Report Power and Leadership
Transcript of Report Power and Leadership
UNIVERSITI SAINS MALAYSIA
SCHOOL OF SOCIAL SCIENCES
MASTER OF PUBLIC ADMINISTRATION
SPA 503 ORGANIZATIONAL MANAGEMENT
DR. RADZAK ABAQ SAM
POWER AND LEADERSHIP IN ORGANIZATIONS
By:
NOOR RIZAWATI BINTI NASIR (SSM0090/10)
HASNIZA BINTI MOHD HADZIR (SSM0041/10)
FARAH FIRDAUS BINTI MOHD SHARIFF (SSM0032/10)
MUHAMAD IZZWANDY BIN MAMAT (P-SM0081/09)
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NOOR RIZAWATI BINTI NASIR (SSM0090/10)
POWER
What is power?
Power is the engine that drives the ability to influence the people we manage. It is
considered as one of the most important part of leadership or management. In order to influence
the people we manage, one must possess power. Basically, power is the ability of one person (the
agent) influencing the behaviour and/or attitudes of others (the target). Thus, power is not limited
to leaders and managers only. It can be anyone that possesses the ability to influence people
around him or her. This ability of influencing people is referred as “power”.
Different scholars defined “power” differently whereby Kreitner, R (1992) defined power
is “the ability to marshal the human, informational and material resources to get something
done”. Power affects organizational members in the following three areas; decisions, behavior
and situations. Behaviorally, Olmstead (2000) defined power as the existence of an influence
pattern in the relationships between persons. In more practical way of defining Power is that
power is the capacity that A has to influence the behavior of B so that B acts in accordance with
A’s wishes.
According to Olmstead (2000) there are five sources or bases of a leader’s power come
from distinctly different sources. Below are the five sources of power;
1. Reward Power
Reward power can be defined as the belief of subordinates that they will be rewarded,
either immediately or eventually, for complying with attempts to influence them.
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- This type of power or influence is created when a leader able to offer the subordinates
any form of rewards due to commitment of completing the given tasks. Rewards can be
of anything even from the smallest things to the most valuable things.
- But it does not mean that reward can be effective most of the time, thus it is important to
carefully used this type of power so that it will not become a custom whereas without a
reward the employees will become refuse to complete their task.
- Reward can only be effective if the reward appeals to the employees. Particularly, there is
no point offering ice cream as a reward to somebody who likes chocolates. This is
because they will not view ice cream as a reward, so there is no incentive to complete the
task. Subsequently, the employees have to believe that the leader will give them (or
arrange for them to receive) the reward promised once the task is completed by them.
Lastly, the reward should be proportionate to the task the employee has to complete. For
example it would be disproportionate to reward an employee with a promotion for
making a cup of tea. Similarly an employee would feel underrated, if rewarded with a
RM 5 gift voucher after they spent a year of doing their managers job without an
increment.
- Generally, reward should not be imposed regularly, whereas the employees should
always realize that their duties are to complete the task and it is the normal part of their
role. All employees have their own responsibility to obey the contractual obligation to
complete the task given and reward is already given to them in the form of salary for
every month. By giving award regularly also will eventually reduce the impact of a
reward initially had on the employees. The employees may soon become enervate of the
reward.
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2. Coercive Power
Coercive power is the belief that non-compliance with influence attempts will result in
punishment.
- This type of power is the opposite of reward power, in which it based on the leader
having control over what happens if the employees do not act as required and do not
complete their task as expected by the leader. A penalty will be imposed to those who do
not obey the direction given in advance.
- Penalty can be in any form especially forms of threat such as the threat of preventing
promotion or transfer of a subordinate for poor performance, the threat of non-payment,
the threat of physical injury etc.
- This type of power also requires the employees to believe that a leader has the ability and
the authority to impose stated penalty. The penalty should also be something that the
employees do not want it to be imposed to them.
- Regardless of implementing penalty to the non-obedient employees, a leader need to
choose carefully forms of penalty to be imposed so that it will not break the existing rules
of law or being the subject of employment tribunal.
- The penalty also should be proportionate to the action not completed by the follower just
as in the reward power. For instance, it would be disproportionate to fire an employee
because she or he reached office a bit late than it supposed to. That particular employee
might have her or his own reason for coming a bit late than usual. By giving penalty to
the employee for the slightest mistake that accidently done, can be the de-motivating
impact to the employees.
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- A leader who do not used this type of power carefully, will result to discontented
employees, thus the employees can be negative and will reduce the motivation level and
might ask for resignation. The employees may also adopt the culture of “work to rule”
where they refuse to do other task which are not stated in their contract.
2. Expert Power
Expert power is a type of power referring to an individual is judged to possess needed
knowledge, information, or skills.
- In this type of power the employees believe that the leader has the expert
knowledge and skills that are relevant to the organization they are in and
to the task the employees need to complete. Often an experienced member of the
team or staff in an organization can have expert power even though they are not a
supervisor or manager.
- A leader must only use power when he has the genuine expertise in a subject and have
access to resources within his control. Meanwhile, leader must not use this type of power
when he is unsure of the competence he has in a subject. Otherwise, a leader will not be
able to influence the employees and the task given might not become successfully
completed and most importantly the leader would not be much respected.
- One example of expert power is an expert accountant influence how junior
accountants go about their tasks.
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3. Referent Power
Referent power is held by a person whom others like or respect or with whom they
identify.
- This type of power is created when the employees believe that the leader possess
qualities that they admire and would like to possess. The employees identify with their
leader and attempt to copy their leader.
- As referent power is dependant on how the employee views the personality of their
leader, a leader will not have referent power over every employee they lead. Some
leaders will have referent power over just a few, such as Tun Dr Mahathir Mohamad has
lead millions through his personality and charisma.
- Personal attraction is an elusive thing to define, let alone consciously cultivate. Charisma
is a term often used in conjunction with referent power.
4. Legitimate Power
Legitimate power is the belief of subordinates that a leader has a legitimate right to
influence them, either because of rank or position in the organization.
- This type of power also known as positional power. In this type of power, the leader has a
right to instruct the employees and that they have obligation to follow instructions.
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- Sometimes legitimacy power is created by the leader’s job title such as captain, inspector,
and doctor. Combined with the employee’s belief that the job title gives the leader the
right to give them orders. Parents, teachers, religious, leaders and managers who demand
obedience by virtue of their superior social position are attempting to exercise legitimate
power.
- One might reasonably conclude that legitimate power has been eroded by its frequent
abuse (or overuse) through the years.
Summary
Powers is created by the employees belief, if the employee does not hold the requisite belief
than then the leader is not able to influence them.
Reward power needs employee to believe leader will reward them.
Coercive power needs employee to believe leader will punish them.
Legitimate power needs employee to believe leader has right to instruct them.
Referent power need employee to believe leader has desirable qualities.
Expert power need employee to believe leader is an expert.
Whether the employee’s beliefs are correct is irrelevant, the beliefs alone will determine
the type of power, a leader has over the employee. Each of the leadership powers can be used by
themselves or combined so that the leader has maximum influence. The leader will therefore
need to think carefully about which power to use. The use of one power could lead to a decrease
in another.
Reference
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Kreitner, R. (1992) Management 5th Edition. United States. Houghton Mifflin Company.
A. Olmstead, J. Building World Class Organizations: Executive Leadership. Cashman Dudley.
HASNIZA BINTI MOHD HADZIR (SSM0041/10)
KEY ELEMENT IN LEADERSHIP AND STYLE OF LEADERSHIP
According to Lussier and Achua (2004), there are five elements in defining leadership which are
are:
1. Leaders-Followers
Leadership doesn’t happen without the followers. Leadership is an influencing process
between leaders and followers, not just a leader influencing followers. In other word, it is a
process that leader and followers engage in together. Knowing how to lead and developing
leadership skills will make people become a better leaders and followers. Good followers
also perform leadership roles when needed. In today’s organizations, there could be more
that one leader due to hierarchical structures exist in the organization. So in this situation, it
is not possible when followers become leaders and leaders become followers depending on
the situation.
2. Influence
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Leadership is about influence not control. Influencing is the process of a leader
communicating ideas, gaining acceptance of them, and motivating followers to support and
implement the ideas through change. Influence is the essence of leadership. In organization
context, effective leader must be able to convince the workers or employees to adopt new
ideas. . It can be shown by example or by advocating a new direction. Power of influence can
bring the commitment and enthusiasm of followers who are willing to be influenced.
Influencing includes power, politics and negotiating.
3. Organizational Objectives
Effective leaders influence followers to think not only their own interest but the interest of
the organization. Leadership occurs when followers are influenced to do what is ethical and
beneficial for the organization and themselves. Members of the organization need to work
together toward an outcome that leader and followers both want. So leader need to provide
direction, set challenging objectives and lead the charge ahead to achieve the target.
4. Change
Influencing and setting objectives is about change. Organizations need to continually change,
in adapting to the rapidly changing global environment. Leadership involves influencing
followers to bring change toward desired future for the organization. Effective leader must be
open to change and willing to take risk and try new things.
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5. People
Leadership is about leading people. The leaders have to understand and know how to manage
and lead them carefully and justly, or the followers will not listen, trust, and respect. So to be
effective in leadership, leaders should be able to get along with people.
Leaders carry out their roles in a wide variety of styles. Leadership style is influenced by the
individual’s beliefs, values, and assumptions as well as the organizational culture and the
situation. Three different styles of leadership were identified by Kurt Lewin, renowned social
scientist, in 1939 are authoritarian, democratic, and laissez-faire.
1. Authoritarian
It is identified with a strong domineering leader where power and control are centralized
(Lawton and Rose, 1994). This style is used when leaders tell their employees what they
want done and how they want it accomplished, without getting the advice of their
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followers This style is appropriate to be used when there is a task to be completed and
deadlines to be met.
2. Democratic
The democratic leader encourage participative in decision, works with employees to
determine what to do and does not closely supervise employees (Lussier and Achua,
2004). However, the leader maintains the final decision making authority. This style is
appropriate when a decision requires a consensus decision. However, this process can be
time-consuming and quite difficult to manage when there are lots of different
perspectives and ideas need to be considered.
3. Laissez-faire
This French phrase means "leave it be” which refers to the absence of direct leadership. The
leader may believe that the important role for them to play is to coordinate (Lawton and
Rose,1994). A laissez-faire leadership style works best when group members are highly
skilled and motivated. This hands-off approach can allow these capable members to be
productive and effective.
Different situation may require different styles of leadership and a good leader may be one
who uses a combination of different styles (Lawton and Rose, 1994).For example, telling
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your employees that a procedure is not working correctly and a new one must be established
(authoritarian). Asking for their ideas and input on creating a new procedure (democratic).
Delegating tasks in order to implement the new procedure (Laissez-faire)
Reference:
1. Kreitner, R. (1992) Management 5th Edition. United States. Houghton Mifflin Company.
2. McCrimmon, M. (2010) Leadership as Influence. www.lead2xl.com.
3. Lawton, A and Rose, A.G. (1994) Organisation and Management in The Public Sector,
2nd Edition. London. Pitman Publishing.
4. Lussier, R.N. and Achua. C.F. (2004) Leadership: Theory, Application, Skill
Development, 2nd Edition. United States of America. Thomson South-Western.
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FARAH FIRDAUS BINTI MOHD SHARIFF (SSM0032/10)
THE EVOLUTION OF LEADERSHIP THEORIES
Theories of Leadership
The traits theory was proposed as early as the 19th century and continued until the 20th
century, first focusing on the idea that leaders were born and later focusing on identifying
acquired traits of leaders.
There are many traits studies being conducted such as by Stogdill (1974), Bass (1990)
and Northouse (1997). They identified various traits related to leaders. Later traits studies also
dispel ideas that leaders are born. Earlier researchers believed that there were certain unique
characteristics in people that made them leaders. According to them, a person must possess
certain unique personality traits that are essential for effective leadership. One of the trait
theories is the “Great Person” theory which emphasized that leaders might not be born with the
desired leadership traits but can be acquired by learning and experience. Researchers also tried to
study the relationship between physical traits and leadership, but were unsuccessful to establish a
valid relationship.1
1 Great Man Theory, http://en.wikipedia.org
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The behavior theory focuses on identifying styles of leadership conducted by groups of
researchers from universities of Iowa, Ohio and Michigan. The Iowa studies identified three
leadership styles that exist on a continuum, from the autocratic to democratic and finally laissez
faire styles. On the other hand, the Ohio and Michigan studies identified two major leadership
styles; task-oriented and people-oriented styles.
In 1945 researchers from various fields conducted studies on leadership at Ohio State
university. The research was based on a questionnaire called ‘Leader Behavior Description
Questionnaire’. They narrowed down to two independent dimensions along which an
individual’s leadership behavior could be studied.
1) Initiating Structure – Individual’s ability to define his own task as well as the subordinates
tasks and also accomplish them in time. People who score high in this dimension put pressure on
subordinates to meet deadlines and maintain certain level of performance.
2) Consideration This refers to the extent to which a leader cares for his subordinate, respects
their ideas and feelings and establishes work relations which are characterized by mutual trust
and respect.
The studies revealed that the people who scored high on both the dimensions were able to
achieve higher performance as well as job satisfaction.2
A research was conducted at the Survey Research Centre at the University of Michigan.
The research was conducted on twelve pairs of sections; each section consisted on one high
2 Doyle,Michelle.E. (2001).Classical Leadership. www.infed.org
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producing section and one low producing section. During the study, researchers also interviewed
24 supervisors and 400 workers. And following was observed:
i) Employee-oriented dimension
ii) Production-oriented dimension
Researchers concluded that leaders with an inclination towards employee-oriented dimension
resulted in higher job satisfaction and greater productivity.3
Other researchers such as Blake and Mouton (1961) expanded the findings of the Ohio
and Michigan studies and develop the Leadership Grid which described five styles of leadership
- impoverished leadership, authority-compliant leadership, middle of the road leadership, country
club leadership and team leadership. The five managerial grid styles are based on how two
fundamental concerns (concern for people and concern for results) are manifested at varying
levels whenever people interact. The concept distinguishes five different leadership styles, based
on the concern for people and the concern for production:
1. Impoverished style (Low Production / Low People) (1:1)
Description: A delegate-and-disappear management style. A basically lazy approach.
Characteristics: The manager shows a low concern for both people and production. He (or she)
avoids getting into trouble. His main concern is not to be held responsible for any mistakes.
Results in: Disorganization, dissatisfaction and disharmony due to lack of effective leadership.
2. Country Club style (Low Production / High People) (1:9)
3 ibid
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Description: One-sided, thoughtful attention to the needs of employees.
Characteristics: The relationship-oriented manager has a high concern for people, but a low
concern for production. He pays much attention to the security and comfort of the employees. He
hopes that this will increase performance. He is almost incapable of employing the more
punitive, coercive and legitimate powers. This inability results from fear that using such powers
could jeopardize relationships with the other team members.
Results in: A usually friendly atmosphere, but not necessarily very productive.
3. Produce or Perish style or Authoritarian style (High Production / Low People)(9:1)
Description: Authoritarian or compliance leader.
Characteristics: The task-oriented manager is autocratic, has a high concern for production, and a
low concern for people. He finds employee needs unimportant and simply a means to an end. He
provides his employees with money and expects performance back. There is little or no
allowance for cooperation or collaboration. He pressures his employees through rules and
punishments to achieve the company goals. Heavily task-oriented people are very strong on
schedules. They are intolerant of what they see as dissent (it may just be someone's creativity).
Results in: Whilst high output is achievable in the short term, much will be lost through an
inevitable high labour turnover.
4. Middle-of-the-road style (Medium Production / Medium People). (5:5)
Description: The manager tries to balance between the competing goals of the company and the
needs of the workers.
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Characteristics: The manager gives some concern to both people and production, hoping to
achieve acceptable performance. He believes this is the most anyone can do.
Results in: Compromises in which neither the production nor the people needs are fully met.
5. Team Management style (High Production / High People). (9:9)
Description: The ultimate. The manager pays high concern to both people and production.
Motivation is high.
Characteristics: The manager encourages teamwork and commitment among employees. This
style emphasizes making employees feel part of the company-family, and involving them in
understanding organizational purpose and determining production needs.
Results in: Team environment based on trust and respect, which leads to high satisfaction and
motivation and, as a result, high production.4
The situational theories such as proposed by Fielder (1967), House (1971) and Hersey
and Blanchard (1969, 1977, 1988) emphasized matching leadership styles and situations.
In this model, Fielder identified two styles of leadership, the task-motivated and
relationship-motivated styles that should be matched to situational control. The Fiedler
contingency model is a leadership theory of industrial and organizational psychology developed
by Fred Fiedler. Fiedler (1967), differentiated situation from contingency. He emphasised the
fact that differing roles, traits and behaviours of leaders did not just require a specific
understanding of interactions with subordinate, it also required favourable conditions. Fiedler's
4 Ibid.
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model assumes that group performance depends on: Leadership style, described in terms of task
motivation and relationship motivation. Situational favourableness, determined by three factors:
1. Leader-member relations - Degree to which a leader is accepted and supported by the group
members.
2. Task structure - Extent to which the task is structured and defined, with clear goals and
procedures.
3. Position power or the leader’s position - The ability of a leader to control subordinates through
reward and punishment.
High levels of these three factors give the most favourable situation, low levels, the least
favourable. Relationship-motivated leaders are most effective in moderately favourable
situations. Task-motivated leaders are most effective at either end of the scale.
Fiedler suggests that it may be easier for leaders to change their situation to achieve
effectiveness, rather than change their leadership style.5
On the other hand, Hersey and Blanchard proposed the Leadership Situational Model that
identified four leadership styles that should be suited to the subordinates’ developmental levels.
The situational leadership model focuses on the fit of leadership style and followers
maturity. In contrast to Fiedler’s contingency leadership model and its underlying assumption
that leadership style is hard to change, the Hersey-Blanchard situational leadership model
suggests that successful leaders do adjust their styles. The situational leadership model views
5 Nantel, Richard. (2009). Four Theories of Leadership. http://Brandon-Hall.com
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leaders as varying their emphasis on task and relationship behaviors to best deal with different
levels of follower maturity.
i) Telling Style — giving specific task directions and closely supervising work; this is a high-
task, low-relationship style.
ii) Selling Style —explaining task directions in a supportive and persuasive way; this is a high-
task, high-relationship style.
iii) Participating Style —emphasizing shared ideas and participative decisions on task directions;
this is a low-task, high-relationship style.
iv) Delegating Style —allowing the group to take responsibility for task decisions; this is a low-
task, low-relationship style.6
Finally the integrative theory includes Burns’ (1978) transactional and transformational
leadership and Greenleaf’s servant leadership that emphasized empowering followers.
According to Burns most leaders are transactional in nature. Gives rewards in exchange
for performance, manages by looking for deviations from rules, intervenes only if standards
aren’t met and abdicates responsibilities, monitor people to see that they do the expected and
according to plan in order to maintain the status quo.7
However, transformational leadership involves motivating and inspiring in ways beyond
exchanges and rewards. In order for transformational leaders to have the greatest impact on
6 Ibid.7 Transactional Leadership, www.changingminds.org
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followers, they must motivate the followers to action by appealing to shared values and by
satisfying their aspirations and expectations.
Transformational leaders are capable of charting new courses for their organization, are
visionaries who challenge people to do exceptional things, above and beyond the plan and serves
to change the status quo. 8
Reference:
Behavioral Leadership, www.Money-Zine.com
Contingency Leadership Theory, www.envisionsoftware.com
Doyle,Michelle.E. (2001).Classical Leadership. www.infed.org
Great Man Theory, http://en.wikipedia.org
Nantel, Richard. (2009). Four Theories of Leadership. http://Brandon-Hall.com
Overview of Common Leadership Theories, www.leopard-learning.com
Transformational Leadership, http://changingminds.org
Transactional Leadership, www.changingminds.org
8 Transformational Leadership, http://changingminds.org
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MUHAMAD IZZWANDY BIN MAMAT (PSM0081/09)
THE CHARACTERISTIC OF GOOD LEADERS
A leader is described as a person who takes charge and leads the team. However, some on
can considered as a leader if can empower the subordinates and rely on their own ability to make
decisions for the team. Every leader must have some essential qualities which become a good
role model for the followers. This movement will be keenly watched by others. Therefore, a
leader must be careful in doing things. Leaders are not born but leaders are made through hard
work.
Hence, hard work and intelligence are the important leadership characteristics. A leader
must make decisions after analyzing each and every aspect of the situation and must be able to
use common sense in accomplishing complex tasks.
A good leader must be able to motivate team members to achieve success. The leader
must create task excitement and confidence in accomplishing a task. The leader must be easily
approachable, friendly but not too easy-going.
A great leader is the one who is a master in the art of communication and must be ready
to listen to his or her team members. A two-way communication is therefore essential in
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leadership. Besides, another trait of wonderful leadership is the capacity to use the full potentials
of the members. The leader must give opportunities to the team members to prove their skills.
A good leader must be confident enough to allow their members to show and use their
potentials to the fullest. The trademark of a good leader is one who is able to rise up more good
leaders. A great leader is one who guides a team and not rules the team. Providing a trusting and
open environment to the team members is one of the crucial leadership characteristics.
An excellent leader will have a strong sense of vision. Be forward-looking. Set goals and
have a vision of the future. The vision must be owned throughout the organization. The first is to
motivate each member of the staff towards the same vision and later, an appraisal. Effective
leaders envision what they want and how to get it. They must be goal-oriented and must be able
to strive hard to achieve the goals.
Besides, the quality of an excellent leader is courage. An outstanding leader is one who
has courage to face challenges. Risk taking is a crucial characteristic of a leader and must be able
to make changes and to accept changes. One cannot hide in the closet and expect others to listen
to him. A leader cannot afford to be weak or allow others to be weak.
A good leader should show confidence in all that he does. By showing endurance in
mental, physical, and spiritual stamina will inspire others to reach for new heights. As well as
take charge when necessary. Inspiration is not about the 'feel-good' words that you throw here
and there at the team members.
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A leader needs to inspire others to move forward and take on difficulties as if they are
just stepping stones, not stumbling blocks. An effective leader must be an optimist. A great
leader always views an obstacle as a way to a new direction.
A good leader must be proactive too. This is a very familiar term. A leader must take
charge and be in control of his environment, rather than letting it control him. Be proactive not
reactive.
In conclusion, many people claim that effective leaders are born naturally. However, the
characteristics of good leadership can be developed through constant practice. Constant practice
leads to continuous improvement. The quest for continuous improvement is one secret of a good
leader.
The characteristic of good leaders
Good leaders understand what is happening. They size up the situation, put themselves in
the right position to respond, prepare and then act at the proper time.
Good leaders encourage. They give credit when things go well and take responsibility
when they don't go well.
Good leaders keep learning. A cross-discipline study of leadership indicated that effective
leaders in all fields are always learning. They constantly improve their skills. The best
leaders are perpetual learners.
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Good leaders, however, will often go where there is no path and leave a trail. They are
sure of their direction and they act boldly.
Good leaders know that authority is more earned than granted.
Good leaders identify the gifts, strengths and limitations of those they lead. They assign,
train, encourage and then get out of the way.
Good leaders, on the other hand, help their subordinates find success. They give a hand
up. They realize that when one is lifted to another's shoulders, both stand taller.
Good leaders always lead by example.
Good leaders know that motivation by force destroys morale. They understand that
people respond best to positive incentive. They know that people who believe in
themselves will do more work and better work.
Good leaders listen and learn. Good motivators know this. Good leaders know this.
The characteristic of bad leaders
Weak leaders are blind to the current situation. They solve the wrong problems in the
wrong way.
Weak leaders discourage others. They find fault and blame. They criticize when things
don't go right.
Weak leaders they know that a spurt here and a spurt there does not make one an expert.
Weak leaders know it all. They already have the own answers.
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Weak leaders never rock the boat. They won't make courageous decisions for fear of
failing. They prefer to keep things as they are, even if the system is not working all that
well. Weak leaders will almost always follow the well-worn path.
Weak Leaders keep others in their place. They remind them who is boss.
Weak Leaders do all of the work themselves. They delegate poorly. They micro-manage
and control.
Weak Leaders sabotage the successes of others. When those below them succeed, they
feel threatened.
Weak Leaders ask others do what they are not willing to do themselves, and try to get
others to go places they have not been.
Weak Leaders motivate by force. They cajole, intimidate, threaten and issue ultimatums.
Weak Leaders do not listen to those they lead. Their minds are already made up and they
charge recklessly ahead.
CHALLENGES OF LEADERSHIP
Dealing with Unfamiliar Responsibilities
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The primary challenges leadership development face includes new leaders equipping
themselves with the necessary leadership skills and handling unfamiliar responsibilities.
Leadership also entails additional responsibilities such as coordinating the team effort, carrying
along non-performers, speaking for the team, motivating team members, and other unfamiliar
tasks.
Handling Accountability
Leadership is an expansion of the traditional functional role in terms of scope, scale, time
pressure, and accountability. Leadership provides power, and with great power comes great
responsibility. The challenges of leadership come from how the leader handles this
responsibility. The leader is responsible for making decisions based on overall organizational
interests. The leader is also responsible for the performance of the team, has to issue instructions,
and need to own up for the mistakes or incompetence of the subordinates. Developing maturity
to show competence in dealing with such expanded roles is the true sign of successful growth as
a leader.
Managing Change
Leadership and managing change remain inseparable. A primary function of the leader is
to herald and manage change. The change process includes thinking out of the box for innovative
solutions, operating in ambiguous solutions, making tough on the spot decisions, demonstrating
perseverance in the face of adversity, working on an ad-hoc basis until the new systems are
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established, and the like. Leaders need to be ready to innovate and try new things to pass the
challenge of managing change.
Dealing with Diversity
Managing Diversity is an important leadership development challenges. A diverse
workforce is inevitable in an increasingly globalized economy, and this raise the challenge of
interacting with people of other cultures, gender, background and the like for the leader. The
successful leader inculcates diversity awareness and sensitivity to different cultures and people.
People from different cultures have different outlooks, orientations, and expectations, and the
onus is on the leader to reconcile these disparities and persuade people of different backgrounds
to work together to facilitate organizational interests
LEADERSHIP VS MANAGEMENT
What is the difference between management and leadership? It is a question that has been
asked more than once and also answered in different ways. The biggest difference between
managers and leaders is the way they motivate the people who work or follow them, and this sets
the tone for most other aspects of what they do. Many people, by the way, are both. They have
management jobs, but they realize that you cannot buy hearts, especially to follow them down a
difficult path and so act as leaders too.
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MANAGERS
Have subordinates
By definition, managers have subordinates - unless their title is honorary and given as a
mark of seniority, in which case the title is a misnomer and their power over others is other than
formal authority.
Authoritarian, transactional style
Managers have a position of authority vested in them by the company, and their
subordinates work for them and largely do as they are told. Management style is transactional, in
that the manager tells the subordinate what to do, and the subordinate does this not because they
are a blind robot, but because they have been promised a reward (at minimum their salary) for
doing so.
Work focus
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their subordinates.
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Seek comfort
An interesting research finding about managers is that they tend to come from stable
home backgrounds and led relatively normal and comfortable lives. This leads them to be
relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they
generally like to run a 'happy ship'
.
LEADERS
Have followers
Leaders do not have subordinates - at least not when they are leading. Many
organizational leaders do have subordinates, but only because they are also managers. But when
they want to lead, they have to give up formal authoritarian control, because to lead is to have
followers, and following is always a voluntary activity.
Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You have to appeal to
them, showing how following them will lead to their hearts' desire. They must want to follow
you enough to stop what they are doing and perhaps walk into danger and situations that they
would not normally consider risking. Leaders with a stronger charisma find it easier to attract
people to their cause. As a part of their persuasion they typically promise transformational
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benefits, such that their followers will not just receive extrinsic rewards but will somehow
become better people.
People focus
Although many leaders have a charismatic style to some extent, this does not require a
loud personality. They are always good with people, and a quiet style that give credit to others
and takes blame on themselves) are very effective at creating the loyalty that great leaders
engender. Although leaders are good with people, this does not mean they are friendly with
them. In order to keep the mystique of leadership, they often retain a degree of separation and
aloofness. This does not mean that leaders do not pay attention to tasks - in fact they are often
very achievement-focused. What they do realize, however, is the importance of enthusing others
to work towards their vision.
Seek risk
In the same study that showed managers as risk-averse, leaders appeared as risk seeking,
although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to
encounter problems and hurdles that must be overcome along the way. They are thus
comfortable with risk and will see routes that others avoid as potential opportunities for
advantage and will happily break rules in order to get things done. A surprising number of these
leaders had some form of handicap in their lives which they had to overcome. Some had
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traumatic childhoods, some had problems such as dyslexia, others were shorter than average.
This perhaps taught them the independence of mind that is needed to go out on a limb and not
worry about what others are thinking about you.
The Summary of differences between management and leadership
This table summarizes the above and gives a sense of the differences between being a
leader and being a manager. This is, of course, an illustrative characterization, and there is a
whole spectrum between either ends of these scales along which each role can range. And many
people lead and manage at the same time, and so may display a combination of behaviors.
Leadership and management are terms that are often used interchangeably in the business
world to depict someone who manages a team of people. In reality leadership vs. management
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have very different meanings. To be a great manager you must understand what it takes to also
be a great leader. Leadership vs. Management: Characteristics of a Manager Let's begin by
breaking down some key characteristics of a manager. This role in a typical company or
organization will reflect a person whose primary focus is on managing a team of people and their
activities. The role can differ by scope, types of roles, and can sometimes even be focused on
efforts outside of true people management, for example project and process managers.
One of the key characteristics of a manager is very basic in the sense that they are
someone who was given their authority by the nature of their role. They ensure work gets done;
focus on day to day tasks, and manage the activities of others. Manager’s focus on tactical
activities and often times has a more directive and controlling approach. Being tactical is not
altogether a negative approach as this is a skill set that is greatly needed in business especially in
the fast paced environments most of us work and live in. Being able to organize people to
accomplish tasks can be a great asset. In many organizations, managers are often times the
previous high performers at the employee level. Does this mean they are ready for the challenge
of people management? In many cases, the answer is no. To demonstrate solid characteristics of
a manager, these previous high performers must be trained. While all types of people can
manage, we will now examine what makes a manager a solid leader.
Leader
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Now if we look at the characteristics of a leader. When you hear the term, leader, a
number of images may pop into your head. One phrase that may come to mind is "he or she is a
born leader". This phrase does depict a great deal about the difference in managers and leaders as
there are a great many distinctions. To demonstrate characteristics of a leader you must be more
strategically focused and rather than directing employees through tasks, they inspire and
motivate employees to drive themselves. Leaders are adapting in the art of Emotional
Intelligence and apply it in a way that attains the best work out of their people.
While a manager receives their authority based on their role, a leader's authority is innate
in their approach. Good leadership skills are difficult to learn because they are far more
behavioral in nature than those skills needed for management. Think of how different it is to
teach someone to manage a particular task with a handbook on how to perform it versus trying to
teach someone to effectively negotiate a sale.
Leaders are also very focused on change. Recognizing that continual improvement can be
achieved in their people and their activities can be a great step towards continued success. Being
able to lead their teams through change, rather than manage them through it has infinite rewards.
A commonly coined phrase tells us that leadership is doing the right thing and
management is doing things right. This illustrates how the two skill sets need to work together.
In order to be fully rounded, you must have the ability to manage the day to day tasks and deliver
results, while seeing the opportunity for change and the big picture. Demonstrating good
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leadership skills without the management skills to support it will leave you with an inability to
operationalize your visions. Likewise, being a good manager without good leadership skills will
cause continual challenges in motivating your team and producing the results you are trying to
manage to. Being able to blend these two styles is truly a unique skill set. Keep in mind there are
an abundance of managers in the world but very few truly embody the characteristics of a leader
REFERENCES
Harold Koontz and Heinz Weihrich. (1990). Essentials of Management, McGraw-Hill Inc.,
San Fransisco.
John R. Schermerhorn (2005). Management. John Wiley & Sons, Inc., New York.
Robert Kreitner. (2004). Management, Houghton Mifflin Company, New York.
Richard L. Daft and Dorothy Marcic. (2001). Understanding Management, Harcourt College
Publishers, Orlando.
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