Key Concepts & Definitions

• Authentic leadership trust : Authentic leadership trust is the confidence followers place in a leader because actions are consistent with values and communicated intentions.
• Balanced processing : Balanced processing is the practice of considering relevant information and perspectives before deciding, rather than relying on a single viewpoint.
• Systems thinking : Systems thinking is an approach that treats leadership challenges as connected parts of a larger system rather than isolated problems.
• Adaptability : Adaptability is a leader’s ability to learn from events, experiment, and adjust actions as conditions change.
• Ethical orientation : Ethical orientation is a commitment to keep decisions responsible, human-centred, and sustainable even under pressure.

📝 Essential Points

• Balanced processing supports trust by showing leaders weigh multiple inputs instead of acting on bias or selective data.
• Systems thinking helps leaders map links across people, technology, culture, markets, and society to avoid narrow fixes.
• Adaptability enables leaders to remain effective by learning, experimenting, and adjusting when uncertainty shifts.
• Ethical orientation protects long-term legitimacy by keeping decisions responsible and sustainable despite short-term pressure.
• Complex change needs more than speed: leaders must understand the system, adapt to movement, use wise judgement, and protect ethical standards.
• Linear hero leadership assumes problems are clear and controllable, while sapient leadership accepts ambiguity and complexity.

💡 Memory Hook

Trust grows when you process broadly (balanced processing), then act with system awareness + adaptability under ethical guardrails.

📖 11. Transformational leadership Four I’s factors

🔑 Key Concepts & Definitions

• Transformational leadership : Transformational leadership is a style that motivates followers by inspiring vision, building commitment, and enabling growth beyond routine tasks.
• Idealized influence : Idealized influence is the transformational component where leaders act as role models that followers admire and want to emulate.
• Inspirational motivation : Inspirational motivation is the transformational component where leaders communicate an appealing future and raise followers’ drive to achieve it.
• Intellectual stimulation : Intellectual stimulation is the transformational component where leaders encourage questioning, creativity, and new ways of thinking.
• Individualized consideration : Individualized consideration is the transformational component where leaders support each person’s needs through coaching and attention to differences.

📝 Essential Points

• Transformational leadership is often linked with exploration rather than only efficiency-focused exploitation.
• Exploration supports change, creativity, and long-term adaptation, which fits transformational leadership’s growth orientation.
• Job insecurity tends to reduce creative performance because creativity needs safety, experimentation, and risk-taking.
• High job insecurity also lowers helping beyond formal duties (OCBO and OCBI) and increases counterproductive work behaviour.
• Context matters: leadership style should fit both culture and the specific organisation, since no single style is universally best.
• Transformational leadership is contrasted with directive/structured approaches that more strongly support exploitation and short-term stability.

💡 Memory Hook

Four I’s: Influence (role model) → Inspiration (vision) → Intellect (challenge ideas) → Individual (coach people).

📖 12. Strengths-based leadership and signature strengths

🔑 Key Concepts & Definitions

• Strengths-based leadership : Strengths-based leadership focuses on building performance by leveraging employees’ existing strengths rather than mainly fixing weaknesses.
• Signature strengths : Signature strengths are a person’s standout abilities that feel natural and enable consistent high-quality performance.
• Strengths fit : Strengths fit is the alignment between a leader’s approach and the strengths followers can most effectively use in their roles.
• Strengths development : Strengths development is the process of expanding how people apply their signature strengths through practice, feedback, and supportive conditions.

📝 Essential Points

• Strengths-based leadership is most effective when tasks allow followers to use their natural strengths rather than forcing rigid compliance.
• Leaders should match roles and responsibilities to followers’ signature strengths to improve engagement and output.
• Strengths-based leadership can fail when work requires rapid structure, strict safety procedures, or high coordination that limits autonomy.
• A strengths approach should still include accountability so performance standards are clear while strengths are used.
• Strengths development typically relies on feedback loops that help people refine how they apply their strengths over time.
• Signature strengths are not the same as skills learned for a specific job; they reflect recurring patterns of effective performance.

💡 Memory Hook

Strengths-based = “Use what works”: signature strengths → better fit → higher performance.

📊 Synthesis Tables

Leadership style models: what makes a style effective

Model	Core idea	What determines effectiveness
Trait & Great Man	Leadership is linked to stable personal characteristics; Great Man leaders are born with heroic qualities.	Effectiveness is not guaranteed by traits; some traits relate to emergence/effectiveness but outcomes depend on context and limits.
Behavioural (Ohio State/Michigan; Blake & Mouton)	Leadership is what leaders do (task vs people/relationship).	Effectiveness is linked to task and people dimensions; Blake & Mouton propose 9,9 as best general style.
Situational Leadership	Leadership is a match between leader behaviour and follower development.	Effectiveness depends on diagnosing follower competence/commitment and using the right mix of directive/supportive behaviour.
Contextual Leadership & Authoritarian styles	Effectiveness depends on fit between style and situation.	Authoritarian/directive styles can work in the right conditions (e.g., crisis, high-risk, time pressure) but fail when autonomy/psychological safety/innovation are needed.

⚠️ Common Pitfalls & Confusions

1. Confusing traits with behaviours: traits are internal and relatively stable, while behaviours are observable actions like setting goals or supporting staff.
2. Assuming Great Man theory means “leaders are born and always effective”: the course says research does not support one fixed leadership personality guaranteeing effectiveness.
3. Treating 9,9 as always best: Blake and Mouton suggest a best general style, but Situational/Contextual models argue the best approach depends on readiness, culture, task, risk, and uncertainty.
4. Mixing up directive vs supportive in Situational Leadership: S1 Directing is high directive/low supportive for new, inexperienced followers; S4 Delegating is low/low for competent, committed, autonomous followers.
5. Using implicit leadership theory incorrectly: followers judge leadership by prototypes and expectations, so competence alone may not secure trust if expectations are violated.
6. Misreading servant leadership as “always gentle” or “never command”: it can be misunderstood as weakness in highly authoritarian cultures, severe crises, or settings needing immediate command.
7. Overgeneralising extroversion/introversion: extroversion may aid emergence and visibility, but it does not automatically mean higher effectiveness; introversion can be effective in ambiguous social settings.

✅ Exam Checklist

1. Define Trait leadership theory and a trait, then explain how traits can influence behaviour while noting the limit that traits do not guarantee effective leadership.
2. Define Great Man theory and list the heroic qualities it assumes leaders naturally possess, then evaluate why research challenges the “fixed personality” idea.
3. Define the Dark Triad (narcissism, Machiavellianism, psychopathy) and apply the leadership risk pattern to a scenario involving charm/dominance plus blaming others, ignoring feedback, and manipulating information.
4. Explain the behavioural shift from “who is a leader?” to “what does a leader do?”, then distinguish traits (internal) from behaviours (observable).
5. Describe Ohio State initiating structure and consideration, then describe Michigan production-oriented and employee-oriented leadership and state the shared task vs people/relationship logic.
6. Explain the Leadership Grid dimensions (concern for production/people) and interpret 1,1; 9,1; 1,9; 5,5; and 9,9, including what makes 9,9 the best general style in the model.
7. Explain Situational Leadership’s core principle (match leader behaviour to follower development level) and correctly use S1 Directing through S4 Delegating, including what goes wrong with the wrong style.
8. Define competency leadership and distinguish leadership skills from leadership functions, then evaluate why competency checklists can be incomplete (e.g., toxic culture, context change, follower trust).
9. Explain Implicit Leadership Theory (followers’ prototypes/expectations) and apply it to credibility: why violating expectations can reduce trust even when technically competent.
10. Define emergent leadership and distributed leadership, then compare them with team leadership (designated leader vs shared influence) and state suitable vs less suitable contexts.
11. Define servant leadership and its inversion of hierarchy, then apply the “test of outcomes” (follower growth into healthier, wiser, freer, more autonomous people) and state where it may fail.
12. Define authentic leadership and the five practitioner characteristics, then explain how balanced processing supports trust and what effects it has (e.g., higher trust, engagement, psychological safety).
13. Explain transformational leadership as part of the full range model, then use the Four I’s (idealised influence, inspirational motivation, intellectual stimulation, individualized consideration) and contrast with the key
14. Define strengths-based leadership development (amplify signature strengths, not just fix weaknesses), then explain signature strengths (essential/effortless/energising) and how to develop them while still maintaining “no