Leadership _ administration management

2. LEADERSHIP
Health Management Course
Supervisor: DR. Sireen AlKhaldi
Done By: 1- Saba Sharieh
2- Lubna Al Nahar
3- Amjad Al Sabil

3. The Nature of
Leadership
Contemporary
Leadership
Leadership
Traits
Contingency
Theories
Charismatic and
Transformational Leadership
Behavioral
Approaches
Role of followership
Leaders using power
to influence
Servant leadership
and moral leadership
Introduction From Management to
Leadership

4. Behaviors
Attitudes
Leadership
Definition Discussion
Explore how managers develop
leadership qualities.
Leaders behave depending on their individual
differences as well as their followers’ needs
and the organizational situation.
The ability to influence people
toward the attainment of
organizational goals

5. The Nature of
Leadership
Goals
Influence
People
Leadership
• Leaders are involved with
other people in the
achievement of goals.
• Leadership is a “people” activity, distinct
from administrative paper shuffling or
problem-solving activities.
3To attain goals
The relationship
among people is
not passive.

6. Contemporary
Leadership
Globalization 4
Ethical and economic
difficulties
2
Changes in Technology
5
Corporate governance
concerns
3
Turbulence and uncertainty
of the environment.
1
Significant Social
Transitions
8
New ways of working 6
Shifting employee
expectations
7

7. Postheroic approach that focuses on the
subtle, unseen, and often unrewarded acts that good
leaders per-form every day.
One of the postheroic leader’s major
.. characteristic is humility.
Business heroes
celebrate the grand
accomplishments.
Humility
Definition: Being unpretentious and modest rather than arrogant and
. prideful.
Leaders: Quietly build strong, enduring companies by developing and supporting
. others rather than touting their own abilities and accomplishments. (Not
the center of everything)

8. Contemporary leadership
Postheroic
approach
Previously Recently
Level 5
leadership
Interactive
leadership
The highest level of manager capabilities
Level 5

9. - Complete lack of ego.
- Coupled fierce
resolved to do what is
best for the organization
- Shy and unpretentious
- Accept full responsibility
for mistakes
- Poor results, or failures,
- Give credit for
successes to other
people.
The highest level in a
hierarchy of manager
capabilities that Builds
enduring greatness
through a paradoxical
blend of personal
humility and
professional will.
Level 5
Leadership
Leader’s
Type
Character
-istics
Definition

10. • Level 5 leaders want everyone to develop to their fullest potential!

11. -A Leadership style
characterized by values
such as inclusion,
collaboration,
relationship building,
and caring.
-Influence derives from
relationships rather
than position power and
formal authority
-Females are higher
than males on abilities
such as motivating
others, fostering
communication, and
listening.
-Women typically score
higher on social and
emotional skills, which
are crucial for interactive
leadership
- Personal humility.
- Inclusion.
- Relation-ship building
and caring.
Interactive
Leadership
Values
Growth &
Differences
Definition

12. From Management to
Leadership
Good management is essential in organizations,
yet good managers have to be leaders too.
Management and leadership reflect two different
sets of qualities and skills that frequently overlap
within a single individual.
A Person might have more of one set of qualities
than the other.
a
b
c
Management
Stability
Order
Problem solving
Leadership
Vision
Creativity
Change

14. Leadership Traits
• Are the distinguishing personal characteristics of a leader.
• Intelligence, honesty, self-confidence, and even appearance.
• What made these people great and select future leaders who already exhibited the
same traits or could be trained to develop them.
• The appropriateness of a trait or set of traits depends on the leader-ship situation.
• To focus on the dynamics of the relation-ship between leaders and followers.

16. Behavioral
Approaches
o Looking at the behavior of leaders and how it
might contribute to leadership success or failure.
Task oriented
behavior
People oriented
behavior
Metacategories
 To be effective leadership in a variety of situations
and time periods.
 Concern for tasks and concern for people must be
shown at some reasonable level.
 a basis for study and comparison
Ohio State University
University of Texas.
University of Michigan

17. Ohio State University
People + Task oriented behavior
Initiating structure
Consideration
- Provide open communication.
- Develop teamwork.
- Leader is mindful of subordinates
- Respects their ideas and feelings
- Establishes mutual trust
Task oriented
behavior
People oriented
behavior
• Give instructions
• Spend time planning
• Emphasize deadlines
• Leader is task oriented
• Directs subordinate work activities toward
goal attainment.
Independent

18. High initiating
structure
low consideration
Low initiating
structure
Low consideration
Low initiating
structure
High consideration
The Highest
consideration–high
initiating structure
style achieved
better performance
and greater
satisfaction
Four
Styles
Leader

19. The behavior of effective and ineffective supervisors
Focused on the subordinates’ human needs to “build
effective work groups with high performance goals
Employee-centered leaders
The less-effective leaders
Job-centered leaders
 Less concerned with goal achievement.
 Less human needs in favor of meeting
schedules
 Keeping costs low & achieving production
efficiency.
High performance goals
University of Michigan

20. The work of the Ohio State and Michigan studies
Two-dimensional theory
managerial grid
leadership grid
University of Texas
(leadership Grid)
Measures the leader’s
concern about the people and
the production

21. Contingency approaches
How can two people with
widely different styles both be
effective leaders?

22. Contingency approaches approaches
● Definition: It is a model of leadership that
describes the relationship between leadership
styles and specific organizational situations.
● The contingency leadership approaches focus
on the leaders’ style, the subordinates’ nature,
and the situation’s characteristics.

23. 1. Hersey and Blanchard’s Situational Theory
● Hersey and Blanchard approach focuses a great deal of
attention on the characteristics of employees in
determining appropriate leader ship behavior .
● The point is that subordinates vary in readiness level.
People low in task readiness—because of little ability or
training or insecurity—need a different leadership style
than those who are high in readiness and have good
ability, skills, confidence, and willingness to work.

24. Leadership style According to situational theory:

25. ● 1. The telling style is highly directive style,
specific, give instructions and tell people
exactly what to do, how to do it, and when.
Use when followers are low in readiness.(unable,
unwilling and not confident)

26. ● 2. The selling style is based on a high
concern for both people and tasks. With this
approach, the leader not only give direction
but also includes seeking input from others
and clarifying tasks rather than simply
instructing.
Use when followers are somewhat moderate
in readiness (unable, willing but not confident).

27. ● 3. The participating style, shares ideas with
subordinates, gives them a chance to
participate, and facilitates decision making.
● the leader can guide followers’
development and act as a resource for
advice and assistance.
Use when followers are moderate in readiness (able,
not willing and confident)

28. ● 4. The delegating style provides little direction
and little support because the leader turns over
responsibility for decisions and their
implementation to subordinates who have the
skills, abilities, and positive attitudes to follow
through.
Use when followers are high in readiness (able, willing
and confident)

29. ● This bell-shaped curve
is called a prescriptive
curve because it
indicates when each
leader style should be
used.
● The readiness level of
followers is indicated
in the lower part.
● R1 is low readiness
and R4 represents
high readiness.

30. 2. Fiedler’s Contingency Theory
● The basic idea for this theory : match the
leaders style with situation most favorable for
his or her success, by diagnosing leadership
style and organization situation ,the correct fit
can be arranged .
● There is two important elements:
1. Leadership style
2. Situation favorability

31. ● Situation would be considered highly
favorable to the leader when leader-
member relationships are positive, tasks are
highly structured, and the leader has formal
authority over followers.
● Situation would be considered highly
unfavorable to the leader when leader-
member relationships are poor, tasks are
highly unstructured, and the leader has
little formal authority.

32. Matching Leader Style to the Situation
● Fiedler examined the relationships among
leadership style and situational favorability, and
he found this pattern.

33. 2. Fiedler’s Contingency Theory
● The favorability of a leadership situation
can be analyzed in terms of three elements:
1. The quality of relationships between leader and
followers.
2. The degree of task structure.
3. The extent to which the leader has formal authority
over followers.

34. 3. Substitutes for Leadership
● This approach outlines those organizational
settings in which a leadership style is
unimportant or unnecessary.
● A substitute for leadership makes the leadership
style unnecessary or redundant. For example, highly
professional subordinates who know how to do their tasks do not need a
leader who initiates structure for them and tells them what to do.
● A neutralizer counteracts the leadership style
and prevents the leader from displaying certain
behaviors. For example, if a leader has absolutely no position power
or is physically removed from subordinates, the leader’s ability to give
directions to subordinates is greatly reduced.

35. ● A leader, need to know two thing in
order to use Fiedler’s contingency.
1. The leader should know Whether he or she has
a relationship or task-oriented style.
2. The leader should diagnose the situation and
determine whether leader member relations ,task
structure and position power are favorable or
unfavorable.

37. CHARISMATIC AND
TRANSFORMATIONAL LEADERSHIP
● Two types of leadership that can have a
substantial impact are: charismatic and
transformational.
● These types of leadership are best understood in
comparison to transactional leadership.

38. Charismatic and Visionary Leadership
● Charisma has been referred to as “a fire that ignites
followers’ energy and commitment, producing results
above and beyond the call of duty.”
● The charismatic leader has the ability to inspire and
motivate people to do more than they would normally do,
despite obstacles and personal sacrifice.
● Followers are willing to put aside their own interests for the
sake of the team, department, or organization.

39. Charismatic and Visionary Leadership
● Charismatic leaders typically have a strong vision (which is
an attractive, ideal future that is credible yet not readily
attainable) for the future, almost an obsession, and they can
motivate others to help realize it.
● These leaders have an emotional impact on subordinates
because they strongly believe in the vision and can
communicate it to others in a way that makes the vision
real, personal, and meaningful to others.

40. Charismatic and Visionary Leadership
● The impact of charismatic leaders is normally from:
(1) stating a lofty vision of an imagined future that employees
identify with.
(2) displaying an ability to understand and empathize with followers.
(3) empowering and trusting subordinates to accomplish results.
● Charismatic leaders tend to be less predictable because
they create an atmosphere of change, and they may be
obsessed by visionary ideas that excite, stimulate, and drive
other people to work hard.

41. Transformational Versus Transactional
Leadership
● Transformational leadership can be better understood in
comparison to transactional leadership.
Vs.

42. Transactional
Leadership
4
2
5
.
3
1
Is important to all organizations, but
leading change requires a different
approach.
leaders clarify the role and task
requirements of subordinates
Initiate structure, provide appropriate
rewards, and try to be considerate to and
meet the social needs of subordinates.
Excel at management functions.
Because they are hardworking,
tolerant, and fair minded.
They have a sense of
commitment to the organization.

43. Transformational
Leadership
4
2
5
Inspire followers not just to
believe in the leader personally.
3
Leaders distinguished by their special
ability to bring about innovation and
change.
1
Recognize followers’ needs and
concerns, help them look at old
problems in new ways
Inspire followers to believe in their own
potential to imagine and create a better
future for the organization.
Create significant change in both
followers and the organization

44. POWER AND INFLUENCE
Both followers and leaders use power and influence to get
things done in organizations.
Power is the potential ability to influence the behavior of
others.
influence is the effect a person’s actions have on the attitudes,
values, beliefs, or behavior of others.
Whereas power is the capacity to cause a change in a person,
influence may be thought of as the degree of actual change.
Power results from an interaction of leader and followers. Some
power comes from an individual’s position in the organization.
Power may also come from personal sources, such as an
individual’s personal interests, goals, and values, as well as
from sources such as access to information or important
relationships.

45. Followership
● No discussion of leadership is complete without a
consideration of followership.
● Leadership matters, but without effective
followers no organization can survive.
● Leaders can develop an understanding of their
followers and how to help them be most
effective.
● Understanding differences in followers can
improve one’s effectiveness as both a follower
and a leader.

46. Robert E.
Kelley came
up with five
follower
styles, which
are
categorized
according to
two
dimensions.
Passive yet independent
Critical thinker
Think independently
Are capable but unwilling to
participate in developing
solution to problems
Alienated
The “yes” people for
the organization
Carry out all orders without
considering consequences
Look to the leader or
other to do all the
thinking
Require constant
supervision
Have the courage to
initiate change
Serve the best
interest of the
organization
Effective
Passive Conformist

47. Followers as well as leaders can tap into a
variety of power sources.
• Position Power : The manager’s posi- tion gives him or her
the power to reward or punish subordinates to influence
their behavior. Legitimate power, reward power, and
coercive power are all forms of posi- tion power used by
managers to change employee behavior.
• Legitimate Power : Power coming from a formal
management position in an orga- nization and the authority
granted to it is called legitimate power. Once a person has
been selected as a supervisor, most employees understand
that they are obligated to follow his or her direction with
respect to work activities.
Subordinates accept this source of power as legitimate, which is
why they comply.

48. • Personal Power :
In contrast to the external sources of position power, personal
power most often comes from internal sources, such as an
individual’s special knowledge or personal characteristics.
Personal power is the primary tool of the leader, and it is
becom-ing increasingly important as more businesses are run
by teams of workers who are less tolerant of authoritarian
management.
.

49. • Reward power : stems from the authority to
bestow rewards on other people. Managers may
have access to formal rewards, such as pay
increases or promotions. They also have at their
disposal such rewards as praise, attention, and
recognition.
• Coercive Power :The opposite of reward power is
coercive power. It refers to the authority to punish
or recommend punishment. Managers have
coercive power when they have the right to fire or
demote employees, criticize, or withdraw pay
increases.

50. Two types of personal power are expert power
and referent power.
• Expert Power : Power resulting from a person’s special
knowledge or skill regarding the tasks being performed is referred
to as expert power. When someone is a true expert, others go
along with recommendations because of his or her superior
knowledge. Followers as well as leaders can possess expert
power.
• Referent power : comes from an individual’s personal
characteristics that command others’ identification, respect, and
admiration so they wish to emulate that individual.
Referent power does not depend on a formal title or position. When
employees admire a supervisor because of the way she deals with
them, the influence is based on referent power. Referent power is
most visible in the area of charismatic leadership.

51. Other Sources of Power
● Personal Effort People who show initiative, work beyond what
is expected of them, take on undesirable but important
projects, and show interest in learning about the organization
and industry often gain power as a result.
● Network of Relationships People who are enmeshed in a
network of relationships have greater power.
● Developing positive associations with superiors or other
powerful people is a good way to gain power, but people with
the greatest power are those who cultivate relationships with
individuals at all levels, both inside and outside the
organization.
● Information Information is a primary business resource, and
people who have access to information and control over how
and to whom it is distributed are typically powerful

52. Interpersonal Influence Tactics
The question is how leaders use their power to implement decisions
and facilitate change. Leaders often use a combination of influence
strategies, and people who
are perceived as having greater power and influence typically are
those who use awider variety of tactics.
1. Use rational persuasion.
2. Make people like you.
3. Rely on the rule of reciprocity.
4. Develop allies.
5. Be assertive—ask for what you want.
6. Make use of higher authority.
7. Reward the behaviors you want.

53. Leadership AS Service
Servant leaders transcend self-interest to serve others and
the organization.
They operate on two levels for the fulfillment of their
subordinates’ goals and needs and for the realization of the
larger purpose or mission of their organization.
Servant leaders give things away—power, ideas, information ,
recognition, credit for accom- plishments, even money.
They encourage par- ticipation, share power, enhance others’
self- worth, and unleash people’s creativity, full commitment ,and
natural impulse to learn and contribute.
Servant leaders can bring their followers’ higher motives to the
work and connect their hearts to the orga- nizational mission and
goals.
Servant leaders often work in the nonprofit world because it
offers a natural way to apply their leadership drive and skills to
serve others.

54. Moral leadership
is about distinguishing right from wrong and choosing to do right. Itmeans
seeking the just, the honest, the good, and the decent behavior in the
practice of leadership.
Moral leaders remember that business is about values, not just economic
performance.
Distinguishing the right thing to do is not always easy, and doing itis
sometimes even harder.
Leaders are often faced with right-versus-right decisions, in which several
responsibilities conflict with one another.
Commitment to superiors, for example, may mean a leader feels the need to
hide unpleasant news about pending layoffs from followers.
Moral leaders strive to find the moral answer or compromise, rather than
taking the easy way out.