LESSON 11 Leading

the Organization
• Leadership is an essential skill that all managers
must possess to guide their organizations
towards achieving their goals. Leadership
recognizes opportunities for change, embraces
them, and leads the organization to incorporate
this changes into its workplace, operations and
work culture.
• Leading is a management function combines two
significant concepts – directing and leadership.
Directing
• is the process by which managers instruct, guide,
and monitor the performance of an employee.
Leadership
• refers to a process of social influence that
enables a person to encourage others and enlist
their aid and support in the performance of tasks
and in achieving a particular goal.
Motivation
• is the process of directing behaviour. It is
particularly significant as it determines the
willingness of a person to use his or her ability to
the utmost in performing a task.
Three elements in the process of
motivation:
• Motive – is something that arouses or induces an
individual to behave in a certain way or do a
certain thing.
• Behaviour – is comprised of actions aimed at
accomplishing or achieving a particular motive or
need.
• Goal – refers to the achievement or fulfilment of
a motive
Maslow’s Hierarchy of Needs
• the most widely recognized theory of motivation
that specifies the fundamental needs of
individuals.
Lower-level needs
– essential for a person’s survival.
• Physiological needs – food, shelter, clothing,
water and air
• Safety and Security needs – health, well-being,
financial, economic security, and safety against
illness and accidents
Higher-level needs
– other basic needs
• Love and belongingness – relationship with
family, friends and peers
• Esteem needs – feeling of self-worth and self-
respect, acceptance of others and recognition of
one’s talents and capabilities
• Self-actualization – one’s true potential
Leadership Theories and
Leadership Styles
• Leading is a complex process. it involves
influencing others to accomplish a mission, task
or goal.
Great Man Theory
• Thomas Carlyle, a 19th-century Scottish historian
• There is the assumption that leaders are born
with innate qualities, and that renowned leaders
are destined to lead
• The theory was formulated by analysing the
behaviour of a renowned men, especially
military leaders.
Trait Theory
• Ralph Stogdill, a Professor Emeritus of
Management and Science and Psychology at
Ohio State University
• This theory believes that leaders possess certain
positive traits that enables them to become
leaders.
Behaviorist Theory
• this theory place more emphasis on the
behaviour of leaders rather than innate qualities
Participative Theory
• Kurt Lewin, a German-American psychologist
• It emphasizes the role of leaders and other
participants in decision-making.
Three leadership style accd to
Lewin
• Autocratic leaders – these leaders take sole
charge in decision making and do not consult
with other members.
• Democratic leaders – these leaders allow team
members to provide inputs before making a
decision
• Laissez-faire leaders – these leaders do not
interfere in the decision making and they allow
members to make most of the decisions.
Situational Leadership
• this theory considers that leadership styles are
specific to a particular situation, and that leaders
adapt their actions and behaviour to whatever
situation they are in
Contingency Theory
• is a refinement of situational leadership. It
requires leaders to analyze a particular situation
and identify the variables that would determine
the most effective leadership style that will
address the given situation.
Transactional Theory
• This theory considers the relationship between
followers and leaders as key to achieving goals.
• This theory is preferred by most managers
because it focuses on the basic management
process of planning, organizing and controlling.
• It involves motivating and directing subordinates
by appealing to their self-interest.
• This theory emphasizes the power of rewards
and punishment.
Transformational Theory
• this theory emphasizes the concept of change
and believes that leaders are tasked to provide
direction and implement changes through
performance and the attainment of goals.
Communication in the Workplace
• Is important in organizing jobs and making sure
that all tasks and jobs are accomplished to
achieve goals.
• Communication can take several forms: verbal,
written, and body language.
• Communication is essential in the workplace
since the successful accomplishment of tasks
depends on how clearly instructions are
conveyed and understood by all members of the
organization
Barriers to Communication in the
Workplace
• Physical barriers – refer to areas that bar people
from entering or gaining access such as closed
office doors, screens, and separate areas for
employees of different ranks.
• Perceptual barriers – how people look at things.
• Emotional barriers – it consist of fear, mistrust,
and suspicion.
• Cultural barriers – recognition, approval and
inclusion
• Language barrier – words, expressions and
gestures
• Gender barriers – men are straightforward in
their interaction, women are more emotional.
• Interpersonal barriers – personal attitudes