This document discusses various topics related to leadership and management. It covers different approaches to leadership including trait, behavior, and power focuses. It also discusses self-leadership, leadership substitutes, situational leadership, empowerment, transformational leadership, emotional intelligence, gender differences in leadership styles, and the skills needed for future global leaders. Transformational leadership aims to motivate followers and empower them to achieve more than expected. Effective leadership requires skills like vision, communication, motivation, and developing relationships.

1. ELECTRONIC MEDIA MANAGEMENT
(BRO543)

2. LEADERSHIP
 Leadership is broadly defined as a social
influence process that inspires people to
pursue goals that benefit the organization.
 There are three primary leader-centred
approaches to leadership.
 The earliest approach was the trait focus,
which is based on the assumption that some
people are born with certain physical
characteristics, aspects of personality, and
attitudes.

3.  The second approach is the behaviour focus,
which examines what effective leaders do
rather than what effective leaders are.
 The power focus is the ability to marshal
human, informational, or material resources
to get something done.
 Leaders have two primary types of power;
position and personal.

4.  From their position in an organization, they
have legitimate, coercive, reward, and
information power.
 Personal power is derived from the
interpersonal relationship between leaders
and their followers, including expert and
referent power.

5.  Self-leadership is a paradigm founded on
creating an organization of leaders who are
ready to lead themselves.
 Leadership substitutes are variable such as
individual, task, and organizational
characteristics that tend to outweigh the leader’s
ability to influence subordinates.
 According to the situational leadership model,
effective leader behaviour depends on the
match between leader style and subordinate
readiness.

6.  The four leader styles are
telling, selling, participating, and delegating.
 Empowerment is the delegation of power or
authority by those higher in the
organizational structure to those at lower
levels of the organization or the sharing of
power with them.
 It includes holding people accountable for
their decisions.

7.  Successful empowerment means that everyone
understands his/her role in the organization and
has the proper training, motivation, and
guidance to make good decisions.
 Transformational leadership refers to leadership
that influences employees to achieve more than
was originally expected or thought possible.
 This is most successful when the leader
understands the vision of the organization and
can articulate it to the employees.

8.  In addition, transformational leaders are able to
generate feelings of trust, admiration, and loyalty, and
to tap deep values and respect from followers.
 Consequently, followers are motivated to achieve
more than was originally expected and view their
work as more important and as more self-congruent.
 This motivation is created when the leader makes
subordinates more aware of the importance and
values of task outcomes, helps them think beyond
their own self-interest to the needs of the work teams
and the organization, and activates higher-order
needs such as creative expression and self-
actualization.

9.  Transformational leaders do not accept the
status quo.
 They recognize the need to revitalize their
organizations and challenge standard operating
procedures; they institutionalize change by
replacing old technical and political networks
with new ones.
 In other words, transformational leaders
transform things from what could be to what is
by generating excitement.

10.  Four primary dimensions of transformational
leadership include idealized
influence, inspirational motivation, intellectual
stimulation, and individualized consideration.
 Each dimension involves specific behaviours by
the leader that in turn inspire follower behaviour.
 Through the literature on transformational
leadership focuses on CEOs and top-level
managers, transformational leadership involves
the actions of individuals at all levels, not just
those at the top.

11.  Transformational leaders influence followers
through value internalization and self-
engagement with work.
 They motivate by activating the higher needs of
followers, appealing to their moral ideas, and
empowering them.
 Emotional intelligence (EI) focuses on human
and interpersonal skills of a manager.
 The two components are personal competence
and social competence.

12.  Personal competence refers to the ability to
understand your own feelings and emotions and
their impact, to understand your strengths and
weaknesses, and the ability to manage those
feelings effectively.
 Social competence is the ability to understand
what others are feeling, to work effectively with
others, to understand what people think and feel
and to know how to persuade and motivate
them, and to resolve conflicts and forge
cooperation.

13.  Research shows that both men and women can
be effective and charismatic leader but they
approach their leadership positions differently.
 With ever-increasing globalization and
change, leaders will be challenged to manage
relationships more than in the past.
 This will include the ability to interact effectively
with diversity of partners and other businesses
and within the larger context of differing
cultures.

14.  For “global” leaders, they will have to change
in order to survive.
 They have to embark on programs of
extensive change that must be accomplished
in short periods of time.
 Such transformations require a new set of
leadership guidelines for a new era business
leaders.

15.  Emerging economic, social, and cultural
pressures demand that leaders find better
ways to align their leadership vision, core
values, and everyday actions to produce
desired results in all aspects of their lives,
not just work.

16.  It is clear that the successful leader will be
one who promotes leadership development
and encourages workers to assume his/her
role as leader, must be innovative and
creative, practice continuous learning, have
values especially integrity, have a personal
vision, be in charge of their own careers,
motivate from within, plan, communicate, and
seek harmonious relationships with
stakeholders, employees and costumers.

17. GENDER DIFFERENCES
 Gender differences can result in barriers and
lead to distorted communication and
misunderstandings between men and
women. Because males and females are
often treated differently from childhood, they
tend to develop different perspectives,
attitudes about life, and communication
styles.

18.  Historically, stereotypical assumptions about
the differing communication styles of males
and females have stimulated discrimination
against female Chief Executive Officer (CEO)
or General Manager (GM).
 In recent years, however, more realistic
images of how professional men and women
behave and communicate have replaced the
old stereotypes.

19.  Communication barriers can be explained in
part by differences in conversation styles.
 Research shows that women and men listen
differently.
 Women tend to speak and hear a language of
connections and intimacy, whereas men tend to
speak and hear a language of status and
independence.
 Women are more likely to hear emotions and to
communicate empathy.

20.  Women’s oral communication also differs
from men’s in significant ways.
 Women are more likely to use qualifiers,
phrases such as “I think...” or “It seems to
me...”
 Generally, women tend to end statements
with an upward inflection that makes
statements sound like questions.

21.  Female voices are generally higher and
softer than male voices.
 This makes it easy for men to overpower
women’s voices, and men commonly
interrupt women or overlap their speech.
 Although a wide range of gender differences
can exist in verbal communication, nonverbal
differences are even more striking.

22.  Men lean back and sit in an open-leg position that
takes up considerable space, thereby communicating
higher status and a greater sense of control over their
environment.
 Women use much more eye contact than men, yet
avert their gaze more often, especially when
communicating with a man or someone of higher
status.
 Women smile more frequently and are generally
better at conveying and interpreting emotions.
[WAWH;2012/FKPM,UiTMSHAHALAM]