Course Title:

Fundamentals of Leadership
Course Code:
MPLM 5021

Instructor:

Dr. Assefa Beyene

 LEARNING OUTCOMES

Up on completion of this course, students will be able to:

 Define the concept leadership from different perspectives;

Describe, analyze, synthesize and evaluate various

leadership theories;
Identify important skills required for effective leadership;

Describe aspects of political and organizational leadership;

Understand the interrelationships among leadership, power

and politics, and

Describe, analyse, and evaluate various styles of leadership

and their linkage to societal institutions.

 General Contents of the Course

Unit One: Nature and Concept of Leadership

Unit Two: Theories of Leadership
Unit Three: Power and Influence in Leadership
Unit Four: Participative Leadership, Delegation, and
Empowerment
Unit Five: Skills Required for Effective Leadership
Unit Six: Leadership in teams and decision groups
UNIT ONE: NATURE AND CONCEPT OF
LEADERSHIP

1.1. Definitions of Leadership

1.2. Management and Leadership compared
1.3. The Process of Leadership
1.4. Indicators of Leadership Effectiveness
1.5. Essential Features of Public Leaders
1.6.Comparing Public and Organizational Leadership
1.7. Organizational Contexts of Public Leadership
 Who are leaders?

Is leadership about position?

Are leaders made or born?
 WHO ARE LEADERS?

1) Choose any two persons (men or women) who have proven

to be effective leaders in politics or public services or
business environment.
_________________________________________________

2) Describe the three most important qualities of each person

you have identified.
_________________________________________________
 WHAT IS LEADERSHIP?

Who are they? What did they do?

 1.1. DEFINITION OF LEADERSHIP
The concept of leadership is as old as human history, but still people continue to
ask themselves and others what makes good leaders.
 The term leadership is a word taken from the common vocabulary
and incorporated into the technical vocabulary of a scientific
discipline without being precisely redefined. As a consequence, it
carries extraneous connotations that create ambiguity of meaning
(Yukl, 2013).
Additional confusion is caused by the use of other imprecise terms
such as power, authority, management, administration, control, and
supervision to describe similar phenomena.
A review of the scholarly studies on leadership shows that there is a
wide variety of different theoretical approaches to explain the
complexities of the leadership process.
As a result, definitions of leadership are many and varied, and it is a
difficult concept to fully appreciate and understand until this day.
 Definition of Leadership Cont’d
 Thus, after comprehensive reviews of the leadership literature, known
thinkers in the area of leadership studies have eloquently concluded as
follows:
 Leadership is one of the most observed, but least understood
phenomena on earth. Burns (1987)
 There are almost as many different definitions of leadership as there are
people who have tried to define it.
Stogdill (1974)
 Therefore, the term leadership is treated as a complex process having
multiple dimensions and definitions with some elements in common.
 With this background understanding, let’s take the following definitions.
 DEFINITION OF LEADERSHIP CONT’D
 Leadership is an influence relationship among leaders and
followers who intend significant changes that reflect their mutual
purposes in organizational settings. (Rost 1991).

 This definition has four essential elements. They are:

(1) influence relationship (i.e non-coercive influence)

(2) involving both leaders and followers,
(3) intending significant changes and
(4) mutual purposes.
 DEFINITION OF LEADERSHIP CONT’D
 Leadership is the reciprocal (shared) process of mobilizing, by persons
with certain motives and values, various economic, political and other
resources, in a context of competition and conflict, in order to realize
goals independently or mutually held by both leaders and followers.
Burns (1978)
 This definition encompasses both transactional and transforming leadership elements. These
elements are:
(1) reciprocal process,
(2) mobilizing resources,
(3) competition and conflict and
(4) mutual goals or purposes.
The above definition of leadership reflects the assumption that it involves a
process whereby intentional influence is exerted over other people to
guide, structure, and facilitate activities and relationships in a group or
organization.
 DEFINITION OF LEADERSHIP CONT’D
In general, as can be seen in the aforementioned definitions, some definitions seem
more useful and meaningful than others, but there is no single correct definition
that captures the essence of leadership.
For the interest of our class session, it is better to use the various conceptions of
leadership as a source of different perspectives on a complex, multifaceted
phenomenon.
 Despite the multitude of ways in which leadership has been conceptualized, the
following components can be identified as central to the phenomenon:
A) Leadership is a process,
(B) leadership involves influence,
(C) leadership occurs in groups, and
(D) leadership involves common goals.
 Based on these components, let us take the following definition of leadership as a
comprehensive definition:
Leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.
DEFINITION OF LEADERSHIP CONT’D
 A) Defining leadership as a process means that it is not a
trait or characteristic that resides in the leader, but rather a
transactional event that occurs between the leader and the
followers.
Process implies that a leader affects and is affected by
followers.
It emphasizes that leadership is not a linear, one-way
event, but rather an interactive event.
When leadership is defined in this manner, it becomes
available to everyone.
It is not restricted to the formally designated leader in a
group.
DEFINITION OF LEADERSHIP CONT’D
B) Leadership involves influence. It is concerned with how the leader
affects followers.
 Influence is the sine qua non (pre-requisite) of leadership. Without
influence, leadership does not exist.
C) Leadership occurs in groups. Groups are the context in which
leadership takes place.
 Leadership involves influencing a group of individuals who have a
common purpose. This can be a small task group, a community
group, or a large group encompassing an entire organization or
society in general.
 Leadership is about one individual influencing a group of others to
accomplish common goals. Others (a group) are required for
leadership to occur.
 DEFINITION OF LEADERSHIP CONT’D
D) Leadership includes attention to common goals.
 Leaders direct their energies toward individuals who are trying to

achieve something together.

 By common, we mean that the leaders and followers have a

mutual purpose.
 Stressing mutuality lessens the possibility that leaders might act

toward followers in ways that are forced or unethical. It also

increases the possibility that leaders and followers will work
together toward a common good (Rost, 1991).
 Leaders have an ethical responsibility to attend to the needs and

concerns of followers.
 1.2 Management and Leadership compared

Leadership Functions
Leadership is not confined to any particular group or
any level within an organization, and at least in theory,
does not necessarily involve formal authority.
 Nonetheless, the vast majority of studies of leadership
have focused on persons who have been assigned a
leadership position, that is, who have some authority by
virtue of their position.
Thus, formal leaders fulfill four fundamental functions as
follows:
 defining organizational vision and role
 choosing the means to achieve the ends desired, or
ensuring that the structure reflects and is designed to
accomplish the mission effectively (the institutional
embodiment of purpose)
 defending the organization’s integrity (leaders must
secure support for the organization from both the public
and their own members, without allowing either external
or internal constituents to fundamentally re-shape the
organization’s mission)
 ordering of internal conflict
Management Functions
Management – is also a process of influencing people
but with the specific intention of contributing to meeting
the organization’s goals
The process of working with and through others
towards predetermined goals effectively and efficiently.
Management is the process of getting work done
through other people
Management is planning, organizing, coordinating, and
controlling work given to employees
Management Functions:
Officially responsible for the work of a group
Hiring & firing

Evaluating staff performance

Recommending salary raises and promotions

Prepare & implement a budget

Approve expenses & purchases

Handle conflicts

Work schedules & assignments

Plan current & future activities of unit

Be open to demands of continuous change

 Leadership and Management Compared…
Management Leadership
Direction Planning and budgeting Creating vision and strategy
Keeping eye on bottom Keeping eye on horizon
line
Alignment Organizing and staffing Creating shared culture and
Directing and controlling values
Creating boundaries Helping others grow
Reducing boundaries
Relationships Focusing on objects – Focusing on people –
producing/selling goods inspiring and motivating
and services followers
Based on position power Based on personal power
Acting as boss Acting as coach, facilitator,
servant
 LEADERSHIP AND MANAGEMENT COMPARED…

Management Leadership

Personal Emotional distance •Emotional connections (Heart)

Expert mind •Open mind (Mindfulness)
Qualities
Talking •Listening (Communication)
Conformity •Nonconformity (Courage)
Insight into organization •Insight into self (Character)

Outcomes Maintains stability; creates Creates change and a culture of

culture of efficiency integrity
Management Produces Order Leadership Produces Change
and Consistency and Movement
Planning and Budgeting Establishing Direction
• Establish agendas • Create a vision
• Set timetables • Clarify big picture
• Allocate resources • Set strategies
Organizing and Staffing Aligning People
• Provide structure • Communicate goals
• Make job placements • Seek commitment
• Establish rules and procedures • Build teams and coalitions

Controlling and Problem Solving Motivating and Inspiring

• Develop incentives • Inspire and energize
• Generate creative solutions • Empower followers
• Take corrective action • Satisfy unmet needs
 LEADING AND MANAGING SHARED ASSUMPTIONS

 To be most effective, both sets of skills are needed

 Both have overlapping functions and are interdependent, despite
having polar descriptions
 Leadership is a process, not a position. It can be supported by,
but not created by positional power
 Effective leadership involves a convergence of leaders, follower,
and situation (as is evident in research concerning leadership
styles)
 Leadership skills can be learned and developed
 In summary, it is important to differentiate, but also to recognize
the overlaps.
LEADERSHIP AND MANAGEMENT

Leadership & management are distinct, yet

complementary systems of action

Effective leadership + good management =

healthy organizations
 1.3. The Process of Leadership…
 The Process of Leadership refers to the dynamic and
interactive nature of leadership which:-
 recognizes that leadership is not a fixed or static state, but rather
an ongoing, fluid process that involves various actions, behaviors,
and interactions between leaders and followers.
 emphasizes that leadership is not solely about the qualities or
traits of an individual leader but is influenced by multiple factors
and unfolds over time.
 encompasses the various steps and activities that leaders
undertake to guide, inspire, and influence others towards
achieving a shared vision or goal.
 involves a series of interconnected actions and behaviors that
leaders engage in to create a positive impact and bring about
desired outcomes.
 The Process of Leadership…
 The Process of Leadership involves several components that
contribute to effective leadership practices. Here are the important
components:
 A) Setting a Vision: Leaders establish a compelling vision that provides
direction and purpose for the organization or team.
 B) Communication: Effective leaders are skilled communicators who can
articulate their vision, goals, and expectations clearly.
 C) Decision-Making: Leaders are responsible for making informed decisions
that align with the organization's vision and goals.
 D) Influence and Motivation: Leaders influence and motivate others to
achieve the desired outcomes.
 E) Emotional Intelligence: Leaders with high emotional intelligence are better
equipped to build strong relationships, resolve conflicts, and inspire trust and
collaboration.
 The Process of Leadership…
 F) Adaptability and Flexibility: Effective leaders demonstrate
adaptability and flexibility in response to changing circumstances
and new challenges.
 G) Team Building: Leaders foster a sense of unity and
collaboration within their teams.
 H) Building Relationships: Leaders develop strong relationships
with their followers based on trust, respect, and effective
communication.
 I) Ethics and Integrity: Leaders uphold high ethical standards and
act with integrity. They set a positive example, making decisions
and taking actions that are fair, transparent, and aligned with the
organization's values.
 1.4. INDICATORS OF LEADERSHIP EFFECTIVENESS

 "Indicators of Leadership Effectiveness" refer to specific

criteria or measures that can be used to assess and evaluate
the effectiveness of a leader in achieving their goals and
making a positive impact.

 These indicators provide a framework for understanding and

measuring the effectiveness of a leader's actions, behaviors, and
outcomes.

 Leadership effectiveness indicators serve as benchmarks or

reference points to gauge how well a leader is performing in their
role and whether they are effectively fulfilling their responsibilities.
Indicators of Leadership Effectiveness…

Effective Leadership = Attributes x Results

Skills Action
Values Programs
Motives Projects
Competencies Goals
Behaviors Initiatives
Style Strategy
LEADERS ARE EFFECTIVE WHEN:

 The group achieves its goals

 Internal processes are smooth

 The group can well adapt to external
forces
SOME COMMON EXAMPLES OF INDICATORS OF
LEADERSHIP EFFECTIVENESS INCLUDE:
Goal Achievement: The extent to which a leader
successfully accomplishes their defined goals and
objectives.
Team Performance: The overall performance and
productivity of the team or organization under the
leadership of an individual.
Communication Skills: The ability of a leader to effectively
communicate their ideas, expectations, and instructions to
others.
Decision-Making: The quality and effectiveness of a
leader's decision-making processes and the outcomes of
those decisions.
SOME COMMON EXAMPLES OF INDICATORS OF LEADERSHIP
EFFECTIVENESS INCLUDE:

Adaptability: The ability of a leader to adapt to and

navigate changing circumstances, environments, and
challenges.

Emotional Intelligence: The level of emotional intelligence

demonstrated by a leader, including self-awareness,
empathy, and relationship-building skills.

Ethical Conduct: The extent to which a leader acts with

integrity, honesty, and ethical behavior in their role.

Stakeholder Satisfaction: The satisfaction and perception

of key stakeholders, such as employees, customers, or
shareholders, regarding the leader's performance and
impact.
1.5. Essential Features of Public Leadership

 What do you think are the essential features of

public leadership?

 Is there any difference in the leadership practices

and features between public and private
organizations? If so, what are they?
 Essential Features of Public Leadership …
 The concept of "Public Leadership" refers to the practice of leading
within the public sector or governmental context.

 It involves guiding and influencing individuals, groups, and organizations

to achieve public goals and serve the interests of the public.

 Public leadership encompasses the roles and responsibilities of leaders

who operate in government institutions, public agencies, and other
entities involved in public service.

 It includes elected officials, appointed executives, civil servants, and

community leaders who work towards the betterment of society.
ESSENTIAL FEATURES OF PUBLIC LEADERSHIP…
 Here are some essential features of public leadership:
A) Vision and Mission:
 Public leaders have a clear and compelling vision for the

future and a sense of mission that aligns with the public

interest.
 They articulate a shared vision that inspires and motivates others to
work towards common goals and aspirations.

B) Public Accountability:
 Public leaders are accountable to the public they serve.

They are responsible for ensuring transparency, integrity, and

ethical conduct in their decision-making and actions.
They are accountable for the use of public resources and are

expected to deliver results that benefit the public.

ESSENTIAL FEATURES OF PUBLIC LEADERSHIP…
C) Strategic Thinking:
 Public leaders engage in strategic thinking and planning to address complex
challenges and achieve long-term societal goals.
 They analyze trends, anticipate future needs, and develop
strategies that align with the broader public interest.

D) Stakeholder Engagement:
 Public leaders actively engage with diverse stakeholders, including citizens,
communities, interest groups, and other governmental and non-
governmental organizations.
 They seek input, build relationships, and foster collaboration to
ensure that policies and programs reflect the needs and
aspirations of the public.
ESSENTIAL FEATURES OF PUBLIC LEADERSHIP…
E) Policy Development and Implementation:
 Public leaders play a crucial role in formulating and implementing
public policies.
 They engage in evidence-based decision-making, conduct

research and analysis, consult experts and stakeholders, and

develop policies that address societal issues and promote
public welfare.

F) Communication and Advocacy:

 Public leaders are effective communicators and advocates.
 They engage in transparent, inclusive, and persuasive communication to
build public trust, inform the public about policies and initiatives, and seek
feedback.
ESSENTIAL FEATURES OF PUBLIC LEADERSHIP…
G) Collaboration and Partnership:
 Public leaders recognize the value of collaboration and
partnership.
 They actively seek opportunities to work with other government

agencies, private organizations, civil society groups, and

community stakeholders to leverage resources, share
expertise, and achieve collective goals.
H) Adaptability and Resilience:
 Public leaders operate in dynamic and uncertain environments.
 They demonstrate adaptability and resilience, embracing

change and managing crises effectively.

 They are required to be open to new ideas, willing to learn from

failures, and able to navigate political and organizational

complexities.
ESSENTIAL FEATURES OF PUBLIC LEADERSHIP…

I) Ethical Leadership:
 Public leaders uphold high ethical standards and act with
integrity, honesty, fairness, and impartiality.

 They provide moral guidance, make decisions that prioritize

the public interest, and demonstrate a commitment to the
values of public service and democratic governance.
 1.6. Comparing Public and Organizational Leadership
Comparison Public Leadership Organizational Leadership
(private, non-profit, or for-
Parameters profit organizations)
Operates within a political and Focuses on achieving specific
governmental context, organizational goals.
Context
Public leaders navigate political Organizational leaders focus
landscapes, engage with diverse on managing resources,
stakeholders, and address public policy achieving organizational
issues. objectives, and ensuring the
success of the organization.

Stakeholder  oriented towards serving and  Focuses on meeting the

representing the interests of the needs and expectations of
Orientation public, specific stakeholders, such
 must consider the needs and as employees,
expectations of citizens, shareholders, customers, or
communities, and various interest beneficiaries.
groups.
 Comparing Public and Organizational Leadership…
 involves complex decision-making 
due to political considerations,
Decision-Making
multiple stakeholders, and the need
Complexity: to balance competing interests.
 must navigate diverse perspectives
and make decisions that align with
public values and policy objectives.
In other organizations,
leaders may have more
autonomy in decision-
making, although they still
need to consider the
impact on various
stakeholders within the
organization.

 are accountable to the public  In other organizations,

and must demonstrate leaders are
Accountability
transparency in their actions accountable to specific
and and decision-making stakeholders, such as
Transparency: processes, shareholders, board
 often involves higher levels of members, or
scrutiny and expectations for customers, and must
ethical conduct. provide transparency
within the
organization.
 Comparing Public and Organizational Leadership…
Resource  Leaders in public  Leaders in other
organizations, manage organizations manage
Allocation
public resources, such as resources specific to their
tax revenues or public organizational context,
funds, and must make such as budgets,
decisions that optimize the personnel, or assets, with
use of these resources for the aim of achieving
the public good. organizational objectives
and financial sustainability.

Though there are context specific differences as indicated above, both share common
elements such as setting a vision, building relationships, making decisions, and
motivating others. Understanding the similarities and differences can help leaders adapt
their approaches and practices to the specific context in which they operate, whether it
is in the public sector or other organizational settings.
1.7. ORGANIZATIONAL CONTEXTS OF PUBLIC LEADERSHIP

 Public leadership operates within various organizational contexts,

including government agencies, public institutions, non-profit
organizations, and intergovernmental bodies.
 These organizational contexts shape the practice of public
leadership in distinct ways:
A) Government Agencies:
 Public leaders within government agencies work within
bureaucratic structures and hierarchies.
 They navigate complex decision-making processes, engage with
multiple stakeholders, and are responsible for implementing public
policies and delivering public services.
 In this context, public leaders must understand and operate within

legal frameworks, administrative procedures, and political dynamics.

ORGANIZATIONAL CONTEXTS OF PUBLIC LEADERSHIP …
B) Public Institutions:
 Public leaders in public institutions, such as universities, research
institutes, or cultural organizations, oversee the fulfillment of their
organization's mission and goals.
 They may focus on academic excellence, cultural preservation,
or the advancement of knowledge.
C) Non-Profit Organizations:
 Public leadership in non-profit organizations involves leading entities that
operate in the public interest but outside of government structures.
 Non-profit leaders focus on achieving social, environmental, or
humanitarian objectives.
 They must engage with donors, volunteers, and communities,
and often face challenges related to funding, resource
mobilization, and stakeholder engagement.
ORGANIZATIONAL CONTEXTS OF PUBLIC LEADERSHIP …
D) Intergovernmental Bodies:
 Public leaders in intergovernmental bodies, such as the United Nations or
regional organizations, work across national boundaries to address global
or regional challenges.
 They facilitate collaboration and coordination among member
states, negotiate agreements, and promote international
cooperation.
 Public leaders in these contexts must navigate diplomatic

protocols, cultural diversity, and complex governance structures.

 Irrespective of the specific organizational context, public leadership

shares some common aspects. These include setting a vision,
making strategic decisions, engaging stakeholders, promoting
transparency and accountability, and working towards the betterment
of society.