Leadership

MAS

171
 Leaders and Leadership

Leader Someone who can influence others and who

has managerial authority

Leadership the art of leading others to deliberately

create a result that wouldnt have happened otherwise.

Although groups may have informal leaders who

emerge, those are not the leaders were studying

Leadership research has tried to answer: What is an

effective leader?

172
 What Is 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.

Ideally, all managers should be leaders

113
 Leadership & Leader
Leadership: A relationship of influence in which followership is
gained and goals are met
Leader: An environmental engineer, reinforcing values,
providing symbols and artifacts that visualize those values and
seeing that the fundamental beliefs of the organization are right
and appropriated.
Cultivate the culture of community / organization
Cast a vision for community / organization
Implement a process by which followership is gained and
goals attained
Implement fairness and justice
Exercise stewardship of the gifts and talents of others
(organizationally, strategically, administratively and culturally)
Make followers into Leaders
174
 Leadership Theories
Great Man Theory (1840s)
Trait Theories (1920s-40s)
Behavioral Theories of Leadership (1940-50s)
University of Iowa; Ohio State S; University of
Michigan; Managerial Grid
Contingency Theories of Leadership (1960-70s)
The Fiedler Model; Hersey and Blanchards
Situational Leadership Theory (SLT); Leader
Participation Model ; Path-Goal Model
Contemporary Views on Leadership (1980s)
Transactional Leadership; Transformational
Leadership; Charismatic Leadership; Visionary
Leadership; Team Leadership
175
 Trait Theory (1920-1940)
Believes that people are born with certain qualities that
will make them excel in leadership roles.

Focuses on analyzing mental, physical and social

characteristic in order to gain more understanding of
what is the characteristic or the combination of
characteristics that are common among leaders.

Many studies analyzing the traits among existing leaders

have found that the only common characteristics among
them were that they were slightly taller and slightly more
intelligent!

176
Seven Traits Associated with Leadership

177
 Behavioral Theories (1940s-1950s)

Anyone with the right conditioning can become leader. In

other words, leaders are made not born.
Task oriented leaders
Initiating
Organizing
Clarifying
Information Gathering
People oriented leaders
Encouraging
Observing
Listening
Coaching and Mentoring
179
 Contingency Theories (1960s)

Contingency leadership theories are, to a certain

extent, an extension of the trait theory, in the
sense that human traits are related to the
situation in which the leaders exercise their
leadership.
Fiedler's contingency theory
Hersey-Blanchard Situational Leadership Theory
Path-goal theory
Vroom-Yetton-Jago decision-making model of
leadership
Cognitive Resource Theory
Strategic Contingencies Theory
1710
 Transactional leadership Theories (1970's)

Based on premise that Humans in general seek to

maximize pleasurable experiences and to diminish
un-pleasurable experiences
Characterized by a transaction made between the
leader and the followers
Based on a positive and mutually beneficial
relationship.
To be effective and have motivational value, the
leader must find adequate reward (or punishment)
for follower to perform leader-assigned task.

1711
Transformational Leadership Theories (1970s)

Process of interaction with others creating solid

relationship resulting in a high level of trust, thus
increasing motivation, both intrinsic and extrinsic,
in both leaders and followers.

Leaders transform their followers through their

inspirational nature and charismatic personalities

Provide a sense of belonging for the followers as

they can easily identify with the leader and its
purpose
1712
Transactional and Transformational Leadership

Transactional Leaders Contingent Reward

Leaders who guide or Management by
motivate their followers Exception (active)
in the direction of Management by
established goals by Exception (passive)
clarifying role and task Laissez-Faire
requirements.
Transformational Leaders Charisma
Leaders who provide Inspiration
individualized Intellectual Stimulation
consideration and Individual Consideration
intellectual stimulation,
and who possess 1213

charisma.
 Inspirational Approaches to Leadership

Charismatic Leadership Theory

Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors.

Charismatics
CharismaticsLeaders
Leadersinfluence
influenceFollowers
Followersby:
by:
1.
1. Articulating
Articulatingthe
thevision
vision
2.
2. Setting
Settinghigh
highperformance
performanceexpectations
expectations
3.
3. Conveying
Conveyingaanew
newset
setofofvalues
values
4.
4. Making
Makingpersonal
personalsacrifices
sacrifices

1214
 Contemporary Leadership Roles:
Providing Team Leadership

Act
Actas
asliaisons
liaisonswith
withexternal
externalconstituencies.
constituencies.
Serve
Serveasastroubleshooters.
troubleshooters.
Managing
Managingconflict.
conflict.
Coaching
Coachingtotoimprove
improveteam
teammember
memberperformance
performance
1215
Inspirational Approaches to Leadership

Charismatic Leadership
An enthusiastic, self-confident leader whose
personality and actions influence people to behave in
certain ways.
Characteristics of charismatic leaders:
Have a vision.

Are able to articulate the vision.

Are willing to take risks to achieve the vision.

Are sensitive to the environment and follower

needs.
Exhibit behaviors that are out of the ordinary.

1716
 Beyond Charismatic Leadership

Level 5 Leaders
Possess a fifth dimension a paradoxical blend of
personal humility and professional will in
addition to the four basic leadership qualities of
individual capability,
team skills,
managerial competence, and the
ability to stimulate others to high performance.
Channel their ego needs away from themselves and
into the goal of building a great company.

1217
Inspirational Approaches to Leadership

Visionary Leadership
A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
Visionary leaders have the ability to:
Explain the vision to others.
Express the vision not just verbally but through
behavior.
Extend or apply the vision to different leadership
contexts.

1718
Leadership Effectiveness & Emotional Intelligence

1219
 Leadership Issues in the 21st Century
Managing Power
Legitimate power Expert power
The power a leader The influence a leader
has as a result of his can exert as a result of
or her position. his or her expertise,
Coercive power skills, or knowledge.
The power a leader Referent power
has to punish or The power of a leader
control. that arise because of a
Reward power persons desirable
The power to give resources or admired
positive benefits or personal traits.
rewards.

1720
 Three Types of Trust

Deterrence-based Trust
Trust based on fear of reprisal if the Leader-
Leader-
trust is violated. ship
ship
Knowledge-based Trust INTEGRITY
INTEGRITY
and
Trust based on behavioral
and
TRUST
predictability that comes from a
TRUST
history of interaction.

Identification-based Trust
Trust based on a mutual understanding of each
others intentions and appreciation of the others
wants and desires.
1221
 Trust : Its Foundation & Dimensions
Trust
Apositive expectation that another will notthrough words,
actions, or decisionsact opportunistically.
Trust is a history-dependent process (familiarity) based on
relevant but limited samples of experience (risk).
Integrity Loyalty
honesty and truthfulness. the willingness to protect
Competence and save face for another
person.
an individuals technical and
interpersonal knowledge and skills. Openness
Consistency reliance on the person to
give you the full truth.
an individuals reliability,
predictability, and good judgment in
handling situations.

1222
Suggestions for Building Trust

Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.

1723
 Providing Ethical Leadership
Ethics: essential part of leadership when leaders
attempt to:
Foster moral virtue through changes in attitudes and
behaviors.
Use their charisma in socially constructive ways.
Promote ethical behavior by exhibiting their personal
traits of honesty and integrity.
Moral Leadership
Involves addressing the means that a leader uses to
achieve goals as well as the moral content of those
goals.

1724
 Characteristics of Effective Leadership

Effective leadership includes strong character.

Leaders exhibit
honesty,
integrity,
trustworthiness and
ethics.
Leaders act in line with how they speak, and earn
the right to be responsible for others success in
the company.

1725
 Strong leadership

Strong leadership involves clear communication

skills.

Leaders speak with and listen to staff members,

respond to questions and concerns, and are
empathetic.

Leaders use effective communication skills for

moving the company forward and achieving new
levels of success.

1726
 True leadership

True leadership requires

To see where the company is headed and
Plans the steps needed to get there.
Visualize what is possible,
Follow trends in the industry, and
Take risks to grow the business

1727
 Productive leadership

Productive leadership
shows optimism and provides positive energy
for staff.
Is helpful by nature and truly concerned about
others well-being.
Finds answers to challenges and are the first to
reassure and inspire workers when things do not
go according to plan.
It find ways for staff to work together and
achieve maximum results in an efficient and
effective manner.
1728
 Entrepreneurial leadership

Entrepreneurial leadership is organizing a group of

people to achieve a common goal using proactive
entrepreneurial behavior by
Optimising risk;
Innovating to take advantage of opportunities;
Taking personal responsibility; and
Managing change within a dynamic environment
for the benefit of an organisation.

1729
Thank You

1730
1731
1732
1733
1734