1.LEADERSHIP Introduction

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LEADERSHIP IN ORGANIZATIONS


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Leadership

DifferencesBetween

Leaders and

Managers

Substitutesfor

Leadership


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The Nature of Leadership

Leadership occurs amongpeople, involves the use ofinfluence, and is used to attain goals.

Leadership:

the ability to influence people toward theattainment of goals.

the ability to inspire confidence and supportamong people to achieve certain desired goals.


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Leadership versus Management

Leader qualities

SOUL

VisionaryPassionate

Creative

Flexible

InspiringInnovative

Courageous

Imaginative

Experimental

Manager qualities

MIND

RationalConsulting

Persistent

Problem solving

Tough-mindedAnalytical

Structured

Deliberate

Authoritative


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Major differences between manager and leaderqualities relates to the source of power and thelevel of compliance it engenders within followers.

Power:

the potential ability to influence othersbehavior.


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Position Power

Legitimate Power

Power that stems from a formal management position in anorganization and the authority granted to it.

Reward Power

Power that results from the authority to bestow rewards onother people.

Coercive PowerPower that stems from the authority to punish or

recommend punishment.


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Personal Power

Expert Power

Power that stems from special knowledge of or skill in the

tasks performed by subordinates.

Referent Power

Power that results from characteristics that commandsubordinates identification with, respect and admiration

for, and desire to emulate the leader.


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Empowerment

the giving or delegation of power; authority

Empowerment is the process of enabling orauthorizing an individual to think, behave, takeaction, and control work and decision making inautonomous ways.

Empowering employees works because totalpower in the organization seems to increase.Everyone has to say and hence contributes more to

organizational goals.


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The final contingency approach suggests thatsituational variables can be so powerful that they actuallysubstitute for or neutralize the need for leadership.

Substitute a situational variable that makes aleadership style unnecessary or redundant.

Neutralizer a situational variable that counteracts aleadership style and prevents the leader from displayingcertain behaviors.

Substitute for Leadership


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Substitute and Neutralizers forLeadership

Variable Task-OrientedLeadership

People-OrientedLeadership

Organizational variables: Group cohesiveness Substitute for Substitute for

Formalization Substitute for No effect on

Inflexibility Neutralizes No effect on

Low positional power Neutralizes Neutralizes

Physical separation Neutralizes Neutralizes

Task characteristics: Highly structured task Substitute for No effect on

Automatic feedback Substitute for No effect on

Intrinsic satisfaction No effect on Substitute for

Group characteristics: Professionalism Substitute for Substitute for

Training/experience Substitute for No effect on


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Leadership Roles

Figurehead

Spokesperson

Negotiator

Coach and motivators

Team builder

Team player

Technical problem solver

Entrepreneur

Strategic planner


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Leadership Roles

The most basic role of corporate leaders is to releasethe human spirit that makes initiative ,creativity ,and

entrepreneurship possible.

Harvard Business Review


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Drivers of leadership

A feeling of power and prestige

To become coach and mentor

Respect and status

Opportunity for advancement

Control resources

High income


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Frustrations of Leadership

To much uncompensated overtime

Too many headaches.

Not enough authority

Too many problems involving people

Organizational politics

Loneliness

Conflicting goals

1.LEADERSHIP Introduction

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