Leadership

By: Yodit Zewdie(asst. prof)

 Session objective

By the end of this session you will be able to:

 Be familiarize with development of leadership
development and common leadership theory
To analyze the difference between leadership and
management
To practice the enabling practice of leadership

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“Leadership is behavioral, not positional: The capacity to
integrate, motivate, and mobilize others to bring a common
aspiration to life is what leadership is all about, not holding
positions of formal authority.” —Nelson Mandela

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Leadership development
The topic of leadership has been of interest for many hundreds of
years,
from the early Greek philosophers such as Plato and Socrates to the plethora
of management and leadership gurus, whose books fill airport bookshops.
It is argued that in this changing, global environment,
leadership holds the answer not only to the success of individuals
and organizations, but also to sectors,
regions and nations.
Without leadership an organization would be only confusion of
people and machine, just as an orchestra with out a director would
be only musician and instrument
An orchestra and all other organization require leadership to
develop their precious asset to the fullest
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Despite recognition of the importance of leadership, however,
there remains a certain mystery as to what leadership actually
is or how to define it
In 1974 Stogdill concluded that there are “almost as many
definitions of leadership as there are persons who have
attempted to define the concept”
that was 30 years ago!

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In a recent review of leadership theory, Northouse (2004)
identified four common themes in the way leadership now tends to
be conceived: leadership;
(1) it is a process
(2) involves influence
(3) occurs in a group context and
(4) involves goal attainment

He thus defines leadership as “a process whereby an individual

influences a group of individuals to achieve a common goal”

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 Leadership vs. management

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 Discuss the difference between leader and manager

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 Characteristics of managers and leaders
Managers Leaders
Administers Innovates
A copy An original
Maintains Develops
Focuses on systems and structure Focuses on people(future)
Short –range Long-range perspective
Asks how and when Asks what and why
Eye on the bottom line Eye on the horizon
Relies on control Inspires trust
Imitates Originates
Does things right Does the right thing
Avoids risks Takes risks
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Leadership and Management
In recent years, It has become fashionable to distinguish
leadership from management however increasing evidence
indicates that this distinction may be misleading
Justification
Gosling and Murphy (2004) propose that maintaining a
sense of continuity during times of change is key to
successful leadership.
Thus the leader must ensure that systems and structures remain in
place that offer workers a sense of security and balance, without
which it would be hard to maintain levels of motivation,
commitment, trust and psychological wellbeing.

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  Leadership is an integral part of management
 Mintzberg 10 roles of manager and functions of
manager)

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Figure 1: Leadership and Management (Buchanan and Huczynski, 2004, p 718 - based on Kotter, 1990)

Leadership Management
functions function
Establishing direction:
Plans and budgets:
Creating Vision of the future, develop
Decide action plans and
an agenda strategies for change to achieve
timetables, allocate resources
goals
Aligning people: Organizing and staffing: Decide
Developing Communicate vision and strategy, structure and
people influence creation of teams which allocate staff, develop policies,
accept validity of goals procedures and monitoring
Motivating and inspiring: Controlling, problem solving:
Energize people to Monitor results
Execution
overcome obstacles, satisfy against plan and take corrective
human needs action
Produces: Produces:
Outcomes positive and sometimes dramatic order, consistency and
change predictability

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Leadership is different from management … they are two
distinctive and complementary systems of action. Each
has its own function and characteristic activities. But
both are necessary for success … (Kotter, 1990)

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Leadership
Is the ability to influence a group towards the
achievement of goals
Is process of influencing and supporting other to work
enthusiastically to wards achieving objectives
Is the catalyst that transform potential to reality
Is the process in which one engages others to set and
achieve a common goal, often an organizationally
defined goal

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Management
Mary Parker Follet Management is getting things done

Harold Koontz Management is the process of reaching

organizational goals by working with and through people and

other resources
George R. Terry The process of planning, organizing,

leading/directing and controlling the efforts of organizational

members & using all available organizational resources to reach
predetermined objectives
The process of accomplishing predetermined objectives through

the effective use of human, financial, and technical resources

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Importance of leadership
Leadership is process of committing group of people
to reach on specific goal
It is critical factors that help an individual or
organization to identify goal and motives
It assists in achieving stated goal

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 Theories of leadership

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Leadership theories
What is theory?

Theories is a framework for explaining what we

observe.
Theories help to shape the way we conceive the world
by simplifying and summarizing large quantities of
data

“There is nothing as practical as a good theory” (Lewin, 1935)

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Theories of leadership strongly influence current
practice, education and policy and offer a useful
framework for the selection and development of leaders

There are three key theories used by researchers to

study leadership: they relate to
trait,
behavioral and
situational approaches.

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The trait approach to leadership

The assumption
 “leaders are born, not made”
This approach to leadership suggests that it is personal

characteristics, or traits, that differentiate leaders from those
they lead
These leadership traits include;

personality characteristics (adaptability, dominance, self-

confidence)
physical characteristics (above-average height, medium weight,

attractive appearance) and
ability (intelligence, task expertise, sensitivity in dealing with others,

fluency of speech )
This theory tries to explain leadership effectiveness on the

basis of personality type
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Table 2: Leadership traits and characteristics

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Behavioral theory of leadership

This theory focuses on the relationship between what a

leader does and how their staff react emotionally (their
levels of satisfaction with work) and behaviorally (their
job performance)
 i.e. focus on what the leader actually does when they are
dealing with staff
assumes that leadership capability can be learned,
rather than being inherent

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 Researchers at Ohio State University identified
two distinct, relatively broad categories of
leadership behavior (Seyranian, 2009).
consideration and
initiating structure

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Consideration
This is the extent to which a leader is considerate of
staff and concerned about the quality of his or her
relationship with them.
Behavior of considerate leader: friendliness, supportiveness,
and represent staff interests
They consult with staff, give them recognition and share
communication

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Initiating structure
This refers to the extent to which a leader is task-
oriented and concerned with using resources and staff
effectively in order to accomplish group goals.
Behavior includes: planning, coordinating, directing, problem
solving, clarifying staff roles, identifying poor performance or
non-achievement, and encouraging staff to perform more
effectively.

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Cont’d
Other researchers at University of lowa explored three
leadership styles based on amount of power used by
leader
Leadership style is the typical approach one person
uses to lead his subordinates
Autocratic style
Democratic style
Laissez-faire style

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 1. Autocratic style
 Strong control is maintained over the work group

 Others are motivated by coercion /pressure

 Others are directed with commands

 Communication flows downward

 Decision making does not involve others

 Emphasis is on difference in status (“I” and “you”).

 Criticism is punishing
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Autocratic cont…
Autocratic leadership styles are not appropriate in most
situations but could be considered when:
New, untrained staff do not know which tasks to
perform or which procedures to follow
Staff do not respond to any other leadership styles
A manager’s power challenged by staff
Work needs to be coordinated with another
department or organization
There is a need to make quick decision

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Autocratic cont…
Autocratic leadership styles should not be applied
when:
Staff become tense, fearful, or
Staff became dependent on their manager to make
all their decisions
 Low staff morale, high turnover and absenteeism
and work stoppage

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2. Democratic/Participative
Less control is maintained

Others are directed through suggestions and guidance

Communication flow up and down

Decision making involves others

Emphasis is on “we” rather than I and you

Criticism is constructive

Is Appropriate for groups who work together for extended

periods, promotes autonomy and growth in individual workers

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Cont’d

This style helps subordinates to grow, feel responsible

and get satisfaction out of their tasks and

responsibilities
May be less efficient quantitatively than authoritative

leadership because many people must be consulted,

Democratic leadership takes more time and,

therefore, may be frustrating for those who want

decisions made rapidly
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 3. Laissez-faire (free rein)Style

Is permissive, with little or no control

Motivates by support when requested by the group or

individuals
Provides little or no direction

Disperses decision making throughout the group

Places emphasis on the group

Does not criticize

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Cont’d
Leader participate in decisions with no more
influence than other members of the group
Two conditions lead to such a leadership style
Type I
Leader having little or no confidence in his ability
Leader is negligent and not motivated (no concern
for both the staff and work output)
Type II
Extremely competent environment where everybody
knows the objectives of the organization and has
the ability and motivation to accomplish his/ her
work.
“Allow them to do”
Leader is extremely confident on the group
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 Cont’d

Because it is non directed leadership can be frustrating;

group apathy and disinterest can occur.

When all group members are highly motivated and self

directed, this leadership style can result in much

creativity and productivity.
Is appropriate when problems are poorly defined and

brainstorming is needed to generate alternative

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solutions
Discussion
Use your understanding of behavioral and trait theories to
identify which type of leader you would prefer to work with
and why?

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Contingency theories of leadership
No single trait has been shown to be common to all
effective leaders and no single style has been found to
be effective in improving staff performance in all
situations
Most researchers today conclude that no one leadership
style is right for every manager under all circumstances
Instead, contingency theories were developed to
indicate that the style to be used is dependent upon
such factors as;
 the situation,
 the people,
 the task,
 The organization, and
36  other environmental variables.
 Cont’d

Common situational factors

The leader’s personality, past experience and future


expectations: Naturally a manager’s values, background,
experiences and expectations affect their style of leadership
The expectations and behavior of
 leaders: Some leaders
may want you to carry out certain tasks or demonstrate
particular behaviors
Staff
 members’ characteristics, expectations and
behaviors: The leadership style and behavior can also be
affected by the staff’s expectations and behavior.

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Cont’d
Task requirements: Jobs that require precise
instructions demand a more task oriented style than do
jobs whose operating procedures can be left largely to
the individual staff members.
Organizational culture and policies: The culture
and policies of an organization shape the leader’s
behavior and the expectations of staff.
Peers’ expectations and behavior: A leader must
consider that the opinions and attitudes of a manager’s
peers, such as being competitive or uncooperative, can
often affect how effectively the manager performs.
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Fig 1: effective leadership
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 Leadership cont...

Enabling practices of leadership

 Scanning
 Focusing
 Alignning/mobilizing
 Inspiring

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Leadership cont....
Scaning
Identify stakeholder needs and
priorities
Recognize trends, opportunities and
risks
Look for best practices
Identify staff capacities and
constraints
Know yourself, your staff and your
organizations
 Outcome: leaders/managers have up-to-
date and valid knowledge of their clients,
and the organization.
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 Leadership
Focusing
 Identify organization‘s mission and
strategies
 Identify critical challenges
 Link goals with overall
organizational strategy
 Determine overall strategy for action
 Create a common picture of desired
results.

 Outcome: organization‘s goal is directed

by well defined mission, strategy and
priorities
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Directing: Leadership
Aligning/ Mobilizing
 Ensure congruence of mission,
strategy, structure, systems, and daily
actions
 Facilitate team work
 Unite key stakeholders around an
inspiring vision
 Link goals with rewards and
recognition
 Enlist stakeholders to commit
resources

Outcome: internal and extrernal

stakeholders understand and support
organizational goals, and mobilized
their resources to reach this goal. 43
 Directing: Leadership
Inspiring
 Match needs words
 Demonstrate honesty to in interactions
 Show trust and confidence in staff; acknowledge the
contributions of others
 Provide staff with challenges, feedback and support
 Be a model of creativity, innovation and learning

Outcome: the organization displays a climate of continuous

learning and staff show commitment even at times of
difficulties.

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 Reading assignment
Charismatic leadership
Transactional leadership
Transformational leadership
Servant leadership
Innovative leadership

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Individual assignment
 Assess the leadership gaps in your organization and come up
with possible solution

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 Questions?

Thank you

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