THE AIM OF THIS SESSION

1. Leadership and its ingredients

2. The trait approaches to leadership
3. Various leadership styles
4. The path-goal approach to leadership
effectiveness
5. The difference between transactional and
transformational leaders

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After reading these sections,
you should be able to:

1. explain what
leadership is.
2. describe who leaders
are and what effective
leaders do.

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 What is the Leadership
???

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 Leadership is like BEAUTY.
Its hard to define…
… but you know it when you SEE it.
Bennis

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DEFINITION OF LEADERSHIP
• Leadership is the art or process of
influencing people so that they will strive
willingly and enthusiastically toward the
achievement of group goals

• Leadership is the ability of a superior to

influence people the behavior of a
subordinate or group and persuade them
to follow a particular course of action.
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DEFINITION OF LEADERSHIP
• If your actions inspire others to dream
more, learn more, do more and become more,
you are a leader. (John Quincy Adams)

• The first job of a leader is to define a

vision for the organization..Leadership is the
capacity to translate vision into reality.
(Warren Bennis, University of Cincinati)

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 Who is the Leader?
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 1. Strategic Thinkers
2. Look Forward and Create Visions
3. Challenge
4. Motivate
5. Inspire

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1. Maintain the status quote
2. Monitor situation
3. Allocate resources
4. Communicate targets
5. Measure the results
6. Feedback on the trends

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Leaders versus Managers

MANAGERS

Differences Do things right

Between Short-term
Means
Leaders and
Builders
Managers
Problem solving

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Leaders versus Managers

LEADERS

Do the right thing

Differences Change
Between Long-term
Leaders and Ends
Managers Architects
Inspiring & motivating

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INGREDIENTS OF LEADERSHIP
1. Leadership as power
2. Leadership as fundamental
understanding of people
3. Leadership as the ability to inspire
followers to apply their full
capabilities
4. Leadership as the style and the
development of the organizational
climate
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 DEBATE
ARE LEADERS BORN OR MADE?

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 THERE IS NO UNIVERSALLY
ACCEPTABLE SINGLE THEORY OF
LEADERSHIP!!!
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 Leaders are born and not made.
PREMISES
➢Research based on existing leaders.
➢Aristocrats, royalty
➢Notion that leadership had to do with
birth.

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 Great leaders will arise when there is
a great need.
PREMISES
–mythic domain
–in times of need, a Great Man would
arise, almost by magic.

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 Take a break,
Discussion Time

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Leader is a Coach

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 Leader is a Politician

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 Leader is a Salesperson

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 Leader is a Communicator

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Leader is a Problem Solver

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 Leader manages Time

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 Leader manages Quality
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Leader manages Chemistry

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 Leader manages Goal

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Leader
manages
Numbers

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Leader speaks in Performance
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 Leader Makes Decision

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 Leader takes Risks
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 Emotions are Contagious

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 Discipline Yourself

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 Source: The 60 Second Leader
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 TRAIT THEORY
• People are born with inherited traits.
• Some traits are particularly suited to
leadership.

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TRAIT THEORY: TRAITS

ENERGETIC
DOMINATING SELF CONFIDENT

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TRAIT THEORY: TRAITS
COOPERATIVE

AMBITIOUS
ALERT TO SOCIAL
ENVIRONMENTS

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TRAIT THEORY: TRAITS
PERSISTENCE

DEPENDABLE
DECISIVE

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TRAIT THEORY: TRAITS
ACHIEVEMENT
TOLERANCE ORIENTATION
TO STRESS

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Path-goal approach to
leadership effectiveness
Clarify paths to goals

Clear paths to goals by solving problems

and removing roadblocks
Increase the number and kinds of rewards
available for goal attainment
Do things that satisfy followers today or will
lead to future rewards or satisfaction
Offer followers something unique and valuable
beyond what they’re experiencing

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 Qualities and characteristics
of a successful leader

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Qualities and characteristics
of a successful leader
Self- Select
Commitment Professional
confidence appropriate
knowledge
subordinates

Energy Fairness Respect Vision

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Qualities and Characteristics
for successful leader
Commitment
• He should be able to commit himself
totally to the job and make other people
to do so.
• He must create the sense of
participation in all members of the
group so that they feel they are
important.
• He should have good knowledge of the
current events, the job, the people, and
the of possible future developments.
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Self-confidence
• A leader must be positive in his thinking and in his
actions.
• This is very important for himself as well as in leading
his team so as to ensure people under him to have
confidence in his orders.

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Select appropriate subordinates
• He should select suitable subordinates to carry out the
delegated duties for the project.
• Failure of a project is often the result of putting the
wrong people on the wrong job.

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Professional knowledge
• A leader must possess adequate professional knowledge.
This knowledge when combined with his work
experiences enables him to exercise critical thinking and
formulate solutions to solve problems.

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 Energy
• A leader must show enough enthusiasm in his work.
Enthusiasm is infectious. Energy must be sustained,
and must be shown.

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Fairness
• He should be able to evoke loyalty from the members of
the group by being fair to them. Fairness must be
displayed in all matters concerned with salary, bonus,
promotion, discipline, and work allocation.

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Respect
• A leader needs the respect of all people working with him,
not only subordinates but also superiors. Continual
development of characters of what a leader should possess
is important.

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Vision
• A leader should possess foresight and sees
new trends, and be able to lead his team in
the right direction.

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 Delegation of power

• A section leader normally passes

certain responsibilities to his
subordinates. This is the
delegation of power.

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 Reasons for
delegation of power

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Reasons for delegation of power
• It is impossible for the leader to do everything by
himself.
• Certain jobs must be delegated to appropriate
subordinates for successful completion on time.
• Proper delegation of power will benefit the leader of
the section because he can free himself from the
routine operations and perform more critical and
important duties.

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Reasons for delegation of power
It develops subordinates’ skill and
knowledge, builds up confidence,
increases their job satisfaction and
organizational commitment, and
motivates them to advance in their career.

If one performs the delegated duties well,

in time he will receive recognition of
his efforts in the form of promotion.

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Leadership styles

Dictatorial

Laissez-
Style Autocratic
faire

Democratic
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Leadership styles
Dictatorial 獨裁者的;自大的
• Work gets done through fear, by threats of
penalties or punishment. This can achieve
results, but there is doubt about their
quantity and quality in the long term, and
subordinates are usually dissatisfied.

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Leadership styles
Autocratic 專制的
• Authority and decision-making
are centred on the leader:
participation in decision-
making is not allowed, nor is
deviation from instructions.
This can achieve results, but
they depend heavily on the
leader’s abilities.
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Leadership styles
Democratic
• Authority and decision-making are
decentralized; participation in
decision-making is encouraged and
leader and subordinates tend to work
as a whole. This offers more promise
than other types, but requires leaders
of better quality.
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Leadership styles
Laissez-faire自由放任
• Subordinates establish their own
objectives and make all decisions; the
result is usually disorganization or chaos
雜亂 , because individuals can proceed in
different directions.

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 Laissez-faire
Democratic
Autocratic

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Levels of delegation of power

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General principles – delegation of power
• The task must be clearly defined including
the expected results to be achieved.

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 General principles –
delegation of power

The leader will still retain full responsibility and be

answerable to his superior even for the duties delegated.
The leader must know his team members well so that
suitable duties are delegated to suitable persons.
Improper delegation of power may lead to disastrous
consequence.

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 General principles –
delegation of power
• The amount of authority given to the subordinate and
the resources available for the task must be clearly
defined.
• Relevant organizational policy relating to the task
must be clearly stated.
• The type and frequency of reporting and
communication to the leader must be stated.

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8 Levels of delegation of power
give the alternatives
available with the pros
and cons of each
recommend a suggest an
action and
course of Levels of
action for the Delegatio delay the
n action until the
leader’s leader approves
approval it
look into the problem
and give the leader all
the facts Continue…..
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8 Levels of delegation of power (cont’)
suggest an action and take
action until he is told not to do it
by the leader
take action and take action and
let the leader communicate
know what he Levels of with the
did and also the Delegation leader only if
result of the the action is
action unsuccessful
take action and it is no need to
further communicate with the
leader
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Summary
• _____ Levels of delegation of power
• _____ Types of leadership style
• ______ Qualities and characteristics of a
successful leader
• Leadership is the art or process of __________ people.
• The first job of a leader is to ______________ for the
organization

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