Leadership

Why it is important to know....

-we are not all leaders, but we are all followers, we
have to understand , because leaders affect our lives.
- because the assumption is leaders are made, not born,
and so therefore we have to know how leaders become
leaders, because we may become one

-because we have to know what makes a good or bad

leader, because it is not all about performance-we now
also think of ethics, morality, character and conscience
when we talk of good or bad leaders
“A leader must establish a strategic vision, hire a great
group of people, provide a supportive atmosphere, and
then get out of their way”
(by Steve Jobs)
The meaning of Leadership
As a process- leadership is the use of non-coercive
influence to direct and coordinate the activities of group
members to meet a goal

As a property, leadership is the set of characteristics

attributed to someone who is perceived to use influence
successfully./ capacity to inspire, motivate, persuade
towards attainment of the organizational goal.
Leadership involves neither force nor coercion. A manager
who relies solely on force and formal authority to direct
the behavior of subordinates is not exercising leadership.
Influence- from an organizational viewpoint, this is
vital, how one is able to affect the perceptions, beliefs,
attitudes, motivation and/or behavior of others.

Question: Do you need to be a leader to be an effective

manager?

Do you need to be a manager to become a leader ?

Leadership vs Management
“The manager delivers what we expect, the leader
takes us somewhere else”
 (Bob Galvin-Chairman of Motorola,
1990)

“Visionary leadership is where all employees are

empowered because they have already owned for
themselves the vision of their leader”
(International Asso. Of Business and Mgt
Professionals)
Approaches to Leadership
Trait Approach- early researchers believed that leaders
(like Lincoln, Napoleon, Hitler, Gandhi) had some unique
set of qualities or traits that distinguish them from their
peers. Earliest writers believed that important leadership
traits included intelligence, dominance, self-confidence,
energy, activity and task relevant knowledge. Some writers
even tried to relate leadership to such traits as body shape,
astrological signs or handwriting patterns More studies
resulted to a long list of additional traits, later, trait
approach had a significant theoretical problem that it could
neither specify nor prove how presumed leadership traits
are connected to leadership per se.
Behavioral Approaches- in the late 1940s, researchers
tried to determine what behaviors are associated with
effective leadership- this includes the Michigan
Studies, the Ohio State Studies and the Leadership
Grid

Situational Leadership Approach– this model assumes

that appropriate leader behavior varies from one
situation to another. The goal of a situational theory
then, is to identify key situational factors and to
specify how they interact to determine appropriate
leader behavior.
Leadership Skills
1. Technical skills- a person’s knowledge and ability in
any process or technique(i.e. Engineers, accountants,
toolmakers, programmers etc.
2.Human skill- ability to work effectively with people
and to build teamwork
3. Conceptual skills- ability to think in terms of
models, frameworks and broad relationships,
conceptual skills deals with ideas, human skills
concerns people and technical skills involve things
 Variations of leadership skills at different
organizational levels

100
Conceptual skills

Human skills
50

Technical skills
0
supervisor Mid mgt Top mgt
Powers and Politics
(Note that all leaders deal with powers and politics.)-
Power – the ability to influence other people and
events, gained by leaders on the basis of their
personality, activities and the situations- different from
authority which is delegated by higher management
Politics- relates to ways that leaders gain and use
power
Types of Powers in Organization
1. Personal power-(or referent power) charismatic
power, power of personality
2. Legitimate power (position power or official power)
comes from higher authority
3. Expert power- authority of knowledge, comes from
specialized learning
4. Political power- support of a group, arises from a
leader’s ability to work with people and social systems
Types of Leadership Style
Leadership style is the pattern of a leader’s action as
perceived by employees ( philosophy’ skills and
practices of a leader)
1. Autocratic
2. Participative
3. Free-Rein
( Note: For illustration- Use of power in each
leadership style)
Power style emphasis of each leadership
styles

autocratic participative Free-rein

leader leader leader

employee employee employee

Theories of Leadership
1. Trait Theories- consider leaders to possess common
traits and personal attributes, identified the following
to be common among good leaders;emotional
intelligence,drive, motivation, honesty, integrity, self
confidence, cognitive ability, knowledge of the
business
2. Behavioral Approach- identify behaviors that differentiated
effective leaders from non-leaders
A. The Michigan studies- (1940- 1950) identified two basic forms
of leader behavior- the job centered and employee centered leader.
Employee centered =(encourage participation,operates on trust and
mutual respect, build effective work group)
 Job centered leader= ( pay close attention to the work of
subordinates, set tight work standards, supervised closely, concern
mainly is performance)
The study suggested that a leader could either be job centered or
employee centered leader, but not both at the same time. Moreover,
the study suggested that employee centered leader behavior is more
likely to result in effective group performance.
B. The Ohio State Studies- focused on the two most
significant leader behavior; consideration and
initiating-structure:
Consideration behavior= leader is concerned about
feelings of subordinates, respect subordinate ideas,
mutual trust and two way communication exists
Initiating structure-behavior- the leader defines
roles,set expectations, determine methods to
accomplish tasks
C. The Leadership Grid(or Managerial Grid)- by Blake
and Moutton is a graphical method of evaluating
leadership styles. The grid was structured to contain
the two dimensions labelled Concern for People (X-
axis) and Concern for Production.(Y-axis) The overall
objective of an organization using the grid is to train
its managers using organizational techniques so that
they are simultaneously more concerned for both
people and production(the 9.9 style on the grid)

(Note. Managerial Grid for illustration)

 The Managerial Grid
High

9
8
7
6
5
4
3
2
1
Low
1 2 3 4 5 6 7 8 9
Low Concern for High
production
Selected Leadership Styles in the Grid
1,1 Impoverished manager- the laissez-faire leaders,
little concern for people and production, do just
enough to get by, avoid taking sides, this leadership
style abdicates responsibility.
1.9 Country club manager- leaders with great concern
for people and little concern for production,
concentrate on being well-liked.
9,1 Authority-obedience manager- leaders in this
position have great concern for production and little
concern for people. They think human relations is
unnecessary.
5,5 Organization man manager- also called middle of
the road manager- leaders in this position have
medium concern for people and production

9,9 Team manager- the leadership style of this type is

considered ideal. He has great concern for both people
and production. He works to motivate people to reach
their highest levels of accomplishment.
D. The Yukl Studies- Gary M. Yukl identified specific
behavior of leaders for varying situations; performance
emphasis,consideration,praise-recognition,decision-
participation,training-coaching, problem solving, work
facilitation,inspiration,role clarification, goal setting,
information dessimination, planning, coordinating,
representation, conflict management, criticism-
discipline
3. Situational Theories of Leadership- assume that appropriate leader
behavior varies from one situation to another.
A. Contingency Theory of Fred Fiedler. The theory contends that a
leader’s effectiveness depends on the leader’s personality and the
situation. Basic premise of the theory is that leadership behavior is a
personality trait , thus, when leadership style and situation do not match-
the only recourse is to change situation through job engineering
Fiedler used Least Preferred Co-worker scale (LPC) to assess the degree
of positive or negative notion held by a person toward someone with
whom he least prefers to work. Low LPC is a reflection of the leader
who is task oriented or controlling and with a structuring leadership
style while high scores reflect a leadership style that is relationship
oriented or one that is passive and considerate.
.
B Path-Goal Theory of Leadership-(by House and
Mitchell)- the theory focuses on the situation and
leader behavior rather than on fixed traits of the leader.
In contrast to LPC theory, the path-goal theory
suggests that leaders can readily adapt to situations.
The theory argues that leader affects performance of
subordinates by clarifying the paths(behavior) that will
lead to desired rewards (goals) The theory assumes
that leaders can change behavior and exhibits any or
all leadership styles(directive,supportive, participative,
goal oriented leadership)
C.Vroom’s Decision Tree Approach to Leadership
-the theory attempts to prescribe leadership style to a
given situation. It also assumes that same leader may
display different leadership style but concerns itself
only a single aspect of leader behavior-the subordinate
participation in decision making.
5 Decision Styles
According to Vroom’s Decision Tree approach’ these
decision styles represent different levels of subordinate
participation in a given situation:
1. Decide- manager makes the decision alone and then
announces or “sells” it to the group
2. Delegate- manager allows the group to define the
problem and develop a solution
3. Consult (Individually)- manager presents the
program to group members individually, obtain
suggestion and then makes decision

4. Consult (Group) –manager presents the problem to

group members at a meeting, gets their suggestions
and then makes the decision
D. Hershey and Blanchard situational leadership- suggests
that leadership style should be determined by matching it
with the level of maturity or readiness of each subordinates
Style Maturity
S1Telling/Directing M1 Unable and Unwilling
S2Selling/Coaching M2 Unable and Willing
S3Participating M3 Able and Willing but
 Supporting Reluctant
S4Delegating/ M4Able and Willing
 Observing
E. Leader-Member Exchange Approach ( by George Graen)-
assumes that in a leader-member relation, the leader
knowingly or unknowingly creates in-groups or out groups.
In groups normally share same values and attitudes with the
leader. They become part of smoothly functioning team.
Out-group members are treated with supervisor-subordinate
relation., have less in common with the leader, less likely to
experience good teamwork
Note that the quality of leader-member relation has important
job consequences. Good relation results to high productivity,
improved motivation and smoother delegation.
The Muczyk-Reimann model– concerned with the
degree to which subordinates are allowed to be
involved in participation. The theory suggest four
leadership styles as follows;
1. Directive autocrat-leader decides,closely supervise
2. Permissive autocrat-leader decides, allows
subordinates great latitude to execute work
3. Directive democrat- leader allows full participation
but closely supervise

4. Permissive democrat- allows high participation in

decision making and execution
McGregor Theory X, Theory Y-

Theory X is more commonly known as the carrot and

stick approach. It assumes that people dislike work and
must be given incentives/rewards to perform. Theory Y
assumes that each individual is willing to work and
will self managed so the leader just need to provide an
environment conducive to productivity and initiative.
Functions of Management
Planning-setting goals in advance, determine tasks- (how and
when)

Leading-directing, motivating, coaching and empowering people

to achieve goals

Organizing- engaging people to work as a team, allocate resources,

assigning responsibilities and authority to achieve plans

 Controlling- ensuring that people perform task efficiently

according to standards to attain goals
Other Managerial/Supervisory tasks
Training- improving of subordinate’s skills, knowledge

Delegating-handing over responsibility and authority

to perform parts of job but retaining ultimate
responsibility and accountability

Counselling-helping people in doing their jobs more

effectively
Managing Organizational Life
Work Professionally

Work with integrity

Be Humane

Be Fair
Have fun!!!
How to get Peak Performance
Careful Placement
Keep the employee informed
Opportunities for participation
High standard of performance
Give them responsibility
Key Rationale for Managers/Leaders
-

“Achieve EFFICIENCY, COST EFFECTIVENESS

and QUALITY OUTPUT through the most
CONVENIENT or COMFORTABLE way for the
workers.”
 Strongly Strongly
Statement of Preference Agree Disagree
1. I like to stand out from the crowd. 1 2 3 4 5
2. I feel proud and satisfied when I influence 1 2 3 4 5
others to do things my way.
3. I enjoy doing things as part of a group rather 1 2 3 4 5
than achieving results on my own.
4. I have a history of becoming an officer or 1 2 3 4 5
captain in clubs or organized sports.
5. I try to be the one who is most influential in 1 2 3 4 5
tasks groups at school or work.
6. In groups, I care most about good 1 2 3 4 5
relationships.
7. In groups, I most want to achieve task goals. 1 2 3 4 5
8. In groups, I always show consideration for the 1 2 3 4 5
feelings and needs of others.
9. In groups, I always structure activities and 1 2 3 4 5
assignments to help get the job done.
10. In groups, I shift between being supportive of 1 2 3 4 5
others’ needs and pushing task
accomplishment.