Subject: CFLM 2

Description: Character Formation with Leadership, Decision Making,

Management & Administration
Instructor: Kelley Jean Garcia
Day/Time: -

Weeks 2-3

I. Leadership: Its Concept, Philosophies, Importance and Historical Perspective

a. Definition of Leadership
b. Concept of Leadership
c. Philosophies of Leadership
d. Importance of Leadership
e. Historical Perspective of Leadership

Objectives:
At the end of the session, students are expected to:

• Discuss the concept of leadership

• Explain the importance of leadership
• State the historical perspective of leadership

Introduction:

UNIT 1: What is LEADERSHIP?

✓ Leadership is the ability of an individual or a group of individuals to

influence and guide followers or other members of an organization.
✓ Leadership is the art of motivating a group of people to act towards
achieving a common goal.
✓ Leadership involves showing workers how to effectively perform their
responsibilities and regularly supervising the completion of their tasks.

What are the synonyms of Leadership?

Administration Oversight
Control Headship
Direction Guidance
Generalship Management
Governance Lead

What does an effective leader do?

✓ Effective leaders inspire and motivate, and those who know how to

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 bring out the best in themselves and others help their organizations to
thrive and grow.
✓ Effective leader has an easy level of honest communication with
their teams and their peers, and a thorough understanding of how
they are perceived. Testing others’ perception of you can be as
simple as observing their behavior.
✓ Effective leader really wants to know what people think, the leader
asks his or her employees.
✓ Effective leadership is based upon ideas, but won't happen unless those
ideas can be communicated to others in a way that engages them
enough to act as the leader wants them to act.

Unit 2. Concept of leadership

✓ Leadership is the practice of driving people to achieve goals. This plays an

important role success and efficiency of subordinates. Leaders do this by
providing many means of shaping the actions of subordinates. It’s a process
whereby an individual influences other and guides the organization in a
manner that makes it more cohesive and coherent. Leadership is
learned, a leader's skills and knowledge can be influenced by his or her
attributes or traits, such as beliefs, values, ethics, and character. Knowledge and
skills contribute directly to the process of leadership, while the other attributes
give the leader certain characteristics that make him or her unique. A leader
might have learned the skills in counseling others, but her traits will often play
a great role in determining how he counsels.

FOUR PRIMARY FACTORS OF LEADERSHIP (U.S. Army, 1983)

1. Leader
• An individual appointed as a leader must understand himself honestly,
what he knows and what he can do. Take note that it is the followers that
decide whether the leader is successful, not the leader or anyone
else. If they don't trust their leader, or lack confidence, they’ll be
uninspired. To be successful you have to persuade your followers that you
are worthy of being followed, not yourself or your superiors.
2. Followers
• Different people expect different leadership styles. A newly-employed
deserves more supervision than an accomplished subordinate does. An
individual without motivation needs a different approach than one with a
high motivation level. You have to know your people, as a leader. The
basic starting point is to have a clear understanding of human nature
such as needs, feelings and motivation. You have to come to learn the
be, know and do qualities of your people.
3. Communication
• Being a leader, you lead by bidirectional communication. A great
deal of that is nonverbal. For example, when you "set an
example, that shows your people you wouldn’t ask them to do
something you wouldn't want to do. What and how you interact either
strengthens or destroys your relationship with your followers.

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 4. Situation
• Every situation is different. Everything you do in one situation isn't
automatically going to work in another. You have to use your discretion
to determine the best course of action and the style of leadership
needed for each situation. You may need to face a subordinate for
inappropriate behavior, for example, but if the confrontation is too late or
too early, too harsh or too mild, then the outcomes may prove
ineffective. Take note also that the disorder typically affects a leader's
actions more than its characteristics. This is because while traits can be
impressively stable over a period of time, they have little consistency in
situations (Mischel, 1968).

What are the different styles of leadership?

1. Coaching Leadership
A coaching leader is someone who can quickly recognize their team members’
strengths, weaknesses and motivations to help each individual improve. This
type of leader often assists team members in setting smart goals and then
provides regular feedback with challenging projects to promote growth.

2. Visionary Leadership
Visionary leaders have a powerful ability to drive progress and usher in periods
of change by inspiring employees and earning trust for new ideas. A visionary
leader is also able to establish a strong organizational bond

3. Servant Leadership
Servant leaders live by a people-first mindset and believe that when team
members feel personally and professionally fulfilled, they’re more effective and
more likely to produce great work regularly.

4. Autocratic Leadership
Also called the authoritarian style of leadership, this type of leader is someone
who is focused almost entirely on results and efficiency. They often make
decisions alone or with a small, trusted group and expect employees to do
exactly what they’re asked.

5. Laissez-faire or hands-off Leadership

This leadership style is the opposite of the autocratic leadership type, focusing
mostly on delegating many tasks to team members and providing little to no
supervision

Characteristics of a Leader

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The mark of a true leader is not a position or title held, but it is how many people are
willing to follow them. Santa Clara University and the Tom Peters group outline the
following leadership characteristics:

• Honest
• Competent
• Forward-looking
• Inspiring
• Intelligent
• Fair-minded
• Broad-minded
• Courageous
• Straightforward
• Imaginative

The United States Army offers 11 Leadership Principles:

• Be tactically and technically proficient
• Know yourself and seek self-improvement
• Know your soldiers and look out for their welfare
• Keep your soldiers informed
• Set the example
• Ensure the task is understood, supervised, and accomplished
• Train your soldiers as a team
• Make sound and timely decisions
• Develop a sense of responsibility in your subordinates
• Employ your unit in accordance with its capabilities
• Seek responsibility and take responsibility for your actions

You will notice that none of the above actually tells you how to lead in a practical
manner. They don’t address what to do or say in any given situation. That is because
there is no real formula to being a leader. Leadership must come from within and it is
based on your personality.

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Unit 3: Philosophies of leadership

A leadership philosophy is the unique set of values, beliefs and principles that set the foundation
for how a person leads and guides others.

What Are the Key Elements of a Leadership Philosophy?

A leadership philosophy has four key elements: theory, attitude, guiding principles and behavior.
These key elements can help you discover and build your leadership philosophy, which can guide
your leadership style. Here is a brief definition of each element:

• Theory: This component is your idea of what leadership means and what it requires to be
effective.
• Attitude: This element encompasses your mindset and demeanor regarding leadership. Think
of this as your approach to interacting with team members.
• Guiding principles: Your guiding principles are the values you choose to influence how you
lead others. Your moral compass drives your guiding principles.
• Behavior: Put simply, your behavior is the way you act and interact with others on your journey
to achieve a goal or overcome a challenge.

There are many different leadership philosophy styles, including autocratic leadership, democratic
leadership and solution-based leadership. Your choice depends on your unique leadership
approach and code of ethics.

1. Autocratic Leadership Philosophy

An autocratic leadership philosophy style, also known as authoritarian, is a management style where
the leader takes complete control over all decision-making. This type of leader does not consider
other perspectives when making decisions and delegates responsibilities to direct reports.

2. Delegative Leadership Philosophy

Delegative leadership, also known as laissez-faire leadership, is a philosophical approach that

promotes delegation and sharing responsibilities. This type of leadership empowers all team members
to make decisions, which fosters a sense of autonomy

3. Democratic Leadership Philosophy

The democratic leadership philosophy is supportive and innovative – the opposite of autocratic
leadership. With this leadership style, a leader values the opinions of their constituents and makes sure
that everyone’s voice is heard. While a leader may make the final decision, the deliberation process
includes input from the entire team, where each member has an opportunity to share their thoughts
and opinions.

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4. Learning Leadership Philosophy

Leaders who make learning and teaching a top priority exemplify a learning leadership philosophy.
With this style, leaders promote a culture of continuous learning that encourages growth. Leaders
who use this approach typically make decisions based on data and evidence.

5. Managerial Leadership Philosophy

People with a managerial leadership philosophy style are good at seeing the big picture and
identifying and solving challenges. Managerial leaders may adopt elements of other leadership
styles, such as democratic leadership, transactional leadership and strategic leadership. These
leaders have the ability to lead and influence others, while maintaining the organizational structure
of the team.

6. Participative Leadership Philosophy

The participative leadership philosophy is a form of democratic leadership that sets up a team
structure where all members are encouraged to speak their minds and engage in decision-making.
Team leaders with a participative leadership style strive to ensure their direct reports feel they have a
sense of autonomy. This leadership style works best in organizations where everybody has a defined
role and does not need significant oversight.

7. Solution-Based Leadership Philosophy

Solution-based leadership prioritizes problem-solving. With this leadership philosophy style, a leader
develops action plans with defined solutions and outcomes. To ensure success, solution-based
leaders may delegate tasks to help a team identify and implement solutions.

8. Strategic Leadership Philosophy

Individuals who can envision and communicate a clear vision and long-term plan for a team or
organization are strategic leaders and adopt this philosophy style. They carefully align an
organization’s business goals with available talent, resources and processes. Successful strategic
leaders are proactive and good at making thoughtful decisions.

9. Transactional Leadership Philosophy

Transactional leadership is a leadership philosophy approach that emphasizes a structured and

results-driven approach. With this style, leaders set clear expectations for performance and reward
team members based on their success. Typically, transactional leaders focus on immediate tasks,
routine processes and efficiency.

10. Transformational Leadership Philosophy

The transformational leadership philosophy is often referred to as a hands-on approach to leadership.

With this approach, a leader sets goals and challenges for their team. Transformational leaders also
offer solutions, actively help team members and encourage direct reports.

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Unit 4: Why is leadership important in the workplace?
Any organization, whether it’s a business, school, or government agency, needs leaders to help
guide the way. Leaders provide direction and vision, motivate and inspire others, and help create an
environment conducive to success by promoting communication and collaboration among team
members. In short, leadership and strong management are essential for any organization that wants
to achieve its objectives.

1. Improves Communication
One of the most important duties of a leader is to facilitate communication within the workplace.
Clear and concise communication is essential for any team to function correctly. Effective leaders
will make it a point to keep lines of communication open at all times and create an open and
inclusive environment where everyone feels comfortable sharing their ideas. By ensuring employees
have a forum to voice their concerns and opinions, a leader can encourage a work culture where
new ideas are welcome, and misunderstandings are avoided.

2. Creates A Better Work Environment

Leaders have a profound impact on their overall work environment. Effective leaders create an
atmosphere of trust and respect, which in turn fosters creativity and collaboration. Employee morale
is also higher in workplaces with strong management, leading to stronger workplace relationships.
When employees feel engaged with their team and that their contributions matter, they are more
likely to be motivated to go above and beyond in the workplace.

3. Improves Productivity
A successful leader makes all the difference in a team’s productivity. When employees feel excited
about the work they’re doing, they are more likely to be productive. On the other hand, a poor
leader can cause employees to become disengaged and uninterested in their work. A team that is
led effectively will be more productive, efficient, and successful overall.

4. Increases Efficiency
A productive leader can help to improve efficiency by getting the most out of their team. Leaders
can help improve efficiency by ensuring everyone is working towards the same goal and doing what
they do best. They can provide guidance and direction while delegating tasks to make the most of
everyone’s strengths.

5. Decreases Mistakes
A capable leader is essential for any workplace that wants to minimize mistakes and run smoothly.
This is especially important in high-pressure environments where mistakes can have serious
consequences. A leader needs to be able to identify potential problems early on and quickly resolve
them.

6. Motivates Employees
Good leaders know how to effectively motivate their employees. They understand that people are
different and that what works for one person may not work for another. As a result, they take the time
to get to know their team members and discover what works best for them. This can then create a
more motivated group of employees who are excited about their own strengths and workplace
contributions.

7. Sets a Good Example for Others

An effective leader knows that setting a good example is one of the best ways to inspire others. After
all, people are more likely to follow someone they see as a role model. By behaving in a way that
exemplifies the values and goals of their team or organization, good leaders can show others what it

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means to be a committed and successful member.

8. Inspires Hard Work

A great leader can instill a sense of purpose in their team. When people feel like they are working
towards something bigger than themselves, they are more likely to be willing to put in the hard work
required to achieve it. An effective leader knows how to tap into this sense of purpose and channel it
into productive effort.

9. Creates A Strong Vision and Direction for The Future

A successful leader understands the importance of having a solid vision and how to create one that
will guide their organization toward a bright future. Without a clear vision, maintaining momentum or
progressing toward long-term goals can be challenging. A leader with a strong vision can create a
sense of direction and purpose, helping to focus and energize an entire organization.

10. Helps Keep Employees on Track

Once the company’s vision is well-articulated and understood, sound leadership is essential to keep
employees focused on reaching that goal. This means clearly communicating the company’s vision
and objectives as progress is made and changes occur, and then providing the necessary support
and resources for success.

Unit 5: Historical overview of Leadership theories

The study of leadership as a distinct field emerged in the early 20th century. The initial approach
focused on identifying personality traits characteristic of leaders, called "trait theory of leadership". In
the 1940s and 1950s, this perspective was criticized for its lack of consideration for context and
relationships between leaders and group members.

In the 1960s, attention shifted to the behavior of leaders, not just their personality traits. This gave rise
to the "behavioral leadership theory", which focuses on leaders' actions rather than their inherent
traits.

More recently, leadership has been examined from a contingency perspective, meaning the idea
that leadership effectiveness depends on the situation. From this perspective, several models have
emerged, including Hersey-Blanchard's Situational Leadership model and Fiedler's leadership model.

Main Leadership theories throughout history

1. Trait Leadership theory

Originating in the early 20th century, this theory suggests that certain individuals possess natural traits
that predispose them to become leaders. Commonly cited leadership traits include extraversion,
emotional intelligence, determination, autonomy, and self-confidence. However, this theory has
been criticized for its lack of reproducibility and for not addressing the impact of environment and
situation on leadership.

2. Behavioral Leadership theories

Behavioral Leadership theories began to emerge in the 1930s in response to trait theory of leadership.
Researchers from this period began to realize that personal traits couldn't fully explain leadership
effectiveness. They started focusing on the behaviors that leaders adopted in various situations.

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Behavioral Leadership theories suggest that leadership isn't just a matter of innate traits but can be
taught and acquired. The Behavioral Leadership model includes two behavior styles typically
observed: task-oriented style, where the leader focuses on work organization and goal achievement,
and people-oriented style, where the leader focuses on encouragement and the well-being of their
team.
Lewin was an influential precursor of Behavioral Leadership theories. He identified three leadership
styles by Lewin - autocratic, democratic, and laissez-faire, centered around leader behavior.

3. Situational Leadership theory

The Situational Leadership theory was developed by Paul Hersey and Kenneth Blanchard in the 1960s
in response to previous theories which assumed there was one "best" way to lead. The Situational
Leadership theory suggests that the most effective leadership style depends on the situation and the
maturity level (capability and willingness to take responsibility) of subordinates.

Hersey and Blanchard proposed a leadership model that identifies four leadership styles - delegating,
supporting, coaching, and directing - and suggests that leaders should adapt their style based on
the maturity of their subordinates and the requirements of the situation.

4. Contingency Leadership theory

The Contingency Leadership theory, also known as Fiedler's contingency model, was developed by
psychologist Fred Fiedler in the 1960s. This theory is based on the idea that a leader's success
depends on the situation and the fit between the leader's leadership style and the specific
requirements of the situation. Like the Situational Leadership theory, it was developed in response to
previous theories, notably the Behavioral Leadership theory which held that there was an "ideal" or
"effective" leadership style.

Fiedler's Leadership model proposes that task-oriented leaders are more effective in extremely
favorable or unfavorable situations, where leader-subordinate relations are clearly defined. In
contrast, relationship-oriented leaders are more effective in intermediate situations, where task
structure and leader power are neither clearly defined nor completely absent.

5. Managerial Grid theory

The Managerial Grid theory, or leadership grid, was developed by Robert R. Blake and Jane S.
Mouton in the 1960s. The central concept of the theory is that an individual's leadership style can be
identified and assessed based on their concerns for+ production (i.e., task, objective, outcomes) and
their concerns for people (i.e., relationships, employee well-being). It thereby revisits the same
dimensions as Behavioral Leadership.

Blake and Mouton presented this theory as a way for leaders to understand their current behavior
and explore how they might adjust their approach to be more effective. They suggested that the
most effective leadership is one that balances concerns for people and production, represented by
the "Team Management" (9,9) on the grid. The Managerial Grid revisits the styles originally developed
by Kurt Lewin, and adds others.

The Managerial Grid was developed in part in response to the prevailing opinion at the time that
leadership was a matter of choice between task emphasis or relationship emphasis.

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Blake and Mouton argued that it was not a matter of choosing one over the other, but rather finding
a balance between the two. They contended that leaders who succeed in balancing these two
concerns are most likely to achieve good results.

6. Transformational Leadership theory

The Transformational Leadership theory was developed by James V. Downton and popularized by
Bernard M. Bass in the 1980s.

According to the Transformational Leadership theory, effective leaders inspire their subordinates to
transcend their personal interests for the benefit of the organization. Bass proposed a four-factor
Transformational Leadership model: idealized influence (they act as role models), inspirational
motivation (they inspire and motivate), intellectual stimulation (they encourage creativity and
innovation), and individual consideration (they support individual development).

The Transformational Leadership theory was developed in response to critiques of the Transactional
Leadership theory which suggested that the latter did not account for the human aspect of
leadership and did not encourage change and innovation in the organization. Transformational
leaders, on the other hand, are supposed to encourage their subordinates to exceed their
expectations and to innovate.

7. Transactional Leadership theory

The Transactional Leadership theory was developed from the works of Max Weber in the early 20th
century, but it was popularized by Bernard Bass's work in the 1980s. The Transactional
Leadership theory emerged in reaction to prevailing leadership theories of the time, notably the Trait
Leadership theory, which had been criticized for its lack of context and interaction between the
leader and his subordinates consideration.

The Transactional Leadership theory was introduced to address these criticisms by emphasizing the
importance of interactions between the leader and the subordinates. In Transactional Leadership,
leaders set clear goals and provide rewards (or punishments) based on the performance of the
subordinates.

8. Servant Leadership theory

The Servant Leadership theory was initially proposed by Robert K. Greenleaf in 1970. In his essay "The
Servant as Leader", Greenleaf suggested that true leadership naturally emerges from those who are
first and foremost servants.

Unlike traditional leadership theories that place the leader at the top, the Servant Leadership model
puts the leader in service to others. According to Greenleaf, Servant Leadership is based on the
leader's desire to help others achieve their full potential and to contribute to society in a meaningful
way.

The Servant Leadership theory was developed in response to a feeling of discontent with traditional,
authoritarian power structures. Greenleaf argued that these power structures tended to dehumanize
workers, viewing them as means to achieve the organization's objectives. In contrast, Servant

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Leadership seeks to reverse this hierarchy by placing the needs of the workers ahead of those of the
organization.

The Servant Leadership theory gained popularity in the early 21st century, partly due to its alignment
with new leadership expectations that prioritize empathy, listening, and supporting personal
development. Many studies have shown that Servant Leadership can lead to greater job satisfaction,
better team performance, and increased organizational commitment.

9. Authentic Leadership theory

The Authentic Leadership theory was introduced in the late 2000s in response to a growing demand
for more transparent, genuine, and accountable leaders. This demand was largely driven by a series
of corporate scandals and a crisis of trust in leadership at the time.

Authentic leaders are described as being aware of their values, emotions, and motivations, and as
having a high degree of congruence between their values and actions. They are also known for their
openness and transparency in their relationships with their subordinates. According to researchers,
authentic leaders foster a work environment in which employees feel respected, listened to, and
valued.

Bill George, one of the main proponents of Authentic Leadership, suggested that this form of
leadership is based on the development and enactment of a personal "life story" that guides the
leader's actions and decisions. According to George, Authentic Leadership cannot be taught in a
course or workshop; it instead emerges from the leader's life experience and self-understanding.

Most used leadership theories in the 21st century

In the 21st century, the leadership theories most widely used in practice are the Transformational
Leadership, Servant Leadership, and Authentic Leadership theories. They have become popular
primarily because all three have demonstrated their ability to better engage employees and
increase job satisfaction.

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 Weeks 4-6

II. Theories of Leadership

a. Blake and Mouton’s; Managerial Grid
b. House’s Path Goal Theory
c. Great Man Theory
d. Trait Theory
e. LMX Theory
Objectives:
At the end of the session, students are expected to:

• Evaluate the different theories on leadership

Unit 1: Blake and Mouton’s; Managerial Grid

The managerial grid model (The Blake and

Mouton Managerial Grid model) is a self-
assessment tool by which individuals and
organizations can identify a manager's or
leader's style. The grid was originally
developed by Robert R. Blake and Jane S.
Mouton in the 1960s and has evolved in
subsequent decades.

During their work to improve

effective leadership at Exxon, they noted
that management behavior worked on axes
(i.e., concern for production and concern
for people) and moved along a continuum.
Based on this observation, they went on to
create the Managerial Grid theory and model of leadership styles.

The Blake and Mouton Managerial Grid model -- also known simply as the Blake Mouton Grid -- shows
the degree to which a manager or leader focuses on production, people or both. Depending on
where the person falls on the grid, their behavioral or managerial style can be determined.

The Blake Mouton Grid is created using a horizontal axis and a vertical axis that meet at a right angle
and are rated on a nine-point scale:
Horizontal axis -- concern for production. A one, or low concern for production, is placed to the far
left of the horizontal axis, close to the right angle; a nine, or high concern for production, is located
on the far right of the horizontal line. A high concern for production indicates that the leader
prioritizes objectives, results and productivity when determining how a task should be accomplished.
Vertical axis -- concern for people. A one, or low concern, falls at the bottom of the vertical line,
close to the base near the right angle, while a nine, or high concern for people, is placed at the top
of this vertical axis. A high concern for people indicates that the leader prioritizes the needs and
interests of people when determining how a task should be accomplished.

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THE FIVE RESULTING LEADERSHIP STYLES ARE AS FOLLOWS:
Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and
exercise minimum effort to get the work done from subordinates.
The leader has low concern for employee satisfaction and work deadlines and as a result disharmony
and disorganization prevail within the organization. The leaders are termed ineffective wherein their
action is merely aimed at preserving job and seniority.
Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned
about production and have less concern for people. The style is based on theory X of McGregor.
The employees’ needs are not taken care of and they are simply a means to an end. The leader
believes that efficiency can result only through proper organization of work systems and through
elimination of people wherever possible.
Such a style can definitely increase the output of organization in short run but due to the strict policies
and procedures, high labor turnover is inevitable.
Middle-of-the-Road (5, 5): This is basically a compromising style wherein the leader tries to maintain a
balance between goals of company and the needs of people.
The leader does not push the boundaries of achievement resulting in average performance for
organization. Here neither employee nor production needs are fully met.
Country Club (1, 9): This is a collegial style characterized by low task and high people orientation
where the leader gives thoughtful attention to the needs of people thus providing them with a
friendly and comfortable environment.
The leader feels that such a treatment with employees will lead to self-motivation and will find people
working hard on their own. However, a low focus on tasks can hamper production and lead to
questionable results.
Team Management (9, 9): Characterized by high people and task focus, the style is based on the
theory Y of McGregor and has been termed as most effective style according to Blake and Mouton.
The leader feels that empowerment, commitment, trust, and respect are the key elements in
creating a team atmosphere which will automatically result in high employee satisfaction and
production.

Advantages of Blake and Mouton’s Managerial Grid

The Managerial or Leadership Grid is used to help managers analyze their own leadership styles
through a technique known as grid training. This is done by administering a questionnaire that helps
managers identify how they stand with respect to their concern for production and people.
The training is aimed at basically helping leaders reach to the ideal state of 9, 9.

Unit 2: House’s Path Goal Theory

Path-Goal Theory is a leadership approach where the leader clearly identifies goals and the path to
reach them. The leader uses directive, supportive, participative, and achievement-oriented
leadership behaviors to motivate, guide, and remove obstacles, depending on the employee and
environmental factors.

House’s theory advocates servant leadership. As per servant leadership theory, leadership is not
viewed as a position of power. Rather, leaders act as coaches and facilitators to their subordinates.

According to House’s path-goal theory, a leader’s effectiveness depends on several employee and
environmental contingent factors and certain leadership styles. All these are explained in the figure 1
below:

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 Leadership Styles
The four leadership styles are:
▪ Directive: Here
the leader provides
guidelines, lets
subordinates know
what is expected of
them, sets performance
standards for them,
and controls behavior
when performance
standards are not met.
He/She makes judicious use of rewards and disciplinary action. The style is the same as task-
oriented one.
▪ Supportive: The leader is friendly towards subordinates and displays personal concern for their
needs, welfare, and well-being. This style is the same as people-oriented leadership.
▪ Participative: The leader believes in group decision-making and shares information with
subordinates.
He/She consults his subordinates on important decisions related to work, task goals, and paths
to resolve goals.
▪ Achievement-oriented: The leader sets challenging goals and encourages employees to
reach their peak performance.
The leader believes that employees are responsible enough to accomplish challenging goals.
This is the same as goal-setting theory.
According to the theory, these leadership styles are not mutually exclusive and leaders are
capable of selecting more than one kind of a style suited for a particular situation.

Contingencies

The theory states that each of these styles will be effective in some situations but not in others.
It further states that the relationship between a leader’s style and effectiveness is dependent
on the following variables:

▪ Employee characteristics: These include factors such as employees’ needs, locus of control,
experience, perceived ability, satisfaction, willingness to leave the organization, and anxiety.
For example, if followers are high inability, a directive style of leadership may be unnecessary;
instead a supportive approach may be preferable.
▪ Characteristics of work environment: These include factors such as task structure and team
dynamics that are outside the control of the employee. For example, for employees
performing simple and routine tasks, a supportive style is much effective than a directive one.
Similarly, the participative style works much better for non-routine tasks than routine ones.

When team cohesiveness is low, a supportive leadership style must be used whereas in a situation
where performance-oriented team norms exist, a directive style or possibly an achievement-oriented
style works better. Leaders should apply directive style to counteract team norms that oppose the
team’s formal objectives.

Unit 3: Great Man Theory

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Are some people born to lead? If we look at the great leaders of the past such as Alexander the
Great, Julius Caesar, Napoleon, Queen Elizabeth I, and Abraham Lincoln, we will find that they do
seem to differ from ordinary human beings in several aspects. The same applies to the contemporary
leaders like George W. Bush and Mahatma Gandhi. They definitely possess high levels of ambition
coupled with clear visions of precisely where they want to go.

These leaders are cited as naturally great leaders, born with a set of personal qualities that made
them effective leaders. Even today, the belief that truly great leaders are born is common.

Top executives, sports personalities, and even politicians often seem to possess an aura that sets
them apart from others. According to the contemporary theorists, leaders are not like other people.
They do not need to be intellectually genius or omniscient prophets to succeed, but they definitely
should have the right stuff which is not equally present in all people. This orientation expresses an
approach to the study of leadership known as the great man theory.

Assumptions
The leaders are born and not made and possess certain traits which were inherited
Great leaders can arise when there is a great need.

Theory
Much of the work on this theory was done in the 19th century and is often linked to the work of the
historian Thomas Carlyle who commented on the great men or heroes of the history saying that “the
history of the world is but the biography of great men”. According to him, a leader is the one gifted
with unique qualities that capture the imagination of the masses.

Earlier leadership was considered as a quality associated mostly with the males, and therefore the
theory was named as the great man theory. But later with the emergence of many great women
leaders as well, the theory was recognized as the Great Person Theory.

The great man theory of leadership states that some people are born with the necessary attributes
that set them apart from others and that these traits are responsible for their assuming positions of
power and authority. A leader is a hero who accomplishes goals against all odds for his followers.

The theory implies that those in power deserve to be there because of their special endowment.
Furthermore, the theory contends that these traits remain stable over time and across different
groups. Thus, it suggests that all great leaders share these characteristics regardless of when and
where they lived or the precise role in the history they fulfilled.

Unit 4: Trait Theory

The trait theory of leadership suggests that certain

inborn or innate qualities and
characteristics make someone a leader. These
qualities might be personality factors, physical
factors, intelligence factors, and so on. In essence,
trait theory proposes that the leader and leaders’
traits are central to an organization’s success. The
assumption here is that finding people with the right
traits will increase organizational
performance. Trait theory focuses exclusively

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on the leader and neglects the follower.

Leadership Traits
According to the researchers, the traits most commonly associated with great leadership include:

Adaptability and flexibility: Effective leaders don't get stuck in a rut. They are able to think outside of
the box and adapt quickly to changing situations.
Assertiveness: A great leader is able to be direct and assertive without coming off as overly pushy or
aggressive.
Capacity to motivate people: A great leader knows how to inspire others and motivate them to do
their best.
Courage and resolution: The best leaders are brave and committed to the goals of the group. They
do not hide from challenges.
Creativity: Perhaps most importantly, great leaders not only possess their own creativity, but they are
also able to foster creativity among members of the group.5
Decisiveness: A great leader is capable of making a decision and is confident in his or her choices.
Eagerness to accept responsibility: Strong leaders take on responsibility and don't pass the blame on
to others. They stand by their success and take ownership of their mistakes.
Emotional stability: In addition to being dependable overall, strong leaders are able to control their
emotions and avoid overreactions.
Intelligence and action-oriented judgment: Great leaders and smart and make choices that move
the group forward.
Need for achievement: Strong leaders have a need to succeed and help the group achieve goals.
They genuinely care about the success of the group and are committed to helping the group reach
these milestones.
People skills: Excellent interpersonal skills are essential for leading effectively. Great leaders know how
to interact well with other leaders as well as with team members.
Perseverance: Strong leaders stick with it, even when things get difficult or the group faces significant
obstacles.
Self-confidence: Many of the best leaders are extremely self-assured. Because they are confident in
themselves, followers often begin to share this self-belief.
Task competence: A great leader is skilled and capable. Members of the group are able to look to
the leader for an example of how things should be done.
Trustworthiness: Group members need to be able to depend upon and trust the person leading
them.
Understanding their followers and their needs: Effective leaders pay attention to group members and
genuinely care about helping them succeed. They want each person in the group to succeed and
play a role in moving the entire group forward.

Unit 5: LMX Theory (The Leader-Member Exchange Theory)

The leader-member exchange theory is a concept that examines the relationship between
management and employees. It evaluates the effectiveness of these relationships and determines
how they directly influence the growth and productivity of each employee. Also known as Vertical
Dyad Linkage Theory or LMX, this theory has been around since the 1970s and is prevalent in
organizations across various industries.

The Leader-Member Exchange (LMX) Theory describes the development of relationships between
leaders and their team members through three stages:

1. Role Taking
- This stage occurs when an employee first starts at the organization or begins reporting to a new

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manager. The leader assesses the employee's skills, experience, and abilities. Based on these
observations, the leader forms an initial image of the employee and offers opportunities accordingly.

2. Role Making
- Employees are now part of the team, working on tasks and projects. Leaders observe their work
and interactions, sorting team members into two groups:
In-group: Employees who prove loyalty, hard work, and skill are placed in this group. They receive
more opportunities, challenging tasks, and personal attention from the manager. They are also
considered for advancement and development resources.
Out-group: Employees who fail to build trust or meet expectations are placed in this group. They
receive less attention, fewer opportunities, and less challenging work. Their responsibilities may be
reduced, and they have limited access to development resources, often blending into the team
without standing out.

This classification can influence team members’ growth and career trajectory within the organization.

3. Routinization
-The leader and team members establish a set routine based on whether the employee is in the in-
group or out-group.
• In-group members continue to work hard, maintain positive traits like patience and empathy,
and enjoy the trust and favor of their manager. They are likely to receive more support,
attention, and opportunities.
• Out-group members, feeling marginalized, may become disengaged and develop negative
feelings toward their manager and in-group teammates. Transitioning from the out-group to
the in-group is rare and difficult.

How to Use the Leader-Member Exchange (LMX) Theory

1. Identify the Out-Group

- Managers should begin by recognizing who they subconsciously place in the out-group. This
involves making a list of out-group employees and evaluating why they are not in the in-group.
Managers should assess whether these reasons are fair, such as perceived low motivation or
uncooperativeness, and determine if their reactions were justified.

2. Develop Relationships
- Managers can work on re-establishing relationships with out-group members, which benefits both
the employee and the team. By building rapport, showing genuine interest, and regularly checking in
on these employees, managers can foster improved work performance and group dynamics.

3. Provide Specific Opportunities

- Once managers better understand each team member, they can offer personalized training or
growth opportunities. Starting with low-risk tasks, managers can evaluate performance and gradually
assign more responsibilities. Even if an employee underperforms, this presents a chance for
constructive feedback and further training.

Pros of the LMX Theory

Encourages Fair Evaluation: It helps managers reflect on their biases and make objective evaluations
of both in-group and out-group members.
Development of Diverse Teams: The theory encourages leaders to develop teams with a variety of
personalities and skills, enhancing overall team performance and inclusivity.

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 Weeks 7-8

III. Leaders and Managers: Difference, Characteristics and Qualities

a. Definition of leader and manager

b. Difference between a leader and a manager
c. Qualities of a leader
d. Qualities /Characteristics of Professional Managers
e. Shared character traits of a leader and a manager
f. Principles of Leadership
g. Contemporary leadership issues and challenges
h. Leadership skills
i. Leadership Roles

Objectives:
At the end of the session, students are expected to:

• Compare the characteristics and qualities of a leader and a manager

Unit 1: Definition of leader and manager

A successful business owner needs to be both a strong leader and manager to get their team on
board to follow them towards their vision of success. Leadership is about getting people to
understand and believe in your vision and to work with you to achieve your goals while managing is
more about administering and making sure the day-to-day things are happening as they should.

Who is a Leader?
A leader relies on human contribution to achieve goals rather than displaying or possessing power.
Leaders can work in various parts of an organization and are not necessarily in charge.

Who is a manager?
A manager is a crucial pillar as they ensure smooth operations while monitoring the daily activities.
These tasks can be challenging, so a manager should exhibit personality traits and skills that allow for
a cohesive work environment.

Unit 2: Difference between a leader and a manager

1. Managers Direct, but Leaders Coach

Leaders consider the team competent and positively perceive their potential. They avoid telling
team members what to do and how. Managers, on the other hand, delegate tasks and offer
guidance on how to fulfill them.

2. Managers Control Risks, While Leaders Take Risks

Leaders are inclined to try new things, even if it means failure. They look at failure as a stepping stone
to success and are better at-risk management. Managers strive to lower risks and control or prevent
issues instead of embracing them.

3. Leaders Have a Unique View, but Managers Replicate It

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Leaders actively work to build a unique personal brand. They are transparent, authentic, and
unafraid of standing out. Managers learn behaviors and skills from others and adopt a pre-defined
leadership style.

4. Managers Set Goals, but Leaders Have a Vision

When comparing a manager vs. a leader, leaders have a vision and mobilize and inspire team
members to make it a reality. A manager focuses on defining, measuring, and attaining goals while
controlling occurrences to achieve these objectives.

5. Leaders Have a Long-term Perspective, but Managers Look at Things Short-term

Leaders have a purpose and remain motivated by a more significant long-term goal without
needing regular rewards. Managers require regular accolades because they focus on shorter-term
goals.

6. Managers Preserve the Status Quo, but Leaders Inspire Change

Leaders take pride in innovation and inspire change management even in uncertainty. Managers
prefer what is already working, so they work on refining and enhancing the processes, structures, and
systems.

7. Managers Leverage Proven Skills but Leaders Experience Personal Growth

Leaders embrace learning and aim to retain relevance in the dynamic workspace. Managers focus
on the skills that result in success and try to perfect these proven behaviors and abilities.

8. Managers Create Processes and Systems, but Leaders Nurture Relationships

Leaders need people to actualize their vision, so they build trust and loyalty by honoring promises.
Managers focus on the systems and structures necessary to achieve the desired outcomes and
goals.

9. Managers Have Employees, while Leaders Have Fans

Leaders get followers who become die-hard fans who help attain goals. Managers have employees
who abide by instructions.

10. Leaders Ask Why and What, but Managers Ask When and How
When faced with a challenge, a leader looks at why it happened and what they can learn from the
experience. They exhibit great situational leadership skills.

11. Leaders create a vision, managers create goals.

Leaders paint a picture of what they see as possible and inspire and engage their people in turning
that vision into reality. They think beyond what individuals do. They activate people to be part of
something bigger. They know that high-functioning teams can accomplish a lot more working
together than individuals working autonomously. Managers focus on setting, measuring and
achieving goals. They control situations to reach or exceed their objectives.

12. Leaders are change agents; managers maintain the status quo.
Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even
if things are working, there could be a better way forward. And they understand and accept the fact
that changes to the system often create waves. Managers stick with what works, refining systems,
structures and processes to make them better.

13. Leaders are unique, managers copy.

Leaders are willing to be themselves. They are self-aware and work actively to build their unique and
differentiated personal brand. They are comfortable in their own shoes and willing to stand out.

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They’re authentic and transparent. Managers mimic the competencies and behaviors they learn
from others and adopt their leadership style rather than defining it.

14. Leaders take risks, managers control risk.

Leaders are willing to try new things even if they may fail miserably. They know that failure is often a
step on the path to success. Managers work to minimize risk. They seek to avoid or control problems
rather than embracing them.

15. Leaders are in it for the long haul, managers think short-term.
Leaders have intentionality. They do what they say they are going to do and stay motivated toward
a big, often very distant goal. They remain motivated without receiving regular rewards. Managers
work on shorter-term goals, seeking more regular acknowledgment or accolades.

16. Leaders grow personally, managers rely on existing, proven skills.

Leaders know if they aren’t learning something new every day, they aren’t standing still, they’re
falling behind. They remain curious and seek to remain relevant in an ever-changing world of work.
They seek out people and information that will expand their thinking. Managers often double down
on what made them successful, perfecting existing skills and adopting proven behaviors.

17. Leaders build relationships, managers build systems and processes.

Leaders focus on people – all the stakeholders they need to influence in order to realize their vision.
They know who their stakeholders are and spend most of their time with them. They build loyalty and
trust by consistently delivering on their promise. Managers focus on the structures necessary to set
and achieve goals. They focus on the analytical and ensure systems are in place to attain desired
outcomes. They work with individuals and their goals and objectives.

18. Leader’s coach, managers direct.

Leaders know that people who work for them have the answers or are able to find them. They see
their people as competent and are optimistic about their potential. They resist the temptation to tell
their people what to do and how to do it. Managers assign tasks and provide guidance on how to
accomplish them.

19. Leaders create fans, managers have employees.

Leaders have people who go beyond following them; their followers become their raving fans and
fervent promoters – helping them build their brand and achieve their goals. Their fans help them
increase their visibility and credibility. Managers have staff who follow directions and seek to please
the boss.

MANAGER

A Manager is a person who is responsible for a part of a company, i.e., they ‘manage ‘the company.

Managers may be in charge of a department and the people who work in it. In some cases, the
manager is in charge of the whole business. For example, a ‘restaurant manager’ is in charge of the
whole restaurant.

A manager is a person who exercises managerial functions primarily. They should have the power to
hire, fire, discipline, do performance appraisals, and monitor attendance. They should also have the
power to approve overtime and authorize vacations. They are the boss.

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The Manager’s duties also include managing employees or a section of the company on a day-to-
day basis.

They often serve as a liaison between the workforce and upper management, ensuring that the
team’s contributions align with the organization’s goals and objectives.

• Top Managers are in charge of a company’s strategy.

In other words, they are the stewards of an
organization’s vision and mission.
• Functional Managers are responsible for the
effectiveness and efficiency of specific areas of a
company, such as marketing. They are also in charge
of personnel and accounts.
• Team Managers or Supervisory Managers are in
charge of subgroups of a particular function. They
may also be in charge of a group of members from
different parts of the company.
• Line Managers are in charge of the output of certain
products or services. They hold authority in a vertical
chain of command, or over a particular product line.
• General Managers are responsible for managing a revenue-producing unit, such as a product
line, business unit, or a store. The General manager has to make decisions across different
functions within that unit. General managers typically get a bonus or commission when the
unit does well. General Managers report to their top executives and take directions from them.
The top executives explain what the company’s overall plan is. The General Manager
subsequently sets specific goals for the unit to fit in with the plan.

Qualities of a good manager

• Accountability
• Character
• Cultural affinity
• Prioritization
• Warmth
• Patience
• Honesty
• Decisiveness
• Empathy
• Positive attitude
• Competence
• Flexibility

Unit 3: Qualities of a leader

1. Honesty and Integrity

The 34th President of United States, Dwight D. Eisen however once said, “The supreme quality
of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is
on a section gang, a football field, in an army, or in an office.” Honesty and integrity are two
important ingredients which make a good leader. How can you expect your followers to be honest

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when you lack these qualities yourself? Leaders succeed when they stick to their values and core
beliefs and without ethics, this will not be possible.

2. Confidence
To be an effective leader, you should be confident enough to ensure that other follow your
commands. If you are unsure about your own decisions and qualities, then your subordinates will
never follow you. As a leader, you have to be oozing with confidence, show some swagger and
assertiveness to gain the respect of your subordinates. This does not mean that you should be
overconfident, but you should at least reflect the degree of confidence required to ensure that your
followers trust you as a leader.

3. Inspire Others
Probably the most difficult job for a leader is to persuade others to follow. It can only be
possible if you inspire your followers by setting a good example. When the going gets tough, they
look up to you and see how you react to the situation. If you handle it well, they will follow you. As a
leader, should think positive and this positive approach should be visible through your actions. Stay
calm under pressure and keep the motivation level up. As John Quincy Adams puts it, “If your actions
inspire others to dream more, learn more, do more and become more, you are a leader.” If you are
successful in inspiring your subordinates, you can easily overcome any current and future challenge
easily.

4. Commitment and Passion

Your teams look up to you and if you want them to give them their all, you will have to be
passionate about it too. When your teammates see you getting your hands dirty, they will also give
their best shot. It will also help you to gain the respect of your subordinates and infuse new energy in
your team members, which helps them to perform better. If they feel that you are not fully committed
or lacks passion, then it would be an uphill task for the leader to motivate your followers to achieve
the goal.

5. Good Communicator
Until you clearly communicate your vision to your team and tell them the strategy to achieve
the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable to
communicate your message effectively to your team, you can never be a good leader. A good
communicator can be a good leader. Words have the power to motivate people and make them
do the unthinkable. If you use them effectively, you can also achieve better results.

6. Decision-Making Capabilities
Apart from having a futuristic vision, a leader should have the ability to take the right decision
at the right time. Decisions taken by leaders have a profound impact on masses. A leader should
think long and hard before taking a decision but once the decision is taken, stand by it. Although,
most leaders take decisions on their own, but it is highly recommended that you consult key
stakeholders before taking a decision. After all, they are the ones who will benefit or suffer from your
decisions.

7. Accountability
When it comes to accountability, you need to follow the approach highlighted by Arnold H
Glasow when he said, “A good leader takes little more than his share of the blame and little less than
his share of the credit.” Make sure that every one of your subordinates is accountable for what they
are doing. If they do well, give them a pat on the back but if they struggle, make them realize their
mistakes and work together to improve. Holding them accountable for their actions will create a
sense of responsibility among your subordinates and they will go about the business more seriously.

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8. Delegation and Empowerment
You cannot do everything, right. It is important for a leader to focus on key responsibilities while
leaving the rest to others. By that, I mean empowering your followers and delegating tasks to them. If
you continue to micromanage your subordinates, it will develop a lack of trust and more importantly,
you will not be able to focus on important matters, as you should be. Delegate tasks to your
subordinates and see how they perform. Provide them with all the resources and support they need
to achieve the objective and give them a chance to bear the responsibility.

9. Creativity and Innovation

What separates a leader from a follower? Steve Jobs, the greatest visionary of our time
answers this question this way, “Innovation distinguishes between a leader and a follower.” In order to
get ahead in today’s fast-paced world, a leader must be creative and innovative at the same time.
Creative thinking and constant innovation is what makes you and your team stand out from the
crowd. Think out of the box to come up with unique ideas and turn those ideas and goals into reality.

10. Empathy
Last but certainly not the least, is empathy. Leaders should develop empathy with their followers.
Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this,
they fail to make a closer connection with their followers. Understanding the problems of your
followers and feeling their pain is the first step to become an effective leader. Even that is not
enough until you work hard and provide your followers with the suitable solution to their problems.

11.Resilience
When the going gets tough, the tough gets going. You might have heard this adage many times,
but did you know that great leaders also follow this rule. They are resilient and have a positive
attitude. Irrespective of how difficult the circumstances might be, you will find them rallying their
followers. While most people are busy in complaining about the problems, great leaders always focus
on solutions, not the problems.

12.Emotional Intelligence
Good leaders always have higher influence but how do they increase their influence on the
point where people accept what they say. They do this by connecting with people emotionally. That
is where emotional intelligence comes into play.
Here are some of the reasons why a leader should be emotionally intelligent.
• Manage emotions effectively
• Better social awareness
• Seamless communications
• Conflict Resolution
With emotional intelligence, leaders can control their emotions, which prevents negative emotions
from influencing their decision-making skills. As a result, they are less likely to make hasty decisions.
Moreover, emotionally intelligent leaders are great at understanding the emotions and care about
the feelings of others. That is not all, leaders who have this leadership quality not only handles conflict
in a better way but also play an important role in conflict resolution.

13.Humility
“Pride makes us artificial and humility makes us real.”—Thomas Merton
How would you feel when you are promoted to leadership status? You will feel proud. A good leader
is always selfless and always think about his or her followers. That is why the leadership styles most
great leaders adopt put lots of emphasis on problem-solving and team dynamics instead of focusing
on self-promotion.

14.Transparency

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 One of the best ways to win the trust of your followers is by being transparent. Instead of hiding
information, you should openly share it with them. By giving visibility to your followers, they will buy into
your vision and support you with conviction in achieving the goal. More importantly, it gives your
followers clarity, autonomy and make them feel more empowered while keeping them engaged.

15.Vision and Purpose

“Good business leaders create a vision, articulate the vision, passionately own the vision, and
relentlessly drive it to completion.”—Jack Welch
Good leaders always have a vision and purpose. They not only visualize the future themselves but
also share their vision with their followers. When their followers were able to see the big picture, they
can see where they are heading. A great leader goes above and beyond and explain why they are
moving in the direction they are moving and shares the strategy and action plan to achieve that
goal.

Unit 4: Qualities /Characteristics of Professional Managers

Professional manager means a person required to have a sound knowledge of relevant principles,
practices and procedures applicable to a professional discipline or field of work.

1. Leadership: A professional manager must guide and inspire their team, setting a clear vision
and leading by example.
2. Effective Communication: They should be able to convey ideas, expectations, and feedback
clearly, ensuring smooth interaction between team members.
3. Decision-Making: Professional managers must make informed and timely decisions, weighing
options carefully and taking responsibility for the outcomes.
4. Problem-Solving Skills: They need to identify challenges and create practical solutions, often
under pressure.
5. Adaptability: A good manager should be flexible and open to change, adjusting strategies as
needed in a fast-paced environment.
6. Emotional Intelligence: Managers must be aware of their own emotions and those of others,
handling relationships and conflicts with empathy and understanding.
7. Time Management: Professional managers effectively prioritize tasks, ensuring deadlines are
met and resources are used efficiently.
8. Delegation: Knowing how to assign tasks based on team members' strengths is key to
achieving goals and empowering employees.
9. Integrity: Acting ethically and transparently is essential to building trust with team members,
clients, and stakeholders.
10. Team Building: A strong manager fosters collaboration and unity within the team, creating a
positive and productive work environment.
11. Strategic Thinking: Professional managers plan for the long term, aligning team efforts with the
overall goals of the organization.
12. Continuous Learning: Great managers stay updated on industry trends and seek opportunities
for personal and team growth.

Unit 5: Shared character traits of a leader and a manager

1. Communication Skills
Leaders and managers must communicate effectively to ensure that their teams understand goals,
expectations, and strategies. Whether motivating a team or providing detailed instructions, clear and
effective communication is critical in both roles.

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Example: A leader inspiring a team toward a vision, and a manager explaining the steps required to
execute that vision.

2. Problem-Solving Abilities
Both leaders and managers must navigate challenges and find solutions to obstacles. Problem-
solving involves analyzing situations, considering alternatives, and making decisions that benefit the
team or organization.
Example: A leader might tackle a strategic challenge, while a manager handles operational
problems.

3. Decision-Making
Both roles require the ability to make decisions, whether at the strategic level (leader) or operational
level (manager). Good decision-making involves gathering information, evaluating options, and
choosing the best course of action for the situation.

Example: A leader deciding on long-term goals, and a manager making decisions about how to
allocate resources.

4. Integrity
Leaders and managers must act with integrity, earning the trust and respect of their teams by being
honest, ethical, and consistent in their actions. Integrity is critical for building a foundation of trust and
credibility.

Example: A leader maintaining transparency about organizational changes, and a manager fairly
evaluating team performance.

5. Accountability
Both leaders and managers are responsible for the success or failure of their teams. Accountability
means taking responsibility for decisions, actions, and outcomes and holding themselves and their
teams to high standards.

Example: A leader taking responsibility for an organization's direction, and a manager being
accountable for project deadlines.

6. Empathy
Understanding and caring about the needs, concerns, and feelings of team members is essential for
both leaders and managers. Empathy helps build strong relationships and fosters a positive and
supportive work environment.

Example: A leader inspires employees by recognizing their contributions, and a manager supports
team members through personal or professional challenges.

7. Adaptability
Both leaders and managers need to be adaptable in an ever-changing environment. Whether
adjusting strategies in response to market conditions (leader) or reorganizing workflow due to
unforeseen challenges (manager), flexibility is a critical shared trait.

Example: A leader adjusting long-term strategies due to industry changes, and a manager modifying
daily operations to meet new demands.

8. Emotional Intelligence

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Emotional intelligence, or the ability to understand and manage one's own emotions and those of
others, is vital for both leadership and management. This trait helps in conflict resolution, team
management, and fostering a positive work environment.

Example: A leader addressing team morale during a crisis, and a manager calming tensions during
workplace disputes.

9. Team Building
Leaders and managers are responsible for bringing people together to work effectively as a team.
This involves identifying the strengths of team members, fostering collaboration, and building trust
within the group.

Example: A leader building a strong organizational culture, and a manager ensuring that individual
team members work well together.

10. Vision and Goal Orientation

While leaders are more often associated with setting long-term vision and strategy, managers are
responsible for ensuring that those goals are broken down into actionable steps. Both share a focus
on achieving objectives and guiding their teams toward success.

Example: A leader sets a vision for the company's future, and a manager aligns team tasks to meet
short-term milestones leading to that vision.

11. Delegation
Effective leaders and managers understand the importance of delegating tasks to the right people.
They know how to empower their teams by trusting them with responsibilities while providing support
when needed.

Example: A leader delegating high-level projects, and a manager assigning day-to-day tasks to
team members.

12. Organizational Skills

Both leaders and managers need strong organizational skills to align resources, time, and people
effectively to achieve goals. Leaders use this trait to set long-term plans, while managers apply it to
coordinate daily operations.

Example: A leader organizing company-wide initiatives, and a manager planning and tracking
project timelines.

13. Motivational Ability

Leaders and managers both need to motivate their teams to perform at their best. Leaders inspire
through vision and personal charisma, while managers motivate by providing direction, feedback,
and support.

Example: A leader inspiring passion for the company's mission, and a manager encouraging
employees to meet performance targets.

Unit 6: Principles of Leadership

Lead by Example: Leaders should model the behavior they want to see in others, demonstrating
commitment and professionalism, which inspires their team to follow suit.

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Have a Clear Vision: Effective leaders must provide a clear, strategic vision that aligns the efforts of
the team toward long-term goals.

Inspire and Motivate: Leaders recognize the strengths of their team members, celebrate
achievements, and help individuals surpass their own expectations.

Encourage Collaboration and Teamwork: By promoting open communication and valuing teamwork,
leaders foster creativity and stronger relationships within the team.
Make Decisions Confidently and Responsibly: Leaders must make informed decisions swiftly, taking
responsibility for both positive and negative outcomes.
Communicate Effectively: Leaders should clearly communicate expectations and feedback to
ensure that team members understand their roles and the objectives.

Develop and Empower Others: Leaders invest in their team’s growth, providing opportunities for
development and encouraging them to take on more responsibilities.

Be Adaptable and Open to Change: Leaders need to embrace innovation and change by adapting
their strategies to evolving circumstances.

Maintain Integrity: Acting with honesty and ethical principles builds trust and credibility, which are
essential for leading a team.

Hold Yourself and Others Accountable: Leaders must ensure accountability, not only for their own
actions but also by holding their team members to high standards of performance.

Be Decisive but Collaborative: While leaders need to make decisions, they should also encourage
input from the team to foster a more inclusive and well-rounded decision-making process.

Emotional Intelligence: Leaders must understand and manage their own emotions, as well as those of
their team members, to build strong relationships and manage conflicts effectively.

Lead with Courage: Leaders must be bold and willing to take risks, even when they face resistance, in
order to drive long-term benefits and innovation.

Promote a Culture of Continuous Learning: Encouraging a growth mindset and a culture of learning
helps the organization and its members stay relevant and adapt to changes.

Foster Trust and Build Relationships: Trust is the foundation of leadership. Leaders should build trust by
being transparent, approachable, and reliable, which leads to stronger team cohesion.

Be Results-Oriented: Leaders need to set clear goals and keep their teams focused on achieving
results, regularly reviewing progress to ensure that the team remains productive and aligned with
organizational objectives.

Unit 7: Contemporary leadership issues and challenges

1. Leading in a Globalized Environment

Managing teams across different countries means understanding cultural differences and
ensuring inclusion.

2. Digital Transformation and Technological Disruption

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 Leaders need to adapt to rapid technological changes like AI and big data, guiding their
teams through these transformations.

3. Remote and Hybrid Work

The shift to remote work requires new strategies to maintain productivity, communication, and
team spirit without physical presence.

4. Managing Workforce Diversity and Inclusion

Leaders must create an inclusive workplace, ensuring fairness and avoiding unconscious bias.

5. Emotional and Mental Health Awareness

Leaders should support their teams’ mental health, particularly in high-stress environments, to
prevent burnout.

6. Adapting to Rapid Change and Uncertainty

Leaders must be flexible and agile, able to pivot strategies quickly in response to
unpredictable changes.

7. Sustainability and Ethical Leadership

Leaders face pressure to adopt sustainable and ethical practices, balancing business needs
with social and environmental responsibilities.

8. Crisis Management and Resilience

Leaders must act quickly and communicate clearly during crises, ensuring their teams can
adapt and recover.

9. Ethical Dilemmas and Social Responsibility

Leaders must make decisions that balance short-term profits with long-term ethical
commitments.

10. Leadership Development and Succession Planning

Leaders need to prepare the next generation by developing future leaders and ensuring
smooth transitions.

11. Balancing Innovation with Stability

Leaders must drive innovation while maintaining stability, ensuring that changes don't
overwhelm their teams.

12. Political and Social Instability

Leaders must be aware of political or social unrest that may impact their business and be
prepared with contingency plans.

Unit 8: Leadership skills

Leadership skills are the strengths and abilities individuals demonstrate that help to oversee processes,
guide initiatives and steer their employees toward the achievement of goals.

1. Open communication. A good leader keeps an open line of communication with team
members and can succinctly explain organizational goals and tasks using different types of
communication channels, such as one-on-one sessions, email, video, chat, phone calls and

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 social media. An effective leader also shares clear messages and makes complex ideas easy
to understand for everyone.
2. Empathy. Empathetic leadership focuses on identifying with others and understanding their
perspective. Leaders who show empathy are successful because they can better understand
how the employees feel about their work environment. This enables the leaders to bring
positive changes to the workforce.
3. Strategic thinking. Leaders need strategic and critical thinking skills, as they are tasked with
challenging decision-making. A strong leader makes well-researched and objectively
scrutinized decisions that can lead an organization toward achieving its goals.
4. Creativity. A creative leader can brainstorm new ideas and inspire others toward creativity
and innovation. For example, a successful leader will always recognize and reward employees
for their creative input.
5. Positivity. A great leader brings positivity into the work environment, which in turn uplifts the
employees and encourages them to perform better. Positivity can be cultivated by showing
care, respect, diplomacy and empathy toward the team.
6. Flexibility. The best leaders get out of their comfort zones and quickly adapt to changing work
conditions. They wear multiple hats and can problem solve and improvise on the fly. A
successful leader also promotes employee engagement and is willing to accept constructive
feedback from the team.
7. Conflict resolution. A great leader not only knows how to avoid conflicts in the workplace but
can also resolve them in an efficient and timely manner. While resolving conflicts, the leader
stays level-headed and decides analytically.
8. Time management. This is an essential skill for leaders, as they need to delegate tasks, prioritize
commitments, set attainable goals and multitask. Successful leaders practice time
management skills by setting SMART goals for themselves and their team members.
9. Reliability. A strong leader is dependable and one that people can count on for fulfilling
commitments and meeting deadlines. This encourages the team to appreciate the leader's
decisions and follow in their footsteps.
10. Mentorship. Great leaders are always ready to mentor and teach to bring out the best in their
employees. They put in a lot of effort to make the team successful by using positive
reinforcement, clarity, motivation and by rewarding achievements.
11. Recognizing potential. Great leaders have a keen eye for recognizing potential talent and
competencies in the workplace. They also don't shy away from acknowledging the abilities
and achievements of their employees.
12. Responsibility. The success and failure of a team ride on the shoulders of a leader. Therefore,
leaders should be accountable for their actions and willing to take the blame when mishaps
happen. Great leaders take responsibility and devise strategies for improvement instead of
pointing fingers and blaming others.
13. Organization. Leadership positions depend heavily on organizational skills. A successful leader
can handle a variety of different projects, spend ample time on each, prioritize and ensure
that all project deadlines are met.
14. Delegation. Sometimes, it's difficult for leaders to let go of the projects they're passionate
about. However, a great leader knows the strengths and key skills of each employee and
delegates accordingly based on the project requirements. This also helps with relationship
building within the team as employees feel valued, respected and trusted.
15. Feedback. Effective leaders never miss an opportunity to provide constructive feedback to
team members regarding their performance. Without feedback, employees can't gauge
where they stand and which areas they need to improve on.

Unit 9: Leadership Roles

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Leadership roles refer to the positions or functions held by individuals who guide, influence, and direct
the actions of others within an organization or group.

1. Organizational Leadership Roles

Organizational leadership roles are essential for managing and directing the activities of a company
or team. These leaders are responsible for setting strategic goals, making critical decisions, and
ensuring that their organizations operate efficiently and effectively.
• CEO (Chief Executive Officer): The highest-ranking executive in an organization, responsible for
setting overall strategic direction, managing senior leaders, and making final decisions on
major initiatives.
Responsibilities: Vision-setting, decision-making, representing the organization externally, and
ensuring organizational success.

• CFO (Chief Financial Officer): The executive responsible for managing the financial actions of
an organization.
Responsibilities: Financial planning, risk management, record-keeping, and financial
reporting.

• COO (Chief Operating Officer): Responsible for the day-to-day operations of an organization,
often acting as the right hand of the CEO.
Responsibilities: Overseeing operations, ensuring productivity, and managing resources.

• Department Head/Manager: Oversees a specific department, ensuring that goals are met and
employees perform effectively.
Responsibilities: Managing staff, budgets, projects, and day-to-day activities of a department.

• Team Leader: Manages a small group of people, ensuring that the team meets its objectives
and performs cohesively.
Responsibilities: Assigning tasks, offering guidance, and ensuring collaboration.

2. Project-Based Leadership Roles

Project-based leadership roles focus on managing specific initiatives or tasks within an organization.
Leaders in these positions coordinate teams, allocate resources, and ensure projects are completed
on time and within budget, driving success through effective project management.
• Project Manager: Responsible for planning, executing, and closing projects. They lead teams,
allocate resources, and ensure that project goals are met on time and within budget.

• Scrum Master: In agile project management, the scrum master facilitates and supports the
team's daily work, removing obstacles and ensuring that the team follows agile principles.

• Program Manager: Manages multiple related projects, ensuring they align with the
organization's larger strategic goals.

3. Executive and Strategic Leadership Roles

Leaders in executive and strategic roles shape the long-term vision of an organization and engage in
high-level decision-making. They are tasked with guiding their organizations toward achieving
strategic objectives and ensuring alignment with broader goals.
• Board of Directors: A group of elected individuals responsible for overseeing the governance
of an organization, ensuring it stays on track with its mission and objectives.

• Strategic Advisor: Provides high-level strategic advice to leaders or executives, often focusing
on long-term planning and major decisions.

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 • Visionary Leader: Focuses on inspiring and guiding the future of the organization, often
spearheading transformational change.

4. Leadership in Teams and Groups

Leadership in teams and groups emphasizes collaboration and motivation within smaller, dynamic
settings. Leaders in this category foster teamwork, facilitate communication, and support individual
growth, enhancing overall group performance.
• Team Captain (Sports/Extracurricular): In sports and extracurricular activities, the team captain
is responsible for leading and motivating the group toward a common goal.

• Facilitator: In a meeting or group discussion, the facilitator helps guide the process, ensuring
that everyone has a chance to contribute and that the discussion stays focused.

• Mentor: A mentor provides guidance, advice, and support to someone in their professional or
personal development.

5. Social and Political Leadership Roles

Social and political leadership roles involve guiding communities and organizations toward achieving
broader social, political, or economic goals. Leaders in these positions advocate for change and
work to address the needs of the populations they serve.
• Political Leader (President, Prime Minister, etc.): A leader elected or appointed to oversee a
government.

• Community Leader: A person who takes on a leadership role within a community, whether
formally or informally, to advocate for the needs and interests of the community.

• Activist/Advocate Leader: Leads or represents social causes, advocating for change on

political, social, or economic issues.

6. Thought Leadership Roles

Thought leadership roles are characterized by the ability to influence others through expertise and
innovative ideas. Leaders in this area share knowledge and insights, helping to shape trends and
guide practices within their respective fields.
• Thought Leader: An expert in a particular field who is recognized for their innovative ideas and
influences others through speaking, writing, or teaching.

• Industry Expert/Consultant: A highly specialized leader who offers guidance, expertise, and
thought leadership in a particular field or industry.

7. Leadership in Crisis
Leadership in crisis situations requires the ability to navigate uncertainty and manage high-pressure
scenarios effectively. Leaders in these roles develop and implement crisis management strategies to
ensure organizational stability and resilience during challenging times.
• Crisis Manager: Focuses on leading organizations or teams through crises, such as natural
disasters, financial downturns, or operational failures.

• Emergency Response Leader: Oversees response efforts during natural disasters, public health
crises, or other emergencies.

8. Educational Leadership Roles

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Educational leadership roles focus on guiding academic institutions and developing educational
policies. Leaders in this sector are responsible for fostering a positive learning environment, supporting
staff and students, and ensuring the quality of education.
• School Principal: The head of a school responsible for managing staff, setting educational
goals, and maintaining a positive learning environment.

• University Dean: Leads a college or faculty within a university, focusing on academic

programs, faculty development, and student achievement.

• Education Administrator: Oversees operations in educational institutions, often focusing on

policy, budgeting, and staff management.

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