Leading 3rd essential element in leadership

LEADERS
look at the future, chart the course of the organization and
attract, retain, motivate and inspire and develop relation
ships with employees based on trust and mutual respect, pro
vide meaning and purpose, seek innovation rather than
stability and impassion employees to work together to
achieve the organization’s goals
MANAGERS
organizational members who establish procedures and
process to ensure smooth functioning and who are
accountable for goal accomplishment
Gareth R Jones & Jennifer M George

LEADING
a clear vision of the organization’s members to accomplish
it involves managers using their power, personality,
influence, persuasion and communication skills
revolves around to encourage members and groups to
perform at high level to help the organization achieve
its vision and goals
an outcome of a highly motivated and committed workforce

LEADERSHIP
is the process by which a person exerts influence over
other people
inspires, motivates and directs activities
to help achieve goals.
LEADER
an individual who is able to exert influence over other
people to help achieve the organizational goals

THE KEY TO LEARDERSHIP
POWER
REFERENT
REWARD COERCIVE
EXPERT
LEGITIMATE

POWER: THE KEY TO LEARDERSHIP
LEGITIMATE power is an authority a manager has by virtue of the position in an
organization’s hierarchy
EXPERT power is based on the special knowledge, skills, and expertise a
manager possesses
COERCIVE is the ability of a manager to punish others
REWARD is the ability of a manager to give or withhold tangible or intangible
rewards
REFERENT is the function of personal characteristics of a leader that comes from
subordinates’ & coworkers’ respect, admiration and loyalty

EMPOWERMENT
the process of giving employees at all level the authority to
make decisions, be responsible for their outcomes, improve
quality and cut costs.
it is the expansion of employees’ knowledge, tasks, and
decision-making responsibilities

LEADERSHIP SYLES are specific ways in which the
Manager chooses to influence other people
Servant Leadership, Robert Greenleaf, 1964 AT&T Management Director
strong desire to serve and work for the benefits of others
share power with followers and strive to ensure that
followers most important needs are met, develop them
as individuals, well being is enhanced
Basic Leadership Styles:
• Autocratic, Bureaucratic, Democratic, Laissez-faire

TRANSFORMATIONAL LEARDERSHIP
A kind of leadership that (1) makes the subordinates aware of the importance of
their jobs and performance to the organization, (2) aware of their own needs for
personal growth and development and (3) that motivates subordinates to work for
the good of the organization
OBSERVABLE TRAITS &
CHARACTERISTICSManagers
 charismatic
 intellectually stimulate
subordinates
 engaged in developmental
conditions
Subordinates
 awareness of importance of their job & high
performance
 aware of their own needs for growth,
development and accomplishment
 work for the good of the organization, not
just for their own personal benefit

TRANSACTIONAL LEARDERSHIP
Managers in this style of leadership use their reward and coercive powers to
encourage high performance.
Reward high performers but reprimand or punish low performers
Motivate subordinates by reinforcing desired behaviors and extinguishing or
punishing undesired ones.
Research indicates that transformational leadership is
more strongly correlated with lower turnover rates,
higher productivity, and higher employee satisfaction.

GENDER & LEADERSHIP
STEREOTYPE OF
WOMEN
• nurturing, supportive and concerned with interpersonal relations
• tend to be more relationship-oriented as managers and engage
in more consideration behaviors
STEREOTYPE OF MEN
• directive and focus on task accomplishment
• more task-oriented, and engage in more initiating structure
behaviors

GENDER & LEADERSHIP
RESEACH-BASED Sighting
• male and female managers who have leadership positions in
organizations behave similar ways
• leadership styles may vary between men & women
• women tend to be somewhat more participative as leaders than
are men, involving subordinates in decision making and seeing
their input
• male managers tend to be lass participative, making decisions
on their own and wanting to do things their own way
• men tend to be harsher when in imposing punishment to
subordinates

GENDER & LEADERSHIP
RESEACH-BASED Sighting (cont’d)
• men and women managers do not differ significantly in their
propensities to perform different leader behaviors even though
they may be more participative
• female managers do not engage consideration or less initiative
structure than male manager
• there is no logical basis for stereotypes favoring male
managers and leaders or for the existence of the “glass ceiling”
because women and men are equally effective as leaders

EMOTIONAL INTELLIGENCE & LEADERSHIP
• when managers experienced positive moods at work, subordinates provided
high-quality customer service
• subordinates have better coordination
• when managers experienced negative moods, subordinated exerted more
effort
• subordinates will experience more negative moods than that of the manager
• leaders who are high on emotional intelligence are more likely to understand
all emotions surrounding creative endeavors, to be able to awaken and
support the creative pursuits of their followers, and to provide the kind of
support that enables creativity to flourish in organization

MODELS OF LEADERSHIP
The TRAIT MODEL
The TRAIT MODEL of leadership focused on identifying
the personal characteristics that cause effective
leadership.
Effective leaders must have certain personal qualities
that set them apart from ineffective leaders and from
people who never become leaders

The TRAIT MODEL
TRAIT DESCRIPTIONS
Intelligence Help managers understand complex issues and solve problems
Knowledge &
Expertise
Help managers make good decisions and discover ways to
increase efficiency and effectiveness
Dominance Helps managers influence their subordinates to achieve
organizational goals
Self-confidence Contributes to manager’s effectively influencing subordinates
and persisting when faced with obstacles or difficulties

The TRAIT MODEL
TRAIT DESCRIPTIONS
High energy Help managers deal with the many demands they face
Tolerance for
Stress
Helps managers deal with uncertainty and make difficult
decisions
Integrity &
Honesty
Helps managers behave ethically and earn their subordinate’s
trust and confidence
Maturity Helps managers avoid acting selfishly, control their feelings, and
admit when they have made a mistake

The BEHAVIOR MODEL as identified by The Ohio State
University Researchers
CONSIDERATION – when leaders show their
subordinates that they trust, respect, and care about
them. Managers who truly look out for the well-being of
their subordinates and do what they can to help
subordinates feel good and enjoy their work

The BEHAVIOR MODEL as identified by The Ohio State
University Researchers
INITIATING STRUCTUCTURE – happens when leaders take steps
to make sure that work gets done, subordinates perform their jobs
acceptably, and the organization is efficient and effective.
Leaders that initiate structure assign tasks to individuals or work
groups, letting subordinates know that is expected of them,
deciding how work should be done, making schedules,
encouraging adherence to rules and regulations and motivating
subordinates to do a good job.

CONTINGENCY MODELS OF LEARDERSHIP
Given the wide variety of situations on which leadership
occurs, what makes a manager an effective leader in one
situation is not necessarily what that manager needs to be
equally effective in a different situation.
The Fiedler Contingency Model was created in the mid-
1960s by Fred Fiedler, a scientist who studied the personality
and characteristics of leaders. The model states that there is
no one best style of leadership. Instead,
a leader's effectiveness is dependent on or is contingent on
the situation or context.

CONTINGENCY MODELS OF LEARDERSHIP
These models state that there is no one best style of
leadership. Instead, a leader's effectiveness is based on the
situation. This is the result of two factors – "leadership style"
and "situational favorableness" (later called "situational
control").
These also suggest which kinds of managers are likely to be
most effective in which situation

Relationship-oriented
primarily concerned with developing good relationships
with their subordinates and being liked by them, focus on
high-quality relationships with subordinates
Task-oriented
primarily concerned with ensuring that subordinates are
perform at a high level and focus on task accomplishment
LEADER STYLE is a term used by Fiedler to refer to a manager’s
characteristic approach to leadership.

Leader – Member Relations
is the extent to which followers like, trust and are loyal to
their leader
SITUATIONAL
CHARACTERISTICS
This is the level of trust and confidence that your team
has in you. A leader who is more trusted and has more
influence with the group is in a more favorable situation
than a leader who is not trusted.

Task Structure
is the extent to which the work to be performed is clear-
cut so that a leader’s subordinates know what needs to
be accomplished and how to go about doing it.
SITUATIONAL
CHARACTERISTICS
This refers to the type of task you're doing: clear and
structured, or vague and unstructured. Unstructured
tasks, or tasks where the team and leader have little
knowledge of how to achieve them, are viewed
unfavorably

Position Power
is the amount of legitimate, reward and coercive power a
leader has by virtue of his position in an organization.
SITUATIONAL
CHARACTERISTICS
This is the amount of power you have to direct the
group, and provide reward or punishment. The more
power you have, the more favorable your situation.
Fiedler identifies power as being either strong or weak.

Robert House premise is that effective leaders motivate
subordinates to achieve goals by
PATH – GOAL THEORY
clearly identifying the outcomes that subordinates are
trying to obtain from the workplace
rewarding subordinates with these outcomes for high
performance and the attainment of goals
clarifying for subordinates the paths leading to the
attainment of work goals

PATH – GOAL THEORY identifies four leadership behaviors that
motivate subordinates
Directive behaviors are similar to initiating structure and
includes setting goals, assigning tasks, showing
subordinates how to complete the task, and taking
concrete steps to improve performance
Supportive behaviors are similar to consideration and
include expressing concern for subordinates and looking
out for their best interest

PATH – GOAL THEORY identifies four leadership behaviors that
motivate subordinates
Participative behaviors give subordinates a say in
matters and decision that affects them
Achievement – oriented behaviors motivate
subordinates to perform at the highest level possible, by
setting very challenging goals, expecting that they be
met, and believing in subordinate’s capabilities

LEADER SUBSTITUTES
MODEL
This model suggests that leadership is sometimes
unnecessary because substitute for leadership is
present.
Under certain conditions managers do not have to play
leadership roles and that members of the organization
can perform at a high level without a manager exerting
influence over them.

MODEL FOCUS KEY CONTIGENCIES
Fiedler’s
Contingency
Model
Describes two leadership
styles: relationship-oriented
and task oriented, and the
kinds of situation in which
each kind of leader will be
most effective
Leader’s effectiveness is contingent
on the situation
House’s Path-
Goal Theory
Describes how effective
leaders motivate their
followers
Effective leaders are contingent on
the nature of subordinates and the
work they do
Leader
Substitutes
Model
Describes when leadership is
unnecessary
Whether or not leadership is
necessary to perform highly is
contingent on characteristics of the
subordinates and the situation

THE NATURE OF LEADERSHIP
Leadership is the process by which a person exerts
influence over other people and inspires, motivates and
directs activities to help achieve goals.
S
U
M
M
A
R
Y
Leaders are able to influence others because they have
five types of power: legitimate, reward, coercive, expert
and referent.
Many managers are using empowerment as a tool to
increase their effectiveness as leaders.

TRAIT & BEHAVIOR MODELS OF LEADERSHIP
It describes personal characteristics or traits that
contribute to effective leadership
S
U
M
M
A
R
Y
The behavior model of leadership describes two kinds of
behavior that leaders engage in: consideration and
initiating structure.

TRANSFORMATIONAL LEADERSHIP
S
U
M
M
A
R
Y
This kind of leadership occurs when
managers have dramatic effects on their
subordinates and on the organization as a
whole, and inspire and energize
subordinates to solve problems and improve
performance.

TRANSFORMATIONAL LEADERSHIP
These effects include making subordinates aware of their
own needs for personal growth, development and
accomplishment and motivating them to work for the good
of the organization
S
U
M
M
A
R
Y
By being a charismatic leader through intellectually
stimulating subordinates and by engaging in
developmental consideration. This leadership often
engage in using reward and coercive powers to encourage
high performance.

CONTINGENCY MODELS OF LEADERSHIP
S
U
M
M
A
R
Y
The behavior model of leadership describes
two kinds of behavior that leaders engage
in: consideration and initiating structure.
Fiedler’s contingency model explains why
managers may be effective leaders in one
situation and ineffective in another.

S
U
M
M
A
R
Y
House’s Path Goal Theory describes how
effective managers motivate
their subordinates by determining what outcomes
their subordinates want, rewarding them with
these outcomes when they achieve their goals
and perform at a high level and clarifying the
paths to goal achievement

Managers can engage in four different kinds of behaviors
to motivate subordinates. These are directive behaviors,
supportive behaviors, participative behaviors or
achievement-oriented behaviors.
S
U
M
M
A
R
Y
The Leader Substitutes Model suggests that sometimes
managers do not have to play a leadership role because
their subordinates perform at a high level without the
manager having to exert influence over them

GENDER AND LEADERSHIP
S
U
M
M
A
R
Y
Female and male managers do not differ in the
leadership behaviors that they perform, contrary to
stereotypes suggesting that women are more
relationship-oriented and men more task-oriented.
Female managers sometimes are more
participative than male managers, however.
Research has found that women and men are
equally effective as managers and leaders.

EMOTIONAL INTELLIGENCE AND LEADERSHIP
S
U
M
M
A
R
Y
The moods and emotions leaders experience on
the job, and their ability to effectively manage
these feelings, can influence their effectiveness as
leaders. Moreover, emotional intelligence has the
potential to contribute to leadership effectiveness
in multiple ways, including encouraging and
supporting creativity among followers.

anecdote :
“the Mango and the Bamboo Tree”
S
U
M
M
A
R
Y

Leading 3rd essential element in leadership

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