Leadership in organisation behaviour

1. leadership

2. Do You See Yourself as a
Leader, or Have You Been
Serving in a Leadership
Capacity? If so, in What
Ways?

3. You are a Leader
 The role of the leader is to take people on journeys where
they’ve not been before
 Leaders hate, and instinctively challenge, the status quo!
 You know you’re a leader if you………
 feel you can do things better, and know how to do them better, without
offending those in authority
 are comfortable being challenged
 are comfortable with being under authority
 are comfortable with crediting other people for things you helped
accomplish

4. LEADERSHIP
“ It is a process of influencing people and
providing an environment for them to achieve
team or organizational goals.”
“ It is the catalyst that transforms potential into
reality.”
“ Collective, networked, virtual force with powers
flowing from a jointly created and shared vision.”

5. Leadership: Searching for a
Definition
 Powerful/influential
 Intelligent
 Mobilize people and resources to work
toward a common goal
 Effectuate positive change
 People of high values/standards/ethics –
role models
 Well known/famous
 Operate with a mixture of formal and
informal authority

6. Functions of Leadership
 Inspiration to Group
Members
 Securing co-operation
 Creation of confidence
 Providing conducive
environment setting goals
 Organizing and coordinating
 Motivating
 Controlling.

7.  Money?
 Pedigree/education?
 Beliefs?
 Actions?
 Personalities?
 Looks?
 Connections?
 Work ethic?
 Chance?
What makes the leaders

8. What makes a Leader ?
Guidance of others in their pursuits, often by
organizing, directing, coordinating, supporting,
and motivating their efforts.
 Reciprocal
 Transactional
 Transformational
 Cooperative
 Adaptive

9. The Nature of Leadership
Power and Leadership
 Power is the ability to affect the behavior of others.
 Legitimate power is granted through the organizational hierarchy.
 Reward power is the power to give or withhold rewards.
 Coercive power is the capability to force compliance by means of
psychological, emotional, or physical threat.
 Referent power is the personal power that accrues to someone based
on identification, imitation, loyalty, or charisma.
 Expert power is derived from the possession of information or
expertise.

10. TRAITS OF LEADERS
 PERSONAL DRIVE
 DESIRE TO LEAD
 SELF-CONFIDENCE
 KNOWLEDGE OF BUSINESS
 CREATIVITY AND ORIGINALITY
 POSITIVE AFFECTIVITY
 CHARISMA
 FLEXIBILITY AND ADOPTIVENESS
 COGNITIVE ABILITY
 HONESTY AND INTEGRITY
 EMPATHY
 VISION AND FORESIGHT

11. Traits Approach to Leadership
 Born with leadership traits
 Not sure what those characteristics were:
 Height
 Weight
 Appearance
 Intelligence
 Disposition
 Inconsistent findings
 Certain traits may enhance the perception that
somebody is a leader

12.  Situational Approaches
 Fiedler’s Contingency Model of Leadership
 Path-Goal Theory
 Hersey and Blanchard’s Situational Leadership
Theory
 Leader-Member Exchange Theory

13. Authoritarian
 A style of leadership in which the leader uses
strong, directive, controlling actions to enforce the
rules, regulations, activities and relationships in the
work environment.
 Organizational Behavior, Nelson & Quick

14. Democratic
 A style of leadership in which the leaders takes
collaborative, responsive, interactive actions with
followers concerning the work and the work
environment.
 Organizational Behavior, Nelson & Quick

15. Laissez-Faire
(“leave them alone”)
 A style of leadership in which the leader fails to
accept the responsibilities of the position.
 Organizational Behavior, Nelson & Quick

16. Laissez-Faire
 Allows followers free rein to set their own goals
 Engages in noncommittal, superficial communication
 Avoids discussion with followers to set policy and procedures
 Avoids interaction
 Provides suggestions and alternatives for the completion of tasks
only when asked to do so by followers
 Provides infrequent feedback of any kind
 Avoids offering rewards or punishments
 May exhibit either poor or effective listening skills
 Avoids conflict

17. Blake and McCanse’s Leadership
Grid
 Has also been called the Managerial Grid
 Focuses communication styles
 1,1 Impoverished Mgt
 9,1 Authority-Compliance
 5,5 Middle of the Road Management
 1,9 Country Club Management
 9,9 Team Management