Leadership

LEADERSHIP

LEADERSHIP

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.

Machiavelli

THE DIFFERENT VIEWS OF LEADERSHIP

Trait definition of leadership Process definition of leadership

Leader Leader

Followers Followers

Leadership Leadership• Height• Intelligence• Extroversion• Fluency• Other traits

Interaction

A LEADERSHIP STORY:

“Management is doing things right, leadership is doing the right things”

(Warren Bennis and Peter Drucker)

FUNCTIONS OF MANAGEMENT VERSUS LEADERSHIP 1/2

Management produces Order and Consistency

Planning / Budgeting Establish agendas Set time tables Allocate resources

Organizing / Staffing Provide structure Make job placements Establish rules and procedures

Leadership produces Change and Movement

Establishing Direction Create a vision Clarify big picture Set strategies

Aligning People Communicate goals Seek commitment Build teams and coalitions

FUNCTIONS OF MANAGEMENT VERSUS LEADERSHIP 2/2

Management Controlling / Problem

Solving Develop incentives Generate creative solutions Take corrective action

Leadership Motivating and Inspiring

Inspire and energize Empower subordinates Satisfy unmet needs

John P. Kotter 1990

LEADERSHIP

TYPES OF LEADERSHIP STYLE


Autocratic:Leader makes decisions without reference to anyone

elseHigh degree of dependency on the leaderCan create de-motivation and alienation

of staffMay be valuable in some types of business where

decisions need to be made quickly and decisively

TYPES OF LEADERSHIP STYLETYPES OF LEADERSHIP STYLE

Democratic: Encourages decision making

from different perspectives – leadership may be emphasised throughout the organisationConsultative: process of consultation before decisions

are takenPersuasive: Leader takes decision and seeks to

persuade others that the decision is correct

TYPES OF LEADERSHIP STYLETYPES OF LEADERSHIP STYLE

Democratic: May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas

and experiences within the business Can delay decision making


Laissez-Faire: ‘Let it be’ – the leadership responsibilities

are shared by all Can be very useful in businesses

where creative ideas are important Can be highly motivational,

as people have control over their working life Can make coordination and decision making

time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

CHANGE LEADERSHIP

CHANGE LEADERSHIP

The most challenging aspect of business is leading and managing change

The business environment is subject to fast-paced economic and social change

Modern business must adapt and be flexible to survive

Problems in leading change stem mainly from human resource management

Leaders need to be aware of how change impacts on workers

THEORIES OF LEADERSHIP

TRAIT THEORIES

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honesty and integrityHonesty and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• Job-relevant knowledgeJob-relevant knowledge

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honesty and integrityHonesty and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• Job-relevant knowledgeJob-relevant knowledge

TRAIT THEORIES

LimitationsLimitations::

• No universal traits that predict leadership in all situations.No universal traits that predict leadership in all situations.

• Traits predict behavior better in “weak” than “strong” Traits predict behavior better in “weak” than “strong” situations.situations.

• Unclear evidence of the cause and effect of relationship of Unclear evidence of the cause and effect of relationship of leadership and traits.leadership and traits.

• Better predictor of the appearance of leadership than Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.distinguishing effective and ineffective leaders.

LimitationsLimitations::

• No universal traits that predict leadership in all situations.No universal traits that predict leadership in all situations.

• Traits predict behavior better in “weak” than “strong” Traits predict behavior better in “weak” than “strong” situations.situations.

• Unclear evidence of the cause and effect of relationship of Unclear evidence of the cause and effect of relationship of leadership and traits.leadership and traits.

• Better predictor of the appearance of leadership than Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.distinguishing effective and ineffective leaders.

BEHAVIORAL THEORIES

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

OHIO STATE STUDIES

UNIVERSITY OF MICHIGAN STUDIES

PATH-GOAL THEORY

THE PATH-GOAL THEORY

CONTINGENCY APPROACH - FIEDLER (1967)

Defines L-effectiveness as behaviour that ---> high task performance by group. Depends on

preferred style of leadergroup situation as much as leadercontextual variables

1. Quality of L-member relations

2. Work structure (high to low)

3. Leader position power

Defines L-effectiveness as behaviour that ---> high task performance by group. Depends on

preferred style of leadergroup situation as much as leadercontextual variables

1. Quality of L-member relations

2. Work structure (high to low)

3. Leader position power

Respected leaders have personal power. No need to use position power (authority)

High structure? non- compliance? Easy intervention. Unstructured, hard measure? Cannot easily enforce. Less power

extent of formal authority over rewards and sanctions Power is not just dependent leader-follower relationships.


Trait theories: Is there a set of characteristics

that determine a good leader?Personality?Dominance and personal presence?Charisma?Self confidence?Achievement?Ability to formulate a clear vision?


Trait theories: Are such characteristics

inherently gender biased? Do such characteristics

produce good leaders? Is leadership more than

just bringing about change? Does this imply that leaders are born not bred?


Behavioural: Imply that leaders can be trained – focus on the

way of doing thingsStructure based behavioural theories – focus on the

leader instituting structures – task orientatedRelationship based behavioural theories – focus on

the development and maintenance of relationships – process orientated


Contingency Theories: Leadership as being more flexible – different

leadership styles used at different times depending on the circumstance.

Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts


May depend on: Type of staff History of the business Culture of the business Quality of the relationships Nature of the changes needed Accepted norms within the institution


Transformational:Widespread changes

to a business or organisation Requires:

Long term strategic planningClear objectivesClear visionLeading by example – walk the walkEfficiency of systems and processes


Invitational Leadership:Improving the atmosphere and message sent out by

the organisationFocus on reducing negative messages

sent out through the everyday actions of the business both externally and, crucially, internally

Review internal processes to reduce theseBuild relationships and sense of belonging and

identity with the organisation – that gets communicated to customers, etc.


Transactional Theories: Focus on the management

of the organisation Focus on procedures and efficiency Focus on working to rules

and contracts Managing current issues

and problems

FACTORS AFFECTING STYLE

FACTORS AFFECTING STYLE

Leadership style may be dependent on various factors: Risk - decision making and change initiatives

based on degree of risk involved Type of business – creative business

or supply driven? How important change is –

change for change’s sake? Organisational culture – may be long embedded

and difficult to change Nature of the task – needing cooperation? Direction? Structure?

Leadership

Business

Transcript of Leadership