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Learning Objectives
LEADING  After

this session, you should be able to:
Describe what leadership is, when leaders
are effective and ineffective, and the
Presented By- sources of power that enable managers to
be effective leaders.
EVANS KHADAMBI LUYALI
 Understand the difference between
leadership and management.

The Nature of Leadership The Meaning

Leadership
 The process by which a person exerts
of
influence over others and inspires,
motivates and directs their activities to
Leadership
achieve group or organizational goals.
 Effectiveleadership increases the firm’s ability
to meet new challenges.
Leader As a process,
As a property,
leadership is the use
An individual who is able to exert influence leadership is the set
 of non coercive
of characteristics
over other people to help achieve group or attributed to those
influence to direct
organizational goals and coordinate the
who are perceived
activities of group
to use such influence
members to meet a
successfully
goal

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The Nature of Leadership

 A successful enterprise is not only the one
which maximizes its profits, but also the
one which maximizes the interests of
various work groups which comes into its
contact.
 Effective leaders play a significant role in:

 need satisfaction of the organization,

 need satisfaction of its work force and
 need satisfaction of the society.

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Compassion?

Persistence?
Charisma?

Service to others?
Ambition?

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Energetic?
Vision?
(Sam Walton -
WalMart)
Herb Kelleher - Making a case, in 1986, in
Southwest Airlines Little Rock, Ark., that
buying American products
could be the answer to the
country's trade deficit

Revolutionary
Spirit? Nonconformity?

(Richard Branson
- Virgin Atlantic)

Ability to produce Passion for

change/Crusader? Change?

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The Nature of Leadership Leadership v Management

Personal Leadership Style
 The specific ways in which a manager  Not everyone who is a manager will
chooses to influence others shapes the necessarily be a leader and vice versa
way that manager approaches the other  To some extent these two terms are
tasks of management.
interchangeable but there are
Leaders may delegate and support
differences
subordinates, while others are very
 Different
characteristics, focus, use of skills
authoritarian.
and have different styles
 The challenge is for managers at all levels
to develop an effective personal
management style.
addendum

Leadership v Management Leadership v Management

Managers Leaders
Managers Leaders  Administer (organising and  Innovate (direction and
 Plan and budget  Set direction staffing) vision)
Skills

 Organise staff  Ensure skills, resources  Maintain (problem solving)  Development (problem
 Control and solve and motivation are creation)
problems present  Focus on system and  Focus on people
structures (staffing plan) (communicate and empower)
Focus

• Physical resources • Emotional resources (trust,  Rely on control  Inspire trust

(people and materials) respect, enthusiasm)  Watch the bottom line  Watch horizon
 ‘Do things right’  ‘Do the right things’
Style

• Push • Pull Are leadership tendencies also now increasingly needed

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in managers – during times of change?

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Leadership Vs Management Leadership Vs Management

 Leadership deals with vision -
Management deals with establishing
structure and systems
Factors Leadership Management
 Leadership focuses on the top line -
management focuses on the bottom line 1.Source of Power Personal Abilities Authority delegated

 Leadership inspires and motivates 2.Focus Vision & Purpose Operating results
people - Management involves 3. Approach Transformational Transactional
controlling and monitoring 4.Process Inspiration Control
 Leadership emphasises transformation 5.Emphasis Collectivity Individualism
aspect - Management focuses on
6.Futurity Proactive Reactive
transactional aspect
7.Type Formal & Informal Formal

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Sources of Managerial Power Power: The Key to Leadership

Legitimate Power
 The authority that a manager has by
virtue of his or her position in the firm.
 Example: the power to hire or fire
employees.

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Power: The Key to Leadership Power: The Key to Leadership

Reward Power Coercive Power
 The ability of a manager to punish others.
 The ability of a manager to give or
withhold tangible and intangible rewards.  Examples: verbal reprimand, pay cuts, and
dismissal
 Example: awarding pay raises or providing
verbal praise for good performance.  Limited in effectiveness and application;
can have serious negative side effects.
 Effectivemanagers use reward power to
signal to employees that they are doing a
good job.

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Power: The Key to Leadership Power: The Key to Leadership

Expert Power
 Power that is based on special
knowledge, skills, and expertise that the
leader possesses.
 First-line and middle managers have the
most expert power; most often consists of
technical ability.
Referent Power
 Power that comes from subordinates’ and
co-workers respect for the personal
characteristics of a leader which earns
their loyalty and admiration.
 Usually held by and available for use by
likable who are concerned about their
workers.

End of Session

At the Next
Session
Leadership
Theories