1 leadership dr. fred mugambi mwirigi jkuat. 2 introduction leadership is the process of directing...

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1 Leadership Leadership Dr. Fred Mugambi Mwirigi Dr. Fred Mugambi Mwirigi JKUAT JKUAT

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LeadershipLeadership

Dr. Fred Mugambi MwirigiDr. Fred Mugambi Mwirigi

JKUATJKUAT

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IntroductionIntroduction Leadership is the process of directing and Leadership is the process of directing and

influencing the task related activities of influencing the task related activities of group members. group members.

First, leadership involves other people. First, leadership involves other people. Second, leadership involves an unequal Second, leadership involves an unequal

distribution of power between leaders and distribution of power between leaders and group members. group members.

The manager’s ability to influence the The manager’s ability to influence the organisation’s members through leadership organisation’s members through leadership will determine the extent to which employees will determine the extent to which employees and their organisation realise their goals.and their organisation realise their goals.

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Sources of PowerSources of Power Leadership results because Leadership results because

managers possess power over managers possess power over their group members. their group members.

Power is the ability to influence Power is the ability to influence the behavior of others. the behavior of others.

Within organizations, managers Within organizations, managers typically have five sources of typically have five sources of power, as follows in the next slide.power, as follows in the next slide.

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Sources of Power contd.Sources of Power contd. 1.1. Legitimate PowerLegitimate Power- This is power vested in the - This is power vested in the

manager due to the position he occupies in the manager due to the position he occupies in the organization. Hence, the President has the organization. Hence, the President has the greatest amount of legitimate power in an greatest amount of legitimate power in an organization.organization.

2.2. Reward PowerReward Power- This is the authority that a - This is the authority that a manager has to decide on who should be manager has to decide on who should be rewarded and what types of rewards to giverewarded and what types of rewards to give

3.3. Coercive PowerCoercive Power- This type of power determines - This type of power determines the manager’s authority to punish individuals the manager’s authority to punish individuals who do not perform as required.who do not perform as required.

4.4. Expert PowerExpert Power- This type of power is determined - This type of power is determined by the knowledge and skills of the manager.by the knowledge and skills of the manager.

5.5. Referent PowerReferent Power- This type of power is usually - This type of power is usually associated with the manager’s personality and associated with the manager’s personality and strength of character.strength of character.

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Leadership StylesLeadership StylesA leadership style is the way a leader behaves towards his A leadership style is the way a leader behaves towards his

followers. Three styles have been identified:followers. Three styles have been identified:1.1. Autocratic leadership style- Autocratic managers Autocratic leadership style- Autocratic managers

centralize authority and retain all the power of making centralize authority and retain all the power of making decisions themselves. They might not have the trust decisions themselves. They might not have the trust and confidence in their subordinates. This leads to and confidence in their subordinates. This leads to quick decisions and work is done on time. However, it quick decisions and work is done on time. However, it de-motivates employees.de-motivates employees.

2.2. Democratic leadership style- Democratic leaders Democratic leadership style- Democratic leaders believe in getting their subordinates involved in believe in getting their subordinates involved in decision making. They welcome suggestions and decision making. They welcome suggestions and feedback and are open to new ideas. This style feedback and are open to new ideas. This style encourages staff participation and improves staff encourages staff participation and improves staff morale, but is time-consuming.morale, but is time-consuming.

3.3. Laissez-faire leadership style- This type of leader allows Laissez-faire leadership style- This type of leader allows almost total freedom to his subordinates. He leaves the almost total freedom to his subordinates. He leaves the subordinates to freely set objectives and work subordinates to freely set objectives and work procedures. In this case the manager tries to develop procedures. In this case the manager tries to develop the skills and talents of workers.the skills and talents of workers.

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Key Theories of LeadershipKey Theories of LeadershipThe Trait Theory:The Trait Theory:The earliest efforts to understand leadership success focused on The earliest efforts to understand leadership success focused on

the leader’s personal characteristics or traits. Traits are the the leader’s personal characteristics or traits. Traits are the personal factors that distinguish the leader, such as personal factors that distinguish the leader, such as intelligence and appearance. Traits are classified as follows:intelligence and appearance. Traits are classified as follows:

Physical characteristics- This refers to the looks, appearance, Physical characteristics- This refers to the looks, appearance, grooming of the managers.grooming of the managers.

Social characteristics- These traits are related to the ability to Social characteristics- These traits are related to the ability to be sociable, communication skills and ability to get along with be sociable, communication skills and ability to get along with others.others.

Personality- Personality traits are associated with the Personality- Personality traits are associated with the individual’s character. Effective leaders usually exhibit an out-individual’s character. Effective leaders usually exhibit an out-going, aggressive personality.going, aggressive personality.

Intelligence characteristics- These characteristics refer to the Intelligence characteristics- These characteristics refer to the ability of the individual to use his mental abilities to assess ability of the individual to use his mental abilities to assess issues, make decisions and solve problems.issues, make decisions and solve problems.

Work related characteristics- Such characteristics refer to the Work related characteristics- Such characteristics refer to the individual’s attitude towards work, such as whether he is individual’s attitude towards work, such as whether he is ambitious, achievement-oriented and sets high goals/targets to ambitious, achievement-oriented and sets high goals/targets to achieve.achieve.

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McGregor's Theory X And McGregor's Theory X And Theory YTheory Y

Douglas McGregor concluded that how managers motivate Douglas McGregor concluded that how managers motivate and supervise their workers depends on their assumptions and supervise their workers depends on their assumptions about their employees. He called them Theory X about their employees. He called them Theory X assumptions and Theory Y assumptions. Both of these assumptions and Theory Y assumptions. Both of these represent the extreme boundaries, within which any represent the extreme boundaries, within which any number of possible combinations may exist.number of possible combinations may exist.

Theory X Assumptions:Theory X Assumptions:Managers believe that employees:Managers believe that employees: Hate work and will avoid work if possibleHate work and will avoid work if possible Are interested only in money and job securityAre interested only in money and job security Do not like responsibilityDo not like responsibility Prefer to be directedPrefer to be directedTheory Y AssumptionsTheory Y AssumptionsManagers have a generally positive perception of workers. Managers have a generally positive perception of workers.

They believe that workers:They believe that workers: Like to work and see work as natural as playLike to work and see work as natural as play Are committed, independentAre committed, independent Are creative, exercise imagination and ingenuityAre creative, exercise imagination and ingenuity

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Choice of Leadership StyleChoice of Leadership Style Modern approaches to leadership Modern approaches to leadership

encourage managers to be flexible and encourage managers to be flexible and adopt the appropriate leadership style, adopt the appropriate leadership style, depending on circumstances. depending on circumstances.

Some of the Some of the factors that influence the factors that influence the style of leadershipstyle of leadership are : are :

1.1. Nature of taskNature of task

2.2. Organizational climateOrganizational climate

3.3. Expectations of superiorsExpectations of superiors

4.4. Manager’s past experienceManager’s past experience

5.5. Subordinates’ characteristicsSubordinates’ characteristics

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Leadership ActivitiesLeadership ActivitiesThe following are some of the common The following are some of the common

activities an effective leader must activities an effective leader must engage in:engage in:

1.1. An effective leader resolves An effective leader resolves disagreements amongst members by disagreements amongst members by arbitrating.arbitrating.

2.2. Leaders make suggestions more often Leaders make suggestions more often rather than giving orders.rather than giving orders.

3.3. Effective leaders supply objectives that Effective leaders supply objectives that are common and acceptable to the are common and acceptable to the group.group.

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Contd. Contd.

4. Leaders provide security by maintaining a 4. Leaders provide security by maintaining a positive and optimistic attitude even in the positive and optimistic attitude even in the face of problems.face of problems.

5. A leader represents followers on various 5. A leader represents followers on various issues common to followers. He acts as a issues common to followers. He acts as a symbol of unity of the followers.symbol of unity of the followers.

6. A leader, through his attitude, behavior and 6. A leader, through his attitude, behavior and objectives, inspires followers.objectives, inspires followers.

7. A leader acknowledges support of his 7. A leader acknowledges support of his followers and praises their effort and followers and praises their effort and contributioncontribution

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Framing as a tool in Framing as a tool in LeadershipLeadership

FramingFraming is a way to use language to is a way to use language to manage meaning. manage meaning.

It is a way for leaders to influence how It is a way for leaders to influence how events are seen and understood. events are seen and understood.

Framing is analogous to what a Framing is analogous to what a photographer does. When the photographer does. When the photographer aims her camera and photographer aims her camera and focuses on a specific shot, she frames focuses on a specific shot, she frames her photo. Others then see what she her photo. Others then see what she wanted them to see. They see her point wanted them to see. They see her point of view. of view.

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General Approaches to General Approaches to LeadershipLeadership

We can identify the following We can identify the following categorizations of inspirational categorizations of inspirational leadership:leadership:

1.1. Charismatic leadershipCharismatic leadership

2.2. Transformational LeadershipTransformational Leadership

3.3. Authentic LeadershipAuthentic Leadership

4.4. MentoringMentoring

5.5. Self-LeadershipSelf-Leadership

6.6. On-Line LeadershipOn-Line Leadership

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Charismatic LeadershipCharismatic LeadershipWhat is Charismatic What is Charismatic Leadership?Leadership?

Max Weber, a sociologist, was the first Max Weber, a sociologist, was the first scholar to discuss charismatic leadership, scholar to discuss charismatic leadership, defining charisma as ‘defining charisma as ‘a certain quality of a certain quality of an individual personality, by virtue of an individual personality, by virtue of which he or she is set apart from which he or she is set apart from ordinary people and treated as ordinary people and treated as endowed with supernatural, endowed with supernatural, superhuman, or at least specifically superhuman, or at least specifically exceptional power or qualities’.exceptional power or qualities’.

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Contd. Contd.

These powers or qualities are not These powers or qualities are not accessible to the ordinary person, accessible to the ordinary person, but are regarded as of divine but are regarded as of divine origin or as exemplary, and on origin or as exemplary, and on the basis of them the individual the basis of them the individual concerned is treated as a leader.’concerned is treated as a leader.’

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Are Charismatic Leaders Born Are Charismatic Leaders Born or Made?or Made?

It is true that individuals are born It is true that individuals are born with traits that make them with traits that make them charismatic. charismatic.

Most experts believe that individuals Most experts believe that individuals can be trained to exhibit charismatic can be trained to exhibit charismatic behaviours and can thus enjoy the behaviours and can thus enjoy the benefits that accrue to being labelled benefits that accrue to being labelled “a charismatic leader.” “a charismatic leader.”

Communication is a key component of Communication is a key component of charismatic leadershipcharismatic leadership

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Does Effective Charismatic Does Effective Charismatic Leadership Depend on the Leadership Depend on the

Situation?Situation? Charisma is most appropriate when the Charisma is most appropriate when the

follower’s task has an follower’s task has an ideologicalideological component or when the environment component or when the environment involves a high degree of stress and involves a high degree of stress and uncertainty.uncertainty.

This explains why there are more This explains why there are more charismatic leaders in politics, religion, charismatic leaders in politics, religion, war situations or when a business firm war situations or when a business firm is in its infancy or facing a life-is in its infancy or facing a life-threatening crisis.threatening crisis.

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The Dark Side of Charismatic The Dark Side of Charismatic LeadershipLeadership

Unfortunately, sometimes leaders who Unfortunately, sometimes leaders who are larger-than-life may not act in the are larger-than-life may not act in the best interests of their organisationsbest interests of their organisations

Perilous among this Perilous among this ego-drivenego-driven charismatic people are leaders who allow charismatic people are leaders who allow their self-interest and personal goals to their self-interest and personal goals to override the goals of the organisationoverride the goals of the organisation

One study of 29 companies that went One study of 29 companies that went from good to great share returns found from good to great share returns found an absence of ego-driven charismatic an absence of ego-driven charismatic leadersleaders

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Contd. Contd. Although the leaders of these firms were Although the leaders of these firms were

fiercely ambitious with a high drive, their fiercely ambitious with a high drive, their ambition was directed towards their ambition was directed towards their company rather than themselvescompany rather than themselves

These leaders have been called These leaders have been called level-5level-5 leaders because they have four basic leaders because they have four basic leadership qualities leadership qualities individual individual capability, team skills, managerial capability, team skills, managerial competence, and the ability to competence, and the ability to stimulate others to high performance, stimulate others to high performance, plus a fifth dimensionplus a fifth dimension: a paradoxical : a paradoxical blend of personal humility and blend of personal humility and professional will.professional will.

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Transformational Transformational leadershipleadership

Transformational leaders inspire Transformational leaders inspire followers to transcend their own self-followers to transcend their own self-interests for the good of the interests for the good of the organisation. organisation.

They change followers’ awareness of They change followers’ awareness of issues by helping them to look at old issues by helping them to look at old problems in new ways; and they are problems in new ways; and they are able to excite, arouse, and inspire able to excite, arouse, and inspire followers to put out extra effort to followers to put out extra effort to achieve group goals. achieve group goals.

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Contd. Contd.

It has been found that It has been found that transformational leaders also transformational leaders also encourage their followers to be more encourage their followers to be more innovative and creative.innovative and creative.

Transformational leadership is Transformational leadership is related to the motivation and related to the motivation and satisfaction of followers and to the satisfaction of followers and to the higher performance and perceived higher performance and perceived effectiveness of leaders. effectiveness of leaders.

They are change agents They are change agents

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Authentic LeadershipAuthentic Leadership Leaders who know who they are, Leaders who know who they are,

know what they believe in and know what they believe in and value, and act on those values and value, and act on those values and beliefs openly and candidly.beliefs openly and candidly.

They believe in ‘being real’ as They believe in ‘being real’ as leadersleaders

They have high levels of self They have high levels of self awarenessawareness

Their followers consider them to be Their followers consider them to be ethical people.ethical people.

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Contd. Contd.

The primary quality produced by The primary quality produced by authentic leadership is trust.authentic leadership is trust.

Authentic leadership, therefore, is Authentic leadership, therefore, is ethical and trustworthy leadership ethical and trustworthy leadership that is based on facts, reason and that is based on facts, reason and respect for the self as well as othersrespect for the self as well as others

Trust is particularly key in authentic Trust is particularly key in authentic leadershipleadership

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Authentic Leadership Authentic Leadership contd.contd.Trust:Trust: Trust is a primary attribute of Trust is a primary attribute of

leadership and when broken has leadership and when broken has a serious effect on a group’s a serious effect on a group’s performance. performance.

When followers trust a leader When followers trust a leader they are willing to be vulnerable, they are willing to be vulnerable, confident that their rights and confident that their rights and interests won’t be abused.interests won’t be abused.

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Basic Principles of Trust in Basic Principles of Trust in leadershipleadership

1.1. Mistrust drives out trust – people Mistrust drives out trust – people who are trusting demonstrate their who are trusting demonstrate their trust by increasing the openness to trust by increasing the openness to others, disclosing relevant others, disclosing relevant information, and expressing their information, and expressing their true intentions. People who true intentions. People who mistrust don’t reciprocate. mistrust don’t reciprocate.

2.2. Trust begets trust – effective Trust begets trust – effective leaders increase trust in small leaders increase trust in small increments and allows others to increments and allows others to respond in kind.respond in kind.

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Contd. Contd.

3. Growth often masks mistrust – opportunities 3. Growth often masks mistrust – opportunities for rapid promotion or growth allow leaders for rapid promotion or growth allow leaders to take a short-term perspective and the to take a short-term perspective and the lingering effects of mistrust become lingering effects of mistrust become apparent to the successors when the growth apparent to the successors when the growth slows.slows.

4. Decline or downsizing tests the highest 4. Decline or downsizing tests the highest levels of trust – when employers break the levels of trust – when employers break the loyalty bond by laying off employees there is loyalty bond by laying off employees there is less willingness among workers to trust less willingness among workers to trust management.management.

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Basic Principles of Trust in Basic Principles of Trust in leadershipleadership

5. Trust increases cohesion – when faced 5. Trust increases cohesion – when faced with adversity, group members who with adversity, group members who display trust in each other are willing to display trust in each other are willing to work together and exert high levels of work together and exert high levels of effort to achieve the group’s goals.effort to achieve the group’s goals.

6. Mistrusting groups self-destruct – 6. Mistrusting groups self-destruct – members who mistrust each other repel members who mistrust each other repel and separate. They tend to be suspicious and separate. They tend to be suspicious of each other, are constantly on guard of each other, are constantly on guard against exploitation and restrict against exploitation and restrict communication with others in the group.communication with others in the group.

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Contd. Contd.

7. Mistrust generally reduces 7. Mistrust generally reduces productivity – mistrust focuses productivity – mistrust focuses attention on member differences attention on member differences making it difficult for people to making it difficult for people to visualise a common goal. People visualise a common goal. People conceal information and pursue conceal information and pursue their own interests and avoid calling their own interests and avoid calling on others for help for fear that on others for help for fear that others will take advantage of them. others will take advantage of them.

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MentoringMentoring A mentorA mentor is a senior employee who sponsors is a senior employee who sponsors

and supports a less-experienced employee (a and supports a less-experienced employee (a protégé). protégé).

The mentoring relationships have been The mentoring relationships have been described in terms of two broad categories of described in terms of two broad categories of functions, career and psycho-social. functions, career and psycho-social.

Some organisations have formal mentoring Some organisations have formal mentoring programs where mentors are officially programs where mentors are officially assigned to new or high-potential employees, assigned to new or high-potential employees, however, most organisations rely on informal however, most organisations rely on informal mentoring—with senior managers personally mentoring—with senior managers personally selecting an employee and taking that selecting an employee and taking that employee on as a protégé.employee on as a protégé.

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Why would a leader want to be Why would a leader want to be a mentor?a mentor?

1.1. The mentor-protégé relationship The mentor-protégé relationship gives the mentor unfiltered access to gives the mentor unfiltered access to the attitudes and feelings of lower-the attitudes and feelings of lower-ranking employees.ranking employees.

2.2. The mentor-protégé relationship is a The mentor-protégé relationship is a valuable valuable communication channelcommunication channel that that allows mentors to have news of allows mentors to have news of problems before they become problems before they become common knowledge to others in common knowledge to others in upper management. upper management.

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Contd. Contd.

3. In terms of leader self-interest, 3. In terms of leader self-interest, mentoring can provide mentoring can provide personal personal satisfactionsatisfaction to senior executives. to senior executives. The opportunity to share The opportunity to share knowledge with others can be knowledge with others can be personally rewarding for the personally rewarding for the mentor.mentor.

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Self-LeadershipSelf-Leadership Self-leadership is the act of managing Self-leadership is the act of managing

oneself to operate at least supervisiononeself to operate at least supervision The leaders role in this is very important The leaders role in this is very important

since it is the leader who inculcates self-since it is the leader who inculcates self-leadership among employees leadership among employees

Proponents of self-leadershipProponents of self-leadership say that say that there are a set of processes through there are a set of processes through which individuals control their own which individuals control their own behaviour. These are as illustrated in the behaviour. These are as illustrated in the next slide.next slide.

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How to create self-How to create self-leadersleaders

1.1. Model self-leadership- Practice self-Model self-leadership- Practice self-observation, set challenging personal observation, set challenging personal goals, self-direction, and self-goals, self-direction, and self-reinforcement. Then display these reinforcement. Then display these behaviours and encourage others to behaviours and encourage others to rehearse and then produce them.rehearse and then produce them.

2.2. Encourage employees to create self-Encourage employees to create self-set goals. Having quantitative, set goals. Having quantitative, specific goals is the most important specific goals is the most important part of self-leadership.part of self-leadership.

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Contd. Contd.

3. Encourage the use of self-rewards to 3. Encourage the use of self-rewards to strengthen and increase desirable strengthen and increase desirable behaviours. In contrast, self-behaviours. In contrast, self-punishment should be limited only to punishment should be limited only to occasions when the employee has occasions when the employee has been dishonest or destructive.been dishonest or destructive.

4. Create positive thought patterns. 4. Create positive thought patterns. Encourage employees to use mental Encourage employees to use mental imagery and self-talk to further imagery and self-talk to further stimulate self-motivation.stimulate self-motivation.

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Contd. Contd.

5. Create a climate of self-leadership. 5. Create a climate of self-leadership. Redesign the work to increase the Redesign the work to increase the natural rewards of a job and focus natural rewards of a job and focus on these naturally rewarding on these naturally rewarding features of work to increase features of work to increase motivation.motivation.

6. Encourage self-criticism. 6. Encourage self-criticism. Encourage individuals to be Encourage individuals to be critical of their own performancecritical of their own performance

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On-Line LeadershipOn-Line Leadership Today’s managers and their employees Today’s managers and their employees

are increasingly being linked by are increasingly being linked by networks rather than geographical networks rather than geographical proximity. proximity.

Obvious examples include managers who Obvious examples include managers who regularly use e-mail to communicate regularly use e-mail to communicate with their staff, managers overseeing with their staff, managers overseeing virtual projects or teams, and managers virtual projects or teams, and managers whose telecommuting employees are whose telecommuting employees are linked to the office by a computer and linked to the office by a computer and modem.modem.

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Some guidelines for the on-Some guidelines for the on-line leaderline leader

In face-to-face communications, harsh In face-to-face communications, harsh words words can be softened by nonverbal can be softened by nonverbal action such as a smile and comforting action such as a smile and comforting gestures. That nonverbal component gestures. That nonverbal component does not exist with online does not exist with online interactions. interactions.

The The structure structure of words in a digital of words in a digital communication also has the power to communication also has the power to motivate or de-motivate the receiver. motivate or de-motivate the receiver. If the message is made up of full If the message is made up of full sentences it is perceived as less sentences it is perceived as less threatening than just phrases. threatening than just phrases.

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Contd. Contd.

A message in all caps is the equivalent of A message in all caps is the equivalent of shouting.shouting.

Leaders need to be sure the Leaders need to be sure the tone tone of their of their message correctly reflects the emotions they message correctly reflects the emotions they want to send.want to send.

Leaders who are not comfortable with the Leaders who are not comfortable with the written word tend to make their written written word tend to make their written communications much more formal than their communications much more formal than their verbal style. This creates confusion for verbal style. This creates confusion for employees and hinders the leaders’ employees and hinders the leaders’ effectiveness. effectiveness.

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Counter-arguments to the Counter-arguments to the Leadership ConstructLeadership Construct

Much of an organisation’s success or Much of an organisation’s success or failure is due to factors outside the failure is due to factors outside the influence of leadership. influence of leadership.

In many cases, success or failure is In many cases, success or failure is just a matter of being in the right or just a matter of being in the right or wrong place at a given time. wrong place at a given time.

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Contd. Contd. Two perspectives that challenge the widely Two perspectives that challenge the widely

accepted belief in the importance of accepted belief in the importance of leadership are:leadership are:1.1. leadership is more about appearances than leadership is more about appearances than

reality. You do not have to reality. You do not have to be be an effective an effective leader as long as you leader as long as you look look like one! like one!

2.2. The second argument directly attacks the The second argument directly attacks the notion that some leadership notion that some leadership will always will always be be effective effective regardless regardless of the situation. This of the situation. This argument contends that in many argument contends that in many situations, whatever actions leaders situations, whatever actions leaders exhibit are irrelevant.exhibit are irrelevant.

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Finding and Creating Effective Finding and Creating Effective LeadersLeaders

SelectionSelection TrainingTraining Exposing Exposing Challenging Challenging RewardingRewarding Punishing Punishing

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Thank youThank you