Lecture 11

Leading and Leadership Development

What is the nature of leadership?
Leadership
The process of getting
people to do their best to
achieve a desired result.
To lead is to inspire,
influence and guide.
Contemporary leadership challenges
Shorter time frames for accomplishing things
Expectations for success on the first attempt
Complex, ambiguous, and multidimensional
problems
Taking a long-term view while meeting short-
term demands
Leading viewed in relationship to the
other management functions.
Power
Ability to get someone else to do something
you want done or make things happen the
way you want
Power should be used to influence and control others
for the common good rather seeking to exercise
control for personal satisfaction.
Two sources of managerial power
Position power
Personal power
Position power
Based on a
managers official
status in the
organizations
hierarchy of authority
Position power
Sources of position power
Reward power
Capability to offer something of value.
Coercive power
Capability to punish or withhold positive outcomes.
Legitimate power
Organizational position or status confers the right
to control those in subordinate positions.
Personal power
Based on the unique
personal qualities
that a person brings
to the leadership
situation
Personal power
Sources of personal power
Expert power
Capacity to influence others because of
ones knowledge and skills.
Referent power
Capacity to influence others because they
admire you and want to identify positively
with you.
Sources of position power and
personal power used by managers.
Empowerment
The process through which managers
enable and help others to gain power and
achieve influence
Effective leaders empower others by
providing them with
Information.
Responsibility.
Authority.
Trust.
Types of Leadership
Transactional leadership
Someone who directs the efforts of
others through tasks, rewards, and
structures
Transformational leadership
Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments.
Types of Leadership
Charismatic leaders
Develop special leader-follower
relationships and inspire others in
extraordinary ways.
Situational leaders
The one who can adopt different
leadership styles depending on the
situation
What do leaders do?
Three essential roles
Define the task they must make it clear what the group is
expected to do.
Achieve the task that is why the group exists. Leaders ensure
that the groups purpose is fulfilled. If it is not, the result is
frustration, disharmony, criticism and perhaps eventually
disintegration of the group.
Maintain effective relationships between themselves and the
members of the group, and between the people within the group.
These relationships are effective if they contribute to achieving the
task. They can be divided into those concerned with the team and
its morale and sense of common purpose, and those concerned with
individuals and how they are motivated.
How do Leaders do it
Charismatic/non-charismatic: Charismatic leaders
rely on their personality, their inspirational qualities and
their aura. Non-charismatic leaders rely mainly on their
knowhow (authority goes to the person who knows),
their quiet confidence and their cool, analytical approach
to dealing with problems.
Autocratic/democratic: Autocratic leaders impose
their decisions, using their position to force people to do
as they are told. Democratic leaders encourage people to
participate and involve them in decision-taking
How do Leaders do it
Enabler/controller: Enablers inspire people
with their vision of the future and empower
them to accomplish team goals. Controllers
command people to obtain their compliance.
Transactional/transformational:
Transactional leaders trade money, jobs and
security for compliance. Transformational leaders
motivate people to strive for higher-level goals.
Houses path-goal leadership theory
Effective leadership deals with the
paths through which followers can
achieve goals
Leadership styles for dealing with path-
goal relationships
Directive leadership
Supportive leadership
Achievement-oriented leadership
Participative leadership
Houses Path Goal leadership styles:
Directive leadership
Communicate expectations
Give directions
Schedule work
Maintain performance standards
Clarify leaders role
Supportive leadership
Make work pleasant
Treat group members as equals
Be friendly and approachable
Show concern for subordinates well-being
Houses path goal leadership styles:
Achievement-oriented leadership
Set challenging goals
Expect high performance levels
Emphasize continuous improvement
Display confidence in meeting high standards
Participative leadership
Involve subordinates in decision making
Consult with subordinates
Ask for subordinates suggestions
Use subordinates suggestions
Hay McBer Leadership Styles
Coercive: Demands immediate compliance do what I tell you
Authoritative: Mobilizes people towards a vision come with
me
Affiliative: Creates harmony and builds emotional bonds
people come first
Democratic: Forges consensus through participation what do
you think?
Pacesetting: Sets high standards for performance do as I do
Coaching: Develops people for the future try this
What Makes a Good Leader
John Adair
Enthusiasm to get things done, which they can communicate to
other people
Confidence belief in themselves, which again people can sense
(but this must not be over-confidence, which leads to arrogance)
Toughness resilient, tenacious and demanding high standards,
seeking respect but not necessarily popularity
Integrity being true to oneself personal wholeness, soundness
and honesty, which inspires trust
Warmth in personal relationships, caring for people and being
considerate
Humility willingness to listen and take the blame, not being
arrogant and overbearing
What Makes a Good Leader
Leadership Competencies Bennis and Thomas
Adaptive capacity
An ability to
engage others in
shared meanings
A compelling voice
Integrity
Individuals ability
to find meaning in
negative
situations and
To learn from
trying
circumstances
What Makes a Good Leader
The industrial Society
Shows
enthusiasm
Supports
other people
Recognizes
individual
effort
Listens to
individuals
ideas
Provides
direction
Demonstrates
personal
integrity
Practices what
they preach
Encourages
teamwork
Actively
encourages
feedback
Develops
other people
Leadership and Emotional Intelligence
Emotional intelligence
The ability of people to manage themselves and
their relationships effectively
Components of emotional intelligence
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
Important Traits for leadership success
Drive
Self-confidence
Creativity
Cognitive ability
Business knowledge
Motivation
Flexibility
Honesty and integrity
Leadership behavior
Leadership behavior theories focus on how
leaders behave when working with followers
Leadership styles are recurring patterns of
behaviors exhibited by leaders
Basic dimensions of leadership behaviors
Concern for the task to be accomplished.
Concern for the people doing the work.
Task v/s People concern
Task concerns
Plans and defines
work to be done
Assigns task
responsibilities
Sets clear work
standards
Urges task
completion
Monitors
performance results
People concerns
Acts warm and
supportive toward
followers
Develops social rapport
with followers
Respects the feelings of
followers
Is sensitive to
followers needs
Shows trust in
followers
Classic leadership styles
Autocratic style
Emphasizes task
over people,
Keeps authority
and information
within the
leaders tight
control, and
Acts in a
unilateral
command-and-
control fashion.
Laissez-faire style
Shows little
concern for task,
Lets the group
make decisions,
and
Acts with a do
the best you can
and dont bother
me attitude.
Democratic style
Committed to
task and people,
Getting things
done while
sharing
information,
Encouraging
participation in
decision making,
and
Helping people
develop skills
and
competencies.
Hersey-Blanchard situational
leadership model
Leaders adjust their styles
depending on the readiness
of their followers to
perform in a given situation
Readiness how able, willing
and confident followers are in
performing tasks
Gender and leadership
Both women and men can
be effective leaders
Women tend to use
Transformational leadership
Men tend to use
Transactional leadership