Chapter 16ii 2011

Management: Arab World Edition
Robbins, Coulter, Sidani, Jamali
Chapter 16: Managers As Leaders
Lecturer: : [Insert your name here]

Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
16.1 Who Are Leaders and What Is Leadership

• Define leaders and leadership.
• Explain why managers should be leaders.
16.2 Historical Leadership In The Middle East

• Ibn-Khaldun Conception of Leadership
• The role of Asabiya (Group-bond in fostering leadership)
• The Prophetic-Caliphal Model of Leadership
16-3 Copyright © 2011 Pearson Education

Learning Outcomes
16.3 Early Leadership Theories

• Discuss what research has shown about leadership traits.
• Contrast the findings of the four behavioral leadership theories.
• Explain the dual nature of a leader’s behavior.
16.4 Contingency Theories of Leadership

• Explain Fiedler’s contingency model of leadership.
• Describe situational leadership theory.
• Discuss how path–goal theory explains leadership.

Learning Outcomes
16.5 Contemporary Views of Leadership

• Differentiate between transactional and transformational
leaders.
• Describe charismatic and visionary leadership.
• Discuss what team leadership involves.
16.6 Leadership Issues in the Twenty-First Century

• Describe the five sources of a leader’s power.
• Discuss the issues today’s leaders face.

Who Are Leaders and
What Is Leadership
1. Define leaders and leadership.
2. Explain why managers should be leaders.

Who Are Leaders and
What Is Leadership
Leader
 Someone who can influence others and who has
managerial authority
Leadership
 What leaders do; the process of influencing a group
to achieve goals

Who Are Leaders and What Is Leadership
Although groups may have informal leaders who emerge, those are
not the leaders we’re studying.
Leadership research has tried to answer:
What is an effective leader?

Historical Leadership In
The Middle East
1. Ibn-Khaldun Conception of Leadership
2. The role of Asabiya (Group-bond in fostering

leadership)
3. The Prophetic-Caliphal Model of Leadership

Ibn-Khaldun Conception of Leadership
 He was born in Tunis in the year 1332.

 He was mainly interested in political leadership, but his
conceptualization is important for understanding leadership in any
context, business or non-business.
 Ibn Khaldun emphasizes the personal qualities of the leader. He calls
those qualities “perfecting details”.

Perfecting Details Include:
1. Generosity
2. Forgiveness of error
3. Patience and perseverance
4. Hospitality toward guests
5. Maintenance of the indigent
6. Execution of commitments
7. Respect for the religious law

Perfecting Details Include:
8. Reverence for old men and teachers

9. Fairness
10. Meekness
11. Consideration to the needs of followers
12. Avoidance of deception and fraud
13. Kindness to, and protection of, subjects.

The role of Asabiya
 Asabiya (“group feeling” or “group bond”).

Asabiya stems from blood ties and alliances, with the former having
the most weight in fostering the leadership bond.
Blood ties may be an unimportant factor in the West as a source of
leadership, but they are important in the Arab region.

The Prophetic-Caliphal Model of Leadership
Four elements of the model:

(1) Personalism
(2) Individualism
(3) Lack of institutionalization
(4) The importance of the great man

Personalism refers to the degree that a person insists on his personal

opinion and the degree of concern and emphasis he has on himself.
Individualism means making decisions or actions that do not take
into account the opinions of the group.
The combination of personalism and individualism leads to a lack of
institutional development.

 In cases of conflict or succession, there is no institution to fill the

vacuum. The vacuum is alternatively filled by an expectation of
the “great man”.
 If the expected great man really turns out to be a great man, then
we have a prophetic type of leader whose relationship with
followers depends on love and compassion and voluntary compliance.
 If the expected great man turns out to be an ordinary man then the
only way to ensure follower compliance is through coercion and
authoritarianism.

Exhibit 16–1 Khadra’s Model of Leadership
Social Origins Leadership Climate Two Conditions Two Models
Prophetic Model
Strong
Great Man
attachment to
Personalism the leader
Lack of Expecting
Vacuum
institutionalism great man
Individualism
Fear, coercion,
Ordinary Man
strife
Caliphal Model

Early Leadership Theories
1. Discuss what research has shown about leadership

traits.
2. Contrast the findings of the four behavioral leadership

theories.
3. Explain the dual nature of a leader’s behavior.

Early Leadership Theories
Trait Theories (1920s–1930s)

• Research focused on identifying personal characteristics that
differentiated leaders from non-leaders was unsuccessful.
• Later research on the leadership process identified seven traits
associated with successful leadership:
• Drive, the desire to lead, honesty and integrity, self-
confidence, intelligence, job-relevant knowledge, and
extraversion.

Exhibit 16–2 Seven Traits Associated with Leadership
Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A.
Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology,
August 2002, pp. 765–780.

Behavioral Theories
1. University of Iowa Studies

2. Ohio State Studies
3. University of Michigan Studies
4. The Managerial Grid

Behavioral Theories
University of Iowa Studies (Kurt Lewin)

• Identified three leadership styles:
– Autocratic style: centralized authority, low participation
– Democratic style: involvement, high participation, feedback
– Laissez faire style: hands-off management

Behavioral Theories
University of Iowa Studies (Kurt Lewin)

• Research findings: mixed results
– No specific style was consistently better for producing better
performance.
– Employees were more satisfied under a democratic leader
than an autocratic leader.

Behavioral Theories (cont’d)
Ohio State Studies

• Identified two dimensions of leader behavior:
– Initiating structure: the role of the leader in defining his or
her role and the roles of group members.
– Consideration: the leader’s mutual trust and respect for group
members’ ideas and feelings.

Ohio State Studies

• Research findings: mixed results
– High-high leaders generally, but not always, achieved high
group task performance and satisfaction.
– Evidence indicated that situational factors appeared to strongly
influence leadership effectiveness.

University of Michigan Studies

• Identified two dimensions of leader behavior:
– Employee oriented: emphasizing personal relationships
– Production oriented: emphasizing task accomplishment
• Research findings: Leaders who are employee oriented are strongly
associated with high group productivity and high job satisfaction.

The Managerial Grid

• Appraises leadership styles using two dimensions:
concern for people and concern for production
• Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management

Exhibit 16–3 Behavioral Theories of Leadership

Exhibit 16–3 (cont’d) Behavioral Theories of
Leadership

Exhibit 16–4
The
Managerial
Grid
Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton,
Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.

Contingency Theories of
Leadership
1. Explain Fiedler’s contingency model of leadership.
2. Describe situational leadership theory.
3. Discuss how path–goal theory explains leadership.

The Fiedler Model
 Proposes that effective group performance depends upon the proper

match between the leader’s style of interacting with followers and
the degree to which the situation allows the leader to control and
influence.

The Fiedler Model
Assumptions:
 A certain leadership style should be most effective in different types
of situations.
 Leaders do not readily change leadership styles.
 Matching the leader to the situation or changing the situation
to make it favorable to the leader is required.

The Fiedler Model
• Situational factors in matching leader to the situation:

• Leader–member relations
• Task structure
• Position power

Exhibit 16–5 Findings of the Fiedler Model

Hersey and Blanchard’s Situational
Leadership Theory (SLT)
• Argues that successful leadership is achieved by selecting the right
leadership style which is contingent on the level of the followers’
readiness.
• Acceptance: leadership effectiveness depends on whether followers
accept or reject a leader.
• Readiness: the extent to which followers have the ability and
willingness to accomplish a specific task.
• Leaders must relinquish control over and contact with followers as they
become more competent.

• Creates four specific leadership styles incorporating Fiedler’s two
leadership dimensions:
• Telling: high task–low relationship leadership
• Selling: high task–high relationship leadership
• Participating: low task–high relationship leadership
• Delegating: low task–low relationship leadership

• Posits four stages for follower readiness:
• R1: followers are unable and unwilling
• R2: followers are unable but willing
• R3: followers are able but unwilling
• R4: followers are able and willing

Path-Goal Model
• States that the leader’s job is to assist his or her followers in

attaining their goals and to provide direction or support to ensure
their goals are compatible with organizational goals.

Path-Goal Model
• Leaders assume different leadership styles at different times

depending on the situation:
• Directive leader
• Supportive leader
• Participative leader
• Achievement oriented leader

Exhibit 16–6 Path-Goal Theory

Contemporary Views of
Leadership
1. Differentiate between transactional and

transformational leaders.
2. Describe charismatic and visionary leadership.
3. Discuss what team leadership involves.

Transactional-Transformational Leadership
Transactional Leadership
• Leaders who guide or motivate their followers in the direction of
established goals by clarifying role and task requirements.
Transformational Leadership
• Leaders who inspire followers to transcend their own self-interests
for the good of the organization by clarifying role and task
requirements.

Team leadership
• Having patience to share information

• Being able to trust others and to give up authority
• Understanding when to intervene
• Managing the team’s external boundary
• Facilitating the team process
• Coaching, facilitating, handling disciplinary problems , reviewing
team and individual performance, training, and communication

Leadership Issues in the
Twenty-First Century
1. Managing Power
2. Developing Trust
3. Empowering Employees
4. Leading across Cultures
5. Understanding Gender Differences
6. Gender differences in the Arab World
7. Becoming an Effective Leader

Managing Power
• Legitimate power • Expert power

• The power a leader has as a • The influence a leader can exert
result of his or her position. as a result of his or her
• Coercive power expertise, skills, or knowledge.
• The power a leader has to • Referent power
punish or control. • The power of a leader that
• Reward power arises because of a person’s
desirable resources or admired
• The power to give positive
personal traits.
benefits or rewards.

Developing Trust
Credibility (of a Leader)

 The assessment of a leader’s honesty, competence, and ability to
inspire by his or her followers.
Trust
 Is the belief of followers and others in the integrity, character, and
ability of a leader.
 Is related to increases in job performance, organizational citizenship
behaviors, job satisfaction, and organization commitment.

Dimensions of Trust
Integrity: Honesty and truthfulness

Competence: Technical and interpersonal knowledge and skills
Consistency: Reliability, predictability, and good judgment in
handling situations
Loyalty: Willingness to protect a person, physically and
emotionally
Openness: Willingness to share ideas and information freely

Empowering Employees
Empowerment involves increasing the decision-making discretion of

workers such that teams can make key operating decisions that
directly affect their work.
• Why empower employees?
• Quicker responses to problems and faster decisions
• Addresses
the problem of increased spans of control in relieving
managers to work on other problems

Cross-Cultural Leadership
Universal Elements of Effective Leadership

• Vision
• Foresight
• Providing encouragement
• Trustworthiness
• Dynamism
• Positiveness
• Proactiveness

Exhibit 16–7
Selected Cross-Cultural Leadership Findings
• Korean leaders are expected to be paternalistic toward

employees.
• Arab leaders who show kindness or generosity without
being asked to do so are seen by other Arabs as weak.
• Japanese leaders are expected to be humble and speak
frequently.
• Scandinavian and Dutch leaders who single out individuals
with public praise are likely to embarrass, not energize,
those individuals.
Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp.
15–16; F.C. Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management
Executive, February 2002, pp. 16–29; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997,
pp. 203–31; R. J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and
R. J. House, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.

Exhibit 16–7 (cont’d)
Selected Cross-Cultural Leadership Findings
• Effective leaders in Malaysia are expected to show

compassion while using more of an autocratic than a
participative style.
• Effective German leaders are characterized by high
performance orientation, low compassion, low self-
protection, low team orientation, high autonomy, and high
participation.
Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp.
15–16; F.C. Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management
Executive, February 2002, pp. 16–29; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997,
pp. 203–31; R. J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and
R. J. House, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.

Gender Differences and Leadership:
Research findings
 Males and females use different styles.
 Women tend to adopt a more democratic or participative style
unless in a male-dominated job.
 Women tend to use transformational leadership.
 Men tend to use transactional leadership.
 Even if men and women differ in their leadership styles, we should
not assume that one is always preferable to the other.

Gender Differences In Leadership In The
Arab World
• Leadership positions in the Arab world have traditionally been
monopolized by men.
• The dominant leadership prototype in Arab culture is a male
figure.
• However, many prominent women leaders have managed to reach
top decision-making positions.

Exhibit 16-8 Female Economic Activity Rate in
Selected World Regions in 2010

Becoming an Effective Leader:
Leader Training
• More likely to be successful with individuals who are high self-
monitors than with low self-monitors.
• Individuals with higher levels of motivation to lead are more
receptive to leadership development opportunities
What can be taught:
– Implementation skills
– Trust-building
– Mentoring
– Situational analysis

Becoming an Effective Leader:
Substitutes for Leadership
Sometimes, leadership may not be important!
Follower characteristics
 Experience, training, professional orientation, or the need for
independence
Job characteristics
 Routine, unambiguous, and satisfying jobs
Organizational characteristics
 Explicit formalized goals, rigid rules and procedures, or cohesive work
groups

Terms to Know
leader leader-member relations

leadership task structure
behavioral theories position power
autocratic style situational leadership theory (SLT)
democratic style readiness
laissez-faire style leader participation model
initiating structure path–goal theory
consideration transactional leaders
high-high leader transformational leaders
managerial grid
Fiedler contingency model

Terms to Know
legitimate power
coercive power
reward power
expert power
referent power
credibility
trust
empowerment


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Management: Arab World Edition

Robbins, Coulter, Sidani, Jamali

Chapter 16: Managers As Leaders

Lecturer: : [Insert your name here]

16.1 Who Are Leaders and What Is Leadership

16.2 Historical Leadership In The Middle East

16-3 Copyright © 2011 Pearson Education

16.3 Early Leadership Theories

16.4 Contingency Theories of Leadership

16-4 Copyright © 2011 Pearson Education

16.5 Contemporary Views of Leadership

16.6 Leadership Issues in the Twenty-First Century

16-5 Copyright © 2011 Pearson Education

1. Define leaders and leadership.

2. Explain why managers should be leaders.

16-6 Copyright © 2011 Pearson Education

16-7 Copyright © 2011 Pearson Education

16-8 Copyright © 2011 Pearson Education

1. Ibn-Khaldun Conception of Leadership

2. The role of Asabiya (Group-bond in fostering

3. The Prophetic-Caliphal Model of Leadership

16-9 Copyright © 2011 Pearson Education

 He was born in Tunis in the year 1332.

16-10 Copyright © 2011 Pearson Education

16-11 Copyright © 2011 Pearson Education

8. Reverence for old men and teachers

16-12 Copyright © 2011 Pearson Education

 Asabiya (“group feeling” or “group bond”).

16-13 Copyright © 2011 Pearson Education

Four elements of the model:

16-14 Copyright © 2011 Pearson Education

Personalism refers to the degree that a person insists on his personal

16-15 Copyright © 2011 Pearson Education

 In cases of conflict or succession, there is no institution to fill the

16-16 Copyright © 2011 Pearson Education

Social Origins Leadership Climate Two Conditions Two Models

16-17 Copyright © 2011 Pearson Education

1. Discuss what research has shown about leadership

2. Contrast the findings of the four behavioral leadership

3. Explain the dual nature of a leader’s behavior.

16-18 Copyright © 2011 Pearson Education

Trait Theories (1920s–1930s)

16-19 Copyright © 2011 Pearson Education

16-20 Copyright © 2011 Pearson Education

1. University of Iowa Studies

16-21 Copyright © 2011 Pearson Education

University of Iowa Studies (Kurt Lewin)

16-22 Copyright © 2011 Pearson Education

University of Iowa Studies (Kurt Lewin)

16-23 Copyright © 2011 Pearson Education

Ohio State Studies

16-24 Copyright © 2011 Pearson Education

Ohio State Studies

16-25 Copyright © 2011 Pearson Education

University of Michigan Studies

16-26 Copyright © 2011 Pearson Education

The Managerial Grid

16-27 Copyright © 2011 Pearson Education

16-28 Copyright © 2011 Pearson Education

16-29 Copyright © 2011 Pearson Education

16-30 Copyright © 2011 Pearson Education

1. Explain Fiedler’s contingency model of leadership.

2. Describe situational leadership theory.

3. Discuss how path–goal theory explains leadership.