LEADERSHIP

• .
 “An army of a thousand is easy to
find,but,ah…how difficult to find
a general”—Chinese proverb

“Leadership is not magnetic

personality, that can just as well be a
glib tongue. It is not' making friends
and influencing people' that is flattery.
Leadership is lifting a person’s
performance to a higher standard, the
building of a personality beyond its
normal limitations’’----Peter F. Drucker
 Leadership

”The ability of an individual to influence,

motivate, and enable others to contribute
towards the effectiveness and success of the
organizations of which they are members’’
(House, 2004)
 Leadership

• The process of influencing people

while operating to meet organizational
requirements and improving the
organization through change.
 Types of Leadership styles
– Autocratic:
• Leader makes decisions without reference to
anyone else
• High degree of dependency on the leader
• Can create de-motivation and alienation of staff
• May be valuable in some types of business
where decisions need to be made quickly and
decisively
 
Autocrat

                                                       
 Types of Leadership Style
• Democratic:
• Encourages decision making
from different perspectives –
leadership may be emphasised
throughout the organisation
– Consultative: process of consultation
before decisions are taken
– Persuasive: Leader takes decision and
seeks to persuade others that the decision
is correct
Democrat
• 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
 Types of Leadership
• 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
  Laisseze-faire Leader                
The key to successful leadership today is
influence, not authority---Ken Blanchard

‘’Before you are a leader, success is all

about growing yourself. When you
become a leader, success is all about
growing others’’-------Jack Welch

‘’The price of greatness is

responsibility’’---------Winston Churchill
 Types of Leadership
Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but
may consult
• Believes in the need to support staff
 
Paternalistic Leader

•                                                       
.
 Types of Leadership

Charismatic leader
• Identification by Followers
• Create a Vision
• Tries to Establish Culture
• Confident and Energetic Leadership
• Effective Impression Management
 Charismatic Leader
• A Persuasive Vision
• Unconventional Action
• Self-Sacrifice
• Self-Confidence
• Empowerment
• Leading by Example
Charismatic Leader Behaviours

1.      Innovative visioning

2.      Unconventional Behavior
3.      Impression Management
4.      Self-sacrifice and Personal Risk
5.      Role model exemplary behavior
6.      Show confidence in followers
7.      Enhance team identity
8.      Share power for key decisions
9.      scan and analyze environment
 Theories of Leadership
• 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?
 Theories of Leadership

• 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?
 Problems in Trait Theories of
Leadership

• Overlook needs of followers

• Fail to clarify trait's relative
importance
• Don't separate cause from
effect
• Ignore situational factors
 Theories of Leadership

• Behavioural:
• Imply that leaders can be trained –
focus on the way of doing things
– Structure based behavioural theories –
focus on the leader instituting structures –
task orientated
– Relationship based behavioural theories –
focus on the development and
maintenance of relationships – process
orientated
 Theories of Leadership

• 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
 Theories of Leadership

• 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
 Theories of Leadership

• Transformational:
– Widespread changes
to a business or organisation
• Requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes
 Transformational Leader
.
 Kouzes-Posner Leadership
Model (Transformational
Leadership)
• Challenging the Process
• Inspiring a Shared Vision
• Enabling Others to Act
• Modeling the Way
• Encouraging the Heart
 “If you want to build a ship,
don’t drum up the men to go
to the forest to gather wood,
saw it, and nail the planks
together.
Instead, teach them the desire
for the sea.”
--unknown
 GUIDELINES FOR BECOMING A TRANSFORMATIONAL LEADER

Suggestion Explanation
Develop a vision that is both clear A clear vision will guide followers toward
and highly appealing to followers achieving organizational goals and make
them feel good about doing so.

Articulate a strategy for bringing don’t present an elaborate plan; rather,

that vision to life. state the best path towards achieving the
mission.

State your vision clearly and promote Visions must not only be clear, but made
it to others. compelling, such as by using anecdotes.

Show confidence and optimism about If a leader lacks confidence about success,
your vision followers will not try very hard to achieve
that vision.

Express confidence in followers’ capacity Followers must believe that they are capable
to carry out the strategy. of implementing a leader’s vision. Leaders
should build followers’ self-confidence
 GUIDELINES FOR BECOMING A TRANSFORMATIONAL LEADER
Suggestion
Build confidence by recognizing small
accomplishments toward the goal.
Celebrate successes and
accomplishments
Take dramatic action to symbolize key
organizational values.
Set an example; actions speak louder
than words.
Explanation
if a group experiences early success, it will
be motivated to continue working hard.
Formal or informal ceremonies are useful
for celebrating success, thereby building
optimism and commitment.
Visions are reinforced by things leaders do
to symbolize them. for example, one leader
demonstrated concern for quality by
destroying work that was not up to
standards
Leaders serve as role models, if they want
followers to make sacrifices, for example,
they should do so themselves.
 “Managers think about today. Leaders
think about tomorrow”—Dan McCreary

“A new leader has to be able to change

an organisation that is dreamless,
soulless and visionless….someone’s
got to make a wake up call’’
---Warren Bennis
 Theories of Leadership

• Invitational Leadership:
– Improving the atmosphere and message sent out
by the organisation
– Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially, internally
– Review internal processes to reduce these
– Build relationships and sense of belonging and
identity with the organisation –
that gets communicated to customers, etc.
New Afghan Leader Lacks
Followers
(Article Headline from New York
Times)
 Hersey and Blanchard Situational
Leadership Theory

g
Relationship Behavior

High tin Se
pa ll in
ti ci g
ar
P

t i ng Telli
ng
le ga
De
High
Task Behavior
Able and Able and Unable and Unable and
willing unwilling willing unwilling

High Follower Readiness Low

 Factors Affecting Styles
• 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 sake of change?
– Organisational culture – may be long embedded
and difficult to change
– Nature of the task – needing cooperation?
Direction? Structure?
 Key Leadership Traits
• Self-Confidence
• Trustworthiness
• Assertiveness
• Emotional Stability
• Sense of Humor
• Self-Awareness and Self-Objectivity
• Cognitive Skills
• Emotional Intelligence
• Passion and Enthusiasm
 • .

.
 Behavioral Findings
Concerning Leadership
• Leaders exhibit two types of
behavior:
– Initiating structure-task oriented
– Consideration-people oriented

• The two types of behavior are

independent (i.e. a leader can
be low or high on either)
The Managerial Grid

9 “Country club” Team

8
management management
7
6 “Organization man”
Concern for
5 management
People
4
3 Impoverished Authority
2 management obedience
1
1 2 3 4 5 6 7 8 9
Concern for Production
 Emotional Intelligence
• Self-Awareness
• Self-Regulation
• Motivation
• Empathy
• Social Skill
 Limitations Of EQ Literature
(from Hughes et. al.)
• Research does not indicate that EQ is more
important than intelligence in leadership.
• Few EQ researchers have acknowledged the
existence of personality-leadership
effectiveness research.
• If the EQ attributes are essentially
personality traits, then it is difficult to see
how they will change as a result of a training
intervention.
 Distinction between
Managers and leaders
Managers Leaders
 Administer Innovate
 Maintain Develop
 Control Inspire
 Have a short-term Take a long-term view
view
Ask how and when? Ask what and why?
 Imitate Originate
 Accept the Challenge the
status quo status quo.
 *Leadership cannot be taught. It can
be learned’’----------Harold Geneen

*Management is efficiency in climbing

the ladder of success;
Leadership determines whether the
ladder is leaning against the right wall;
---------Stephen R Covey
 Positive Aspects of Charisma
•  Dynamic, Exciting
Environment
• Psychological growth
• Development of abilities
•  Organization more
likely to change
 Problems with Charismatic
Leaders
• Reduced input by
subordinates
• Delusions of Infallibility
• Difficulty in Understanding
Others Perspectives
• Transitory Effects
• Lack of Successors
 Factors Pertaining to Charismatic
Leadership and the Interactional Framework
Leader
Outcomes:
Social or cultural
Vision revolutions
Rhetorical skills Higher levels of
effort
Image and trust building
Greater follower
Personalized leadership
satisfaction
Increased group
cohesiveness

Identification with the

leader and the vision
Heightened emotional Crisis
levels
Task interdependence
Willing subordination
to the leader
Feeling
Followers empowerment Situation
 Attribution Approach
• Leadership is not in the leader, but is a
perception in the eye of the follower
• Actual success or failure depends on
the situation, not the leader
• The effective leader manages others’
impressions in order to gain credit for
success and avoid blame for failure
 Leadership Truth

We Praise Leaders
Too Much When
Organizations
Succeed, and Blame
Them Too Much
When Organizations
Fail
 Profile of an ultimate achiever
 1809 Born in a family of uneducated
parents
 1816 Study discontinued
 1818 Death of mother
 1819 Father remarried
 1831 Failed in job
 1832 Failed in business, bankrupt
 1832 Defeated in legislative election
 Profile of an ultimate achiever
• 1835 Death of sweetheart
• 1836 Rejected for marriage
• 1837 Failed as a lawyer
• 1840 Engagement broken
• 1843 Defeated for US congress
• 1844 Defeated again
• 1855 Defeated in senate election
• 1858 Defeated again
 Profile of an ultimate achiever
 1860 Elected US president
 1862 Death of son
 1862 Slavery abolished
 (Emancipation proclamation)
 1864 Re-elected as US president
 1865 Assassinated( end of a glorious life)

Abraham Lincoln: ‘’Never say die….never quit’’

 Leadership
‘’All of great leaders have had one
characteristic in common: It was the
willingness to confront unequivocally
the major anxiety of their people in
their time. This, and not much else, is
the essence of leadership’’
----John Kenneth Galbraith
 Mistakes leaders should avoid
 To set up own standard of right and
wrong.
 To measure the enjoyment of others by
your own.
 Expect uniformity of opinions.
 Endeavour to mold all dispositions
alike.
 Not to yield on unimportant trifles
 look for perfection in everybody’s
actions
 Mistakes leaders should avoid
 Worry ourselves and others about what can’t
be remedied.
 Not to help everybody wherever, however,
whenever we can.
 consider impossible what we cannot
ourselves perform.
 Believe only what our finite minds can
grasp.
 Estimate by some outside quality, when it is
from within
Thank You