EFFECTIVE

LEADERSHIP
 INTRODUCTION
• Most definition of leadership involve three components, which are
influence, group and goal.
• Influence – leaders are individuals who influence the behavior of
others.
• Group – leadership is usually examined in the context of group,
especially a work group, such as manager and his/her team or
subordinates
• Goal – Researches on leadership stress a group goal that has to be
accomplished.
• So, a definition of leadership is the process in which an individual
influences group members towards the attainment of the group or
organizational goals.
 DIFFERENCES BETWEEN
MANAGEMENT & LEADERSHIP
• Managing and leading are two different ways of organizing people.
• Manager – uses a formal, rational method
• Leader – uses passion and stirs emotions
• Definition of ‘manage’ – is to direct or control a business or department and its
people, equipment and the money involved.
• ‘Managing’ is thus action where a person directs or controls a business or
department.
• Definition of ‘lead’ – to take someone somewhere by going in front of the person to
show him/her the way, while the person follows.
• ‘Leading’ can be defined as the action where a person takes charge of a situation or
activity and leads the people involved towards a goal.
• A manager is responsible for planning, directing and monitoring the work of a group of
individuals in a business or department, while taking corrective action whenever necessary.

• A leader is someone who needs to have the ability to lead others or a team of individuals in
achieving a goal.
 Management
Planning and Budgetting
Establishes detailed steps and schedules for
achieving needed results, before allocating the
necessary resources to make it happen.
Leadership
Establishing direction
Develops a vision for the future - often the distant
future - and draws up a plan and required
strategies to create the changes needed in
achieving that vision.

Organizing and Staffi ng Aligning people

Established structures for accomplishing the
requirements of plans, staffi ng those structures
with the right individuals, delegating authority and
responsibilities to carry out those plans, providing
the policies and procedures to help guide people,
and creating methods or systems to monitor
implementation.
Communicates direction in words and deed to all
whose cooperation are needed, in order to
influence the creation of teams and coalitions that
understand and accept the vision and strategies as
valid.

Controlling and problem-solving Motivating and inspiring

Monitors results, identifies deviations from plans, Energizes people to overcome major political,
then organizes plans to solve problems. bureaucratic and resource-related barriers to result
change that satifies basic, but often unfulfilled,
human needs.

Produces a degree of predictability and order Produces change

Has the potential to consistently produce Has the potential to produce extremely useful
expected short-term results. changes.
 TRAITS OF MANAGERS AND
LEADERS
• Many people use management or leadership skills, or a combination of both, in their daily
businesses.
• Learning the differences of these skills and how to apply them appropriately is an art.
• Please refer to Table 13.2 in text book.
 CHARACTERISTICS OF EFFECTIVE
LEADERS
• There are some distinct personal characteristics found on good leaders.
• These qualities can be developed, or may even be naturally part of their personality.
• According to Barbara White, Director of Beyond Better Development, there are seven
qualities of a good leaders.
• A good leader, whether naturally possessing these qualities or otherwise, will be diligent in
consistently developing and honing them in his/her leadership role.
… has an exemplary character

… is enthusiastic about his/her work or cause and also about his/her role as leader

… is confident

… is able to function in an orderly and purposeful manner in situations of uncertainty

… is tolerant of ambiguity and remains composed, calm and steadfast to the main purpose.

… while keeping the main goal in focus, is able to think analytically.

… is committed to excellence.
 EARLY THEORIES OF LEADERSHIP
• Interest developments in leadership emerged during the early part of the 20th century.
• Early leadership theories focused on the qualities which distinguished leaders from
followers, while subsequent theories looked at other equally important variables, such as
situational factors and skills levels.
• Although many different leadership theories have emerged, most can be classified as
follows.
Competency Behavioural Contingency
Perspective Perspective Perspective
 • Often identifies particular personality or characteristics of
Competency leaders.
Perspective • Assume that people inherit certain qualities and traits which
make them better suited to leadership.

Behavioural • The assumption that great leaders are made, not born.
• Behavioural perspectives of leadership centre on the actions of
Perspective leaders, not their mental qualities or internal states.

• Leadership success is depends on a number of variables besides

Contingency the style of leadership.
• Concentrate on specific variables related to the environment,
Perspective which may determine the style of leadership that is best suited
for a particular situation.
 MANAGING POWER
• Power is a pervasive part of the fabric of organizations.
• Managers and non-managers use power in their decision-making process.
• They manipulate power to accomplish goals and also to strengthen their positions.
• A leader’s success or failure in using or reacting to power is largely determined by
understanding power, knowing how and when to use it and being able to anticipate the
probable effects.
 Symmetrical Asymmetrical
Power Power
• The power • One person in the
possessed by two relationship have
parties are equal more power than the
other.
 IMPORTANCE OF POWER
• Power is important for several reasons.
• One of the reasons – to recognize that there are multiple interests in every organization.
• It is important to understand an organization’s political landscape by knowing what interests
exist and whom they belong to.
• Another reason – to know what positions relevant individuals and groups hold, with respect
to important issues.
• If a perspective is different than ours, it is important for us to understand the basis for the
difference.
• It is much easier to influence those who agree with us as compared to affecting the
behaviour of those who disagree.
• In order to get things done, we need to have power.
• Power is important to recognize that there is nothing wrong with the acquisition and use of
power if done in professional and ethical manner.
• Power also important to recognize the strategies and tactics through which organizational
power is develop and used.
 SOURCES OF POWER

Reward Legitimate Referent

Power Power Power

Coercive Expert
Power Power