Siti Azizah

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Leadership (11)
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LEADERSHIP

 Leading is establishing direction and influencing others to follow that

direction

LEAD

1. To guide or conduct by showing the way

2. To direct and govern

3. To show the method of attaining an objective

4. To entice/invite, allure/pull, induce, influence

5. To go before and show the way

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Leader’s characteristics needed
Academy of Management Executive 5 [1991]) identified six core characteristics
that the majority of effective leaders possess:
1. Drive. Leaders are ambitious and take initiative.
2. Motivation. Leaders want to lead and are willing to take charge.
3. Honesty and integrity. Leaders are truthful and do what they say they will
do.
4. Self-confidence. Leaders are assertive and decisive and enjoy taking
risks. They admit mistakes and foster trust and commitment to a vision.
Leaders are emotionally stable rather than recklessly adventurous.
5. Cognitive ability. Leaders are intelligent, perceptive, and conceptually
skilled, but are not necessarily geniuses. They show analytical ability,
good judgment, and the capacity to think strategically.
6. Business knowledge. Leaders tend to have technical expertise in their
businesses
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Leader’s abilities needs

1. To define and establish a sense of mission. Good leaders set

goals, priorities, and standards, making sure that these objectives not
only are communicated but maintained.
2. To accept leadership as a responsibility rather than a rank. Good
leaders aren't afraid to surround themselves with talented, capable
people; they do not blame others when things go wrong.
3. To earn and keep the trust of others. Good leaders have personal
integrity and inspire trust among their followers; their actions are
consistent with what they say.
 In Drucker's words, “Effective leadership is not based on being clever, it
is based primarily on being consistent.”
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Leadership Styles
Autocratic
 The manager makes all the decisions and dominates team
members.
 This approach generally results in passive resistance from team
members and requires continual pressure and direction from the
leader in order to get things done.
 Generally, this approach is not a good way to get the best
performance from a team. However, this style may be appropriate
when urgent action is necessary or when subordinates actually
prefer this style.
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Participative/Democratic
 The manager involves the subordinates in decision making by
consulting team members (while still maintaining control), which
encourages employee ownership for the decisions.
 Encourages participation and delegates wisely, but never loses sight
of the fact that he or she bears the crucial responsibility of leadership.
 Values group discussions and input from team members; he or she
maximizes the members' strong points in order to obtain the best
performance from the entire team.
 Motivates team members by empowering them to direct themselves;
he or she guides them with a loose rein.
 The downside, however, is that a participative leader may be seen
as unsure, and team members may feel that everything is a matter
for group discussion and decision.
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Laissez-faire (also called free-rein).

 In this hands-off approach, the leader encourages team
members to function independently and work out their problems
by themselves, although he or she is available for advice and
assistance.
 Has little control over team members, leaving them to sort out
their roles and tackle their work assignments without personally
participating in these processes.
 Leaves the team floundering/struggling with little direction or
motivation.
 Only appropriate when the team is highly motivated and skilled,
and has a history of producing excellent work.
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Blake-Mouton Managerial Grid

 The Managerial Grid is based on two behavioral dimensions:

 Concern for People - This is the degree to which a leader
considers the needs of team members, their interests, and
areas of personal development when deciding how best to
accomplish a task
 Concern for Production - This is the degree to which a leader
emphasizes concrete objectives, organizational efficiency and
high productivity when deciding how best to accomplish a task.
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Using the axis to plot leadership 'concerns for production' versus 'concerns
for people', Blake and Mouton defined the following five leadership styles:

Country Club Leadership

 High People/Low Production
 This style of leader is most concerned about the needs and feelings of
members of his/her team.
 These people operate under the assumption that as long as team
members are happy and secure then they will work hard. What tends to
result is a work environment that is very relaxed and fun but where
production suffers due to lack of direction and control.
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Produce or Perish Leadership

 High Production/Low People
 Also known as Authoritarian or Compliance Leaders, people in this
category believe that employees are simply a means to an end.
 Employee needs are always secondary to the need for efficient
and productive workplaces.
 This type of leader is very autocratic, has strict work rules,
policies, and procedures, and views punishment as the most
effective means to motivate employees.
 Theory X/Y by Douglas Mc Gregor
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Impoverished Leadership
 Low Production/Low People
 This leader is mostly ineffective.
 He/she has neither a high regard for creating systems for getting
the job done, nor for creating a work environment that is
satisfying and motivating. The result is a place of
disorganization, dissatisfaction and disharmony.
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Middle-of-the-Road Leadership
 Medium Production/Medium People
 This style seems to be a balance of the two competing concerns.
 It may at first appear to be an ideal compromise. Therein lies the
problem, though: When you compromise, you necessarily give
away a bit of each concern so that neither production nor people
needs are fully met.
 Leaders who use this style settle for average performance and
often believe that this is the most anyone can expect.
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Team Leadership
 High Production/High People
 According to the Blake Mouton model, this is the pinnacle of
managerial style.
 These leaders stress production needs and the needs of the people
equally highly.
 The premise here is that employees are involved in understanding
organizational purpose and determining production needs. When
employees are committed to, and have a stake in the organization's
success, their needs and production needs coincide.
 This creates a team environment based on trust and respect, which
leads to high satisfaction and motivation and, as a result, high
production.
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MOTIVATION
Types of Motivation based on the SOURCE of motivation:

1. Intrinsic Motivation:
 Means that the individuals motivational thoughts are coming from within.
 The individual is driven by an interest or enjoyment in the task itself, and
doesn’t rely on the external rewards.
 Engages in completing the task willingly as well as to improve their Skills.

2. Extrinsic Motivation:
 The desires to perform the task are controlled by an external source.
 When someone else want you to do something in an organization,offering
certain rewards, fear of punishment
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Theory of Motivation

 There are essentially two types of motivation theories.

1. Content theories of motivation: attempt to explain why people
have different needs at different times
2. Process theory of motivation: describe the processes through
which needs are translated into behavior.
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 Maslow’s Hierarchy of needs theory

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Alderfer’s ERG Theory

 E for Existence needs correspond
to Maslow’s physiological needs
 R for Relatedness needs refers to
Maslow’s in between safety and
esteem needs
 G for Growth needs correspond to
Maslow’s self esteem and self
actualization needs
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 McClelland’s Theory of Learned Needs

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Types of Motivation based on the SUBJECT of motivation:

 Attitude motivation is about how people think and feel
 It is their self confidence, their belief in themselves, their attitude to
life, be it positive or negative. It is how people feel about their future
and how they react to their past
 If both employers and employees can maintain positive attitude
about themselves, towards others as well as the towards the
situation, it leads towards the better performance.
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 Group Motivation: Teams are the life of any organization, productivity

and success of an organization depend upon the performance of
employees as a team
 Team leaders must understand how they can influence their team
members motivation, and work towards the productivity and proficiency
 Bringing out the better of each individuals in a team and recognizing them
for their performance can increase their motivation as well as the teams
 Team building exercises, trainings, incentives, social recognition, can help
motivate the members of any team in an organization to increase and
better their performances towards achieving organizational goals.
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 Executive Motivation: One of the key issues in an organization

is motivating and keeping managerial talents in the company
 An organization and top level management should be able to
identify and encourage all the talents they possess within the
organization and motivate them to stay at the company to perform
even better
 Profit sharing incentives, bigger and challenging responsibilities,
share options, benefits (medical, vehicle), public recognition, better
pay can help motivate executives to perform better
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Techniques of Motivation
1. Provide Meaningful and Challenging work
2. Set clear targets, expectations and measure performance
3. Training and development Programs
4. Incentive Programs