Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018
Lecture Notes
Chapter 4: Understanding Philosophy and Style
Chapter Summary
I. Leadership Philosophy Explained
A. Theory X
B. Theory Y
C. Theory Z
II. Leadership Styles Explained
A. Authoritarian
III. Leadership Styles in Practice
IV. Leadership Snapshot: Victoria Ransom, Chief Executive of Wildfire
V. Case Study: Many Managers, Different Styles
Chapter Objectives
1. Discuss the formation of a person’s philosophy of leadership.
2. Differentiate between Theory X and Theory Y of leadership.
3. Examine the most commonly observed styles of leadership
a. Authoritarian
Lecture Notes
• Are people basically good?
• Is doing work as natural as play?
• Are you an in-charge type of a leaders or a laid-back one?
Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018
I. Leadership Philosophy Explained
2. These beliefs impact an individual’s leadership style.
4. Managers need to understand their core assumptions about human nature
and how they affect leadership style.
5. Proposed two general theories – Theory X and Theory Y
A. Theory X – 3 Assumptions
1. The average person dislikes work and will avoid it if possible.
Example: “I only go to work to get P-A-I-D”
2. Because people dislike work, they need to be directed, controlled, and
sometimes threatened with punishment or reminded of rewards to make
3. The average person prefers to be directed, wishes to avoid responsibility,
has little ambition, and wants security more than advice.
Example: Fast food workers who are told what tasks to do.
B. Theory Y – 3 Assumptions
1. The average person does not inherently dislike work. Doing work is as
2. People will show responsibility and self-control toward goals to
3. In the proper environment, the average person learns to accept and
seek responsibility.
Example: University students who created a streamlined checklist for
sorting and shelving books
C. Theory Z – blends collectivist and individualist thinking
2. Also maintains formal authority structures and recognition of individual
achievements.
3. De-emphasizes individual decision-making by one leader.
II. Leadership Styles Explained
Primary research done by Lewin, Lippitt, and White (1939)
2. Identified three distinct styles of leadership and the impact of style on
group members
A. Authoritarian leadership style
1. Similar to Theory X
2. Behaviors:
a. Need to control subordinates, exert influence
b. Determine tasks and procedures for group members
3. Outcomes
f. Positives: Efficient and productive, give direction and clarity to
work, accomplish more in shorter period, establish goals and work
4. Contexts where this style might be effective: Hospital emergency room,
middle school canoe trip, high school team in state finals.
B. Democratic leadership style
1. Similar to Theory Y
2. Behaviors:
a. Work with subordinates, treat everyone fairly
3. Outcomes
a. Positives: Greater group members satisfaction, commitment, and
cohesiveness; more friendliness, mutual praise, and group-
C. Laissez-faire leadership style
2. Behaviors:
a. Neither control nor nurture subordinates
3. Outcomes are primarily negative
a. Little is accomplished
Northouse, Introduction to Leadership: Concepts and Practice, 4e
SAGE Publishing, 2018
d. Motivation and productivity decline
III. Leadership Styles in Practice
A. Everyone’s leadership style is unique
IV. Leadership Snapshot: Victoria Ransom, CEO of Wildfire
A. Her philosophy – “I don’t believe in hierarchy or creating hierarchy. I believe in
earning respect.”
B. Co-founded social media software company with 400 employees and 21,000
clients.
C. Ransom grew up in a farming community in New Zealand where she learned
the values of hard work, leading by example and humility that she brings to
Wildfire.
F. What resulted was a list of values that the company instilled and demonstrated:
Passion, team player, humility and integrity. Also on the list were having the
courage to speak up and curiosity.
V. Case Study