LEADERSHIP

CHAPTER 6
Introduction
Leadership is a process of moving
toward a group of people to a set
via push not force. Good
leadership is mobilizing people to
meet long-term requirements.
Definition
Leadership is a behavior that has the ability
change the direction of an organization.
Leadership must choose certain criteria in
order to achieve organizational objectives.
They can monitor subordinates in order
according to the criteria selected for the
development and success as well as can
maintain a close pattern of teamwork
( Cartwright and Zender 1960)
Leadership Concept
Leadership is a difficult and complex.
Leadership as a universal human
phenomenon and difficult to understand.
Stodgill (1974)
Leadership is "a process of interaction between
individuals with a particular group or between
individuals with overall the members who belong
to the group.

Each of the involved in this interaction process
can be considered to hold specific role that
distinguishes one from the other.

The basic difference between each other is
influence, the influence the leader and follower
comply
(Gordon 1955).
In management, leadership defines as "an
attempt to influence a group process in
specific situations and times of members that
can stimulate to willingly strive to achieve
together
(Gribben 1972).

leadership generally means, influence, an art
or process of influencing humans so that they
can work on a voluntary basis towards
achieve a common goal
(Koontz 1984).
Conclusion
Leadership exists in any activities that are arranged
in rigorous and systematic. Leadership is also
directly related to and
indirectly to the overall activities of the organization.

Leadership has a close relationship with power. Each
leaders need to have a robust planning itself.

Leadership consists of tasks and functions for:
a. set goals
b. compile
c. directing and coordinating
d. control in order to achieve the set goals.
Leadership
Leadership Style
Leadership style is the way a leader using the
power of belonging as a tool to influence
workers to work hard to achieve objectives of
the organization.
Types of Leadership Style
Autocratic:

Leader makes decisions without reference to anyone
else
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business where
decisions need to be made quickly and decisively

Autocratic Model
The effect of autocratic Leadership
Subordinates have low motivation
Subordinates work earnestly while there
head only
One way interaction
Subordinates are too dependent on the head
Tension
Democratic:

Encourages decision making
from different perspectives leadership may be
emphasised throughout
the organisation
Consultative: process of consultation before decisions
are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct

Democratic:
May help motivation and involvement

Workers feel ownership of the firm and its ideas

Improves the sharing of ideas and experiences
within the business

Can delay decision making

Laissez-Faire:

Let it be the leadership responsibilities are shared
by all
Can be very useful in businesses where creative ideas
are important
Can be highly motivational, as people have control
over their working life
Can make coordination and decision making time-
consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations

Paternalistic:

Leader acts as a father figure

Paternalistic leader makes decision but may
consult

Believes in the need to support staff

Effective Leadership
The success of an organization is the
responsibility of the executive.
For organizations such as universities,
success is the responsibility of the
management group.
They are responsible for their own
performance, employees, revenue
and service quality.
Drucker (1985
The characteristics effective
leadership

Spirit
They have ambition, tenacity, perseverance,
determination, effort, energy and desire to succeed.
Honesty and integrity
They have an open attitude, reliable, honest and reliable.
Leadership thrust
They have high aspirations to influence others to support efforts
achieve the aims and objectives that have been defined by
leaders.
Self
Confidence they strongly believe in the ability of self-
own.

Intelligence
They are able to combine and interpret the
information a lot.

Knowledge in the field
They have the knowledge and sufficient expertise in
the field led.

Creativity
They are able to create new ideas useful.

Flexibility
They are able to adapt to they lead the individual
needs with the needs of the situation
and time.
Leadership Models
Top-down model
Top-down model

Referral source is from one source only.
The subordinated execute commands
without many questions.
In this case the top of the command is fully
accountable to the instructions.
The organizational chart detailing these
models clearly show a hierarchy in the
organization.
Benefit of Top-Down Leadership
Model
Appropriate practice for the new organization.
'top-down' Management model is suitable for
the new organization,

eg : a newly opened school, because in an
organization is relatively new staff is immature and
self-organization also immature.
Transformational Model

Transformational Model
Transformational leadership involves a
dramatic change in an organization such as
the formulation and implementation of the
vision, responsibility to awaken the
subordinates or followers of the norm
values of the organization, and provide space
and encourage changes in both internal and
external
Leadership as leaders inducing follower to act
for certain goals that represent the values
and motivations-the wants and the need, the
Aspirations and expectation of both leaders
and followers, and the Genius of leadership
lies in the manner in which leaders see and
act On their own and their followers values
motivations
Burns(1978)
Definition

transformational leadership as leadership that
demonstrate extraordinary excellence as they
managed to extend and expand the subordinated
interest in developing awareness and acceptance
of the purposes and mission of the group. Leaders
also have the ability not only develops the
subordinated interest, but the interest that
developed beyond the subordinate's own personal
interests.
Bass (1990)

4 main characteristics of a transformational
leader
1. Ruling Gives Individuals
Someone transformational leaders pay attention to the unique needs
of subordinates either in terms of expectations, aspirations and goals.

2. Intellectual stimulation
The application of intellectual stimulation is one factor that makes the
popular transformational leader and a place among the subordinate.

3. inspiration Motivation
In this case, the transformational leader will motivate subordinates to
share the vision and goals of the organization.

4. Increasing the influence
By showing respect between leaders and subordinates, will help
increase the confidence of leaders and subordinates in state will allow
subordinate leaders to increase its influence.
Leadership Function Model (John
Adair)

This model was enough to convince the
military leadership introduced by Fil Marshal
William Slim.
He believes in the military leadership can be
applied in the business world.
Leadership Function Model (John
Adair)
Leadership effectiveness is measured in terms of
execution of its responsibilities and subordinate
leaders, strong team building and polishing
individual strengths in the organization.

The three basic functions are also associated
with management functions such as planning,
starting, control, support, inform and evaluate
the progress and management functions can be
achieved.
Effectiveness in terms of:
1. Skills and willingness to achieve
2. Knowing the purpose and commitment to
achieve the goal.
3. The strength of self-discipline and respect.
4. Highest achievement and suitability.
5. Sense of responsibility and accountability.
6. Ability to build effective relationships.
7. Willingness to lead by example.
Theories of Leadership
Trait theories:
Is there a set of characteristics that determine a
good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?

Trait theories:

Are such characteristics inherently gender biased?
Do such characteristics produce good leaders?
Is leadership more than just bringing about
change?
Does this imply that leaders are born not bred?

Behavioural:

Imply that leaders can be trained
focus on the way of doing things

Structure based behavioural theories
focus on the leader instituting structures task
orientated

Relationship based behavioural theories
focus on the development and maintenance of
relationships process orientated

Contingency Theories:

Leadership as being more flexible
different leadership styles used at different
times depending on the circumstance.

Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts

May depend on:
Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution



Transformational:
Widespread changes to a business or organisation

Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example walk the walk
Efficiency of systems and processes

Transactional Theories:

Focus on the management of the organisation
Focus on procedures and efficiency
Focus on working to rules and contracts
Managing current issues and problems

Transactional Theories:

Focus on the management of the organisation
Focus on procedures and efficiency
Focus on working to rules and contracts
Managing current issues and problems

Conclusion
The success of an organization depends on
the collective performance of administrators,
the people who direct the work and lead the
whole staff.