BBPP1103

PRINCIPLES OF MANAGEMENT

Topic 8

Leadership
Ibrahim Firushan, Villa College 2011
 Objectives
 Describe the term leadership and differentiate the role of a
manager and a leader.

 Differentiate the three leader-centred approaches

 Describe the meaning of follower-centred leadership

 Explain the tree approaches and three models related to

interactive leadership.

 Identify the five styles of contemporary leadership

2
 Introduction

 Leadership is a process of influencing other people to

achieve group or organisation goals.

 Leaders are different from mangers.

3
 Leadership Approaches

 Leader-centred approach
 Personality Features of a leader
 Focus Towards Leadership Behavior

 Follower-centred Approach
 Interactive Approaches
 SituationalLeadership Model
 Path-Goal Model
 Fiedler’s Contingency Model
 Continuum of leader Behaviour

4
 Leadership Approaches

 Leader-centred approach
 Personality Features of a leader
 Focus Towards Leadership Behavior
 Studies by Ohio State University

Low Structure High Structure

Behavior of High Consideration High Consideration
Consideration Low Structure High Structure
Low Consideration Low Consideration

Structural Behavior 5
 Focus towards Leadership Behavior
 Studies by Michigan University
 Identify the basic principles that contribute towards

productivity and satisfaction of the members

 Consideration behavior (work oriented) and

Structural behavior (task oriented) are exclusive and

separated.
 Employee oriented behavior has a close association

with successful leaders

6
The study of Managerial Grid by
Blake and Mounton

7
 Focus towards Leadership Behavior
Leadership Styles

 Autocratic Leadership
 Leaders makes more decisions for the group

 Democratic Leadership
 guides and encourages the group to make decisions.

 Laissez-faire Leadership
 Leaders allow the group members to make the decisions

8
 Follower Centred Approach

 According to Lewis et. al. (2001), self-leadership is a

paradigm for creating leaders of organisations who are
ready to lead themselves.

 Even though leadership is important, the successor

variables to leadership and leadership neutralisation
creates a situation where leadership is no longer needed
or the presence of leadership will not bring significant
effect on performance.

9
 Interactive Approaches

 Situational Leadership Model

 Leadership style should portray the maturity level of subordinates
 Telling or directing, selling or coaching, participating or supporting and
delegating

10
 Interactive Approaches
 Path-Goal Model
 A leader is able to increase satisfaction and performance of
subordinates by explaining and setting up the path towards behavioral
goals
 Directive leadership, supportive leadership, participative leadership
achievement oriented leadership
 Model assumes a leader is able to change, style or work environment
according to subordinates

11
 Interactive Approaches
 Fiedler’s Contingency Model
 Favorable situation occurs when leaders able to influence their
followers and this is determined by leader subordinate relations,
task structure and position power

12
 Interactive Approaches

 Continuum of leader Behavior

 Forces within the leader, forces within the subordinates and
forces within the situation

13
 STRATEGIC LEADERSHIP

According to Williams (2000), strategic leadership refers to the

competency of a leader in making predictions, retaining
flexibility, thinking strategically, having visionary ideas and co-
operating with others in forming a positive future for the
organisation. Strategic leadership refers to the way leaders are
able to change the attitude of employees in order to achieve the
goals that have been set.

 Visionary leadership is a leadership style that is able to create a

positive image for the future of the organisation by motivating
employees and is able to depict the direction of the organisation
based on the planning and goals that have been set.

14
 STRATEGIC LEADERSHIP

 Charismatic leadership refers to the features of leaders in

creating a strong relationship between themselves and
subordinates.

 Transactional leaders will determine what should be done by

employees to achieve their own objectives and the objectives
of the organisation.

 Transformational leaders are capable of enlightening and

accepting suggestions and visions of the group and are able to
encourage employees to look beyond their own needs and
own interest for the well-being of the group.

15