TOPIC 5
LEADERSHIP
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5-1
The Nature of Leadership
• What does leadership mean?
– As a process
• Focusing on what leaders actually do leadership is the use of non-coercive influence
to shape the group’s or organization’s goals,
motivate behavior towards the achievement of
goals and help to define group or
organizational culture.
– As a property
• Is the set of characteristics attributed to
individuals who are perceived to be leaders
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5-2
OBJECTIVES
• Nature of Leadership
– Meaning of Leadership
– Leadership and Management
– Leadership and Power
• Situational Approaches
– Michigan Studies
– Ohio States Studies
– Path Goal Theory
– Managerial / Leadership Grid
• Generic Approaches
– Traits
– Behavior
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5-3
1
Who Are Leaders?
• People who:
– Can influence the
behaviors of others.
– Are able to influence
without having to rely
on force.
– Are accepted by
others as leaders.
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5-4
Leadership and Management
(both are related with some distinction)
ACTIVITY
Creating an
Agenda
MANAGEMENT
LEADERSHIP
Planning and budgeting.
Establishing details steps
and allocating resources
Establishing direction.
Developing vision of the
future and strategies to
achieve the vision
Developing a
Organizing and staffing.
human network to Establishing structure and
achieve agenda
delegation
Aligning people.
Communicating by words and
actions
Executing Plans
Controlling and problem
solving. Monitoring result vs.
planning
Motivating and inspiring.
Energize people to overcome
barriers
Outcome
Producing a degree of
predictability and order and
able to produce consistently
major results.
Producing change, often to a
dramatic degree, and has
potential to produce
extremely useful change i.e.
developing new products
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5-5
Importance of Leadership
•
•
•
•
Make contribution to organization
Enhance cooperation
Encourage teamwork
Motivate employees to generate good
work
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Traits of Leaders
• Physical Appearance
• Charisma
– Vision, self-confidence
• Mental Ability
– Sharpness, Intelligent
• Behavior / Attitude
– Extrovert (aggressive)
• Personal Factors
– Tendency towards cooperation
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5-7
Trait Approach vs. Behavioral Approach
• The trait theory
assumed that leaders
were born and not
made.
• Researchers attempt
to compare the traits
of those who emerged
as leaders with the
traits of those who did
not
• i.e. physical, mental
and psychological
characteristics
• The behavioral
approach assumes
that effective
leadership behaviors
can be learned/trained
• In the behavioral
approach to
leadership,
researchers attempt
to determine what
effective leaders do.
• i.e. problem solving,
leadership skills (task
oriented or employees
oriented)
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5-8
Michigan Studies on Leadership Behavior
• Job-centered leader:
– Focus on job
– Leaders who pay close
attention to an employ’s
job and work procedures
involved with that job.
• Employee-centered
leader:
– Focus on employee
– Leaders who develop
cohesive/organized work
groups and ensure
employee satisfaction.
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5-9
3
Ohio State Leadership Studies
• Initiating-structure behavior:
– Leaders who define the leader-subordinate
roles so that everyone knows what is
expected, establish formal lines of
communication, and determine how tasks
will be performed.
• Consideration behavior:
– Leaders who show concern for
subordinates and attempt to establish a
friendly and supportive climate.
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5 - 10
The Path-Goal Theory
(by Robert House)
This theory suggest that:
• The primary functions of a leader are to make valued
or desired rewards available in the workplace.
• Clarifies for the subordinate the kinds of behavior that
will lead to rewards
• A leader will contribute to employees satisfaction
• A leader create a work environment through structure
(organizing), rules and procedures , plans and goals,
supports and rewards (motivation) and to act as a
facilitator to help employees reach goals
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5 - 11
The Path-Goal Framework
Employees’
Characteristics
•Ability
•Open-minded
•Self-control
•Experience
Leader Behavior
•Directive
•Supportive
•Participative
•Achievement
oriented
Environmental
Characteristics
•Task structure
•Work group
Satisfaction & High Performance
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4
The Leadership Grid
(or Managerial Grid) LG/MG
• A method of evaluating leadership styles to
train managers to simultaneously more
concerned for both people and production
(9,9 style).
• The grid reflects the concern for:
– Concern for production/job/task:
• Deals with the job aspects of leader behavior.
– Concern for people:
• Deals with the people aspects of leader behavior.
• The grid identifies 5 leadership behaviors
based on task & employee-oriented styles
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The
Leadership/
Managerial
Grid
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Different leadership styles that are practiced in LG/MG
•
Point (1,1)
•
Point (1,9)
– The management has little concern for people and production.
– Highly concern for individual personal needs and interests as well
as interpersonal relationship, but he has a low concern for
production
•
Point (5,5)
•
Point (9,1)
•
Point (9,9)
– Moderate concern for people and production.
– High concern for production and low concern for people. Stress on
operating efficiently through controls.
– Has high concern for people and production. Work accomplishment
is from committed people and managers must also concerned for
the feelings and interests of the people
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5
• Among the five leadership styles, Point 9,9 is
the best generate improved performance, low
absenteeism and turnover
• However, the leadership style will also
depend on the situation.
– Air Force Commander will be less effective is high
consideration for people is used
– A service oriented organization will be more
effective if leader practices high consideration for
people
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5 - 16
The Hershey Blanchard Life Cycle Theory
•
A leader should change his style of leadership according to the
level of maturity (desire for achievement, willingness and ability to
accept responsibility, education/experience and skills relevant to
particular tasks) of his employee and the demands of the situation
High
Relationship Behavior
(the amount of relation
behavior the leader provides ie
providing consideration and
level of emotional support)
Low
PHASE 3
PHASE 2
High
Relationship
High
Relationship
Low Task
High Task
PHASE 4
PHASE 1
Low
Relationship
Low
Relationship
Low Task
High Task
Low
High
Task Behavior
(the amount of task behavior that the leader shows ie providing
direction, guidelines, controlling and monitoring)
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•
Phase 1 (HT/LR) – Telling
–
Leaders used one-way communication
–
Appropriate when dealing with employees who lack
task relevant maturity i.e. employee is new and
inexperienced
•
•
–
High
Employee are learning to do the job
HT relationship is needed because employee lack
experience and skills
HR is due to managers providing high level of
support/encouragement
Phase 3 (LT/HR) – Participating
–
–
•
He defines goals and roles of employees
Phase 2 (HT/HR) – Selling
–
–
•
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Employees who show maturity in performing tasks
are more experienced and skilled
The manager reduces the need for task relationship
but continues to give emotional support and
consideration
Phase 4 (LT/LR) – Delegating
–
–
–
Low
PHASE 3
PHASE 2
High
Relationship
High
Relationship
Low Task
High Task
PHASE 4
PHASE 1
Low
Relationship
Low
Relationship
Low Task
High Task
Low
High
Is meant for the highest level of employees maturity.
The employees possess a high level of task
maturity
Employee no longer need high level of supportive
and task behavior from their leaders/managers
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Others Related Perspectives on Leadership
• Charismatic leadership:
– Assumes that charisma is an individual
characteristic of the leader.
• Charisma:
– A form of interpersonal attraction that inspires support and
acceptance.
– Someone with charisma is more likely to be able to
influence others than those without charisma
• Transformational Leadership
– Leadership that goes beyond ordinary
expectations by transmitting a sense of mission,
stimulating learning experiences, and inspiring
new ways of thinking.
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