Leader and Leadership

Core focus
• leadership, when leaders are effective and ineffective, the sources
of power
• trait and behavioral theories of leadership. their relationship and
limitation
• contingency model and its relationships with effective leadership
and management
• charismatic and transformational leadership? other contemporary
leadership style
• emotional intelligence and leadership effectiveness
• power - the key to successful leadership
 Leader and leadership
• Leadership is the process by which a person exerts influence over
other people and inspires, motivates, and directs= orient their
activities to help achieve group or organizational goals
• Leader: An individual who is able to exert influence over other
people to help achieve group or organizational goals.
• personal leadership style—the specific ways in which a manager
chooses to influence other people—shapes how that manager
approaches planning, organizing, and controlling
• Organizations need strong leadership and strong management for
optimal effectiveness
 Leader Vs manager ( responsibilities)
Management Leadership
1. Implementing tactical actions 1. Creating new visions and aims
2. Detailed budgeting 2. Establishing organizational financial targets
3. Measuring and reporting performance 3. Deciding what needs measuring and reporting
4. Applying rules and policies 4. Making new rules and policies
5. Implementing disciplinary rules 5. Making disciplinary rules
6. Organizing people and tasks within structures 6. Deciding structures, hierarchies and workgroups
7. Recruiting people for jobs 7. Creating new job roles
8. Checking and managing ethics and morals 8. Establishing ethical and moral positions
9. Developing people 9. Developing the organization
10. Problem-solving 10. Problem-anticipation
11. Planning 11. Visualising
12. Improving productivity and efficiency 12. Conceiving new opportunities
13. Motivating and encouraging others 13. Inspiring and empowering others
14. Delegating and training 14. Planning and organizing succession, and...
15. All management responsibilities, including all listed
left, (which mostly and typically are delegated to
others) ideally aid motivation and people-
development
 Leader vs manager ( process and vision)
• managers set out to achieve organizational goals through
implementing processes, such as budgeting,
organizational structuring, and staffing
• leaders are more intent on thinking ahead and capitalizing
on opportunities
 Empowerment:
• Empowerment—the process of giving employees at all levels the
authority to make decisions, be responsible for their outcomes, prove
quality, and cut costs.
• Increase a manager’s ability to get things done with the support and
help of his subordinates who may have special knowledge of work
tasks.
• Increases workers’ involvement, motivation, and commitment; ==>
organizational goals.
• Gives managers more time to concentrate on their pressing concerns
because they spend less time on day-to-day supervision/ trivial thing
 Trait theories of leadership

• focus on personal
qualities and
characteristics,
some of which
have been shown
to be particularly
predictive of
leadership ability
 Trait theories of leadership
 Big Five Personality Framework
 Extraversion has strongest In brief:
relation to leadership • traits can predict
 Conscientiousness and
Openness to Experience also leadership.
strongly related to leadership • traits do a better job
 Agreeableness and Emotional
Stability are not correlated with predicting the emergence
leadership of leaders than predicting
 Emotional Intelligence is
correlated with leadership;
actual performance as an
however, this link is under- established leader
investigated
 Behavioral theory of leadership
• determine leadership • Researchers at The Ohio
effectiveness by leader State University ( 1940s
behaviour, and perhaps ~1950s)
train people to be leaders
• two dimensions: initiating
structure and
consideration==>
independent behaviours
 Behavioral theory of leadership
Initiating structure Consideration
The extent to which a leader is likely to define the extent to which a person’s job relationships
and construct his or are characterized by
her role and those of employees in the search mutual trust, respect for employees’ ideas, and
for goal attainment regard for their feelings

task-oriented : people-oriented:
-assigns group members to particular tasks -helps employees with personal problems
--expects workers to - be friendly and approachable
maintain definite standards of performance -- treats all employees as equals, and
-emphasizes the meeting of deadlines. expresses appreciation and support
-=>production-oriented leader  Employee-oriented leader

related to higher levels of group and More respect, more motivation, more Job
organization productivity and satisfaction
more positive performance evaluations
 Contingency models of leadership
• model proposes that • Fred Fiedler’s contingency
effective group model, Robert House’s
performance depends on path–goal theory, and the
the proper match between leader substitutes model.
the leader’s style and the • ==> complementary to
degree to which the effective leadership in an
situation gives the leader organization
control
 Fred Fiedler’s contingency model- leader style and
situational characteristic
• Relationship-oriented leaders • 1.Leader–member relations is the
are primarily concerned with degree of confidence, trust, and
developing good relationships respect members have in their
leader.
with their subordinates and
• 2. Task structure is the degree to
being liked by them
which the job assignments are
• Task-oriented leaders are procedurized.
primarily concerned with • 3. Position power is the degree of
ensuring that subordinates influence a leader has over power
perform at a high level and variables such as hiring, firing,
focus on task discipline, promotions, and salary
increase…..
accomplishment.
Fred Fiedler’s contingency model- combination
evaluation and forecast
Path–goal theory by researcher Robert House

Effective leaders motivate subordinates to achieve goals

by
(1) clearly identifying the outcomes that subordinates are
trying to obtain from the workplace
(2) rewarding subordinates with these outcomes for high
performance and the attainment of work goals
(3) clarifying for subordinates the paths leading to the
attainment of work goals.
 Path–goal theory by researcher Robert House
-four kinds of leadership behaviors that motivate subordinates
• Directive behaviors are similar • Participative behaviors:
to initiating structure and join in and speak out their
include setting goals, mind
assigning tasks, showing
subordinates how to complete • Achievement-oriented
tasks, and taking concrete behaviors motivate
steps to improve performance subordinates to perform at
• Supportive behaviors: the highest level possible
consideration and concern and show belief in their
capacity
 The Leader Substitutes Model

• leadership is
sometimes
unnecessary
because
substitutes for
leadership are
present
 Situational leadership theory
(SLT)
• successful Types of follower
readiness
4 behaviour styles
adopted by leader
leadership unable and unwilling to do give clear and specific
a task instruction
depends on unable but willing (perhaps display high task
selecting the right untrained but eager to orientation to compensate
learn) for followers’ lack of ability
leadership style
contingent on the able but unwilling use a supportive and
participative style
followers’
able and willing No need to do much/ exert
readiness to
accomplish a task
 Transformational leadership
• Leadership that makes • make subordinates aware of how
subordinates aware of the important their jobs are for the
importance of their jobs and organization and how necessary
performance to the organization it is for them to perform those
and aware of their own needs for jobs as best they can so the
personal growth and that motivates organization can attain its goals
subordinates to work for the good
• make their subordinates aware of
of the organization.
• motivate their subordinates to work the subordinates’ own needs for
personal growth, development,
for the good of the organization as
a whole, not just for their own
and accomplishment
personal gain or benefit
 Evaluation of transformational leadership
• able to motivate followers to perform above expectations
and transcend their self interest for the sake of the
organization.
• Higher productivity, higher morale and satisfaction, higher
organizational effectiveness, lower turnover, lower
absenteeism, and greater organizational adaptability
• transformational leadership has a greater impact on the
bottom line of the organization
 Three ways to influence the followers

• by being a charismatic leader,

• by intellectually stimulating subordinates,
• by engaging in developmental consideration
 Charismatic Leadership
• Charismatic leadership theory: Attributions of
heroic leadership abilities when followers observe
certain behaviors
• Key features of charismatic leaders:
- Vision and articulation. Has a vision—expressed as an idealized goal
- Personal risk. Willing to take on high personal risk
- Sensitivity to follower needs. Perceptive of others’ abilities and
responsive to their needs and feelings
• Unconventional behaviour. Engages in behaviours that are perceived as
novel and counter to norms
 Two ways to influence the followers
• Stimulating Subordinates • Engaging in
Intellectually: Behavior a Developmental
leader engages in to make Consideration: engages in
followers aware of to support and encourage
problems and view these followers and help them
problems in new ways, develop and grow on the
consistent with the job.
leader’s vision.
 Gender and Leadership

• few women in top management and, in some

organizations, even in middle management.
• women is more nurturing, supportive, and concerned
with interpersonal relations
• Men are viewed as being directive and focused on task
accomplishment
 Emotional Intelligence and Leadership
• leaders experienced • develop a vision for their
positive moods had better organizations,
• motivate their subordinates to
coordination in group
commit to this vision,
• members of groups with • energize them to enthusiastically
leaders in positive moods work to achieve
• enable leaders to develop a
also tended to experience
significant identity for their
more positive moods organization and instill high levels
themselves of trust and cooperation throughout
the organization
 Trust and leadership
• Be competent (they are able to do what they say they will
do)
• Be benevolent (they have good intentions),
• to have integrity, consistency (they keep their promises)
Trust- beneficial consequences

encourages
taking risks

trust
facilitates
enhances
information
productivity
sharing

Effective in
group work.
Team work
 Leadership and Power
• require the compatibility • exert and make other
between the corporate depend, do what you want
goals and their to do
subordinates goals , • multidirectional
• downward communication communication, no
• leader styles and hierarchy needed
leadership style, • have tactics to gain power
responsibility
formal power - the key to leadership
 Personal leadership style
• Authentic leadership
• Ethical leadership
• servant leadership
• Transactional leadership
 Authentic leadership
• Authentic leaders know who they are, what they
believe in and value, and act on those values and
beliefs openly and candidly
• create a positive energizing effect that heightens firm
performance
 Ethical leadership
• Ethics and leadership intersect at many junctures
(honest, humble, fair…)
• Executives set the moral tone for an organization
so they must set and adhere to high ethical values
• Leadership is not value free, and the means by
which a leader achieves their goal must be framed
by ethics
• ethical leadership training programs should be
invested more
 Servant leadership
• Servant Leaders: Go beyond their own self-interest and
focus on opportunities to help followers grow and develop
– Emphasize persuasion
• Effects of servant leadership:
– Higher levels of commitment to the supervisor, self-efficacy,
and perceptions of justice
– Increased team potency and higher group performance
– Higher levels of creative performance
• Servant leadership may be more effective in certain
cultures
Q& A