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Leadership
and
Management
 Leadership
-is an individual art of making people to follow you.
-This art refers to the process of influencing subordinates
towards the goals and objectives of the organization. It refers
to the behavior modification displayed by the leader in getting
things done, such behavior could be POSITIVE or
NEGATIVE and that it depends on the individual perception
of subordinates.
- Effective leadership has been evaluated as the most important factor in moving
organizations forward in a complex and competitive world. To achieve such end,
effective leadership is needed at all levels from supervisors to top executive.

Example;
A new organizational leadership graduate named
Robin as she start her new job in health care. She was hired by the health network
that oversees a group of three hospitals in the same city. She was told by HR that
she would have a lot of work ahead of her. The hospitals are facing a staffing a
shortage now due to many staff members leaving for private health care,
universities or other health networks.
Robin’s job is to entail finding out how to retain these employees while keeping
the health network’s main interest intact. Robin’s first task is to look at the high-
level scores for employee engagement and happiness.
Management
-is the activities of planning and organizing the resources,
controlling and leading to achieve specific goals in the most
effective and efficient manner possible.
-Efficiency in management refers to the completion of tasks
correctly and at minimal costs. Effectiveness in management
relates to the completion of tasks within specific timelines to
yield tangible results.
• Example;
Can include anything from when you’re having a headache,
like when they solve problems or decide what to do next. It also
maybe something different, like taking medication for your
problem before sending an email out! Sometimes it can be hard
to identify what you need because sometimes we just don’t feel
good but don’t know why so management gets use this way-
maybe talking about things or eating sugarless protein bars even
though we may not realize our body needs protein instead.
  COMPARISON OF MANAGERS AND LEADERS

Managers Leaders
 Administer  Innovate
- their process is transactional; meet objectives -their process is transformational; develop a vision
and delegates tasks and find a way forward
 Work Focused  People Focused
- the goal is to get things done. They are -The goals include both people and results. They
skilled at allocating work. care about you and want to succeed.
 Have Followers
 Have Subordinates -they create circles of influence and lead by
- They create circles of power and lead by inspiring.
authority.  Do the Right Thing
 Do Things Right -Leaders shape the culture and drive integrity.
- Managers enact the existing culture and
maintain status quo.
  KEY LEADERSHIP SKILLS
• 3 types of Skills
1. Technical skill- refers to any type of process or technique like
sending e-mail, preparing a power point presentation.
2. Human Skill- is the ability to work effectively with people and to build
teamwork. This is also referred to as people skills or soft skills.
3. Conceptual Skill- is the ability to think in terms of models,
frameworks and broad relationships such as long ranged plans. In short,
conceptual skill deals with ideas while human skill is concern with
relationship with people and technical skill involves psychomotor skills.
- An ideal school leader possesses all three.
LEADERSHIP STYLE
o Autocratic
o Consultative
o Democratic
o Laissez Faire
 Autocratic
-Autocratic Leader attempts to retain most of the authority
granted to the group. Autocratic leaders make all the major
decisions and assume subordinates will comply without question.
Leaders who use this style give minimum consideration to what
group members are likely to think about an order or decision. It is
sometimes seen as rigid and demanding by have to be made
rapidly or when group members.
 Consultative
- A consultative leader solicits opinion from the group before
making a decision yet does not feel obliged to accept the group
thinking. Leaders of this type make it clear they alone have the
authority to make the final decisions. A standard way to practice
consultative leadership would be to call a group meeting and
discuss an issue before making a decision.
  Democratic
- A democratic leader confers final authority on the group. He or
she functions as a collector of opinion and takes a vote before
making a decision. Democratic leaders turn over so much
authority to the group that they are sometimes called free-rein
leaders. The group usually achieves it goals when working under
a democratic leader. It has more relevance for community
activities than for most work settings.
 Laissez Faire Or Free Rein
- A free-rein leader is one who turns over virtually all authority
to the group. The free-rein style leadership style is also
referred to as laizzes-faire(allow them to do). They issue
general goals and guidelines to the group and then do not get
involved again unless requested.
- The only limits directly imposed on the group are those
specified by the leader’s boss. Such extreme degree of group
freedom is rarely encountered in a work organization.
  TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP

-An important development in understanding leaders and

leadership is the emphasis on the type of leader who, through
charm and talent, captivates the imagination of others. The
transformational leader is one who helps organization and people
make positive changes.
-Transformational leadership is a combination of charisma,
inspirational leadership, and intellectual stimulation. It is exerts
more influence on people than a transactional leader, who mainly
conducts transactions with group members.
  How Transformations Take Place
• Transformation takes place in one or three ways:
1. Transformational leader raises people’s awareness of the importance and
value of certain rewards and how to achieve them. The leader might point out
the pride workers would experience if the firm became number one in its
field and the financial rewards associated with such success.
2. The transformational leader gets people to look beyond their self-interests
for the sake of the group and the organization.
3. The transformational leader helps people to go beyond a focus on minor
satisfaction as a quest for self-fulfillment. In this way, people are urged to
move to a higher point on the need hierarchy
  The Link between Charisma and Transformational
• Leadership Transformational leaders have charisma, the ability
to lead others based on personal charm, magnetism,
inspiration, and emotion.
• Charisma is the basis of referent power. To label a leader as
charismatic does not mean that everybody grants him or her
referent power. The best a charismatic leader can hope for is
that the majority of people in the organization grant him/her
referent power.
 The following are some significant qualities
and actions of charismatic leaders:
1. Charismatic leaders have vision. A major requirement of a
charismatic leader is that the person offers the organization an
exciting image of where the organization is headed and how to
get there. A vision is more than a forecast. It describes an ideal
version of the future organization or an organizational unit. A
sense of vision inspires an organization to perform well.
2. Charismatic leaders are masterful communicators. To
inspire people, the charismatic leaders use colorful language and
exciting metaphors and analogies.
3. Charismatic leaders inspire trust. People believe so strongly
in the integrity of the charismatic leaders that they will risk their
careers to pursue the chief’s vision.
4. Charismatic leaders help group members feel capable. The
charismatic leader recognizes the importance of effort-top
performance expectancies. One technique used to help people
feel more competent is to let them achieve success on relatively
easy projects.
5. Charismatic leaders have energy and an action-oriented
leadership style. Most charismatic leaders are energetic and
serve as a model for getting things done on time.
 Qualities and Practices of Ethical
Versus Unethical Charismatic Leaders
Ethical Charismatic Leader Unethical Charismatic Leader

• Uses personal power only for personal • Uses power

gain or impact.
• Promotes own personal vision
• Censures critical or opposing views.
• Demands own decisions be accepted
without question.
• leader’s view.
One-way communication
• Insensitive to followers’
• Relies on convenient external moral
standards to satisfy self-interests.
• Aligns vision with followers’ needs and
aspirations.
• Considers and learns from criticisms.
• Stimulates followers to think
independently and to question the
• Open, two-way communication
• Coaches, develops, and supports
followers; shares recognition with others.
• Relies on internal moral standards to
satisfy organizational and societal
interest.