lecture on leadership by Dr Aalijah Yousaf

3. 1. What is leadership?
2. Identify the traits and skills of an effective leader
3. Key leadership theories
4. The role, duties and responsibilities of a Team
Leader
SESSION OBJECTIVES

5. The process of moving a group of people
in some direction through non-coercive
means.

7. “Leadership is the capacity to influence others
through inspiration motivated by passion,
generated by vision, produced by a conviction,
ignited by a purpose.” – Dr. Myles Munroe
Leadership is the process of persuasion or
example by which an individual induces a group
to pursue objectives held by the leader and her
followers
- John W. Gardner

8. • The ability to capture the attention of people.
Richard Cyert
• Anyone who can gather followers in a particular
situation. Warren Bennis
• “To an extent, leadership is like beauty: it’s hard to
define, but you know it when you see it.” Warren
Bennis
• All leadership has a spiritual context. Peter Vail

10. Leadership over human beings
is exercised when persons with
certain motives and purposes
mobilize, in competition or in
conflict with others,
institutional, political,
psychological, and other
resources so as to arouse,
engage, and satisfy the
motives of followers

11. “Leadership is
influence – nothing
more, nothing less.”

12. Traits and Skills of an Effective Leader
 The best of all leaders is the one who
helps people. So that, eventually they
don't need him.
 Then comes the one they love and
admire.
 Then comes the one they fear.
 The worst is the one who lets people
push him around. Where there is no
trust, people will act in bad faith.
 The best leader doesn't say much, but
what he says carries weight. When he is
finished with his work, the people say;
It happened naturally.
Lao Tzu 550 BC

13. The Essence of Leadership
• Leadership refers to ability of one individual to
influence others.
• The influence is exercised to change the behaviour
of others.
• Change of behaviour is caused with an objective of
achieving a shared goal.
• The person influencing others(leader) possesses a
set of qualities or characteristics with which he or
she to influence others
• Leadership is a group phenomenon. It involves
interaction between two or more people.

14. My definition of leadership
Attaining the abilities that make people to
follow you towards attainment of some
objective

17. Types of Leaders
• Leader by the position achieved
• Leader by personality, charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to accomplish things

18. movie

19. Attributes
of a Leader

20. Attributes of a Leader
• Character
• Selflessness
• Knowledge
• Consistence
• Vision
• Communication
• Collaboration
• Decisiveness
• Courage

21. Recipe for being a Leader
• Take control of your life
• Assume responsibility for who you are
• Convey a positive and dynamic attitude in everything
you do
• Accept blame: learn from your own mistakes as well
as those of others. Take blame for everything that
happens in your unit
• Give credit wherever it is due
• Be compassionate when you review your team
members' progress or lack thereof

22. Recipe for Being a Leader
• Think great thoughts. Small thinking is why
companies go broken
• Turn disasters into opportunities. Turn every obstacle
into a personal triumph
• Determine your "real" goals then strive to achieve
them
• When you want to tell someone something
important, do it personally
• Don’t be afraid to get your hands dirty doing what
you ask others to do. Make coffee

23. Recipe for Being a Leader
• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate effectively
• Emphasize long-term productivity
• Make sound and timely decisions
• Treat each person as an individual
• Know yourself and your team
• Protect your team
• Have vision, courage and commitment

26. “Great Man” Theory
• Great man theories assume that
the capacity for leadership is
inherent – that great leaders are
born, not made.
• These theories often portray great
leaders as heroic, mythic and
destined to rise to leadership when
needed.
• The term "Great Man" was used
because, at the time, leadership
was thought of primarily as a male
quality, especially in terms of
military leadership.
• People of a lesser social status had
fewer opportunities to practice and
achieve leadership roles

27. “Trait” theory
• Similar in some ways to
"Great Man" theories, trait
theories assume that people
inherit certain qualities and
traits that make them better
suited to leadership.
• Trait theories often identify particular personality or
behavioral characteristics shared by leaders.
• If particular traits are key features of leadership,
then how do we explain people who possess those
qualities but are not leaders? This question is one of
the difficulties in using trait theories to explain
leadership.

28. Skills Theory
• The Skills Based Theory of
Leadership is a theory that
identifies what assets make up a
good leader as well as how can
we identify a leader that is best
fit for the role in an
organization.
Many ask the question, are leaders born leaders or do they have to go through
a set of skills and tests to be given that title? All good leaders have taken the
position of being a follower beforehand. Each leader in an organization is never
given the role to be a leader, for example, you cannot go into an organization
with the mindset that you’re a leader and you want start leading peers,
subordinates, or supervisors, he or she must have the qualities and experience
to be able to take on the role of leading others.
One of the major benefits in the skills theory is that anyone can become
a leader through the set of skills and developmental stages in an
organization.

29. Skills Based Theory of Leadership
•
• Leader must develop these set of skills:
– Human Skills – Communication and attention to
relationships with others in an organization.
– Technical Skills – Accomplish tasks for those
working on the front lines; they are techniques,
practices, tools, and processes.
– Conceptual Skills – Take in the big picture of the
entire organization and use abstract ideas to set
strategic initiatives.

31. Style theory
Style theory differs drastically
from trait or skill theories. Instead of focusing on who
leaders are, style theories consider what leaders do.
At the core of all style theories
is the idea that leaders engage
in two distinct types of
behavior: task behaviors and
relationship behaviors. How
leaders combine these two
behaviors determines their
leadership effectiveness.

32. “Situational” theory
• Situational theories of leadership work on the assumption that the
most effective style of leadership changes from situation to
situation. To be most effective and successful, a leader must be able
to adapt his style and approach to diverse circumstances.
• For example, some employees function better under a leader who
is more autocratic and directive. For others, success will be more
likely if the leader can step back and trust his team to make
decisions and carry out plans without the leader’s direct
involvement. On a similar note, not all types of industries and
business settings require the same skills and leadership traits in
equal measure. Some fields demand a large measure of innovation,
whereas in others, personal charisma and relational connection
with clients are far more important.

33. “Situational” theory
• The theory identifies four main leadership approaches:
– Telling: Directive and authoritative approach. The leader
makes decisions and tells employees what to do.
– Selling: The leader is still the decision maker, but he
communicates and works to persuade the employees
rather than simply directing them.
– Participating: The leader works with the team members to
make decisions together. He supports and encourages
them and is more democratic.
– Delegating: The leader assigns decision-making
responsibility to team members but oversees their work.
Hersey and Blanchard’s approach

34. “Situational” theory
• In addition to these four approaches to
leadership, there are also four levels of follower
maturity:
– Level M1: Followers have low competence and low
commitment.
– Level M2: Followers have low competence, but high
commitment.
– Level M3: Followers have high competence, but low
commitment and confidence.
– Level M4: Followers have high competence and high
commitment and confidence.

35. “Situational” theory

36. “Situational” theory

37. Contingency Theory
• Contingency theories put forth the idea that the
success of a leader hinges on the specific situation
at hand.
• Certain factors come into play that define whether a
particular leader or leadership style will be effective
for the given situation.
• Those factors include the task, the personality of
the leader and the composition of the group that is
meant to be led. Its basic assumption is that
leadership – success or failure – is situational.

38. Contingency Theory
• This theory puts forth the idea that effective
leadership hinges not only on the style used by the
leader, but also on the control held over the
situation.
• In order to succeed, there must be strong leader-
member relations.
• Leaders must also present tasks clearly and with
goals and procedures outlined.
• They need to possess the ability to hand out
punishments and rewards, as well.

39. Contingency Theory

40. “Transactional” theory
• These theories base leadership on a system of
rewards and punishments.
• Managerial theories are often used in business;
when employees are successful, they are rewarded;
when they fail, they are reprimanded or punished.
Max Weber
• Transactional theories, also known
as management theories, focus on
the role of supervision,
organization and group
performance.

42. “Transformational” theory
• Transformational leaders motivate and inspire
people by helping group members see the
importance and higher good of the task.
• These leaders are focused on the performance of
group members, but also want each person to fulfill
his or her potential.
• Leaders with this style often have high ethical and
moral standards.
• Relationship theories, also known
as transformational theories, focus
upon the connections formed
between leaders and followers.
James V. Downton

45. Servant Leadership Theory
• Servant leadership is a timeless
concept, the phrase “servant
leadership” was coined by Robert K.
Greenleaf in The Servant as Leader, an
essay that he first published in 1970
• “The servant-leader is servant first… It begins with
the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to
lead. That person is sharply different from one who
is leader first, perhaps because of the need to
assuage an unusual power drive or to acquire
material possessions

48. Which Leadership theory appeals you

50. Leadership Roles
Interpersonal Roles
• Leader Role
o Provides guidance, builds
motivation, creates favorable
conditions for coordinated efforts
o Recruits, trains, directs, praises, criticizes, promotes, and dismisses
• Liaison Role
o Establishes and maintains web of relationships with outside
persons and groups
o Makes new contacts, keeps in touch, does favors, asks favors in
return
• Figurehead Role
• Performs symbolic duties of a legal and social nature
• Signs documents, presides at special events, receives official
visitors

51. Leadership Roles
Information Processing Roles
• Monitor Role
• Monitors internal and external forces
for problems and opportunities within
and outside the organization
• Reviews reports & memos, attends meetings & briefings,
conducts observational review
• Disseminator Role
• Informed about special information exclusive to higher level officers
• Interprets and edits information content, disseminates information
to others
• Spokesperson Role
• Transmits up-to-the-minute information to superiors and outside
persons or groups.
• Promotes and lobbies on behalf of the organization, public relations
representative

52. Leadership Roles
Decision-Making Roles
• Entrepreneur Role
• Initiates and designs change to develop
new projects, obtain new methods, or
reorganize structural format
• Opportunistic, juggles multiple tasks intermittently with periodic
bursts of energy
• Disturbance Handler Role
• Interprets and edits information content, disseminates information
to others
• Mediates disagreements, problem solving takes priority over all
other leadership tasks
• Resource Allocator Role
• Allocates money, personnel, material, equipment, facilities, and
services
• Critical for task management, budget preparation, scheduling,
event planning, group coordination

53. Leadership Roles
Decision-Making Roles
• Negotiator Role
• Negotiates contracts or agreements with important partners,
suppliers, or consultants
• Addresses grievances and issues involving a major
commitment of resources