Talks about leadership and management in local government

1. MANCOSA : EXECUTIVE EDUCATION
LEADERSHIP DEVELOPMENT
120300
Analyse leadership and related theories in a work context
DAY 3

2. DAY 3: TRAINING OBJECTIVES
 Analyse Leadership Theories
 Identify the various theories of
leadership and discuss it in a work
context
 Examine trends and developments
relating to the different leadership
theories with examples
 Justify the various leadership theories
in terms of advantages and
disadvantages

3. What motivates people: Herzberg's
Motivators and Hygiene Factors
Factors for Satisfaction Factors for Dissatisfaction
Achievement
Recognition
The work itself
Responsibility
Advancement
Growth
Organizational policies
Supervision
Relationship with supervisor and peers
Work conditions
Salary
Status
Security

4. What motivates people? :Maslow’s Hierarchy
of needs

5. Leadership

6. A Leadership Style refers to a leader’s way of providing
direction, implementing plans, and motivating people.
LEADERSHIP STYLE
 Your style describes HOW you lead.
 There are many different
leadership styles.
 No one style is correct for all
situations.

7. 7
 There are different ways in which leaders approach people to
motivate them.
 If the approach emphasizes rewards, the leader uses positive
leadership.
 If the approach emphasizes penalties, the leader is applying
negative leadership.
Positive and Negative Leaders or
Bosses

8. Types of Leadership Style

9. Autocratic:
 An autocratic leader centralizes power and decision-making in himself. He gives orders,
assigns tasks and duties without consulting the employees. The leader takes full authority
and assumes full responsibility.
 Autocratic leadership is negative, based on threats and punishment. The employees work
as hard as is necessary to avoid punishment. They will thus produce the minimum which
will escape punishment.
 Autocratic leadership is based upon close supervision, clear-cut direction and
commanding order of the superior. It facilitates quick decisions, prompt action and unity
of direction. It depends on a lesser degree of delegation. But too much use of authority
might result in strikes and industrial disputes. It is likely to produce frustration and
retard the growth of the capacity of employees.

10. Autocratic leadership may be divided into
three classes:
 (A) The hard-boiled autocrat who relies mainly on negative influences uses
the force of fear and punishment in directing his subordinates towards the
organisational goals. This is likely to result in employees becoming resentful.
 (B) The benevolent autocrat who relies mainly on positive influences uses
the reward and incentives in directing his subordinates towards the
organisational goals. By using praise and pats on the back he secures the loyalty
of subordinates who accept his decisions.
 (C) The manipulative autocrat who makes the employees feels that they
are participating in decision-making though the leader himself has taken the
decision. This leader may use divide and rule tactics to keep employees
depended on him.

11. Democratic style of leadership
 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

12. Democratic style of leadership
 Participative or democratic leaders decentralise authority. It is characterised by
consultation with the subordinates and their participation in the formulation of plans
and policies. He encourages participation in decision-making. He leads the
subordinates mainly through persuasion and example rather than fear and force.
Sometimes the leader serves as a moderator of the ideas and suggestions from his
group. The advantages are:
 May help motivation and involvement
 Workers feel ownership of the organisations, its assets, activities and its ideas
 Improves the sharing of ideas and experiences within the organisation
 Can delay decision making
 increased co-operation with the management
 improved job performance;
 reduction of absenteeism and employee turnover.

13. Laissez-Faire:
 Free-rein leaders avoid power and responsibility. The laissez-faire or non-
interfering type of leader passes on the responsibility for decision-making to
his subordinates and takes a minimum of initiative in administration. He gives
no direction and allows the group to establish its own goals and work out its
own problems.
 ‘Let it be’ – the leadership responsibilities are shared by all
 Can be very useful work environments 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

14. Paternalistic Leadership Style
 Under this management style the leader assumes that his function is fatherly or paternal.
Paternalism means papa knows best. The relationship between the leader and his group is
the same as the relationship between the head of the family and the members of the family.
The leader guides and protects his subordinates as members of his family.
 As the head of the family he provides his subordinates with good working conditions and
fringe benefits. It is assumed that workers will work harder out of gratitude. This leadership
style was admirably successful in Japan.
 Leader acts as a ‘father figure’
 Paternalistic leader makes decision but may consult
 Believes in the need to support staff

15. Collaborative Leadership

16. What is collaborative leadership?
"Bringing the appropriate people together in constructive ways with good
information, creating authentic visions and strategies for addressing the
shared concerns of the organization or community"

17. Why practice collaborative
leadership?
 Encourages ownership of the Orgnisation.
 More involvement in implementation.
 Trust building.
 Elimination of turf issues.
 Access to more and better information and ideas.
 Better opportunity for substantive results.
 Generation of new leadership.
 Community or organizational empowerment.
 Fundamental change for the better in the ways
communities and organizations operate.

18. Some of the major difficulties with
collaborative leadership
 It's time-consuming.
 It demands the ability to face conflict directly.
 It may mean trying to overcome resistance to the whole idea of
collaborative leadership.
 It can lead to groups taking what seems to you to be the wrong
path.
 It demands that leaders subordinate their egos.

19. When is collaborative leadership
appropriate?
 When the timing is right.
 When problems are serious and complex.
 When there are a number of diverse stakeholders,
or stakeholders with varied interests.
 When other attempts at solutions haven't worked.
 When an issue affects a whole organization or a
whole community.
 When inclusiveness and empowerment are goals
of the process from the beginning.

20. Who are collaborative leaders?
 Leaders trusted and respected by all the groups and
individuals they have to deal with.
 Related to diverse groups and individuals with respect and
ease.
 Have good facilitation skills.
 They're catalysts.
 They nurture new leadership within the collaboration and
the community.
 They have a commitment to the collaborative process and
to finding real solutions to problems.
 They keep the focus on what's best for the group,
organization, or community as a whole.

21. How do you practice collaborative leadership?
Lead the process, not the people
 Help the group set norms that it can live by.
 Assure that everyone gets heard.
 Encourage and model inclusiveness.
 Help people make real connections with one another.
 Mediate conflicts and disputes.
 Help the group create and use mechanisms for soliciting ideas.
 Maintain collaborative problem-solving and decision-making.
 Push the group toward effectiveness.
 Help the group choose initial projects that are doable.

22. How do you practice collaborative
leadership? (cont.)
 Help the group identify and obtain the necessary resources to do the
work.
 Insist on and protect an open process.
 Keep the group focused on what's best for the organization,
collaborative , or community as a whole.

23. Know the leadership context
 The community
 The nature of the problem
 Barriers to collaboration
 The group's capacity for change

24. Change Leadership

25. Change Leadership
 The most challenging aspect of leadership is leading and
managing change
 The world today is subject to fast-paced economic and
social change
 Successful organisations must adapt and be flexible to
survive
 Problems in leading change stem mainly from human
resource management
 Leaders need to be aware of how change impacts on the
human resources of the organisation:

26. Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their own
personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.

27. 27
 Method of redistributing
tasks or assignments
 Process includes four steps:
 Decide what to delegate
 Decide to whom to
delegate
 Communicate clear
expectations
 Request feedback
Delegation

28. leadership style of selected leaders
Legacy Leader Leadership style What made this leader special is…
Mother Theresa Participative
Democratic
There is no doubt that she proved inspirational to many,
attracting followers, believers and volunteers wherever she
went. Her fight for dignity for the poor, gave the world a
moral paradigm, bridging cultural and religious divides.
Mother Teresa, who died in 1997, is a symbol of untiring
commitment and leading by example. She is probably one of
the most admired women of all time.
Walt Disney Participative
Democratic
A hands-on leader and always a risk taker, Walt was driven
by his passion to advance animation and create the ultimate
production. Constantly extending the boundaries of
technology, he understood that change was essential to
maintain success.
Rudolph Giuliani Authoritarian
Autocratic
As the Mayor of New York (1994 - 2001), Rudy had been
responsible for asserting control over a crime ridden country
and his people were more than a little grateful.

29. Contemporary Issues
in Leadership

30. Framing: Using Words to Shape Meaning and
Inspire Others
Leaders use framing (selectively including
or excluding facts) to influence how others
see and interpret reality.
Framing
A way to use language to manage meaning.
Framing is the process of selecting and highlighting
certain aspects of a situation while minimizing or
excluding the importance of others such that one
meaning is accepted over another (

31. Inspirational Approaches to Leadership
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
Charismatic Leadership Theory
These are seen as heroic or extraordinary leadership abilities when they observe certain behaviors.
personal humility and professional will—in addition to the four basic leadership qualities of
individual capability, team skills, managerial competence, and the ability to stimulate others to
high performance
Channel their ego needs away from themselves and into the goal of building a great organisation

32. Authentic Leaders and Ethical Behavior
 Authentic leaders know who they are, what they believe in and value,
and act on those values openly and candidly.
 Followers see them as ethical.
 Ethical leaders use ethical means to get followers to achieve their
goals, and the goals themselves are ethical.

33. Trust: The Foundation of Leadership
Trust
A positive expectation that another
will not—through words, actions, or
decisions—act opportunistically
Trust is a history-dependent process
(familiarity) based on relevant but
limited samples of experience (risk)

34. Dimensions of Trust
 Integrity
 Honesty and truthfulness
 Competence
 An individual’s technical and
interpersonal knowledge and skills
 Consistency
 An individual’s reliability,
predictability, and good judgment
in handling situations
 Loyalty
 The willingness to protect and
save face for another person
 Openness
 Reliance on the person to give
you the full truth

35. Contemporary Leadership Roles: Mentoring
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Mentor
A senior employee who
sponsors and supports a
less-experienced
employee (a protégé)

36. Contemporary Leadership Roles: Self-Leadership
Creating Self-Leaders
• Model self-leadership
• Encourage employees to
create self-set goals
• Encourage the use of self-
rewards
• Create positive thought
patterns
• Create a climate of self-
leadership
• Encourage self-criticism
Self-Leadership
A set of processes
through which
individuals control
their own behavior.

37. Online Leadership
 Leadership at a Distance: Building Trust
 The lack of face-to-face contact in electronic communications removes the
nonverbal cues that support verbal interactions.
 There is no supporting context to assist the receiver with interpretation of an
electronic communication.
 The structure and tone of electronic messages can strongly affect the response of
receivers.
 An individual’s verbal and written communications may not follow the same style.
 Writing skills will likely become an extension of interpersonal skills

38. Finding and Creating Effective Leaders
 Selection
 Review specific requirements for the job
 Use tests that identify personal traits associated with leadership, measure self-
monitoring, and assess emotional intelligence
 Conduct personal interviews to determine candidate’s fit with the job
 Training
 Recognize that all people are not equally trainable
 Teach skills that are necessary for employees to become effective leaders
 Provide behavioral training to increase the development potential of nascent
charismatic employees

39. Leadership Power Base Concepts
 Power is the ability to marshal the human, informational and material resources
to get something done. Power affects decisions, behaviour and situations.
There are various types of power:
 Power over: the ability to dominate.
 Power to: ability to act freely.
 Power from: ability to resist the demands of others.

40. The Leader’s use of these powers:
Legitimate Power
Followers act because the leader has the right to
influence them and they are obliged to comply
Reward Power
Followers act to receive rewards controlled by the
leader
Coercive Power
Followers act to avoid punishments controlled by the
leaders
Referent Power
Followers act because they admire the leader, want to
be like the leader and want the leader’s approval
Expert Power
Followers act because they believe the leader has
special knowledge

41. Theories of Leadership

42. Theories of Leadership
 May depend on:
 Type of staff
 History of the organisation
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

43. Trait theories of Leadership
 Assumes that leaders are born with traits that make them more suitable for the role of a
leader than others who lack those natural-born traits. As such, the theory pinpoints certain
qualities such as intelligence, accountability, sense of responsibility, and creativity, among
others, that lets an individual excel at leadership. 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?
 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?

44. Behavioural:Theory of Leadership
 In the Behavioral Theory, the emphasis shifts from the traits or qualities of leaders
to their behaviors and actions. In sharp contrast to the Great Man Theory and the
trait approach to leadership, this theory considers effective leadership to be the
result of many learned or acquired skills. It proposes that an individual can learn to
become a good leader. This is one of the best leadership theories.
 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

45. Contingency Theories:
 This theory proposes that no one way or style of leadership may be
applicable to all situations. In other words, it recognizes that there might
be variables influencing any particular situation, and a leader must
choose the right course of action, taking into account those variables.
 Leadership as being more flexible – different leadership styles used at
different times depending on the circumstance.
 Suggests leadership is not a fixed series of characteristics that can be
transposed into different contexts
 "Effective leadership is about striking the right balance between needs,
context, and behavior." The best leaders have not only the right traits
but also the ability to assess the needs of their followers, analyze the
situation at hand, and act accordingly.

46. Transactional and Transformational Leadership
Transactional Leaders
Leaders who guide or motivate their followers in the direction of established
goals by clarifying role and task requirements. Very effective in limited time
projects. 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

47. Transformational: Theories of Leadership
A transformational leadership style creates a vision and inspires subordinates to
strive beyond required expectations, Widespread changes to a business or
organization.
The Transformational Leadership theory, also known as Relationship theories,
focuses on the relationship between the leaders and followers. This theory talks
about the kind of leader who is inspirational and charismatic, encouraging their
followers to transform and become better at a task.
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes whereas transactional leadership focuses
more on extrinsic motivation for the performance of job tasks.

48. Invitational: Theories of 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 clients,
residents, etc.

49. Factors Affecting Style

50. Factors Affecting Style
 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 change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?

51. Bottom Line…..
 As you can see, leadership theories are based on different ways of thinking.
Some focus on traits and qualities, while some touch upon the importance of
situational aspects that influence how leaders behave.
 Like many other behavioral concepts, leadership is highly multi-dimensional,
and there are numerous factors that go into filling the shoes of a leader.
 Because the human side of the Organisation is one of the most — if not the
most — important elements that determine the success and failure of an
organization, leadership will always remain the most prized skill in any
institution.

52. REFLECTION, QUESTIONS and
PLANNING
• Please share any reflections from
today
• Are there lingering questions?
• In following sessions we will
discuss:
o Personal Planning to support
excellent Leadership
o Leadership Styles and theories
in context
o Are there other items we want
to add?

53. THANK YOU FOR PARTICIPATING!