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Leadership Defined
Leadership is the process of directing the behavior of
others toward the accomplishment of some common
objectives.
According Brian O'Nail, the author of Test Your
Leadership Skills, "leadership is influencing people to
get things done to a standard and quality above their
norm. And doing it willingly."
As an element in social interaction,
leadership is a complex activity involving:
• a process of influence
• actors who are both leaders and followers
• a range of possible outcomes – the achievement of
goals, but also the commitment of individuals to
such goals, the enhancement of group cohesion
and the reinforcement of change of
organizational culture.
Role, Task, Responsibility, and Source of
Power of a Leader
The role of a leader is to create followers who
are also self-leaders.
The task of a leader is to bring about
constructive and necessary change.
 
The responsibility of a leader is to bring
about the change in a way that is responsive to
the true and long-term needs of all
stakeholders.
The greatest source of power available to a
leader is the trust that derives from faithfully
serving followers
 Create an Inspiring Vision & Lead by Example
12 Leadership
Create an inspiring vision, establish shared values, give direction and
Roles
set stretch goals, Create change, lead change, manage
resistance to change
Lead by example; practice what you preach; set an example, and
share risks or hardship
Demonstrate confidence; win respect and trust without courting
popularity
Empower, Inspire, and Energize People
Be enthusiastic; inspire and energize people, create a positive work
environment
Empower people; delegate authority; be open to ideas; have faith in
the creativity of others
Communicate openly and honestly; give clear guidelines; set clear
expectations
Empathize; be willing to discuss and solve problems; listen with
understanding; support and help
Build and Lead a Team
Use team approach; facilitate cooperation; involve everyone; trust
your group; rely on their judgment
Bring out the best in your people; have common touch with them;
coach and provide feedback
Permit group decision; help your team reach better decisions
Monitor progress, but don't micromanage; avoid close supervision; do
 Personal Characteristics of
Leaders
Personal Characteristics Social Characteristics
► Energy ► Sociability, interpersonal skills
► Physical stamina ► Cooperativeness
Intelligence and Ability ► Ability to enlist cooperation
► Intelligence, cognitive ► Tact, diplomacy
ability Work-Related Characteristics
► Knowledge ► Drive, desire to excel
► Judgment, decisiveness ► Responsibility in pursuit of
goals
Personality
► Persistence against obstacles,
► Self-confidence
tenacity
► Honesty and integrity
Social background
► Enthusiasm ► Education
► Desire to lead ► Mobility
► Independence
 Behavior Approaches
Autocratic: a leader who tends to
centralize authority and derive power
from position, control of rewards, and
coercion to influence subordinates

Democratic: a leader who delegates

authority to others, encourages
participation, relies on subordinates’
knowledge for completion of tasks, and
depends on subordinate respect for
influence
 Leadership Continuum
Subordinate-Centered
Boss-Centered
Leadership
Leadership

Useofauthoritybymanager

Areaoffreedomforsubordinates

Managermakes Managerpresents Manager Manager

decisionsand ideasandinvites presents permits

announcesit questions problems, subordinates

getssugg. tofunction

makes withinlimits

Manager changes Manager definedby

Manager“sells”
presentstentative defineslimits, superior
decision
decisionsubject asksgroup

tochange domake

decision
 Ohio State Studies
Consideration: the extent to
which a leader is sensitive to Be
subordinates, respects their ideas Le havi
ad ora
and feelings, and establishes mutual ers l
hip theo
trust rie
so
f

Initiating Structure: the extent to

which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement
 University of Michigan
Studies
Employee-centered: a
leadership behavior that displays a
focus on the human needs of
subordinates

Job-centered: leadership behavior in

which leaders direct activities toward
efficiency, cost cutting, and scheduling,
with an emphasis on goals and work
facilitation
 The Leadership Grid

A two
High 1,9 9,9

CountryClubManagement TeamManagement
dimentional
leadership
theory that
ConcernforPeople

5,5 measures a
leaders
Middle-of-the-Road

Management
concern for
people and
ImpoverishedManagement Authority-Compliance concern for
1,1 Management

9,1
production
Low
Low ConcernforResults High
 Themes of Leader Behavior
Research
People-Oriented Task-Oriented
Ohio State University Consideration Initiating Structure

University of Michigan Employee-Centered Job-Centered

University of Texas Concern for People Concern for Production

 Stages of Development of
Individualized Leadership
1. Vertical DyadLinkage
Leaders’ behaviorsandtraitshavedifferent

impactsacrossfollowers, creatingin-groupsand

out-groups

2. Leader-MemberExchange
Leadershipisindividualizedforeachsubordinate.

Eachdyadinvolvesauniqueexchange

independent of otherdyads.

3. PartnershipBuilding
Leaderscanreachout tocreateapositive

exchangewitheverysubordinate. Doingso

increasesperformance.

4. SystemsandNetworks
Leaderdyadscanbecreatedinall directions

acrosslevelsandboundariestobuildnetworks

that enhanceperformance.
 Leader Behavior Toward In-
Group versus Out-Group
Members
In-group Out-Group
► Discusses objectives; gives
► Gives employee
employee freedom to use
his or her own approach in specific directives for
solving problems and how to accomplish
reaching goals tasks and attain goals
► Listens to employee’s ► Shows little interest in
suggestions and ideas about
employee’s comments
how work is done
► Treats mistakes as learning
and suggestions
opportunities ► Criticizes or punishes
mistakes
 (contd.)
In-Group
► Gives employee interesting
assignments; may allow
employee to choose
assignment
► Sometimes defers to
subordinate’s opinion
► Praises accomplishments
Out-Group
► Assigns primarily
routine jobs and
monitors employee
closely
► Usually imposes
own views
► Focuses on areas of
poor performance
Leader-Member Exchange (LMX)

Anindividualizedleadershipmodel that

exploreshowleader-memberrelationships

developovertimeandhowthequalityof

exchangerelationshipsimpactsoutcomes
 Summary
*Leadership – as an influence relationship among leaders and
followers who intend “Real Change” and outcomes that reflect
their shared purpose. You can lead a horse to water but you can
not make the horse drink

*They take personal responsibility to make things

happen
In organization leaders can successfully lead only
when they have effective followers
*Concepts of Leadership have evolved overtime

The biggest challenge facing leaders

*
today is the changing world that wants a
new Paradigm of leadership!
*New reality involves the shift from stability to
change and crisis management from control to
empowerment and from competition to
collaboration, from uniformity to diversity.