Introduction To

Lecture# 21
▪ Who are Leaders?
▪ What is Leadership?
▪ Key Aspects of Leadership
▪ Qualities of a Leader
▪ Leadership Styles
▪ Contingency Theories of Leadership
▪ Contemporary Views of Leadership
▪ Leadership issues in 21st Century
 Who are Leaders?
• A leader is someone who can
influence others and who has
managerial authority

• Leaders are individuals who guide,

inspire, and influence others to
achieve common goals.

• They are often responsible for making

decisions, providing direction, and
creating a positive and productive
working environment.
 What is Leadership?
• Leadership involves the ability to motivate and
mobilize a group of people toward a shared vision or
objective. OR
• Leadership is what leaders do. It’s a process of
leading a group and influencing that group to achieve
its goal.
Continue…
• Leadership is not solely about holding a position of
authority or power, rather, it encompasses a set of:
- Skills
- Qualities and
- Behaviors
that contribute to the effective management and
direction of a group or organization.
Key Functions/Aspects of Leadership
 Key Functions/Aspects of Leadership
• Influence and Inspiration:
– Leaders have the power to influence others, not
just through authority but also by inspiring them to
contribute their best efforts. Effective leaders
inspire trust, respect, and loyalty among their team
members.
• Vision and Direction:
– Leaders provide a clear vision for the future and
set a direction for their teams. They articulate goals
and objectives, helping the team understand the
broader purpose and significance of their work.
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• Decision-Making:
– Leaders are often tasked with making critical
decisions. Management students should understand
the importance of informed decision-making,
considering various factors and potential
outcomes.
• Communication Skills:
– Effective communication is a fundamental
leadership skill. Leaders must be able to convey
their ideas clearly, listen actively, and foster open
and transparent communication within the team.
Continue…
• Adaptability:
– Leadership involves navigating through change
and uncertainty. Leaders need to be adaptable and
resilient, adjusting their strategies in response to
evolving circumstances.
• Team Building:
– Successful leaders understand the dynamics of
teamwork. They build cohesive and collaborative
teams by recognizing individual strengths,
fostering a positive team culture, and promoting
effective collaboration.
Continue…
• Ethical Leadership:
– Ethics play a crucial role in leadership. Management
students should be aware of the importance of ethical
decision-making and the impact it has on the
organization's reputation and long-term success.
• Continuous Learning:
– Leadership is an ongoing learning process. Effective
leaders embrace a mindset of continuous
improvement, seeking opportunities to develop new
skills, acquire knowledge, and stay side by side of
industry trends.
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• Empowerment:
– Leaders empower their team members by
delegating responsibilities and providing them
with the autonomy to make decisions.
Empowering individuals fosters a sense of
ownership and commitment.

• Results Orientation:
– Leaders are focused on achieving results.
Management students should understand the
balance between setting ambitious goals and
ensuring that the team has the necessary resources
and support to achieve them.
Qualities of a Leader
 Qualities of a Leader
➢ Vision:
– Leaders have a clear vision of the future. They can
articulate goals and objectives, providing direction for
their team or organization.
➢ Integrity:
– Ethical behavior and integrity are fundamental to
effective leadership. Leaders act with honesty and
transparency, earning the trust and respect of their
team.
➢ Empathy:
– Understanding and empathizing with the feelings and
perspectives of others is crucial for effective
leadership. Empathetic leaders build strong
relationships and foster a positive work environment.
Continue…
➢ Communication Skills:
– Leaders are effective communicators. They can
convey their ideas clearly, actively listen to others,
and foster open and transparent communication
within the team.
➢ Decision-Making Ability:
– Leaders must make informed and timely decisions.
Strong leaders consider relevant information,
assess potential outcomes, and make decisions that
align with organizational goals.
Continue…
➢ Adaptability:
– Leadership often involves navigating through
change and uncertainty. Leaders need to be
adaptable, resilient, and able to adjust strategies in
response to evolving circumstances.
➢ Confidence:
– Confidence is a key quality in leadership. It instills
trust and reassures team members. However, it's
essential to balance confidence with humility and a
willingness to learn.
Continue…
➢ Initiative:
– Leaders are proactive and take initiative. They don't wait
for instructions but actively seek opportunities for
improvement and growth.
➢ Accountability:
– Leaders take responsibility for their decisions and the
outcomes of their team. They hold themselves and others
accountable for performance and results.
➢ Inspirational:
– Effective leaders inspire and motivate their team
members. They create a positive and enthusiastic work
environment, encouraging individuals to give their best
effort.
Continue…

➢ Resilience:
– Leadership often involves facing challenges and
setbacks. Resilient leaders can bounce back from
adversity, maintaining composure and focus during
difficult times.
➢ Strategic Thinking:
– Leaders possess strategic thinking skills. They can
see the bigger picture, analyze complex situations,
and formulate effective strategies to achieve long-
term goals.
Continue…

➢ Team Building:
– Leaders build cohesive and high-performing
teams. They recognize and leverage individual
strengths, promote collaboration, and create a
positive team culture.
➢ Courage:
– Leaders have the courage to take calculated risks
and make tough decisions. They face challenges
head-on and are not afraid to step out of their
comfort zone.
Continue…

➢ Continuous Learning:
-Effective leaders have a growth mindset and are
committed to continuous learning. They seek
opportunities to develop new skills, stay informed about
industry trends, and adapt to a changing environment.
 Leadership Styles
1. Autocratic Leadership Style:
• In this style, the leader makes decisions
unilaterally without consulting the team.

• The leader maintains full control and authority,

expecting strict adherence to their directives.
Continue…

• While this style can be efficient in certain

situations, it may suppress creativity and
motivation.
Continue…
2. Democratic Leadership Style:
• Democratic leaders involve their team
members in decision-making processes.

• They seek input, encourage

collaboration, and consider diverse
opinions before making a decision.

• This approach fosters a sense of

ownership and engagement among
team members.
Continue…
3. Transformational Leadership Style:
• Transformational leaders inspire and motivate
their teams by creating a compelling vision of
the future.

• They encourage innovation, promote

individual growth, and foster a positive and
dynamic work environment.
Continue…

• This style often leads to high levels of

employee commitment and performance.
Continue…
4. Transactional Leadership Style:
• Transactional leaders focus on the
exchange of rewards and punishments
based on performance.

• They set clear expectations, establish

goals, and provide rewards for meeting
objectives.

• Conversely, they may implement

corrective actions for failure to meet
expectations.
Continue…

5. Laissez-Faire Leadership:
• Laissez-faire leaders adopt a hands-off
approach, providing minimal guidance to their
team.

• They trust their team members to make

decisions and take initiative.
Continue…

• While this style can promote autonomy, it may

lead to a lack of direction and accountability.
Continue…
6. Charismatic Leadership Style:
• Charismatic leaders use their charisma and personal
charm to inspire and influence others.

• They often have a strong vision and the ability to

articulate it persuasively, attracting followers who are
drawn to their personality and enthusiasm.
Contingency Theories of Leadership
 Contingency Theories of Leadership

i. The Fiedler Model

ii. Hersey and Blanchard’s Situational

Leadership Theory

iii. Path-Goal Model

 i. The Fiedler Model
i. The Fiedler Model
– Proposes that effective group performance
depends upon the proper match between the
leader’s style of interacting with followers
and the degree to which the situation allows
the leader to control and influence.
Continue…

➢Assumptions:
❖A certain leadership style should be most effective
in different types of situations.

❖Leaders do not readily change leadership styles.

✓Matching the leader to the situation or
changing the situation to make it favorable to
the leader is required.
Continue…

❑Least-preferred co-worker (LPC)

questionnaire:
▪ Determines leadership style by measuring
responses to 18 pairs of contrasting adjectives.
✓High score: a relationship-oriented
leadership style
✓Low score: a task-oriented leadership style
Continue…

❑Situational factors in matching leader to the

situation:
✓Leader-member relations
✓Task structure
✓Position power
 Findings of the Fiedler Model

Copyright © 2010 Pearson

Education, Inc. Publishing as
16–36
Prentice Hall
Continue…
ii. Hersey and Blanchard’s Situational Leadership
Theory (SLT):
• Argues that successful leadership is achieved by
selecting the right leadership style which is
contingent on the level of the followers’ readiness.
• A leadership contingency theory that focuses on
followers’ readiness
❖Acceptance: leadership effectiveness depends
on whether followers accept or reject a leader.
❖Readiness: the extent to which followers have
the ability and willingness to accomplish a
specific task.
Continue…
• Leaders must relinquish control over and contact
with followers as they become more competent.

• Creates four specific leadership styles incorporating

Fiedler’s two leadership dimensions:

[Link] (high task–low relationship): The leader

defines roles and tells people what, how, when, and
where to do various tasks.
Continue…

[Link] (high task–high relationship): The leader

provides both directive and supportive behavior.

[Link] (low task–high relationship): The

leader and followers share in decision making; the main
role of the leader is facilitating and communicating.

[Link] (low task–low relationship): The leader

provides little direction or support.
Continue…

• The final component in the model is the four stages of

follower readiness:
✓ R1: People are both unable and unwilling to take
responsibility for doing something. Followers aren’t
competent or confident.

✓ R2: People are unable but willing to do the necessary

job tasks. Followers are motivated but lack the
appropriate skills.
Continue…

✓R3: People are able but unwilling to do what

the leader wants. Followers are competent, but
don’t want to do something.

✓ R4: People are both able and willing to do

what is asked of them.
Continue…

iii. Path-Goal Model:

• States that the leader’s job is to assist his or
her followers in attaining their goals and to
provide direction or support to ensure their
goals are compatible with organizational
goals.
Continue…

– Leaders assume different leadership behaviors

at different times depending on the situation:
❖Directive leader
❖Supportive leader
❖Participative leader
❖Achievement oriented leader
Continue…
❖Directive leader: Lets subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance on how to accomplish
tasks.
❖ Supportive leader: Shows concern for the needs
of followers and is friendly.
❖ Participative leader: Consults with group
members and uses their suggestions before
making a decision.
❖ Achievement oriented leader: Sets challenging
goals and expects followers to perform at their
highest level.
 Path-Goal Theory

Copyright © 2010 Pearson

Education, Inc. Publishing as
16–45
Prentice Hall
Contemporary Views of Leadership
 Contemporary Views of Leadership
➢ Transactional Leadership
• Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements.

➢ Transformational Leadership
• Leaders who inspire followers to transcend their own
self-interests for the good of the organization by
clarifying role and task requirements.
Continue…
➢ Charismatic Leadership
• An enthusiastic, self-confident leader whose
personality and actions influence people to behave in
certain ways.
❖Characteristics of charismatic leaders:
✓ Have a vision.
✓ Are able to articulate the vision.
✓ Are willing to take risks to achieve the vision.
✓ Are sensitive to the environment and follower needs.
✓ Exhibit behaviors that are out of the ordinary.
Continue…
➢ Visionary Leadership
• A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.

❑Visionary leaders have the ability to:

✓ Explain the vision to others.
✓ Express the vision not just verbally but through
behavior.
✓ Extend or apply the vision to different leadership
contexts.
Continue…
➢ Team Leadership Characteristics
• Having patience to share information
• Being able to trust others and to give up authority
• Understanding when to intervene
➢ Team Leader’s Job:
✓ Managing the team’s external boundary
✓ Facilitating the team process
✓ Coaching, facilitating, handling disciplinary
problems, reviewing team and individual
performance, training, and communication
 Specific Team Leadership Roles

Copyright © 2010 Pearson

Education, Inc. Publishing as
16–51
Prentice Hall
Leadership Issues in the 21st
Century
 Leadership Issues in 21st Century
➢ Managing Power:
❖Legitimate power
• The power a leader has as a result of his or her
position.

❖Coercive power
• The power a leader has to punish or control.
Continue…
➢ Reward power:
• The power to give positive benefits or rewards.

➢ Expert power:
• The influence a leader can exert as a result of his or
her expertise, skills, or knowledge.

➢ Referent power
• The power of a leader that arise because of a person’s
desirable resources or admired personal traits.
Reference Books:
• Book Name: Management by
“Stephen P. Robbins” & “Mary Coulter”
(Latest edition)

• Book Name: Management by

“H. Koontz Odonnel” & “[Link]”
(Latest edition)
Reference Books:

• Book Name: Management Foundation and

Practice by: “Mc Farland” (Latest edition)

• Book Name: The New Management by:

“Robert M. Fulmer” (Latest edition)
THANK YOU