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Master of Business Administration
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Definitions of Leadership
- Leadersh|p |s
- 1he behav|or of an |nd|v|dua| d|recnng the acnv|nes
of a group toward a shared goa|
- 1he ab|||ty to mob|||ze |nsntunona|, po||nca|,
psycho|og|ca| resources so as to arouse, engage and
sansfy the monves of fo||owers
- 1he process of |nßuenc|ng the acnv|nes of an
organ|zed group toward goa| ach|evement
- 1he ab|||ty to step outs|de the cu|ture, to start
evo|unonary change processes that are more
adapnve
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- Leadersh|p |s
- 1he process of mak|ng sense of what peop|e are do|ng together so
that peop|e w||| understand and be comm|ued
- About arncu|anng v|s|ons, embody|ng va|ues and creanng the
env|ronment w|th|n wh|ch th|ngs can be accomp||shed
- 1he ab|||ty of an |nd|v|dua| to |nßuence, monvate, and enab|e
others to contr|bute toward the eñecnveness and success of the
organ|zanon
- 1he ab|||ty to |nsp|re fo||owers to w||||ng|y sacr|hce the|r se|hsh
des|res for a h|gher cause
- 1he ab|||ty to |nsp|re peop|e to go beyond mere mechan|ca|
comp||ance w|th rounne organ|zanona| d|recnves
Definitions of Leadership
- Leadersh|p |s the ab|||ty to |nßuence fo||owers |n such a way that they
wou|d be w||||ng to undertake the necessary acnons, and to undergo
any poss|b|e requ|red changes, to meet organ|zanona| goa|s
Definitions of Leadership
Leadership
Influence
People Change
Leaders-followers Organizational
objectives
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Definitions of Leadership
!"#$"%&'() |s the act of |nßuenc|ng others

Dehn|nons ohen |nc|ude the fo||ow|ng e|ements:
- Leadersh|p enta||s the behav|or of an |nd|v|dua|
- Leadersh|p |s about |nßuenc|ng, monvanng,
mob|||z|ng and]or empower|ng others
- Leadersh|p |s about gemng peop|e to embrace,
share and ach|eve an ob[ecnve

Definitions of Leadership
Dehn|nons somenmes |nc|ude:
- Io||owers fo||ow vo|untar||y
- Leadersh|p as be|ng symbo||c
- Leadersh|p |s a qua||ty separate from or beyond
management
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Leadersh|p |s ra|s|ng a person's v|s|on and monvanon to h|gher
|eve|s of performance and ab|||ty and bu||d|ng a persona||ty
beyond norma| ||m|tanons.
Drucker

Leadersh|p can be thought of as a "metaphor for centeredness,
congru|ty, and ba|ance |n one's ||fe" because the "process of
becom|ng a |eader |s much the same as the process of
becom|ng an |ntegrated human be|ng."
8enn|s and Go|dsm|th
Views of Leadership
Why Understanding Leadership is
Important
• 1he success of |nd|v|dua| careers and the fate of
organ|zanons are determ|ned by the eñecnveness
of the behav|ors of the |eaders
• 1op |eaders rea||ze that they cannot eñecnve|y run
compan|es on the|r own and that they need to
|ncu|cate a |eadersh|p parad|gm throughout the
company
• 1oday's corporanons |ook to |eaders to |ead and
perform, |f these |eaders do not, they are asked to
|eave
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Leaders, Followers and Goals
Leaders
Io||owers
Goa|s
Non coerc|ve |nßuence
aua|n
The Nature of Management
- 1he Manager seeks to produce pred|ctab|||ty and order
by
- Semng organ|zanona| goa|s, estab||sh|ng acnon p|ans w|th
nmetab|es and a||ocanng resources
- Crgan|z|ng and stamng (estab||sh|ng structure, ass|gn|ng peop|e
to [obs)
- Mon|tor|ng resu|ts and so|v|ng prob|ems
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- 1yp|ca| acnv|ty pauerns |n manager|a| work
- necnc and unre|ennng pace, |ong hours
- Var|ed work content
- Many acnv|nes tend to be reacnve rather
than proacnve
- Many outs|de and peer |nteracnons
The Nature of Managerial Work
- 1yp|ca| acnv|ty pauerns |n manager|a| work
- kequ|res good ora| commun|canon
- Dec|s|on processes ohen d|sorder|y and
requ|res po||nca| understand|ng
- Adapnve and |nforma| p|ann|ng encountered
ohen
The Nature of Managerial Work
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The Nature of Leadership
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Manage yourse|f. Lead others.

Leadersh|p |s of the Sp|r|t, compounded of persona||ty and v|s|on. Management |s
of the m|nd, more a mauer of accurate ca|cu|anon.and rounnes.Managers
are necessary. Leaders are essenna|.
I|e|d Marsha| Lord S||m

Leadersh|p |s the art of ach|ev|ng more than the sc|ence of management says |s
poss|b|e.
Ceneral Colln Þowell
Managing versus Leading
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Comparing Management and Leadership
Management
- ulrecuon
- Þlannlng and
budgeung
- keeplng an eye on
Lhe bouom llne
Leadership
- ulrecuon
- Creaung vlslon and
sLraLegy
- keeplng an eye on
Lhe horlzon
(kouer, 1990)
Comparing Management and Leadership
Management
- AllgnmenL
- Crganlzlng and
sLamng
- ulrecung and
conLrolllng
- Creaung boundarles
Leadership
- AllgnmenL
- Creaung shared
culLure and values
- Pelplng oLhers grow
- 8educlng boundarles
(kouer, 1990)
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Comparing Management and Leadership
Management
- 8elauonshlps
- locuslng on ob[ecLs -
produclng/selllng
goods and servlces
- 8ased on posluon
power
- Acung as boss
Leadership
- 8elauonshlps
- locuslng on people -
lnsplrlng and
mouvaung followers
- 8ased on personal
power
- Acung as coach,
faclllLaLor, servanL
(kouer, 1990)
Comparing Management and Leadership
Management
- Þersonal quallues
- Lmouonal dlsLance
- LxperL mlnd
- 1alklng
- ConformlLy
- lnslghL lnLo
organlzauon
Leadership
- Þersonal quallues
- Lmouonal connecuons
(hearL)
- Cpen mlnd
- LlsLenlng
- nonconformlLy
(Courage)
- lnslghL lnLo self
(characLer)
(kouer, 1990)
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Comparing Management and Leadership
Management
- CuLcomes
- MalnLalns sLablllLy
- CreaLes culLure of
emclency
Leadership
- CuLcomes
- CreaLes change and a
culLure of lnLegrlLy
(kouer, 1990)
- Adm|n|sters
- |s a copy
- ma|nta|ns
- focuses on systems
- re||es on contro|
- has a short term v|ew
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Warren Bennis
The Manager and the Leader
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- asks when and how
- eyes the bouom ||ne
- accepts the &-#-/& B/.
- |s a good so|d|er
- does th|ngs r|ght
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Warren Bennis
The Manager and the Leader
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Mintzberg’s Managerial Roles
(Mintzberg, 1971)
Category Role Activity
lnformauonal MonlLor

ulssemlnaLor
Spokesperson
Seek and recelve lnformauon, malnLaln lnLerpersonal
conLacLs
lorward lnformauon Lo oLhers
8epresenLs Lhe unlL Lo ouLslders
lnLerpersonal llgurehead
Leader
Llalson
Þerforms ceremonlal and symbollc duues
ulrecL and mouvaLe subordlnaLes
MalnLaln lnformauon llnks ln and beyond Lhe organlzauon
ueclslonal LnLrepreneur
ulsLurbance
handler
8esource
allocaLor
negouaLor
lnluaLes new pro[ecLs and spoLs opporLunlues
1ake correcuve acuon durlng crlses, resolves conßlcLs

uecldes who geLs whaL

8epresenLs deparLmenL durlng negouauons wlLh oLhers
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Managerial Skills and Competencies
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1echnlcal
skllls
ConcepLual
skllls
Puman
skllls
Leader - A ÞL8SCn who ls able Lo
creaLe a sense of purpose and
vlslon, lnßuenclng Lhe
behavlor of oLhers Lowards
shared goals.
Leadershlp - A Þ8CCLSS whereby a
person lnßuences oLhers Lo
embrace, share and achleve Lhe
goals of Lhe company.
Leader vs. Leadership
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Leaders |nßuence:
- 1he |nterpretanon of externa| events by
members
- 1he cho|ce of ob[ecnves and strateg|es to pursue
- 1he monvanon of members to ach|eve the
ob[ecnves
- 1he mutua| trust and cooperanon of members
Leaders Influence

- 1he organ|zanon of work acnv|nes
- 1he deve|opment of member sk|||s and
conhdence
- 1he |earn|ng and shar|ng of new know|edge by
members
- 1he en||stment of support and cooperanon from
outs|ders
Leaders Influence
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- Measured |n terms of the |eader's contr|bunon
to..
- 1he enhancement of group cohes|veness
- Member cooperanon
- Member monvanon
- Þrob|em so|v|ng]prob|em hnd|ng
- Dec|s|on mak|ng

Measuring Leadership Effectiveness
- Measured |n terms of the |eader's contr|bunon
to..
- Conß|ct reso|unon
- kead|ness of group to dea||ng w|th change
and cr|ses
- Cvera|| qua||ty of work ||fe
- Se|f-conhdence of fo||owers
- Increase the|r sk|||s
- Deve|opment of |eadersh|p sk|||s
Measuring Leadership Effectiveness
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Lmpowerment |nvo|ves power shar|ng, g|v|ng power to
another - the De|eganon of power.

8ut a|so, the rec|p|ent of power through empowerment must
embrace the potenna| to |nßuence that he or she has
ga|ned |f empowerment |s to be fu||y rea||sed.
Leadership and Empowerment
Lead|ng through empowerment |ncreases the dec|s|on-mak|ng
d|screnon of others.

C'7 ";).A"% .-'"%&D
! Need for qu|ck dec|s|ons by peop|e who are most
know|edgeab|e about the |ssues
! Need to cope w|th |ncreased work demands due to |arge
spans of contro|
! Need growth and comm|tment from others

Leading through Empowerment
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Deve|opment as a person
|eads to
Deve|opment as a |eader

Leadership and Personal Development
Leadership and Personal Development
(llnkelsLeln, Pambrlck, Cannella, 2009)
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Compose a short paragraph wh|ch m|rrors the essence of your
ex|stence. 1h|s persona| m|ss|on statement shou|d address
these two bas|c quesnons:
- What wou|d I ||ke to do w|th my ||fe?
- What wou|d I ||ke to be? (1hat |s, what aur|butes and
v|rtues do I want to nurture?)
Your Personal Mission Statement !
Leadership evolution
(uaû, 2011)
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Leadership Ladder
(1an, 2001)
Maln
characLerlsucs
Skllls requlred
ueveloplng Lhe people
around you
lnsplrlng followers
All skllls below plus sLraLeglc Lhlnklng
and vlslonlng
Coachlng, counsellng, Leamwork,
mouvauon, successlon plannlng
Showlng posluve resulLs
Lo Lasks
ConcepLual and creaung Lhlnklng skllls
communlcauon skllls
Wlnnlng frlends and
lnßuenclng people
Puman relauons skllls, bulldlng
worklng caplLal
lormal appolnLmenL by
Lhe company
1echnlcal compeLence
A deslre Lo go forward