LEADERSHIP

Content of this Chapter

● What leadership is;
● How leadership differs from management;
● Three keys to effective leadership-purpose, will, clarity;
● Theories of leaderships;
● Leadership style;
● The models:
- Blake-Mouton managerial grid;
- Situational leadership;
- Adair’s leadership model;
- Emotionally intelligent leadership;
- Transactional versus transformational leadership;
● Lateral leadership.
 WHAT IS LEADERSHIP?

- A leader is the charismatic, courageous

individual who creates a destiny and takes other
along, setting a compelling vision and
articulating the strategy for achieving it.

- However, the meaning of verb ‘to lead’ is subtly

different. To lead is to show the way to a
destination by preceding or accompanying them
(EOD, 1999).
 MYTHS ABOUT LEADERSHIP

MYTH 1 - LEADERS ARE BORN NOT MADE

MYTH 2 - LEADERSHIP EXIST ONLY AT THE TOP OF

AN ORGANIZATION
‘ The only definition of a leader is someone who has
followers.’
- Hesselbein et al. (1997)

‘ Leadership is influence - nothing more, nothing less.’

- John C. Maxwell (2007)

‘ Leadership is the capacity to translate vision into reality.’

- Warren G. Bennis (1988)

‘Leadership is the art of getting someone
else to do something you want done
because he wants to do it.’

- Dwight D. Eisenhower
How leadership differ from management?

‘Leaders imagine the future; managers make it happen’ (ILM, 2012)

- The manager’s job is to plan, organise and coordinate; the leader’s job is to inspire and
motivate. Management is largely about process; leaderships is mainly about behaviour.
 LEADERSHIP vs. MANAGEMENT
● The managers administers; the leader innovates.
● The manager is a copy; the leader is an original.
● The manager maintains; the leader develops.
● The manager focuses on the system and structures; the leader focuses on people.
● The manager relies on control; the leader inspires trust.
● The manager has short-range view; the leader has a long -range perspective.
● The manager ask how and when; the leader ask what and why.
● The manager has his or her eye always on the bottom line; the leader’s eye is on horizon.
● The manager imitates; the leader originates.
● The manager accepts the status quo; the leader challenge it.
● The manager is the classic good soldier; the leader is his or her own person.
● The manager does things right; the leader does the right thing.
THREE KEYS FOR EFFECTIVE LEADERSHIP
Effective leadership

PURPOSE WILL CLARITY

 GREAT MAN

TRANSFORMATION
TRAIT
AL

THEORIES
OF
LEADERSHIP

TRANSACTIONAL BEHAVIOURIST

SITUATIONAL
 THEORIES OF LEADERSHIP

● Great man- this theory (considered somewhat old-fashioned now) is based on the belief that leaders
are exceptional people, who are born not made.
● Trait - propose that leaders share a number of personality traits and characteristics, and that
leadership emerges from these traits.
● Behaviourist - as the name suggest,these theories focus on how leaders behave, because how they
behave impacts their effectiveness.
● Situational - this theory considers leadership to be specific to a particular circumstances and
attempts to predict which leadership style is best in the context.
● Transactional - focuses on the ‘contract’ between the leader and their followers, assuming that work
is done only because it is rewarded and for no other reason.
● Transformational - is a leadership approach whose purpose is acting as a catalyst for significant
change in people and organizations.
 Autocratic or Authoritarian style

● Under the autocratic leadership style, all decision-making powers are

centralize in the leader, as with dictator leaders.
● They do not entertain any suggestions or initiatives from subordinates.
The autocratic management has been successful as it provides string
motivation to the manager.
● It permits quick decision-making, as only one person decides for the
whole group and keeps each decision to himself until he feels it is needed
to be shared with the rest of the group.
● High degree of dependency on the leader.
 Democratic or Participative style

● The democratic leadership style, favours decision-making by the group.

● They can win the cooperation of their group and can motivates them
effectively and positively.
● The decision of the democratic leader are not unilateral as with the
autocrat because they arise from consultation with the group members
and participation by them.

❏ Consultative: process of consultation before decision are taken.

❏ Persuasive: leader takes decision and seeks to persuasive others
that the decision is correct.
 Laissez - Faire or free rein style

● A free rien does not lead, but leaves the group entirely to itself such a
leader allows maximum freedom to subordinates.
● Can be very useful in business where creative ideas are important.
● Can be highly motivational, as people have control over their working life.
● Can make coordination and decision making time- consuming and lacking
in overall direction.
● Relies on good teamwork.
 Servant Leader

- When someone, at any level within an organization, leads simply by meeting

the needs of the team.
- Servant leader gain their power and influence on the basis of their values and
ideas.

Transformational Leader

- Transformational style is evidenced by positive influence of their personal

qualities on their followers; and trust, repect, admiration and loyalty they earn
as a result.
 The Models

● THE BLAKE-MOUTON MANAGERIAL GRID

● HERSEY-BLANCHARD SITUATIONAL LEADERSHIP

● ADAIR’S LEADERSHIP THEORY

● EMOTIONALLY INTELLIGENT LEADERSHIP

● TRANSACTIONAL VS. TRANSFORMATIONAL LEADERSHIP

 THE BLAKE-MOUTON MANAGERIAL
GRID
The Blake Mouton Managerial Grid is a mental framework and graphic that aims to categorize a leader's
approach to leadership. Essentially the plot measures a leader's level of concern for people and a leader's
level of concern for production.
● Your concern for people(y-axis)- the extent to which you consider the needs of the people in
the team.
● Your concern for production (x-axis)- the extent to which you focus on objectives, efficiency
and productivity.

It also identifies five general styles of leadership that result from different combinations of the two types
of focus being measured.
These styles are known as country club management, impoverished management, middle-of-the-road
management, produce or perish management, and team management.
The model was developed in the early 1960s by Robert Blake and Jane Mouton.
 Blake Mouton Managerial Grid:
Five leadership styles
CONCERN: CONCER:
STYLE FEATURES
PEOPLE TASK

Impoverished Laissez-faire style; minimal effort on management;

1 1
Management hoping to avoid blame for errors.

Country Club Focus on creating safe, comfortable working

9 1
Management environment; minimal conflict

Task Autocratic style, consistent with McGregor Theory

1 9
Management X. WOrkers have to complete task- nothing else

Team Staff closely involved in decision-making and feel

9 9
Management valued; consistent with McGregor Theory Y.

Middle of the Compromises made to achieve acceptable

Road performance; thought to be the less effective 5 5
Management leadership style.
 HERSEY-BLANCHARD MODEL

● The Hersey-Blanchard Model suggests no leadership style is better than another.

● The model suggests managers adapt their leadership style to tasks and relationships in the

workplace.

● The model's leadership styles are related directly to employees' different maturity categories.
Hersey and Blanchard developed four types of leadership styles ,which are variations or
interpretation of Lewin’s three style. These are:

● Telling style: leader gives followers precise instructions for carrying out various tasks.
● Selling style: leader still gives some direction , but invites contribution from
followers.
● Participating style: leaders delegates many decisions to the follower. Requires high
levels of mutual trust.
● Delegating style: leader gives followers responsibility for directing most of their own
work.
The maturity level of followers is divided into four categories:

● M1 : People lack the knowledge, skills or confidence to work on their own,

but are willing to give it go.
● M2 : People have some skills and knowledge, but still need support from the
leader to build their self-confidence.
● M3 : People are experienced, willing and able to do the task but still need
some support and encouragement.
● M4 : People are completely competent and confident with the task and able
to make most decisions for themselves.
Maturity Level Most appropriate leadership style

M1: Low maturity S1: Telling/directing

M2: Medium maturity, limited skills S2: Selling/coaching

M3: Medium maturity, high skills but

S3: Participating/supporting
lacking confidence

M4: High maturity S4: Delegating

 ADAIR’S LEADERSHIP MODEL
John Adair, one of the most respected leadership trainers in the world, spent
years developing what is now known as Adair’s Action Centred Leadership Model.
The model has three main parts, of which any good manager or leader should be
familiar with. As a leader, you’ll need to be able to use all of these elements in your
decision making process in order to control situations, keep things in balance, and get
the results you ultimately desire.

The three components of Adair’s Action Centred Leadership Model are:

● Task achievement
● Team management
● Individual management
 - achieve the work
objectives.

-build team spirit and -mentor and support

capability. team members.
Integrating the three circles:

● Achieving the objectives - the need to accomplish the task for which the team, unit,
department (and indeed, organization) exist is perhaps the most obvious
responsibility for an organisational leader.
● Building the team - although we are employed by our organisation on the basis of
individual contract, it is teams that the majority of our work is conducted.
● Developing the individual - ideally, every job should draw out the best from us;
using our abilities to best effect, matching our responsibilities to our capabilities, but
still stretching us enough so that we continue to develop.
ADAIR’S LEADER FUNCTION

DEFINING

PLANNING

BRIEFING
CONTROLLI
NG
EVALUATIN
G
MOTIVATIN
G
ORGANISIN
G
SETTING AN
EXAMPLE
 A useful checklist for applying the model in your own working environment (Bolden et al.
2003)

● TASK
○ Control the quality and rate of work
○ Define the task
○ Check performance against plan
○ Make the plan
○ Adjust the plan.
○ Allocate work and resources

● TEAM
○ Build team spirit ○ Ensure communication within group
○ Encourage, motivates , give a sense of purpose ○ Maintain discipline
○ Appoint sub leader ○ Develop the group
● INDIVIDUAL
○ Attend to personal problems ○ Recognise and use individual abilities
○ Praise individuals ○ Develop the individual.
○ Give status
MASLOW’S HIERARCHY OF NEEDS
Frederick Herzberg, often called the
‘pioneer of job enrichment’, took
Maslow’s thinking a stage further in his
book The Motivation to Work, first
published in 1959.

The key to his theory is that the factor

that motivates people at work are not
simply the opposite of those that cause
them dissatisfaction.
 EMOTIONALLY INTELLIGENT LEADERSHIP

- Bring up the subject of emotional intelligence (IE)

with many business people particularly those in
traditional professional such as accountancy, law or
banking, and you can see the light die in their eyes
as they dismiss you as a ‘tree hugger’: someone
they couldn’t possibly take seriously.

- However, the idea that to be great a leader is to

have high emotional quotient (EQ) in addition to
intelligent quotient (IQ)has not been developed by
New Age communities.
Five competencies’ or skills of EI.

Self -awareness Responsibility

Emotional
Intelligence
Emotional
Balance
literacy

Empathy
and
Compassion
 LATERAL LEADERSHIP

- According to Stever Robbin, an

entrepreneurial advisor and former career
coach at Harvard Business School, ‘ You
don’t need a leadership title to do what it
takes to help a team or organization build
momentum. You can lead from anywhere by
adapting principles of responsibility,
stewardship and values.’ (Robbins 2008).
Four interconnected and mutually reinforcing
capabilities.
Networking
Cultivate a board network of relationship, both internal
and external to your organisation.

Constructive persuasion and

negotiation
This does not refer to manipulating others.

Consultation
People like to be invited to offer their opinions and
views about a problem.

Coalition building
Affiliation is universal human goal, so several people
who together are advocating an idea exert more influence
than a lone voice.
THANK
YOU!