Organizational Behaviour: Effective Leadership

Total Quality & Excellence Centre
Organizational Behaviour
Session 8
Effective leadership
Dr. Abdelmutalab Ibrahim
Sudan University of Science& Technology

Effective Leadership
Knowing yourself

Welcome
• Programme Agenda
Leadership is a huge subject area
– Management/Leadership – are they the same thing?
– Programme
• 16:00-19:30 Welcome
• A brief introduction to some of the theories
• Concepts of Leadership
• Leadership Characteristics
• Leaders and Managers
• Your Self Assessment –
– Personal Leadership Questionnaire
– Myers Briggs Analysis of Personality
– Blake and Moulton Analysis
– Walking the Plank

Programme Objective
• To learn more about concept of Leadership

• To understand various theories defining
Leadership
• To identify your own Leadership potential
• To learn about developing your own skills to
become an effective leader

Leaders & Revolutionaries

• Walesa
Churchill
• Thatcher
Stalin
• Lenin
Roosevelt
• Mandela
Gorbachev
• Mao Zedong
Hitler
• Dr King
Gandhi

Perceived Leader characteristics
• Inspiring • Confident
• Visionary • Single minded
• Charismatic • Change champion
• Dynamic • Unconventional
• Communicator • Risk takers

Concepts of Leadership
• Leadership is the ability to direct a group of
people in realising a common goal
• This is done by people applying their leadership
attributes
• Leaders create commitment and enthusiasm
amongst followers to achieve goals
• Leadership is achieved through interaction
between leader, follower and environment

Effective Leadership
Is measured at two levels:
– Change in attitude
– Change leading to achievement of specific goal

Manager Vs. Leader
Manager Leader
Appointed and May Have

Have Formal Managerial
Authority Authority and
Influence Others
Leaders & Managers
Managers Leaders
• Passive attitude towards goal • Personal & active attitude
• Involve people & ideas to towards goal
drive at strategy or approach • Operate from high risk
• Prefer working with people position
• Relate to people according to • Intuitive and empathetic
hierarchy of structure • Singular attitude
• Avoid chaos • Not dependent on social
indicators of identity
• Rely on hierarchy of set • More concern with people,
authority process

Manager Vs. Leader
The Place of Leadership
• Can Anyone Be a Leader?

– Some people don’t have what it takes to be a
leader
– Some people are more motivated to lead than
others
• Is Leadership Always Necessary?
– Some people don’t need leaders
– Leaders need to be aware of followers’ needs
Exercise – Group Discussion
Leaders & Revolutionaries
• Review the following leaders

• Identify common traits
• Identify common style

Exercise 3 – Self Assessment
To help you assess your own leadership

style
• Complete the following questionnaire

• Add your total score
• Note down your strengths and evaluate
your opportunities for growth

Leadership Theories
• Trait
• Behavioural
• Contingency
• Situational
• Leader-Member Exchange
• Path-Goal
• Implicit

Trait Theories
– Intelligence
• Verbal ability, perception, reasoning
– Charisma
– Decisiveness
– Enthusiasm
– Strength
– Bravery
– Integrity
• Honesty, Principled, Believable
– Self confidence
• Certain of your skills and competences

Validity of Trait Theory

• Research has failed to:
– Prove the same traits apply at all times to all leaders
– Shows that the same traits always differentiate leaders from
followers
– Fails to consider followers and situational factors
• Organisations who rely on the Trait theory, undertake specific

psychometric analysis in the HRM processes
• Traits are good to know anyway – they identify your strengths and
weaknesses and allow you to map them into your work environment
• Traits rely on situations too – certain situations need certain traits if the
situations don’t arise neither does the leadership potential
• Leaders can only lead when people want to follow
• Page 24, Northhouse, Leadership, Theory and Practice, Peter G

Northouse – CS1 – Exercise..?

Behavioural Theory
Emphasis is that the individual can be taught certain behavioural
characteristics to make them a leader
– Initiating structure: define & structure behaviour pattern in achieving goal

– Consideration: trust, consideration and empathy for sub-ordinates
– Employee-Oriented Leader: with emphasis on interpersonal relationship
– Production-Oriented Leader: with emphasis on task
Research concluded the most effective leaders were those with high degree
of interpersonal relationships who achieved greater success in achieving
goals
We are as strong as the weakest link!

Exercise – Leadership Style

• Demonstrate that effective leader would have
to employ different style for any given
situation
– Autocratic
– Democratic
– Delegative

Bolman & Deal Leadership Model
• Structural Framework – leader is a social architect

• Human Resource Framework – leader promotes
decision making process
• Political Framework – leader creates necessary
power & political network
• Symbolic Framework – leaders who inspire others to
share the same vision

Exercise – 4 Framework Approach
Determine the degree in which individuals prefer

working with people or tasks
• Structural
• Human Resource
• Political
• Symbolic

Blake & Mouton Model

• Authoritarian-Obedience: task oriented with little
attention to co-operation & collaboration
• Team Management: promote team working in

achieving common goal
• Country-Club Management: build strong relationship

with people with little attention to task
• Impoverished Management: no commitment to

relationship or task

Exercise – Leadership Style Questionnaire
Determine the style of leadership based on the

Blake & Mouton Grid
• Country club management

• Authoritarian-Obedience
• Team management
• Impoverished management

Authority Compliance
• Heavy emphasis on task and job requirements
• People are tools for getting the job done
• Controlling, Demanding, Hard-Driving and
Overpowering

Country Club Management

• Low concern for Task Accomplishment
• High concern for interpersonal relationships
• Agreeable, eager to help, comforting, uncontroversial
• Gets things done by creating a positive climate

Impoverished Management
• The leader does not care about the task or
personal relationships
• Goes through the motions
• Indifferent, non-committal, resigned,
apathetic

Middle of the Road Management

• Leaders as compromisers
• Emphasizes lack of conflict, and try’s to attain
some interpersonal contact
• Swallows conviction in the interest of
“progress”

Team Management
• Strong driver on both tasks and interpersonal
relationships.
• Stimulates participation, acts determined, gets
issues into the open enjoys working

Can leaders switch..?

• Oh, yes
– Paternalism/Maternalism = the benevolent
dictator – acts nice but is only really interested in
the outcome
– Opportunism = Uses any combination of the styles

Contingency Theories

Contingency Theories
• Autocratic – leader dictates decision to sub-ordinate
• Democratic – shares decision with sub-ordinate
Fieldler Model
• Three variables
– Leader-Member relations
• How the members feel about the leader
– Task Structure
• Is it structured, or unstructured
– Position Power
• Can leader reward/punish

Least Preferred Co-Worker Measure (LPC)

• LPC_Calculation
• High LPC’s are motivated by relationships – in an organisation
a high LPC looks after relationships first and then considers
the task
• Middle LPC’s are socio-independent leaders, tend to be
removed from the situation
• Low LPC’s are people who need to accomplish tasks,
secondarily they try to get on with people – self esteem is
measured on work output not friends!

Contingency Theories – Fiedler Model

• Leader-member
• Task structure
• Position power

No control over the student council

• Tamara Popovich has been elected president of the student
council at the local college she attends. She likes the other
council members, and they seem to like her. Her first job as
president of the council is to develop a new policy for student
computer fees. Because this is the first year that computer fees
are being assessed, there are no specific guidelines for what
should be included in this policy. Tamara has no control over
how they work. She has no way of rewarding or punishing them.
In a leadership course Tamara took, she filled out the LPC
questionnaire and her score was 98.
– How will Tamara do as president of the student council
– According to her LPC score, what are her primary needs
– How will these needs affect her ability to develop the new policy for
computer fees
– How can Tamara change the situation to match her management
style

Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT)
– Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
• Acceptance: do followers accept or reject a leader?
• Readiness: do followers have the ability and willingness
to accomplish a specific task?
– Leaders must give up control as followers become
more competent
Theory (SLT) (cont’d)
– 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
Theory (SLT) (cont’d)
– Identifies four stages of 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
Situational Approach
• Directive are task centred behaviour
– The assistance of group members through giving
directions, establishing objectives, setting times, defining
roles
– Often asynchronous and one-way
• Supportive are relationship centred behaviour
– Synchronous and two-way
– Asking for input, problem solving, praising, sharing
information, listening

Four Styles Identified

• S1 – Directing = highly directive, low support
– What and How goals are achieved and supervision
• S2 – Coaching = highly directive, highly
supportive
– What and How are still defined

• S3 – Supporting = low directive but high supportive

– Day-to-day decisions are made by the subordinates,
however, the boss is still there if needed
• S4 – Delegating = low directive, low supportive
– Gives ownership to subordinates and does not try to
influence socio-emotional needs

Highly Supportive and Highly Directive and Highly

Low Directive Supportive
Coa
o rti ng c hing
Supp
Supportive
Dir
ecti
g
ng
tin
ga
le
De
Low Supportive and Low High Directive and Low

Directive Supportive
Directive

Hersey and Blanchard’s Situational Leadership Model
High relationship High task and

and low task high relationship
High STYLE OF LEADER
S3 S2 High Moderate Low

S4 S1
R4 R3 R2 R1
Able Able Unable Unable

and and and and
willing unwilling willing unwilling
Low High
Task Behaviour Follower Readiness
Source: Reprinted with permission from the Center for Leadership
Low relationship High task and Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
and low task low relationship
Situational Approach
Combines tasks & relationship behaviour
• Telling – high task, low relationship

• Selling – high task, high relationship
• Participating – low task, high relationship
• Delegating – low task, low relationship
With different degree of individual maturity
• M1 – neither competent nor confident

• M2 – motivated but lack skills
• M3 – able but unwilling to follow leaders
• M4 – able & willing to do as asked

Implicit Theories of Leadership
• Attribution – assumption made about others

– Leaders are consistent
– Take up difficult or unpopular tasks
– Determination and persistence leading to achievement of
goal
• Charismatic – heroic attributes

– Self confidence
– Visionary & ability to share the vision
– Committed to vision
– Unconventional
– Change agent
– Sensitive to environmental aspects
Leadership Development
• Know yourself & seek • Communicate with your
improvement people
• Know your job • Help develop necessary
• Seek & take character traits in your
responsibility for your people
actions • Ensure everyone
• Make sound & timely understand goals &
expectation
decision
• Train your people as a
• Lead by example
team
• Look after your people
• Utilise full capabilities of
your organisation
Exercise – Leaders Walk
Explore Leader/Follower Connection

Factors of Leadership
• Follower – understand your team’s attribute
• Leader – understand own limitation
• Communication – do what you expect others
to do
• Situation – apply style according to the
situation

Environment
• Culture
– The way we do things
– Developed over period of time
– Shared expectation & image
– Part of organisation history
• Climate
– Shared perception & attitude
– Short term created by current leadership
– Influences employees motivation & satisfaction

Exercise – Feedback Theatre
Help appreciate various ingredients and

challenges a leader has to face in achieving
goals and objectives

Leadership Process
• Leadership & Power
– Coercive
– Reward
– Legitimate
– Expert
– Referent
• Politics & Power
– High politics results low motivation
– Create common goal
– Focus on downward influence
– Focus on results & solution

Leadership Direction
Leaders should not command excellence, they should build excellence
• Involve those participating in developing solution

• Ensure the “6 W’s”
– Who will do what?
– Who does it involve?
– What is going to be done?
– When does it start?
– When does it end?
– Where will it take place?
– How will it take place?
– Why should it be done?
– What will happen if it’s not done?
• Effective execution
• Pre-determine task
• Supporting structure in place
• Allocate necessary resources

Exercise – Space Jam
Promote collaboration rather than competition,

inclusion rather than exclusion, thoughtful
development and coaching

Leadership Communications
• Environment
• Active listening
• Feedback
• Motivation

Leader-Member Exchange Theory (LMX)

Personal compatibility
and/or subordinate
competence Leader
Trust Formal relations

High interactions
Subordinate A Subordinate B Subordinate C Subordinate D Subordinate E Subordinate F
In-Group Out-Group
FIGURE 5: Leader-Member Exchange Theory

Path-Goal Theory

Content
• Concepts of Leadership
• Trait Theories
• Behavioral Theories
• Leadership Models
• Contingency Theories
• Implicit Theories of Leadership
• Leadership Development
• Environment effecting Leadership behaviour
• Leadership Process

Organizational Behaviour: Effective Leadership

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Total Quality & Excellence Centre

Dr. Abdelmutalab Ibrahim

Sudan University of Science& Technology

Sudan University of Science& Technology

Sudan University of Science& Technology

• To learn more about concept of Leadership

Sudan University of Science& Technology

Leaders & Revolutionaries

Sudan University of Science& Technology

Perceived Leader characteristics

Sudan University of Science& Technology

Sudan University of Science& Technology

Sudan University of Science& Technology

Appointed and May Have

Leaders & Managers

Sudan University of Science& Technology

• Can Anyone Be a Leader?

Exercise – Group Discussion

Leaders & Revolutionaries

• Review the following leaders

Sudan University of Science& Technology

Exercise 3 – Self Assessment

To help you assess your own leadership

• Complete the following questionnaire

Sudan University of Science& Technology

Sudan University of Science& Technology

Sudan University of Science& Technology

Validity of Trait Theory

• Organisations who rely on the Trait theory, undertake specific

• Page 24, Northhouse, Leadership, Theory and Practice, Peter G

Sudan University of Science& Technology

– Initiating structure: define & structure behaviour pattern in achieving goal

We are as strong as the weakest link!

Sudan University of Science& Technology

Exercise – Leadership Style

Sudan University of Science& Technology

Bolman & Deal Leadership Model

• Structural Framework – leader is a social architect

Sudan University of Science& Technology

Exercise – 4 Framework Approach

Determine the degree in which individuals prefer

Sudan University of Science& Technology

Blake & Mouton Model

• Team Management: promote team working in

• Country-Club Management: build strong relationship

• Impoverished Management: no commitment to

Sudan University of Science& Technology

Exercise – Leadership Style Questionnaire

Determine the style of leadership based on the

• Country club management

Sudan University of Science& Technology

Sudan University of Science& Technology

Country Club Management

Sudan University of Science& Technology

Sudan University of Science& Technology

Middle of the Road Management

Sudan University of Science& Technology

Sudan University of Science& Technology

Can leaders switch..?

Sudan University of Science& Technology

Sudan University of Science& Technology

Sudan University of Science& Technology

Least Preferred Co-Worker Measure (LPC)