RESEARCH FINDINGS, PRACTICES, AND SKILLS.

BYANDREW J. DUBRIN

THE NATURE AND IMPORTANCE OF LEADERSHIPOBJECTIVES:MEANING OF LEADERSHIP AND ITS

DIFFERENCE FROM MANAGEMENT. INFLUENCE OF LEADERSHIP ON

ORGANISATIONAL BEHAVIOUR.IMPORTANT LEADERSHIP ROLES.MAJOR APPROACHES TO LEADERSHIP.DEVELOPMENT OF LEADERSHIP SKILLS .

THE MEANING OF LEADERSHIPLEADERSHIP IS THE ABILITY TO INSPIRE

CONFIDENCE AND SUPPORT PEOPLE WHO ARE NEEDED TO ACHIEVE ORGANISATIONAL GOALS.

INTERPERSONAL INFLUENCE DIRECTED THROUGH COMMUNICATION TOWARD GOAL ATTAINMENT.

THE INFLUENTIAL INCREMENT OVER AND ABOVE MECHANICAL COMPLAINCE WITH DIRECTION AND ORDERS.

CONTINUEDAN ACT THAT CAUSES OTHERS TO ACT OR

RESPOND IN SHARED DIRECTION.THE ART OF INFLUNCING PEOPLE BY

PERSUASION OR EXAMPLE TO FOLLOW A LINE OF ACTION.

THE PRINCIPLE DYNAMIC FORCES THAT MOTIVATES AND COORDINATES THE ORGANISATIONIN THE ACCOMPLISHMENT OF ITS OBJECTIVES.

LEADERSHIP AS PARTNERSHIPIT IS LONG-TERM RELATIONSHIP OR

PARTNERSHIP BETWEEN THE LEADER AND THE GROUP MEMBERS.

PARTNERSHIP OCCURS WHEN CONTROL SHIFTS FROM THE LEADER TO THE GROUP MEMBERS IN A MOVE AWAY FROM AUTHORITIANISM AND TOWRDS SHARED DECISION MAKING.

CONTINUEDFOUR THINGS ARE NECESSARY FOR A

VALID PARTNERSHIP TO EXIST:EXCHANGE OF PURPOSE.A RIGHT TO SAY NO.JOINT ACCOUNTABILITY.ABSOLUTE HONESTY.

EMPOWERMENT AND TEAM BUILDING SUPPORT THE IDEA OF A PARTNERSHIP

LEADERSHIP VS MANAGEMENTORGANISE AND STAFF.CONTROLS AND SOLVES

PROBLEMS.PREDICTABLE ORDERS.MORE FORMAL AND

SCIENTIFIC.MAKES SOPS, AND

TIMETABLE FOR ACHIEVING THE NEEDED RESULTS

INVOLVES ALIGNING PEOPLE.

MOTIVATES AND INSPIRES.

PRODUCES CHANGE.COOPERATION AND

TEAMWORKCREATES A VISION,

GIVES DIRECTION AND THE STRATEGY FOR ACHIEVEMENT

IMPACT OF LEADERSHIP ON ORGANISATIONAL PERFORMANCELEADERS THROUGH THEIR ACTIONS AND

PERSONAL INFLUENCE BRING ABOUT A CHANGE.

LEADERSHIP DOES MAKE A DIFFERENCE, AS SUCH FREQUENT ANTIDOTE TO MAJOR PROBLEMS IS TO REPLACE THE LEADER.

EXAMPLE: A NEW COACH, NEW PRINCEPAL OF A SCHOOL, A NEW OWNER……etc.

FORMAL LEADERSHIP DOES NOT MAKE A DIFFERENCESUBSTITUTES FOR LEADERSHIP.CLOSELY KNIT TEAM OF HIGHLY TRAINED

INDIVIDUALS.INTRENSIC SATISFACTION.COMPUTOR KNOWLEDGE.PERFORMANCE NORMS.LEADER IRRELEVANCE.

LEADERSHIP ROLESLEADING IS A COMPLEX ACTIVITY, AS SUCH

REASERCHERS HAVE IDENTIFIED EIGHT ROLES AS A PART OF LEADERSHIP FUNCTION;

1. FIGURE HEAD LEADER2. SPOKESPERSON3. NEGOTIATOR4. COACH5. TEAM BUILDER6. TEAM PLAYER7. TECHNICAL PROBLEM SOLVER8. ENTREPRENEUR

SATISFACTIONS AND FRUSTRATIONS OF BEING A LEADERFOLLOWING ARE THE SEVEN SOURCES OF

SATISFACTION:1. A FEELING OF POWER AND PRESTIGE.2. A CHANCE TO HELP OTHERS3. HIGH INCOME4. RESPECT AND STATUS5. GOOD OPPORTUNITIES FOR ADVANCEMENT6. A FEELING OF “BEING IN ON” THINGS7. AN OPPORTUNITY TO CONTROL MONEY

FRUSTRATIONS AND DIS-SATISFACTIONSFOLLOWING CIRCUMSTANCES RESULT IN

FRUSTRATION OF A LEADER:1.TOO MUCH UNCOMPENSATED OVERTIME2.TOO MANY HEADACHES3.NOT ENOUGH AUTHORITY TO CARRY OUT

RESPONSIBILITY4.LONELINESS5.TOO MANY PROBLEMS INVOLVING PEOPLE6.TOO MUCH ORGANISATION POLITICS7.THE PERSUIT OF CONFLICTING GOALS

FRAMEWORK OF UNDERSTANDING LEADERSHIP

Leaders, Characteristic

and Traits

Internal and ExternalEnvironment

Group MemberCharacteristic

Internal and ExternalEnvironment

LeadershipEffectiveness

NINE DILEMMAS LEADER FACESBROAD BASED LEADERSHIP VERSUS HIGH

VISIBILITY LEADERSHIPINDEPENDENCE VERSUS DEPENDENCECREATIVITY VERSUS DISCIPLINETRUST VERSUS CHANGEBUREAUCRACY BUSTING VERSUS

ECONOMIES OF SCALE PRODUCTIVITY VERSUS PEOPLELEADERSHIP VERSUS MANAGEMENTREVENUE GROWTH VERSUS COST

CONSTRAINT

SKILL DEVELOPMENTDEVELOPING LEADERSHIP SKILLS IS

MORE COMPLEX THAN DEVELOPING A STRUCTURED SKILL.

FOLLOWING MEANS COULD BE USED:1.IMPROVING CONCEPTUAL KNOWLEDGE2.EXPERIMENTAL EXERCISES3.FEEDBACK ON SKILL UTILISATION

SUMMARYLEADERSHIP IS THE ABILITY TO INSPIRE

CONFIDENCE AMONGST PEOPLE WORKING FOR ACHIEVING ORGANISATIONAL GOALS.

LEADERSHIP CAN BEST BE UNDERSTOOD BY EXAMINING ITS KEY VARIABLES:

1.LEADER CHARACTERSTICS AND TRAITS2.LEADER BEHAVIOUR AND STYLE3.GROUP MEMBER CHARACTERSTICS4.INTERNAL AND EXTERNAL ENVIORNMENT