Week 1: Importance of Leadership, Theory, and Practice

Table of Contents
1.1 Introduction ...........................................................................................................................................................2
1.2. Learning Outcomes ..............................................................................................................................................2
1.3 Leadership, Theory, and Practice ........................................................................................................................2
References ..................................................................................................................................................................10

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1.1 Introduction
Leadership is commonly understood as the result of dynamic and collaborative efforts, involving
the establishment of relationships and networks of influence. The focus of leadership is centred
around dynamic and interactive processes that involve influence and learning. These processes
aim to bring about transformation in organisational structures, norms, and work practises.
Leadership is a dynamic process that involves guiding and inspiring individuals and groups to
work towards achieving specific goals. Effective leaders prioritise "doing the right things" over
"doing things right". The qualities of effective leadership include the ability to envision and
articulate the organization's goals and projects, the skill to engage and gain support from various
groups, the determination to stay on course even in challenging circumstances, and the capability
to foster the desired culture and achieve the intended outcomes (Kouqing, 2009).

1.2. Learning Outcomes

Upon the completion of this week of study you will be able to:
LO.1 Explain and critically analyse the theories and concepts of leadership and management and their
application in organisations and on projects.

1.3 Leadership, Theory, and Practice

Leadership is the result of dynamic and collective efforts, involving the establishment of
relationships and networks of influence. It is not solely a top-down approach, but also involves
bottom-up contributions. In this context, leaders are expected to engage in more open and less
hierarchical interactions compared to traditional leadership styles. Roles can sometimes change,
where someone may be considered a 'leader' in one situation but a 'devotee' when interacting
with the same people in different circumstances. Leadership fosters an environment in which
new knowledge, known as collective learning, can be collaboratively created and put into action,
rather than solely relying on the implementation of a plan dictated by a top leader. According to
James (2011), the new leadership approach emphasises dynamic and interactive processes of

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influence and learning. This approach aims to bring about transformation
in organisational structures, norms, powers and work practises.

Power refers to the ability or potential to influence the beliefs, attitudes, or actions of others.
Leaders utilise power as a means to achieve group goals and as a tool to facilitate their own
success as leaders. Leaders within the organisational structure should possess power, but it is not
necessary for them to actively exercise it. Power is often described as the result of dependence
(Lunenburg, 2012).

There are five main types of power, as outlined by Lunenburg (2012): 'Coercive power' refers to
the ability to exert a negative influence on others for personal gain. When faced with this type of
power, individuals typically respond out of fear, as they anticipate negative consequences if they
fail to comply. 'Reward Power' refers to the capacity to provide advantageous outcomes to
others. When individuals comply with the desires and instructions of others, it is because they
anticipate receiving positive benefits in return. 'Legitimate power' refers to the authority that an
individual obtains by virtue of their position within the formal hierarchy of an organisation.
'Expert power' refers to the influence that stems from one's expertise, proficiency, special skills,
or knowledge. 'Referent power' refers to the influence that an individual possesses due to their
possession of valuable resources or admirable personal qualities. This power is cultivated
through the admiration for another individual or the aspiration to emulate them (Lunenburg,
2012).

Here are some ways to effectively implement leadership practises (Hartog & Boon, 2012):
1. It is crucial for the leader to identify with the purpose of the organisation and develop a clear
vision for it, demonstrating a strong commitment to its goals. It is important to cultivate devotion
and respect for one's work, while also demonstrating sincerity and loyalty to the organisation
(Hartog & Boon, 2012).
2. It is crucial to ensure that the best person is selected for the job at hand. Effective recruitment
and training are essential in order to place the right individuals in the appropriate positions. This

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practise ultimately leads to positive reputation and increased profitability
(Hartog & Boon, 2012).
3. The organisation has implemented a mentorship programme that aims to nurture talent by
providing mentoring and feedback. This programme is designed to support employees in
achieving their professional development goals, both in the short and long term. A mentor plays
a crucial role in shaping the future of a mentee by guiding them towards self-development and
career growth. Additionally, this approach fosters a secure learning environment and facilitates
the provision of constructive feedback (Hartog & Boon, 2012).
4. Being adaptable is crucial for the future success of a business. The ability of its leadership to
anticipate and prepare for change will greatly determine the business's trajectory. Leaders who
possess adaptability are able to effectively leverage change, allowing them to take full advantage
of the opportunities that arise (Hartog & Boon, 2012).
5. It is essential for leaders to recognise the significance of integrity, transparency, and
communication. They should effectively communicate the company's vision, the strategy for
achieving that vision, and the values that will guide their actions. It is important to keep people
informed and updated regularly. Furthermore, leaders should exemplify these core values in their
own behaviour. Effective communication within an organisation is crucial, as it helps to address
and overcome the difficulties and challenges that may arise. Additionally, effective
communication with the team is also important in this regard (Hartog & Boon, 2012).
6. Embrace Transformational Goals and Make a Commitment to Achieve Them – A business is
founded with more than just profit in mind; it also serves other purposes. In order to have a
lasting impact, a company must go beyond its profit goals and focus on creating and delivering
value. A business can gain recognition for its innovations or best practises that provide
significant value to customers. Alternatively, it could provide valuable insights that contribute to
the advancement of the industry. Alternatively, it could have a significant impact on the
community (Hartog & Boon, 2012). There are various types of transformational goals. A leader
must possess a deep understanding of how their organisation can create a positive impact and
effectively communicate its vision to others.

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Some examples of leadership skills include:
Motivating people is crucial for the success of a company and is the main source of its
competitive advantage. The individuals employed within the company play a vital role in
achieving this. The performance of individuals depends on two factors: their abilities and
motivation. Motivation can occur in various ways, one of which is through Maslow's hierarchy
of needs (Saputra, 2021). This hierarchy includes physiological needs, safety needs, social and
belongingness needs, esteem needs, and self-actualization needs. The second theory is the ERG
theory, which includes existence needs, relatedness needs, and growth needs. The third theory is
the two-factor theory, which suggests that job satisfaction and dissatisfaction are not simply
opposite ends of the same spectrum. Instead, they are independent states influenced by different
factors (Saputra, 2021). Motivating practises involve identifying meaningful individual rewards
for employees who perform well within an organisation. By rewarding these employees, leaders
can further motivate them to continue excelling in the future. Therefore, rewarding individuals is
considered a key factor in motivating leaders. Another factor to consider is the redesigning of
jobs. Job enlargement involves adding additional tasks to a job that are similar in complexity to
the current tasks, but may require the use of different skills. Another approach is job enrichment,
which involves adding complexity to a job and increasing the level of responsibility. Another
motivating factor is providing constructive feedback. Employees should receive feedback about
their performance, including negative aspects, but it should be communicated in a positive
manner to avoid negative consequences. To effectively motivate individuals, it is crucial to
clearly communicate the expectations and goals of the organisational structure to them (Saputra,
2021). Communication is a highly important leadership skill. It encompasses various aspects,
such as downward, upward, and horizontal communication, which can be both formal and
informal. Effective communication can often be hindered by various barriers. Some common
organisational barriers include information overload, noise, time pressure, and information
distortion. Additionally, cross-cultural barriers can also pose challenges to effective
communication. Individual barriers include factors such as differing perceptions, poor listening
skills, and self-interest. An organised procedure has been established to facilitate effective
communication. The following steps are as follows: An idea is first encoded by the sender and

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then transmitted to the receiver. The receiver then receives the encoded
idea, decodes it, and finally takes action based on it. There are several important ways to
improve communication skills. First, it is crucial to be a good listener. Additionally,
understanding the audience is essential; the communicator should have a clear understanding of
who they are communicating with. Choosing the appropriate communication medium is also
vital. Encouraging feedback and regulating the flow and timing of information are also important
factors to consider (Saputra, 2021). Decision making is another crucial leadership skill that
involves making effective decisions. When making decisions, it is important to follow a proper
procedure. The first step is to clearly define the problem at hand. Next, it is crucial to identify the
criteria that will be used to evaluate potential solutions. The third step involves gathering and
evaluating relevant data to inform the decision-making process. After that, it is necessary to list
and evaluate various alternatives that could potentially address the problem. Once the
alternatives have been assessed, the best one should be selected as the preferred option. Finally,
the chosen alternative should be implemented, and it is important to follow up to ensure its
effectiveness. In order to facilitate effective decision-making, it is important to consider specific
techniques for group decision-making. These techniques include the following: Brainstorming is
a process that involves generating a large number of ideas while temporarily suspending the
evaluation of those ideas. The Nominal Group Technique is a structured discussion method
where the final solution to a problem is determined through a silent vote. The Delphi Technique
is a novel approach that offers assistance to decision-makers by providing them with concise and
directly relevant information. The Delphi technique aims to predict the future and assess
different courses of action. In this process, both the researchers and the respondents collaborate
as partners in the prediction endeavour. In other words, the individuals involved in the decision-
making process are surveyed to gather their opinions or informed judgments. Dialectical
decision-making involves engaging in debates that incorporate diverse recommendations and
assumptions, with the aim of promoting comprehensive discussion (Kouqing, 2009).

Leadership theories are frameworks that aim to explain and understand the concept of leadership.
These theories provide different perspectives and approaches to leadership, in order to
effectively manage and administer adult and community education, it is crucial to have a clear

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understanding of various leadership theories. The interest in leadership
started to develop in the early part of the twentieth century. Early leadership theories primarily
focused on examining the qualities possessed by leaders. Subsequent theories expanded their
scope by considering additional variables, including situational factors and skill levels. The
following leadership theories have been categorised as follows: According to Dugan & Komives
(2011), The Great Man Theories propose that leadership abilities are innate and that exceptional
leaders are born with these qualities rather than acquiring them through external factors. These
examples also illustrate that great leaders demonstrate heroism and emerge as leaders when the
situation calls for it. The term "great man" is used because leadership is primarily associated with
qualities traditionally attributed to men.

Trait theories focus on identifying specific personality or behavioural characteristics that are
commonly found among leaders. If certain traits are considered essential for leadership, how can
we account for individuals who possess those qualities but do not hold leadership positions? One
of the challenges in using trait theories to explain leadership is the question at hand (Penney,
Kelloway, & O’Keefe, 2015).

Contingency theories of leadership centre around specific variables in the environment that can
influence the most appropriate leadership approach for a given situation. According to this
theory, it is believed that there is no single leadership approach that can be considered the best in
all situations. Success is influenced by various factors, such as the leadership approach, the traits
of the followers, and the characteristics of the situation (Fiedler, 2015).

Situational theories propose that leaders should make decisions based on the specific variables of
a situation in order to determine the most appropriate course of action. Certain types of decision-
making may call for different approaches to leadership. For instance, when the leader possesses
the most knowledge and experience within a group, an authoritarian approach might be the most
suitable. In situations where group members are highly skilled experts, a democratic leadership
style would be more effective (Dugan & Komives, 2011).

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Behavioural theories of leadership are grounded in the belief that
exceptional leaders are developed through preparation, rather than being inherently born with
leadership qualities. This leadership theory is based on behaviourism and places emphasis on the
actions of leaders rather than their mental qualities or internal states. According to this theory,
individuals have the ability to develop leadership skills through the processes of education and
observation (Dugan & Komives, 2011).

Participative Theories - These leadership theories propose that the most effective leadership
approach involves considering the input of others. These leaders encourage active participation
and contributions from group members, fostering a sense of relevance and commitment to the
decision-making process. In participative theories, the leader has the authority to allow others to
contribute their input (Dugan & Komives, 2011).

Management theories, also referred to as transactional theories, focus on the importance of

supervision, organisation, and group performance. These theories are based on a system of
rewards and punishments to guide leadership. Managerial theories are commonly employed in
business settings. In these theories, employees who perform admirably are duly recognised and
rewarded, while those who fail to meet expectations are subject to reprimands or appropriate
disciplinary actions (Dugan & Komives, 2011).

Relationship theories, also referred to as transformational theories, focus on the connections that
are established between leaders and followers. Transformational leaders inspire and motivate
individuals by assisting group members in recognising the importance and superior value of the
mission. These leaders prioritise the performance of group members while also emphasising the
importance of each individual reaching their full potential. According to Dugan & Komives
(2011), leaders who adopt this approach typically possess strong ethical and moral principles.

Leadership development begins with the understanding that the concept of leadership must
accurately reflect the future leadership needs and aspirations. Leadership development is a
widely comprehended concept, and there are numerous programmes and learning methods

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available, such as coaching, that effectively support leaders in their
learning journey (James, 2011). These resources can be easily found and accessed. However,
recent studies in leadership have started to recognise that in order for leadership to effectively
address the needs of organisations with complex bureaucracies, multiple stakeholders, diverse
professional practises, and political dynamics, relying solely on a few individuals or even a
group of influential individuals will not be enough. Effective leadership is not limited to top-
level executives; it must be practised at all levels within an organisation. Identifying individuals
with leadership potential is not the only solution. Leadership development 'in context' refers to
more than just adapting individual leadership development to a specific location. It involves
individuals from that location coming together to learn and develop their leadership skills
collectively, while also collaboratively addressing real challenges (James, 2011).

Effective leadership practises and adherence to appropriate steps and procedures are essential for
leaders within an organisation. Motivating people, communication, and decision-making are
three essential leadership skills that must be effectively implemented. There are eight main types
of leadership theories: great man theories, trait theories, contingency theories, situational
theories, behavioural theories, participative theories, management theories, and relationship
theories. In an ideal world, leadership theories should inform leadership development practise.
However, it is often the case that many leadership development programmes do not have a
clearly defined perspective on leadership that goes beyond focusing solely on competencies,
behaviours, and values (James, 2011).

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References

Dugan, J. P., & Komives, S. R. (2011). Leadership theories. The handbook for student leadership
development, 35, 57.

Fiedler, F. (2015). Contingency theory of leadership. Organizational behavior 1: essential

theories of motivation and leadership, 232, 1-2015.

Hartog, D. N. D., & Boon, C. (2012). HRM and leadership. Managing human resources: human
resource management in transition, 198-217.

James, K. T. (2011). Leadership in context: Lessons from new leadership theory and current
leadership development practice. Commission on Leadership and Management in the NHS.

Lunenburg, F. C. (2012). Power and leadership: An influence process. International journal of

management, business, and administration, 15(1), 1-9.

Kouqing, L. I. (2009). Leadership:—theory and practice. Asia-pacific Finance and Development

Center.

Penney, S. A., Kelloway, E. K., & O’Keefe, D. (2015). Trait theories of leadership. Leadership
in sport, 31-45.

Saputra, F. (2021). Leadership, Communication, And Work Motivation In Determining The

Success Of Professional Organizations. Journal of Law, Politic and Humanities, 1(2), 59-70.

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