Leaders

WHO IS A LEADERSHIP

Leadership
Leadership is a process by which a
person influences others to
accomplish an objective and directs
the organization in a way that makes
it more cohesive and coherent.
 Leaders….

• Some personality traits may lead people

naturally into leadership roles.
• Leaders Do Not Push, They Always Pull.
• Leaders Do Not Enforce, They Inspire.
• Leaders Lead For A Destination That Is Not
Here.
• Leaders Attract Followers By Flashing A Light
Ahead.
PRINCIPLES OF LEADERSHIP

• Know yourself and seek self-improvement“

• Be technically proficient.
• Seek responsibility and take responsibility
for your actions.
• Make sound and timely decisions
• Set the example.
Traits of true Leadership
• Lead from the front.
• Make decisions that are sometimes unpopular.
• Teach and Mentor.
• Empower people.
• Hold people accountable.
• Develop an inclusive vision.
• Demonstrate honesty and integrity
• Have conviction.
• Be flexible.
• Motivate and Inspire.
TRUST – The Foundation
of LEADERSHIP

Trust
“A positive expectation that other will not
(through words, actions or decisions) act
opportunistically"

Familiarit Risk
y
 Framing – influencing
tool

Framing
"...a way to use language to manage
meaning

"...the way for leaders to influence

how events are seen and understood

"...selection or highlighting of one or

more aspects of a subject while
excluding others
 TRUST – key dimensions

Integrity
Honesty & truthfulness

Competence
Knowledge & skills

Consistency
Reliability, predictability
& judgment
loyalty
Willingness to protect &
save face for another
Openness
Sharing honestly &
openly
 Identifiable Leadership Behaviours

• Behaviors go beyond looking at traits:

• Autocratic
▫ Centralize Authority, Limit participation
• Democratic
▫ Full participation, discussion, etc
• Laissez-faire
▫ Gives team members full freedom
 TRUST - types

Deterrence-based trust

Based on fear of reprisal if trust is violated

Knowledge-based trust
Based on behavioral predictability that
comes from a history of interaction

Identification-based trust
Based on a mutual understanding of each
other’s intentions& appreciation of the
other’s wants & desires
Leaders – as Shapers

VISIONARY

CHARISMATIC

TRANSFORMATIONA
L
 Leaders – as Shapers
CHARISMATIC
CHARISMATIC
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors
Key characteristics
1. Vision & articulation 2.Personal risk
3. Environmental sensitivity 4.Unconventional behavior
5. Sensitivity to followers’ needs

CHARISMATIC LEADERSHIP – a four-step process

Articulating High performance Conveys new Self sacrifice

the vision expectations set of values & unconventional
 Leaders – as Shapers
VISIONARY
VISIONARY
The ability to create & articulate a realistic, credible attractive
vision of the future for an organization that grows out of or
improves upon the present.

Key characteristics
1. Ability to explain the vision (actions & aims)
2. Able to express the vision through behavior
3. Ability to extend the vision
 Leaders – as Shapers
TRANSFORMATIONAL
TRANSFORMATIONAL
TRANSACTIONAL
LEADERS who guide
inspireorfollowers
motivateto
their
transcend
followers
their
in the
own self
interests with
direction of established
a profoundgoals
& extra
by clarifying
ordinary effect
role &ontask
followers
requirements

Key characteristics
1. Rewards
Charisma– good performance
2. - Inspiration
reward
2.
3. Management by exception
Intellectual stimulation 4. (active) – correctiveconsideration
Individualized action
3. Management by&exception
Transformational (passive)
transactional are not– opposing
intervenesstyles,
when
standards are not met is built on transactional leadership
rather transformational
4. Laissez-faire – leadership
Transformational avoids responsibilities,
is more than decision making
charismatic.
Charismatic leader wants followers to adopt the
charismatic world view, the transformational leader will
enable the followers to question established views.
 QUALITIES OF A GOOD
LEADER
Knowledgeable Problem solver Influence people

Confident Motivating Respectable

Works well with Accountable Goal oriented

others

Effective Observant Good communicator

Good listener Capable of Personality oriented

correcting mistakes
 Seven Leadership
Competencies
Emotional • Perceiving, assimilating, understanding,
Intelligence and regulating emotions

• Truthfulness
Integrity
• Translates words into deeds

• Inner motivation to pursue goals

Drive
• Need for achievement, quest to learn

Leadership • High need for socialized power to

Motivation accomplish team’s or firm’s goals

more
 Seven Leadership
Competencies (con’t)
• High self-efficacy regarding ability to
Self-Confidence
lead others

• Above average cognitive ability

Intelligence
• Can analyse problems/opportunities

Knowledge of • Familiar with business environment

the Business • Aids intuitive decision making
 MANAGERS vs LEADERS

Managers are people who do things right, while

leaders are people who do the right thing. - Warren
Bennis, Ph.D. "On Becoming a Leader"

Managers Leaders

Administer Innovate

Eye the bottom line Eye the Horizons

Imitate Originate
Do things right Do the right things
Efficient Effective
 LEADERSHIP ROLES

Providing team
leadership
transition from typical manager
role
Facilitate than command-control
Learn skills as patience, trust, to
give up authority, know when to
Four specific
interveneteam leader roles

liaison with external constituencies

trouble shooters

conflict managers

coaches
 LEADERSHIP ROLES

Self Leadership
…. A set of processes through which
individuals control their own
behavior
How do leaders create self leaders?
model self leadership

self-set goals

self rewards

positive thought patterns

climate of self leadership

encourage self criticism

 LEADERSHIP ROLES

Mentoring
…… a senior employee who sponsors
or supports a less experienced
employee (protégé)

Three specific mentoring roles

coaching – developing protégé skills

counseling – provides support & help to

boost protégé self confidence

sponsoring – actively intervene on

protégé behalf, lobbying to get
assignment, rewards
 LEADERSHIP ROLES
Mentors – what do they
do.
Present ideas clearly,
Listen well
Empathize with protégé
Share experiences
Act as role model
Share contacts
Provide guidance through organizational political
scene
Formal mentor programs
Benefits to the mentor

Benefits to the protégé

Benefits to the
organization
 Challenges to
Leadership
Leadership is more about appearances than
reality
You must look like a leader…
ATTRIBUTION THEORY OF
LEADERSHIP
characterize leaders as intelligent,
confident, strong communication,
aggressive etc
people use leadership attributions to
explain organizational outcomes
leaders also tend to project the
appearance of an effective leader
rather than on actual accomplishments
 Challenges to
Leadership
Leadership will always be effective
regardless of the situation

certain (individual, job or organization) variables

act as substitutes or neutralizes the leaders’
effect to influence his followers

NEUTRALIZERS SUBSTITUTES
Make it impossible for Make leader’s
leaders behavior to influence impossible
make any difference and also unnecessary
to followers’ outcomes They replace
They negate the influence
influence
 Challenges to
Leadership
Defining characteristics Relationship Task oriented
oriented

INDIVIDUAL
Experience/training No effect on Substitutes for
Professionalism Substitutes for Substitutes for
Indifference to rewards Neutralizes Neutralizes
JOB
Highly structured task No effect on Substitutes for
Provides own feedback No effect on Substitutes for
Intrinsically satisfying Neutralizes No effect on
ORGANIZATION
Explicit formalized goals No effect on Substitutes for
Rigid rules & procedures No effect on Substitutes for
Cohesive work groups Substitutes for Substitutes for