this is very informative note

1. 1
Chapter 12
Leadership

2. 2
What is Leadership?
Leadership is the process of influencing a group
toward the achievement of goals.
Leadership is the art of motivating a group of people
to act towards achieving a common goal.

3. 3
What is Leadership?
According to Robbins, “Leadership is a personal
quality of an individual who organizes the efforts of
the followers and directs their activities towards the
attainment of organizational goal”.
According to George R. Terry, "Leadership is the
activity of influencing people to strive willingly for
group objectives".

4. 4
Distinguishing Managership from
Leadership

5. 5
Distinguishing Managership from
Leadership
Managers Leaders
Focus on goals Focus on vision
Ask “how” and “when” Ask “what” and “why”
Provide tasks Provide direction
Create stability Create change
Think of the short-term Think of the long-term
Have subordinates Have followers
Rely on control strategy Rely on empowering strategy

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The Place of Leadership
• Can Anyone Be a Leader?
– Some people don’t have what it
takes to be a leader.
– Some people are more motivated to
lead than others.
– However, everyone can develop their leadership
qualities and put them to positive use in life
every day, in and out of the workplace.

7. 7
Early Leadership Theories
• Trait Theories (1920s–30s)
– Trait Theories focused on identifying personal characteristics
that differentiated leaders from non-leaders.
– Later research on the leadership identified seven traits
associated with successful leadership:
1. Drive
2. Desire to lead
3. Honesty and integrity
4. Self-confidence
5. Intelligence
6. Job-relevant knowledge
7. Extraversion

8. 8
Behavioral Theories
• University of Iowa Studies (Kurt Lewin)
– Identified three leadership styles:
• Autocratic style: centralized authority, low participation
• Democratic style: involvement, high participation,
feedback
• Laissez-faire style: hands-off management
– Research findings: mixed results
• No specific style was consistently better for producing
better performance.
• Employees were more satisfied under a democratic
leader than an autocratic leader.

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Behavioural Theories (cont’d)
• Ohio State Studies
– Identified two dimensions of leader behavior
• Initiating Structure: Leaders clearly define the leader-
subordinate role so that everyone knows what is expected,
establish formal lines of communication, and determine how
tasks will be performed.
• Consideration: Leaders are concerned for subordinates’
well-being and attempt to establish a warm, friendly, and
supportive climate
• The Ohio State Studies recommended the “high-high”
leadership style that generally produced positive outcomes.

10. 10

11. 11
Behavioural Theories (cont’d)
• University of Michigan Studies
– Identified two dimensions of leader behavior
• Employee Oriented: emphasizing personal
relationships.
• Production Oriented: emphasizing task
accomplishment.

12. 12
Behavioural Theories (cont’d)
• University of Michigan Studies
– Identified two dimensions of leader behavior
• Employee Oriented: emphasizing personal
relationships.
• Production Oriented: emphasizing task
accomplishment.

13. 13
Behavioural Theories (cont’d)
• Managerial Grid
– Appraises leadership styles using two
dimensions:
• Concern for people
• Concern for production

14. 14
Exhibit 12.4
The
Managerial
Grid
Concern for
People
vs.
Concern for
Production
Source: Reprinted by permission of
Harvard Business Review. An exhibit
from “Breakthrough in Organization
Development” by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes,
and Larry E. Greiner, November–
December 1964, p. 136. Copyright ©
1964 by the President and Fellows of
Harvard College. All rights reserved.

15. 15
Contingency Theories of
Leadership
• The Fiedler Model
– Effective group performance depends upon the match
between the leader’s style of interacting with
followers and the degree to which the situation
allows the leader to control and influence
– Assumptions:
• Different situations require different leadership styles
• Leaders do not readily change leadership styles
– Matching the leader to the situation or changing the situation to
make it favourable to the leader is required

16. 16
Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT)
– Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
• Acceptance: do followers accept or reject a leader?
• Readiness: do followers have the ability and
willingness to accomplish a specific task?
– Leaders must give up control as followers
become more competent

17. 17
Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT) (cont’d)
– Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions:
• Telling: high task–low relationship leadership
• Selling: high task–high relationship leadership
• Participating: low task–high relationship leadership
• Delegating: low task–low relationship leadership

18. 18
Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT) (cont’d)
– Identifies four stages of follower readiness:
• R1: followers are unable and unwilling
• R2: followers are unable but willing
• R3: followers are able but unwilling
• R4: followers are able and willing

19. 19
Contingency Theories… (cont’d)
• Leader Participation Model (Vroom and
Yetton)
– Leader behaviour must be adjusted to reflect the
task structure
– Suggests appropriate participation level in
decision making

20. 20
Contingency Theories… (cont’d)
• Leader Participation Model Contingencies:
– Decision significance
– Importance of commitment
– Leader expertise
– Likelihood of commitment
– Group support
– Group expertise
– Team competence

21. 21
Leadership Styles: Vroom Leader
Participation Model
• Decide
• Consult Individually
• Consult Group
• Facilitate
• Delegate

22. 22
Contingency Theories… (cont’d)
• Path-Goal Model
– Leader’s job is to assist his or her followers in
achieving organizational goals
– Leader’s style depends on the situation:
• Directive
• Supportive
• Participative
• Achievement-oriented

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Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary
• Transactional Leadership
– Leaders who guide or motivate their followers
towards the achievement of established goals by
clarifying role and task requirements.
– Leaders promote compliance and attaining goals
through supervision, rewards, and punishments.
– Leaders don’t focus on bringing radical change
or improvement in the organization.

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Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary
• Transformational Leadership
Transformational leadership is a style of leadership
where
– a leader works with followers to identify needed
change, create a vision to guide the change
through inspiration, and execute the change with
committed members of a group.
– The leader has a profound and extraordinary
effect on their followers.

25. 25
• Charismatic Leadership
– An enthusiastic, self-confident leader whose
personality and actions influence people to
behave in certain ways.
– Characteristics of charismatic leaders:
• Exhibit behaviors that are out of the ordinary
• Have a vision
• Are able to articulate the vision
• Are willing to take risks to achieve the vision
• Are sensitive to the environment and to follower needs
Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

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• Visionary Leadership
– A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
– Visionary leaders have the ability to:
• Explain the vision to others
• Express the vision not just verbally but through
behaviour
• Extend or apply the vision to different leadership
contexts
Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

27. 27
Exhibit 12.10 Specific Roles of
Team Leadership
Team Leader
Roles
Liaison with
External
Constituencies
Coach
Conflict
Manager
Troubleshooter

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Current Leadership Issues
• Managing Power
– Legitimate power
• The power a leader has
as a result of his or her
position
– Coercive power
• The power a leader has
to punish or control
– Reward power
• The power to give
positive benefits or
rewards
– Expert power
• The influence a leader
can exert as a result of
his or her expertise,
skills, or knowledge
– Referent power
• The power of a leader
that arises because of a
person’s desirable
resources or admired
personal traits

29. Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 29
Developing Trust
• Credibility (of a Leader)
– The assessment, by a leader’s followers, of the
leader’s honesty, competence, and ability to inspire
• Trust
– The belief of followers and others in the integrity,
character, and ability of a leader
• Dimensions of trust: integrity, competence, consistency,
loyalty, and openness
– Trust is related to increases in job performance,
organizational citizenship behaviours, job
satisfaction, and organization commitment

30. 30
Tips for Managers:
Suggestions for Building Trust
Practise openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate competence

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Providing Moral Leadership
• Addressess both the moral content of a leader’s
goals and the means used to achieve those
goals
• Ethical leadership is more than being ethical
– Includes reinforcing ethics through
organizational mechanisms

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Empowering Employees
• Empowerment
– Involves increasing the decision-making
discretion of workers
– Why empower employees?
• Quicker responses to problems and faster decisions
• Relieves managers to work on other problems

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Empowerment: Cautions
• The following conditions should be met for
empowerment to be introduced:
– Clear definition of company’s values and mission
– Employees have relevant skills
– Employees need to be supported, not criticized,
when performing
– Employees need to be recognized for their efforts

34. 34
Exhibit 12.11 Selected
Cross-Cultural Leadership Findings
• Korean leaders are expected to be paternalistic toward employees.
• Arab leaders who show kindness or generosity without being asked
to do so are seen by other Arabs as weak.
• Japanese leaders are expected to be humble and speak frequently.
• Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, those
individuals.
• Malaysian leaders are expected to show compassion while using
more of an autocratic than a participative style.
• Effective German leaders are characterized by high performance
orientation, low compassion, low self-protection, low team
orientation, high autonomy, and high participation

35. Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 35
Cross-Cultural Leadership
• Universal Elements of Effective Leadership
– Vision
– Foresight
– Providing encouragement
– Trustworthiness
– Dynamism
– Positiveness
– Proactiveness

36. Thanks!
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