LEADERSHIP

© 2005 Prentice Hall Inc. All rights reserved. 11–1

 What
What Is
Is Leadership?
Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.

Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
L&M-Leadership has to do more with interpersonal aspects of
the job, while management is more concerned with planning, org
and controlling
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 Managers
Versus Leaders
Managers Leaders
Appointed and May Have
Have Formal Managerial
Authority Authority and
Influence Others

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 Trait Theories of Leadership
Desire
Drive
to Lead

Honesty Self-
and Integrity Confidence

Job-Relevant
Intelligence
Knowledge

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 Leadership
Leadership

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 What
What is
is leadership?
leadership?

Leading people
Influencing people

Commanding people

Guiding people

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 Types
Types of
of Leaders
Leaders
 Leader by the position achieved
 Leader by personality, charisma
 Leader by moral example
 Leader by power held
 Intellectual leader
 Leader because of ability to accomplish things

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 Managers
Managers vs.
vs. Leaders
Leaders

Managers Leaders
 Focus on things  Focus on people
 Do things right  Do the right things
 Plan  Inspire
 Organize  Influence
 Direct  Motivate
 Control  Build
 Follows the rules  Shape entities

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 Common
Common Activities
Activities
 Planning
 Organizing
 Directing
 Controlling

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 Planning
Planning
Manager
Leader
 Planning
 Devises strategy
 Budgeting
 Sets direction
 Sets targets
 Creates vision
 Establishes detailed
steps
 Allocates resources

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 Organizing
Organizing
Manager
 Creates structure
Leader
 Job descriptions
 Gets people on board for
 Staffing
strategy
 Hierarchy  Communication
 Delegates  Networks
 Training

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 Directing
Directing Work
Work
Manager
 Solves problems Leader
 Negotiates  Empowers people
 Brings to consensus  Cheerleader

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 Controlling
Controlling
Manager Leader
 Implements control  Motivate
systems  Inspire
 Performance measures  Gives sense of
 Identifies variances accomplishment
 Fixes variances

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 Leadership
Leadership Traits
Traits

 Intelligence  Personality
– More intelligent – Verbal facility
than non-leaders – Honesty
– Scholarship – Initiative
– Knowledge – Aggressive
– Being able to get – Self-confident
things done – Ambitious
 Physical
– Originality
– Doesn’t see to be – Sociability
correlated
– Adaptability

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 STYLE
STYLE
 AUTOCRATIC- Task directed, leader initiate
structure, provide the information, determine
what is to be done, issue the rules and promise
rewards for competences and threaten
punishment for disobedience.
 DEMOCRATIC-Leaders solicit the advice,
opinions, information from their followers, and
share decision making with their follower.
 LAISSEZ FAIR-Leaders give group members
complete freedom of action, provide them with
material and refrain from participation except to
answer questions when asked.

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 SKILLS
SKILLS
 Administrative – to organize work more
effectively and to make high quality decision
 Communication – Leaders possessing good
communication skills are able to reach out to
their sub-ordiantes with great ease
 Interpersonal-social skill-knowledge about
human behaviour and group process; ability to
understand the feelings, attitude, motives of
others and ability to communicate clearly and
persuasively
 Conceptual-Cognitive include inductive and
deductive reasoning, analytical ability and logical
thinking
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 Trait
Trait Theories
Theories

Traits Theories of Leadership

LeadershipTraits
Traits::
Leadership
•• Ambition
Ambitionand
andenergy
energy
Theories that consider
•• The
Thedesire
desireto
tolead
lead
personality, social,
physical, or intellectual •• Honest
Honestand
andintegrity
integrity
traits to differentiate •• Self-confidence
leaders from nonleaders. Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevant
knowledge
knowledge
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 Trait
Trait Theories
Theories

Limitations
Limitations::
•• No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predict
leadership
leadershipin inall
allsituations.
situations.
•• Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
in“weak”
“weak”
than
than“strong”
“strong”situations.
situations.
•• Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof ofleadership
leadershipandandtraits.
traits.
•• Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceofof
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
© 2005 Prentice Hall Inc. All rights reserved. 11–18
 Behavioral
Behavioral Theories
Theories

Behavioral Theories of Leadership

Theories proposing that specific behaviors
differentiate leaders from nonleaders.

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

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 Ohio
Ohio State
State Studies
Studies

Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

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 University
University of
of Michigan
Michigan Studies
Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.

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 The
The
Managerial
Managerial
Grid
Grid
(Blake
(Blakeand
andMouton)
Mouton)

E X H I B I T 11–1
E X H I B I T 11–1

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 The Managerial Grid
High 9
1,9
Country club management
8 Thoughtful attention to needs
of people for satisfying relation-
ships leads to a comfortable,
friendly organization atmos-
7 phere and work tempo.
9,9
Team management
Work accomplishment is from
committed people who have a
"common stake" in organization's
purpose.This leads to relationships
of trust and respect.

6
Concern for people

5,5
4 Middle-of-the-road management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale
3 of people at a satisfactory level.
1,1 9,1
Impoverished management Authority-obedience
Exertion of minimum effort Efficiency in operations results
2 to get required work done is from arranging conditions of
appropriate to sustain work in such a way that human
organization membership. elements interfere to a minimum
degree.
Low 1

1 2 3 4 5 6 7 8 9
Low High
Concern for production

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 Can
Can You
You Be
Be aa Better
Better Follower?
Follower?
 All organizations have far more followers than leaders, so
ineffective followers may be more of a handicap to an
organization than ineffective leaders.
 What qualities do effective followers have?
– They manage themselves well
– They are committed to a purpose outside themselves
– They build their competence and focus their efforts for maximum
impact
– They are courageous, honest, and credible

© 2005 Prentice Hall Inc. All rights reserved.

 Characteristics
Characteristics of
of Transactional
Transactional Leaders
Leaders
 Contingent Reward
– Contracts exchange of rewards for effort, promises rewards
for good performance, recognizes accomplishments.
 Management by Exception (active)
– Watches and searches for deviations from rules and
standards, takes corrective action.
 Management by Exception (passive):
– Intervenes only if standards are not met.
 Laissez-Faire Leader:
– Abdicates responsibilities, avoids making decisions.

© 2005 Prentice Hall Inc. All rights reserved. 11–38

 Characteristics
Characteristics of
of Transformational
Transformational Leaders
Leaders
 Charisma
– Provides vision and sense of mission, instills pride, gains respect
and trust.
 Inspiration
– Communicates high expectations, uses symbols to focus efforts,
expresses important purposes in simple ways.
 Intellectual Stimulation
– Promotes intelligence, rationality, and careful problem-solving.
 Individualized Consideration
– Gives personal attention, treats each employee individually,
coaches, advises.

© 2005 Prentice Hall Inc. All rights reserved. 11–39

 Personal
Personal Characteristics
Characteristics of
of Charismatic
Charismatic
Leaders
Leaders
 Vision and articulation.
– Has a vision, expressed as an idealized goal, that proposes a
future better than the status quo; is able to clarify the
importance of the vision in terms that are understandable to
others.
 Personal risk.
– Willing to take on high personal risk, incur high costs, and
engage in self-sacrifice to achieve the vision.

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Personal
Personal Characteristics
Characteristics of
of Charismatic
Charismatic Leaders
Leaders
 Environmental sensitivity.
– Able to make realistic assessments of the environmental
constraints and resources needed to bring about change.
 Sensitivity to follower needs.
– Perceptive of others’ abilities and responsive to their needs
and feelings.
 Unconventional behaviour.
– Engages in behaviours that are perceived as novel and
counter to norms.

© 2005 Prentice Hall Inc. All rights reserved. 11–41

 LEADER
LEADERAS
ASAAMENTOR
MENTOR
 Mentor is the term used to describe a favorite
teacher, a wise master, an insightful friend, an
experienced educator, a seasonal guide or a guru

 Mentoring – A concept of mentoring relates to

mental and emotional support and guidance
given usually by an older person to a younger
ones, who is usually called a protégé.

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 Dispersed
DispersedLeadership
Leadership

 SuperLeadership
 Team leadership
 Leading through empowerment
– Putting employees in charge of what they do

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 SuperLeadership
SuperLeadership
 Leading others to lead themselves
– Develop leadership capacity in others
– Nurture employees so they feel less dependent on
formal leadership
• Emphasize delegation
• Empower employees
– Empowerment: giving employees responsibility for
what they do

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 Providing
Providing Team
Team Leadership
Leadership
 Leading teams requires new skills
– E.g., patience to share information, trust others, give
up authority, and knowing when to intervene
 Leading teams requires new roles
• Liaisons with external constituencies
• Troubleshooters
• Conflict managers
• Coaches

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 Team
Team Leaders
Leaders
 Team leaders need to focus on two priorities
– Managing the team’s external boundary
– Facilitating the team process.
 Four specific roles
• Liaisons with external constituencies.
• Troubleshooters
• Conflict managers
• Coaches

© 2005 Prentice Hall Inc. All rights reserved. 11–46

 Benefits
Benefits of
of Leading
Leading Without
WithoutAuthority
Authority
 Latitude for creative deviance
– Easier to raise questions
 Issue focus
– Freedom to focus on single issue, rather than many
issues
 Frontline information
– Often closer to the people who have the information

© 2005 Prentice Hall Inc. All rights reserved. 11–47

 Contemporary
Contemporary Issues
Issues in
in Leadership
Leadership
 Is there a Moral Dimension to Leadership?
 Gender: Do Males and Females Lead Differently?
 Cross-Cultural Leadership

© 2005 Prentice Hall Inc. All rights reserved. 11–48

 How
How Many
Many Women
Women Make
Make itit to
to the
the Top?
Top?
 In 2000, only 2 women in National Post’s Top 150 CEOs
 7.4 percent of all directors in top corporations are women
 Women start businesses at three to four times the rate of
men
 Women in general comprise:
– 46.2 percent of the labour force
– 12 percent of senior managers
– 32 percent of managers and administrators
– 57 percent of graduate degree holder

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 Men’s
Men’s and
and Women’s
Women’s Leadership
Leadership Styles
Styles
 In general, women fall back on a democratic leadership
style
– Encourage participation
– Share power and information
– Attempt to enhance followers’ self-worth
– Prefer to lead through inclusion
 Men feel more comfortable with a directive command-and-
control style
– Rely on formal authority

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 Summary
Summary and
and Implications
Implications
 Leadership plays a central part in understanding group
behaviour
 The study of leadership has expanded to include more
heroic and visionary approaches to leadership
 Male and female leadership styles tend to be more alike
than different, although there are differences
 Leadership is not value free

© 2005 Prentice Hall Inc. All rights reserved.

 Summary
Summary and
and Implications
Implications
 Effective team leaders perform four roles:
– They act as liaisons
– They are troubleshooters
– They manage conflict
– They coach team members
 Empowered leadership is not the preferred leadership style
of all occasions
 National culture is an important variable in choosing a
leadership style

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 VISUALISE A LEAST EFFECTIVE
LEADER YOU KNOW, IDENTIFY THE
TRAITS, MOTIVES AND THE
PERSONAL CHARACTERISTICS
THAT MIGHT BE DEFICIENT IN THAT
PERSON.

© 2005 Prentice Hall Inc. All rights reserved. 11–53