UNDERSTANDING LEADERSHIP

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 Course Objectives
By the end of this session, participants will be
able to:
• Explain what leadership is and the difference
between a leader and a manager.
• List & explain the different leadership theories.
• Discuss the different styles of leadership.
• Discuss why leadership fails & ways of
improving leadership.

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 What is leadership?
• Leadership is the art or process of influencing
people to strive willingly and enthusiastically
towards the achievement of group goals.

• It is the process of directing the behavior of

others toward the accomplishment of some
common objectives.

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 What is leadership?(cont)

Leadership is influencing people

to get things done to a standard
and quality above their norm.
And doing it willingly.

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 What is leadership?(cont)
As an element in social interaction, leadership is
a complex activity involving:
• a process of influence
• actors who are both leaders and followers
• a range of possible outcomes – the achievement
of goals, but also the commitment of individuals
to such goals, the enhancement of group
cohesion and the reinforcement of change of
organizational culture
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 Principles of Leadership
• Know yourself and seek self-improvement
• Be technically proficient
• Seek responsibility and take responsibility for your actions
• Make sound and timely decisions
• Set the example
• Know your people and look out for their well-being
• Keep your workers informed
• Develop a sense of responsibility in your workers
• Ensure that tasks are understood, supervised, and
accomplished
• Team spirit
• Use the full capabilities of your organization

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 Who is a Leader?
• A leader is a person who inspires others
to work towards a goal.

• Leadership thus occurs when a person

inspires another person or group of
persons to produce some results
willingly.

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 Types of Leaders
• Leader by the position achieved
• Leader by personality, charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to accomplish
things
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Leaders

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DIFFERENCE BETWEEN A LEADER AND
A MANAGER
A LEADER
• Tells why to do and how
to do.
• Depends on goodwill.
• Inspires his men
• Delegates authority only
• Shows what is wrong
• Commands respect
• People oriented
• Gives all credit for all
successes.
• Believes in “WE”
A MANAGER
•Tells what to do
•Relies on authority
•Drives his men,
•Delegates responsibility
•Shows who is wrong
•Demands respect,
•Production oriented
•Blames others for failures
•Believes in “I”.
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 Qualities of a Good Leader
Effective leaders have:
• A vision and purpose.
• Clear goals.
• Strong commitment.
• Flexibility.
• An understanding of change.
• Active listening skills.
• Confidence to take risks.

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THE ROLES OF A LEADER

Achieving the task

Building and
maintaining Developing the
Team individual.

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 The Roles of a Leader

Achieving the Task

• Knowing the organisational goals,

the leader should plan and organize
his subordinates to works towards
the achievement of the goals

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 The Roles of a Leader (cont)

Building and Maintaining Team

• A leader should organize his

subordinates into teams in which
interpersonal relationship and
exchange of ideas can be fostered.

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 The Roles of a Leader (cont)

Developing the Individual

• It is the responsibility of the

leader to develop the interest of
the individuals, he should know
and be aware of their problems
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 The Roles of a Leader (cont)
• Leaders act to help a group attain objectives
through the maximum application of its
capabilities.

• They do not stand behind a group to push

and prod; they place themselves before the
group as they facilitate progress and inspire
the group to accomplish organisational goals.

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 Theories of Leadership
Theories of leadership include:
• Trait theory
• Behavioural theory
• Contingency theory
• Invitational theory
• Transactional theory
• Transformational theory

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 Trait Theory
This theory has it that there are some characteristics
effective leaders possess. These set of characteristics
are:
• Verbal facility
• Initiative
• Charisma
• Self confidence
• Aggressive
• Ambitious
• Sociability
• Achievement,etc

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 Trait Theory (cont)

• The questions are:

– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born not bred?

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 Behavioural Theory

• Implies that leaders can be trained. It focuses on the

way of doing things.
- focuses on the leader instituting structures (task
orientated) by setting goals and assigning work to make
sure work is done
- focuses on the development and maintenance of
relationships (process orientated). Leaders show care
towards workers

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 Contingency Theory

• Suggests leadership is not a fixed series of

characteristics that can be transposed into
different contexts

• Leadership as being more flexible – different

leadership styles used at different times
depending on the circumstance.

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 Contingency Theory (cont)

• Leadership may depend on:

– Type of staff
– History of the business
– Culture of the business
– Quality of the relationships
– Nature of the changes needed
– Accepted norms within the institution

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 Invitational Theory
Is concerned with improving the
atmosphere and message sent out by the
organisation. It -:
– Focuses on reducing negative messages sent out through
the everyday actions of the business both externally and,
crucially, internally
– Reviews internal processes to reduce these
– Builds relationships and sense of belonging and identity
with the organisation – that gets communicated to
customers, etc

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 Transactional Theory
• Is based on legitimate authority within the
organisation. It emphasizes the clarification of
goals and objectives; work task and outcomes
and organisational rewards and punishments.

• Transactional leaders appeal to the self

interest of followers.

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 Transactional Theory (cont)
• Involves managers using the reward and
coercive power to encourage high
performance.
• Managers who push subordinates to change
but do not seem to change themselves are
transactional.
• The transactional manager does not have the
“vision” of the Transformational leader.

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 Transformational Theory
• Is concerned with widespread changes to a
business or organisation.
• It requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes
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 Transformational Theory (cont)

Transformational managers:
• Make subordinates aware of how important
their jobs are by providing feedback to the
worker.
• Make subordinates aware of their own need
for personal growth and development.
– Empowerment of workers, added training
help.
• Motivate workers to work for the good of
the organization, not just themselves.
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 Transformational Theory (cont)
– Transformational leaders are charismatic and have a
vision of how good things can be.
• They are excited and clearly communicate this to
subordinates.
– Transformational leaders openly share information
with workers.
• Everyone is aware of problems and the need for change.
• Empowers workers to help with solutions.
– Transformational leaders engage in development of
workers.
• Manager works hard to help them build skills.

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 Leadership Styles
• Leadership style refers specifically to the pattern
of philosophies, beliefs, attitudes, feelings and
assumptions an individual has about leadership
which influences how as a manager, he/she
actually behaves when managing people.

• It is a set of expectations an individual has as to

how to use his/her leadership position to involve
himself and others in the achievement of results.
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 Leadership Styles (cont)

There are three major types of leadership

style, namely:
• Autocratic
• Democratic
• Laissez-Faire

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 Autocratic Style

• Leaders has complete responsibility for

direction & decision making.
• Leader makes decisions without reference
to anyone else.
• Emphasis is almost exclusively on results.
• See employees as ‘commodities’ to be used
and replaced when needed.
• Employees are only expected to follow
orders and perform tasks.
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 Autocratic Style (cont)

• High degree of dependency on the

leader
• Can create de-motivation and
alienation of staff.
• May be valuable in some types of
business/situation .
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 Democratic Style

• Is employee oriented and non-directive.

• Emphasises general supervision.
• Consults subordinates on problems, tasks, and
goals.
• Makes full use of the talents, abilities and
creativity of subordinates.
• Considers the needs & preferences of
subordinates.
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 Democratic Style (cont)

May help motivation and involvement

• Workers feel ownership of the firm
and its ideas
• Improves the sharing of ideas
and experiences within the business
• Can delay decision making

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 Laissez-Faire Style

• Let it be’ – the leadership responsibilities

are shared by all
• Little or no direction, allow subordinates a
great deal o f freedom.
• Relies on good team work
• Relies on good interpersonal relations

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 Laissez-Faire Style (cont)

• Can be very useful in businesses

where creative ideas are important
• Can be highly motivational,
as people have control over their working
life
• Can make coordination and decision making

time-consuming and lacking in overall

direction

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 Factors Affecting Style
• Leadership style may be dependent on various factors:
– Risk - decision making and change initiatives
based on degree of risk involved.
– Type of business – creative business or supply driven?
– How important change is – change for change’s sake?
– Organisational culture – may be long embedded
and difficult to change.
– Nature of the task – needing cooperation? Direction?
Structure?

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 12 Major Causes of Failure in
Leadership
• Inability to organize detail, thus admitting inability to do
the job effectively .
• Unwillingness to do what they would ask another to do,
when occasion demands
• Expectation of pay for what they know instead of what they
do.
• Fear of competition from others, trying to hold people
below you rather than build them up
• Lack of creative thinking in setting goals and creating plans
• The "I" syndrome – claiming all the honors for the team
achievements.

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 12 Major Causes of Failure in
Leadership
• Over-indulgence, destroying endurance and vitality
• Disloyalty to colleagues, resulting in loss of respect
• Emphasis on the 'authority of leadership', leading by
instilling fear instead of encouraging
• Emphasis of title instead of knowledge and expertise
• Lack of understanding of the destructive effects of a
negative environment
• Lack of common sense, being heavenly minded and
ultra positive, but no earthly good

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12 Ways To Become a Greater Leader
• Create an Inspiring Vision & Lead by Example

- Create an inspiring vision; establish shared values;

give direction and set stretch goals
- Manage change strategically, create change;
lead change; manage resistance to change
-Lead by example; practice what you preach; set an
example, and share risks or hardship
- Demonstrate confidence; win respect and trust without
courting popularity

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12 Ways To Become a Greater Leader cont

 Empower, Inspire, and Energize People

_ Be enthusiastic; inspire and energize people; create a

positive work environment
– Empower people; delegate authority; be open to
ideas; have faith in the creativity of others
– Communicate openly and honestly; give clear
guidelines; set clear expectations
– Empathize; be willing to discuss and solve problems;
listen with understanding; support and help
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12 Ways To Become a Greater Leader cont

• Build and Lead a Team

_ Use team approach; facilitate cooperation; involve

everyone; trust your team rely on their judgment
– Bring out the best in your people; have common touch
with them; coach and provide effective feedback
– Permit group decision; help your team reach better
decisions
– Monitor progress, but don't micromanage, lead your
team; avoid close supervision; do not overboss; do not
dictate; lead team self-assessment
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THANK YOU

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