unit 1- introduction to leadership

8/22/2019 Unit 1- Introduction to Leadership

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Unit 1

Introduction to Leadership

Dr.Yogananthan


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Learning Outcomes

Define leaderand explain the difference

between mangers and leaders

Discuss the qualities that characterize

charismatic leaders

Describe the skills that visionary leaders exhibit

Explain the specific roles of effective team

leaders Summarize the conclusions of various theories

of leadership


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The Place of Leadership

Can Anyone Be a Leader?

Some people dont have what it takes to be a

leader

Some people are more motivated to lead than

others

Is Leadership Always Necessary?

Some people dont need leaders

Leaders need to be aware of followers needs


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Manager Vs. Leader

May Have

Managerial

Authority andInfluence Others

Appointed and

Have Formal

Authority

Manager Leader


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Prentice Hall, 2000 Chapter 10 5

Managers and Leaders1. Administers

2. A copy

3. Maintains

4. Focuses on system and structure

5. Relies on control

6. Short-range view

7. Asks how and when

8. Eye on the bottom line

9. Imitates

10. Accepts the status quo

11. Classic good soldier

12. Does things right

1. Innovates

2. An original

3. Develops

4. Focuses on people

5. Inspires trust

6. Long-range perspective

7. Asks what and why

8. Eye on horizon

9. Originates

10. Challenges the status quo

11. Own person

12. Does the right thing


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Manager Vs. Leader


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Definitions of leadership.

"Leadership" according toAlford and Beatty "is the abilityto secure desirable actions from a group of followersvoluntarily, without the use of coercion".

According to Chester I Barnard, "It (leadership) refers tothe quality of the behaviour of the individual wherebythey guide people on their activities in organized efforts".

According to Terry, "a leader shows the way by his ownexample. He is not a pusher, he pulls rather thanpushes".

According to Koontz and O'Donnell - Managerialleadership is "the ability to exert interpersonal influenceby means of communication, towards the achievement ofa goal. Since managers get things done through people,their success depends, to a considerable extent upontheir ability to provide leadership".


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In the words ofR.T. Livingston - Leadership is "the abilityto awaken in others the desire to follow a commonobjective".

According to Peter Drucker- Leadership "is not making

friends and influencing people i.e., salesmanship.Leadership is the lifting of man's vision to higher sights,the raising of man's performance to higher standards,the building of man's personality beyond its normallimitations".

According to Louis A Allen - "A leader is one who guidesand directs other people. He gives the efforts to hisfollowers a direction and purpose by influencing theirbehaviour".


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Roles .

1. Leadership im pl ies the existence of fol lowers:We appraisethe qualities of leadership by studying his followers. In anorganization leaders are also followers for e.g.:- Supervisor worksunder a branch head. Thus, in a formal organization a leader has tobe able to be both a leader as well as a follower, and be able torelate himself both upward and downward.

2. Leadership involves a communi ty o f interest between th eleader and his fo l lowers:In other words, the objectives of both theleader and his men are one and the same. If the leader strives forone purpose and his team of workers work for some other purpose,it is no leadership.

3. Leadership involves an unequal distr ib ut ion of author i ty

among leaders and group members:Leaders can direct some ofthe activities of group members, i.e., the group members arecompelled or are willing to obey most of the leader's directions. Thegroup members cannot similarly direct the leader's activities, thoughthey will obviously affect those activities in a number of ways.


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4. Leadersh ip is a process o f Inf luence:Leadership implies that leaders can influencetheir followers or subordinates in addition tobeing able to give their followers or subordinates

legitimate directions. 5. Leadership is the funct ion of st imulat ion:

Leadership is the function of motivating peopleto strive willingly to attain organizationalobjectives. A successful leader allows hissubordinates (followers) to have their individualgoals set up by themselves in such a way thatthey do not conflict with the organizationalobjectives.


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6. A leader must be exemplary:In the words of GeorgeTerry - "A Leader shows the way by his own example.He is not a pusher, he pulls rather than pushes". Fromthe above explanation it is clear that a leader must set

an ideal before his followers. He must stimulate hisfollowers for hard and sincere work by his personalbehaviour. In other words a leader must set anexemplary standard before his followers.

7. A Leader ensures abso lute just ice:A leader must

be objective and impartial. He should not follow unfairpractices like favouritism and nepotism. He must showfair play and absolute justice in all his decisions andactions.


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Functions

To take the init iat ive:A leader initiates all the measuresthat are necessary for the purpose of ensuring the healthand progress of the undertaking in a competitiveeconomy. He should not expect others to guide or directhim. He should lay down the aims and objectives,

commence their implementation and see that the goalsare achieved according the predetermined targets.

He ident i f ies g roup goals:A leader must always helpthe group identify and attain their goals. Thus, a leader isa goal setter.

He represents the organizat ion:A leader representsthe organization and its purpose, ideals, philosophy andproblems to those working for it and to the outside world.In other words, leaders is true representative of theentire organization.


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He acts as a arbitrato r:When groups experienceinternal difference, whether based on emotional orintellectual clashes, a leader can often resolve thedifferences. He acts as an arbitrator to prevent seriousgroup difference.

To assign reasons fo r his act ion:It is a delicate task ofleaders to assigns reason to his every command. He hasto instruct things in such a way that they are intelligible toall concerned and their co-operation is readilyforthcoming.

To interpret:He interprets the objectives of theorganization and the means to be followed to achievethem; he appraises his followers, convinces them, andcreates confidence among them.


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To guide and direct :It is the primary function ofthe leader to guide and direct the organization.He should issue the necessary instructions andsee that they are properly communicated.

To encourage team work:A leader must try towin the confidence of his subordinates. He mustact like the capital of a team.

He manages the organizat ion:Last, but not

the least, he administers the undertaking byarranging for the forecast, planning,organization, direction, coordination and controlof its activities.


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Leadership styles

The Manager makes decision and announces it :It is an extremeform of autocratic leadership whereby decisions are made by theboss who identifies the problem, considers alternative solutions,selects one of them and then reports his decision to hissubordinates for implementation.

The Manager sells his d ecisions :It is a slightly improved form of

leadership wherein the manager takes the additional step ofpersuading the subordinates to accept his decision.

The Manager presents h is ideas and invi tes quest ions :There isgreater involvement of the employees in this pattern. The bossarrives at the decision, but provides a full opportunity to hissubordinates to get fuller explanation of his thinking and intentions.


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The manager presents a tentat ive decision sub ject to change:Herein the decision is tentatively taken by the manager but he isamenable to change and influence from the employees.

The manager may p resent the prob lem , get the suggest io nsand then take his own decis ion:Herein sufficient opportunity isgiven to the employees to make suggestions that are coolly

considered by the Manager. The Manager may define the limits and request the group to

make a decision :A manager of this style of management lets thegroup have the right to make the decision. The subordinates areable to take the decision to the limits defined by the manager.

The Manager may perm it ful l involvement of the subo rdinates

in the decis ion making p rocess:It is often designated as'Democratic' leadership.


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Leadership skills

(a) Human skill

(b) Conceptual skill

(c) Technical skill and(d) Personal skill.


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Three basic competences, Katz

(1955)

Level ofmanagement

Technical skills Interpersonal skills Conceptual skills


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Human skills

Empathy

Objectivity

Communication skills Social skills


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Interpersonal Skills

4. Communication

supportively

5. Gaining power

and influences

7. Management

conflict

6. Motivating others

Gaining power

Exercise influence

Empowering others

Coaching

Counseling

Listening

Identifying causes

Selecting appropriate strategies

Resolving confrontations

Diagnosing poor performance

Creating a motivating environment

Rewarding accomplishment


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Personal Skill

Intelligence

Emotional maturity

Personal motivation Integrity

Flexibility of mind


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Personal Skills

1.Developing

Self-awareness

3. Solving

Problems

creatively

2.Managingstress

Determining values

and priorities

Identifying cognitive style

Assessing attitude toward change

Coping with stressors

Managing time

Delegating

Using the rational approach

Using the creative approach

Fostering innovation in others


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Conceptual skill

In the words of Chester Barnard -"the essential aspect of

the executive process is the sensing of the organization

as a whole and the total situation relevant to it".

Conceptual skills include -

(a) The understanding of the organization

behaviour,

(b) Understanding the competitors of the firm, and

(c) Knowing the financial status of the firm.


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Technical Skill

A leader should have a thorough knowledge of,

and competence in, the principles, procedures

and operations of a job.

Technical skill involves specialized knowledge,analytical skill and a facility in the use of the

tools and techniques of a specific discipline.

Technical competence is an essential quality of

leadership.


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Importance of leadership

1. Leadership is the process of influencing the activities ofan individual or a group towards the achievement of agoal.

2. An effective leader motivates the subordinates for higher

level of performance.3. Leadership promotes team - spirit and team - work which

is quite essential for the success of any organization.

4. Leadership is an aid to authority. A leadership helps inthe effective use of formal authority.

5. Leadership creates confidence in the subordinates bygiving them proper guidance and advice.


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LeadershipPerspectives

1- TraitPerspective

2-BehaviorPerspective

3-ContingencyPerspective

5-RomancePerspective

4-TransformationalPerspective

i i


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1- Trait Perspective

Historic findings reveal that leaders and followers vary by- intelligence (Emotional intelligence)- dominance- self-confidence- level of energy and activity (Drive and Leadership motivation)

- task-relevant knowledge- Honesty and Integrity

Contemporary findings show that- people tend to perceive that someone is a leader when he orshe exhibits traits associated with intelligence, masculinity, and

dominance- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, andcompetent

Leadership Traits:represent the personal characteristics thatdifferentiate leaders from followers.


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1- Trait Perspective Gender and leadership

men were seen as displaying more overall and task leadership andwomen were perceived as displaying more social leadership.

- women used a more democratic or participative style than men, and

men used a more autocratic and directive style than women

- men and women were equally assertive

- women executives, when rated by their peers, managers and direct

reports, scored higher than their male counterparts on a variety of

effectiveness criteria

Past evidence that women rated less favorably than equivalent maleleaders due to stereotyping

Recent evidence that women rated more favorably than men,

particularly on emerging leadership styles (coaching, participating)


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2 - Behav ior Perspective

The Iowa Leadership Studies1. Authoritarian2. Democratic3. Laissez-faire Ohio State Studies identified two critical dimensions of leader behavior.

1. Consideration:creating mutual respect and trust with followers

2. Initiating Structure:organizing and defining what groupmembers should be doing

University of Michigan Studies identified two leadership styles that weresimilar to the Ohio State studies- one style was employee centered

- and the other was job centered

Blake and Moutons Managerial Grid represents four leadership styles foundby crossing concern for production and concern for people


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2 - Behav ior Perspec t ive

People-oriented Behaviors

Showing mutual trust and respect

Concern for employee needs

Desire to look out for employee welfare

Task-oriented Behaviors

Assign specific tasks

Ensure employees follow rules

Push employees to reach peak performance


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The Managerial Grid

1

2

3

4

5

6

7

8

9

1 2 3 4 5 6 7 8 9

Concernfor

People

Concern for Production

(1,9)

(1,1)

(5,5)

(9,9)

(9,1)


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The Managerial Grid

1,9

Country club management

Thoughtful attention needs of people

for satisfying relationships leads to

A comfortable, friendly organization

atmosphere and work tempo

9,9

Team managementWork accomplishment is from

committed people, interdependence

through a common stake in organization

purpose leads to relationship

of trust and respect

1,1

Impoverished Management

Exertion of minimum effort to get

required work done is appropriate

to sustain organization membership

5,5

Organization Man Management

Adequate organization performance

possible through balancing the necessity to

get out work with maintaining

morale of the people at a satisfactory level9,1

Authority-Obedience

Efficiency in operations results

from arranging conditions of

work in such a way that human

elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Concernforp

eople


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3 - Con t ingency Perspec t ive

Fiedlers Contingency Model

The Path-Goal Theory

H. & B. Situational Leadership Theory


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Findings of the Feidler Model

Category

Leader-Member

Relations

Task Structure

Position Power

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

High

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VII

Poor

Low

Weak

High

Low

Per

formance

People-Oriented

Task-Oriented

Favorable Moderate Unfavorable


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Houses Path-Goal TheoryEmployee Characteristics- Locus of control

- Task ability- Need for achievement- Experience- Need for clarity

Environmental Factors- Employees task- Authority system- Work group

Leadership Styles- Directive- Supportive- Participative- Achievement oriented

Employee Attitudesand Behavior

- Job satisfaction- Acceptance of leader- Motivation


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Directive Supportive Participative AchievementEmployeeContingencies

Path-Goal Contingencies

Skill/Experience low low high high

Locus of Control external external internal internal

Task Structure nonroutine routine nonroutine ?

Team Dynamics ve norms low cohesion +ve norms ?

EnvironmentalContingencies Directive Supportive Participative Achievement

Hersey and Blanchards


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SellingS2

Explain decisions andprovide opportunity for

clarification

Hersey and Blanchard sSituational Leadership Theory

ParticipatingS3

Share ideas andfacilitate in

decision making

Follower-Directed Leader-Directed

Low

Low

High

High

Leader Behavior

Task Behavior

Follower ReadinessHigh Moderate LowR4 R3 R2 R1

Relation

shipBehavior

(supportivebehavior)

DelegatingS4

Turn overresponsibility for

decisions andimplementation

TellingS1

Provide specificinstructions and closelysupervise performance


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1 2 3 4 5

Increased Employee Involvement

Increased Leader Control

Employee Involvement Continuum

Leader Participation Model


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Goals That AreFormalized or

Rules That Are Rigid

Jobs That Are

Unambiguous or

Highly Satisfying

Workgroups

That Are Cohesive

Workers That Are

Experienced or

Highly-Trained

Is LeadershipAlways Relevant?


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Servant and Superleadership

Servant Leadership represents a philosophy inwhich leaders focus on increased service toothers rather than to oneself.

A superleader is someone who leads others tolead themselves by developing employees self-management skills.

Superleadersattempt to increase employees

feelings of personal control and intrinsicmotivation.


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Characteristics of the Servant-Leader

1. Listening Servant-leaders focus on listening toidentify and clarify the needs and desires ofa group.

2. Empathy Servant-leaders try to empathize withothers feelings and emotion. An individuals

good intentions are assumed even when heor she performs poorly.

3. Healing Servant-leaders strive to make themselvesand others whole in the face of failure orsuffering.

4. Awareness Servant-leaders are very self-aware or theirstrengths and limitations.


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Characteristics of the Servant-Leader (continued)

5. Persuasion Servant-leaders rely more on persuasionthan positional authority when makingdecisions and trying to influence others.

6. Conceptualization Servant-leaders take the time and effortto develop broader based conceptualthinking. Servant-leaders seek anappropriate balance between a short-term, day-to-day focus and a long-term,conceptual orientation.

7. Foresight Servant-leaders have the ability to foreseefuture outcomes associated with a currentcourse of action or situation.


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Characteristics of the Servant-Leader (continued)

8. Stewardship Servant-leaders assume that they arestewards of the people and resources theymanage.

9. Commitment to Servant-leaders are committed to people

the growth of beyond their immediate work role. Theypeople commit to fostering an environment that

encourages personal, professional, andspiritual growth.

10. Building Servant-leaders strive to create a sense ofCommunity community both within and outside the

work organization.


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Authentic Leadership1. Confident

2. Hopeful

3. Optimistic

4. Resilient

5. Transparent

6. Moral / ethical

7. Future oriented

8. Associate building


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Leadership style - theories

Bipolar: (Ohio State)

Consideration vs initiating structure

Tripartite: (Michigan)

Task oriented behaviour

Relationship oriented behaviour

Participative Leadership


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Leadership style - theories

Tripartite: (Lewin)

Autocratic

Democratic

Laissez-fair

Quadruple: (Likert)

Exploitive authoritative

Benevolent authoritative

Consultative

Participative


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4 - Trans fo rmational Perspective

.

Transformational leaders

Leading -- changing the organization to fit the environment

Develop, communicate, enact a vision

Transactional leaders

Managing -- linking job performance to rewards

Ensure employees have necessary resourcesApply contingency leadership theories


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Transformational

Leadership

Creatinga Vision

Communicatingthe Vision

BuildingCommitment

Modelingthe Vision

Transformational Leadership Elements


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Extendthe Vision

Livethe Vision

Expressthe Vision

Visionary Leadership


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CharismaticLeadership

Self-confidence

A compelling

vision

Strong

convictions

Extraordinary

behavior

Image as

a change agent


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Summary


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Reference

Fiona Elsa, The leadership- pocketbook.

Bolden et al, a review of leadership theory and competencyframeworks, University of Exeter, June 2003.

Bill Miles, analysis of leadership theories, Web article,

pdf version.

Tom Peters, workshop on leadership, Web article,ppts.

Basic Ideas of Management and Leadership, Lecturepresentation, IOWA university, Feb-2005.

unit 1- introduction to leadership

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