Leadership & Organisations

(6BUS1141)

Framework of Managerial Leadership

The Emerging Views of Leadership (Part 1)

(Len Ryder)
 Leadership and Organisations
Framework of Managerial Leadership : Emerging Views

2. The Behavioural Approaches

 The focus is what leaders actually do in their leadership positions and

how they behave towards their followers and how these correlate with
leadership effectiveness.
.
 The Behaviour approach says that anyone who adopts the appropriate
behaviour can be a good leader. (You either act like a leader or you do
not!)
 Behaviours can be learned more readily than traits, enabling leadership
to be accessible to all. The implication is that if we can observe how
leaders act, we can codify and measure this behaviour, find out ways to
teach it, and help to develop future leaders.
 Leadership and Organisations

Framework of Managerial Leadership : Emerging Views

2. The Behavioural Approaches

(1) The Skills approach

(2) The Functional (or Group) approach

(3) The Styles approach

 Leadership and Organisations
Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(1) The Skills Approach

 The Skills approach suggests that knowledge and abilities are needed
for effective leadership. Skills are what leaders can accomplish.

 Skills and abilities can be learned and developed. (Northouse, 2013)

 Katz (1955) suggested that effective administration (i.e. leadership)

depends on 3 basic personal skills: Technical, Human & Conceptual.

 Mumford, et al (2000) extend this model of leadership where they

examine the leader’s knowledge and skills (i.e. capabilities) against
the leader’s performance (i.e. leadership outcomes).
 Leadership and Organisations
Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(1) The Skills Approach (contd)

The Skills Model (Katz, 1955)

Technical Skill : Knowledge and proficiency in the work or activity

Human Skill : Knowledge of and ability to work with people (People skills)
Conceptual Skill : Ability to work with ideas that shape the organisation,
development of strategies and formulation of company goals.

TOP
Management TECHNICAL HUMAN CONCEPTUAL

MIDDLE
Management TECHNICAL HUMAN CONCEPTUAL

SUPERVISORY
Management
TECHNICAL HUMAN CONCEPTUAL
 Leadership and Organisations
Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(2) The Functional (or Group) Approach

 This approach focuses not on the leader (i.e. the person) but
on what the leader actually does - the functions or the content
of leadership

 ….how the leader’s behaviour affects, or is affected by, the

followers (the group)

 This approach is generally associated with the work of John

Adair and his “Action-centred Leadership”.
 Leadership and Organisations
Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(2) The Functional (or Group) Approach

Action-Centred Leadership

The effectiveness of the

leader is dependent upon
meeting three areas of
need within the work
group:
• - the need to achieve
the common task;
• - the need for team
maintenance; and
• - the individual needs
of group members.

Source: Adair, J., Action-Centred Leadership, Gower Press (1979), p. 10.

Reproduced with permission from Gower Publishing Ltd.
 Leadership and Organisations

Action-centred Leadership

The Leader’s ‘Task’ functions

 Achieving the objectives of the work group
 Defining group tasks
 Planning the work
 Allocation of resources
 Organisation of duties and responsibilities

 Controlling quality and checking performance

 Reviewing progress
 Leadership and Organisations
Action-centred Leadership

The Leader’s ‘Team’ functions

 Maintaining morale and building team spirit

 The cohesiveness of the group as a working unit
 Setting standards and maintaining discipline
 Systems of communication within the group
 Training the group
 Appointment of sub-leaders
 Leadership and Organisations
Action-centred Leadership

The Leader’s ‘Individual’ functions

 Meeting the needs of the individual members

of the group
 Attending to personal problems
 Giving praise and status
 Reconciling conflicts between group needs
and needs of the individual
 Training the individual
 Leadership and Organisations
Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(3) The Styles Approach

 The Styles approach emphasizes the behaviour of the leader. It focuses

not just on what leaders do but how they act.
(Northouse, 2003)

 The approach suggests that leadership is composed of two general kinds of

behaviours: ‘task behaviours’ for the task at hand and ‘relationship
behaviours’ in interacting with people. It is about how leaders combine
these two to influence their subordinates.
(Clegg, et al, 2011)
 Styles models:
1) Leadership Styles (Lewin, 1939)
2) Leadership Continuum (Tannenbaum & Schmidt, 1958/1973)
3) The Leadership Grid (Blake & McCanse, 1991)
4) Emotional leadership (Goleman, Boyatzis & McKee, 2004)
 Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(3) The Styles Approach –

1) Leadership Styles
Leadership style is the way in which the functions of
leadership are carried out.

Broad classifications of leadership style include:

Authoritarian (or autocratic) style
Democratic (or Participative) style
Laissez-faire (or Delegative) style
(‘Laissez’= to let; ‘faire’=to do > “to let do”)
(Kurt Lewin, 1939)
(Can be related to McGregor’s Theory X & Y assumptions)
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 Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(3) The Styles Approach –

(2) Leadership Continuum

Tannenbaum and Schmidt (1958) (updated 1973)
identified a continuum of leadership styles in decision-
making, based on:
The degree of authority used by the manager
The area of freedom available to the non-manager
The four main styles are when a manager:

Tells Sells Consults Joins

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 (3) The Styles Approach –
2) Leadership Continuum

Figure 10.4 Source: Tannenbaum, R. and Schmidt, W. H., ‘How to choose a leadership pattern’, Harvard Business Review, May/June 1973, p.
167. Copyright © 1973 Harvard Business
School Publishing Corporation; all rights reserved. Reprinted by permission
 2) Leadership Continuum

Use of authority by
manager Area of freedom for
subordinates

Manager Manager Manager Manager Manager Manager Manager Manager

makes makes presents presents presents defines permits allows
decision decision ideas and tentative problems, limits, asks subordinates employees
and and invites decision gets group to to function complete
‘announces’ ‘sells’ it questions subject to suggestions, make within limits freedom of
it change makes decision defined by action
decision superior

TELLS SELLS CONSULTS JOINS

Adapted from Hannagan (2005)

 Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(3) The Styles Approach –

3) The Leadership Grid

Two principle dimensions:

 Concern for Production – emphasis the leader places on

accomplishing the task

 Concern for People – emphasis the leader gives to subordinates’

needs and expectations

Blake, R.R. and McCanse, A.A. (1991)

“Concern for” is not a mathematically measurable dimension i.e. ‘how much’ but
indicates the strength of the assumptions that underlie the leader’s basic attitudes.
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 3) The Leadership Grid

9 1,9 Country Club Management Team Management 9,9

Thoughtful attention to needs of Work accomplishment is from
8 people for satisfying relationships committed people; inter-
leads to a comfortable friendly dependence through a “common
Concern for People

organisation atmosphere and work stake” in organisation purpose

7 tempo leads to relationships of trust and
respect

5,5
5 Middle-of-the-Road Management
Adequate organisation performance is possible through balancing
4 the necessity to get out work with maintaining morale of people at a
satisfactory level
3
Impoverished Management Authority-Obedience
Exertion of minimum effort to get Efficiency in operations results
2
required work done that is from arranging conditions of
appropriate to sustain work in such a way that human
1 1,1 organisation membership elements interfere to a minimum 9,1
degree
0 1 2 3 4 5 6 7 8 9
Concern for Production
Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

(3) The Styles Approach –

(4) Emotional Leadership Styles

1. Visionary
2. Coaching
3. Affiliative
4. Democratic
5. Pacesetting
6. Commanding

Daniel Goleman, Richard Boyatzis, and Annie McKee (2004), Primal

Leadership. Harvard Business School Press
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 Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches

Next Week’s Tutorial

Case Study will be posted on Studynet

Please read it and come prepared to the

tutorial as time will not be given in class

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 Framework of Managerial Leadership : Emerging Views
The Behavioural Approaches
References
Blake, R.R. and McCanse, A.A. (1991) Leadership Dilemmas – Grid Solutions. Gulf Publishing

Clegg, S. Kornberger, M., Pitsis, T. (2008) Managing and Organizations. Sage

Daft, Richard L. (2005) The Leadership Experience. Thomson Wouth-Western

Greenleaf, Robert K. (1977) Servant Leadership: A Journey into the Nature of Legitimate Power
and Greatness. Paulist Press, Mahway, NJ

Hannagan, T. (2005) Management Concepts and Practices (4th edn.), Harlow: Pearson

Lewin, K. (1939) “Field Theory and Experiment in Social Psychology: Concepts and Methods”,
American Journal of Scoiology, 44, pp 868-896.

Mullins, L.J. (2010) Management and Organisational Behaviour. FT Prentice Hall

Sendjaya, Sen & Sarros, James C. (2002) “Servant Leadership: Its Origina, Cdevelopment and
Application in Organizations”. Journal of Leadership and Organizational Studies, 9, No.2, pp 57-64.

Tannenbaum, R. and Schmidt, W. H. (1973) “How to choose a leadership pattern”, Harvard Business
Review, May/June 1973, p. 167. Harvard Business
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