Module 3: Leadership and

Change
Lecture – Week 1Day 2
Leadership definitions and theories

Module Leader: Dr. Charles Nzeh

Deputy Module Leader: Shashidhar Madamsetty
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mode
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with the teaching teacher, yourself, Always do your
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 Week 1 Overview

In week 1, the teachings and tutorials will focus on the concept of

leadership. It will enable you to review various leadership theories and
their impacts on organisations.

Learning these will help you achieve Learning Outcome 1, which is

necessary to complete the Assessment (Essay).
Module Learning Outcomes:

By the end of this module, students should be able to:

1. Review different leadership theories and understand the impact of

leadership on followers, organisations and performance.

2. Demonstrate a conceptual understanding of different change

management theories, strategies and techniques.

3. Appreciate and discuss the strategic and operational importance of

change in organisations.

4. Analyse the role of the leader in enhancing organisational success

through organisational change.
.
 Week 1 Learning Outcomes:
By the end of this session students will be able to:
Analyse different leadership theories and understand the impact of
leadership on followers, organisations and performance.

Demonstrate a conceptual and critical understanding of different

change management theories, strategies and techniques.

Understand and discuss the strategic and operational importance of

change in organisations.

Analyse the role of the leader in enhancing organisational success

through organisational change.
So far yesterday, we talked about?
 Week 1 Day 2 – Learning outcomes
By the end of this session students will be able to:

 Review leadership theories, advantages, disadvantages and implications for

organisations.

 Demonstrate appropriate academic writing skills, referencing and good

academic practice.
The Session’s Aim

Develop an understanding and

appreciation of leadership theories and
concepts.
What we are
looking at
today:
•Behavioural styles theories
• The Ohia State Studies.
• The University of Michigan
Studies.
• The Blake and Mouton’s
Managerial (Leadership) Grid.

•Situational Approaches
• Hersey and Blanchard’s
• Path-Goal Theory (put badges)
 Brainstorming

Can people change their basic

leadership approach through
training and experience?

How hard was

it to make
Have you witnessed anyone these
making a big change in how he changes?
or she leads people or
interacts with others?
 BEHAVIOURAL THEORY
Ohio State studies focused on task and
social behaviour of leaders
Identified two dimensions of leader
behaviour
• Initiating Structure: role of leader in defining
his/her role and roles of group members
• Consideration: leader’s mutual trust and
respect for group members’ ideas and
feelings

Two different behavioural theories:

• Role Theory
• Managerial Grid
 ROLE THEORY
• Assumptions about leaders in
organizations are shaped by
culture, training sessions,
modelling by senior managers, etc.

• People define roles for themselves,

and others based on social learning
and reading.
• People form expectations about the
roles that they and others will play.
• People subtly encourage others to
act within the role expectations
they have for them.
• People will act within the roles they
adopt.
MANAGERIAL GRID
• Developed by Dr. Robert R.
Blake and Jane S. Mouton
• Believed managers have
different leadership styles
which led to two different
dimensions of leadership:
• Concern for Production:
manager who is task-oriented
and focuses on getting results
or accomplishing the mission
(X-axis of grid)
• Concern for People: manager
who avoids conflicts and strives
for friendly relations with
subordinates (Y-axis of grid)
Behavioural style theories…
 Centres around describing the major components of the leader’s behaviour, not
how leaders must behave.

 Leaders are made not born. Therefore, through teaching and observations,
leaders can be trained to be effective leaders.

 Interested in the actions of leaders instead of their intellectual qualities or their

internal characteristics of the leader.

 When an individual adopts the appropriate behaviour, they can be a good

leader.
Activity • 1Identify any of the theories discussed and define it.
• Give three example of the importance of these
theory

• Discuss how these theories could be applied in the

tourism industry?
Some clever people believed that leadership is made
up of…
TASK BEHAVIOURS RELATIONSHIP BEHAVIOURS
 Task-behaviour Task-behaviour leaders
are concerned with…
This type of behaviour includes:
Getting the job done. Hence:
o The leader organising the
work of subordinates.  The leader helps the group
members to achieve their
o The leader gives structure to objectives.
the work context.
 This enables organisational goals
o The leader defines roles and to be achieved.
responsibilities and
schedules work activities. Henkel, et al., 2019.
 Relationship-behaviour
 Relationship-based behaviour
 The leader ensures that the
focuses on the development
team members are well
and maintenance of
looked after.
relationships.

 Leaders who are relationship-

oriented find it easier to understand
the strengths and weaknesses of
their followers.

Sherwood and DePaolo, 2005

 Activity 2 -30 Minutes.

• How do trait theories of leadership differ from behavioral theories?

• How is Leadership defined?

• What are the key components of situational leadership theory?

• What is the implication of Great man leadership theory in

contemporary organisational management?

• Define and briefly discuss skill theory?

 The Ohia State Studies
 Believes a leader’s trait or personality should
not be studied, but rather on how they act
when leading a group.

 Questionnaires were completed by followers

about their leaders to identify the number of
times leaders engage in certain types of
behaviours.

 The responses to the questionnaires were

broadly categorised into:

• Initiating structure (task behaviours); and

• Consideration (relationship or nurturing).
The 2 broad categories
then form 4 Main styles of
leadership

• Leadership style 1 - High in

initiating structure – low in
consideration.

• Leadership style 2 - High in

initiating structure – High in
consideration

• Leadership style 3 - Low in

initiating structure – High in
consideration

• Leadership style 4 - Low in

initiating structure – low in
consideration
The University of Michigan Studies.
Focused on the impact of the leader’s behaviour on the performance of small
groups
 Production orientation = leadership behaviours that
stress the technical and production aspects of a job.

 Employee-oriented is less production oriented. Production

Orientation
 Initial studies present employee and production
orientations as opposite ends of a single continuum as
shown below.

Employee
Orientation
The Blake and Mouton’s Managerial
(Leadership) Grid.
 First appeared in the 1960s and has
been frequently used in organisational
training and development.

 The focus is on how leaders help

organisations reach their goals through
concern for production and people.

 Concern for production = how a leader is

concerned with achieving organisational
tasks.

 Concern for people = how a leader helps Source: Northouse (2019)

people in the organisation to achieve
organisational goals.
Strengths of the behavioural approach

 Makes several positive contributions to our understanding of the

leadership process.

 The basic principles of the behavioural approach have been

confirmed.

 Provides a platform which explains the relationships between

concepts to better understand the complexities of leadership.
Activity 3
What type of leader are
you?
Weaknesses of the behavioural
approach

 The link between a leader’s behaviour and positive organisational

outcomes is unclear.

 There is no universal style of leadership behaviour that could be

effective for every situation.

 Most of the studies on behavioural approach were based in the USA,

so are not reflective of the values and cultures of other countries.
What does this Behaviour approach mean for
organisations then?

 Does not prescribe behaviours for effective leadership.

 At every level in an organisation, all leaders are engaged in

either task or relationship behaviours.

 Enable managers to self-appraise on how they are doing as a

leader.

 Most companies are using it to teach managers how to improve

their effectiveness and organisational productivity.
So far, we have been looking at the Behavioural
approaches, now it is the turn of the …

Situational Leadership Theories

SITUATIONAL THEORY
• The Hersey-Blanchard Situational
Leadership Theory was created by
Dr Paul Hersey and Ken Blanchard.
The theory states that instead of
using just one style, successful
leaders should change their
leadership styles based on the
maturity of the people they're
leading and the details of the task.
Using this theory, leaders should be
able to place more or less emphasis
on the task.
(Hersey and Blanchard, (Kendra Cherry, no
1969) date)
Assumptions of Situational Leadership Theory
1. There is no one leadership style that would work in every situation. To be
effective, a leader must adapt behaviour to the situation.

2. The leader can adopt a combination of directive and supportive leadership

styles depending on the situation.

3. All employees have different levels of competence and commitment to

perform the task.

4. When the employees become better at what they do and are confident in
carrying out the task, a different leadership style is required to help them grow
and succeed.
WEEK 2: Activity – 4 (20 minutes)
Watch the video and relate it
to the questions

What do situational leadership

theories emphasize?

Apply a situational leadership

theory to a scenario where a
team is facing a crisis.
Before going any further, assume that leaders can
only behave in two ways…

BEHAVIOURS THAT BEHAVIOURS THAT GIVE

GIVE DIRECTION SUPPORT
(getting tasks done) (maintaining relationships)
Four possible
combinations can
arise out of these
two behaviours.
 Key concepts of Situational Leadership Theory

 The theory identifies four primary leadership styles that can

be applied depending on the situation:
o Telling (Directing)
o Selling (Coaching)
o Participating (Supporting)
o Delegating

(Salama, 2023)
Let us begin to look at these four possible
leadership Behaviour or Styles
The development level is the
degree to which subordinates
have the competence and
commitment necessary to
accomplish a given task or
activity, also called maturity.
Source: (Northouse, 2019)

(Brabrand, 2020)
Benefits and drawbacks of Situational Leadership Theory:
Aspect Benefits Drawbacks
Allows leaders to adapt their Can lead to inconsistency in
Flexibility style based on the needs of their leadership if not applied
followers and specific situations. correctly.
Encourages leaders to develop Requires leaders to have a deep
Follower Development their followers' skills and understanding of each follower's
confidence. capabilities.
Provides a clear framework that May oversimplify leadership by
Simplicity and Practicality is easy to understand and apply not considering other factors like
in various contexts. organizational culture.
Tailors leadership style to
Can be time-consuming for
individual needs, potentially
Motivation leaders to constantly adjust their
increasing motivation and job
approach.
satisfaction.
Promotes open communication Leaders may struggle to balance
Effective Communication and feedback between leaders directive and supportive
and followers. behaviors effectively.
May not be suitable for all types
Helps leaders to develop a range
Leadership Development of leaders, especially those with
of leadership skills.
a fixed leadership style.
 Implications of Situational Leadership Theory
 Situational Leadership has relevance when teams work together,
especially across functions or locations.

 Organisations can create high-performance teams that work effectively,

with the leader choosing a unique style for each team.

 In times of organisational change, leaders are role models who influence

the culture, values, thoughts and actions of the organisation and its people.

 Where changes are rapid in organisations, the leaders must be aware of

what style would work the best.
The Path-Goal Theory
 The Path-goal theory explores how leaders can
motivate followers to achieve set goals and
improve their organisational performance.

 Theory assumes that employees are more likely

to perform better when they are confident that
they can do a task. Thus, leaders must clear the
path (remove all obstacles).

 The leadership style should be matched to the

characteristics of the followers and the
organisational setting. I.e., it is the leader’s
responsibility to make the work environment
productive and healthy.
Major Components of Path-Goal Theory
Path-Goal Theory identifies four main leadership styles that
leaders can adopt depending on the situation and the needs of
their followers:
Leader Characteristics
 Directive Leadership
 Supportive Leadership
 Participative Leadership
 Achievement-Oriented Leadership
Follower Characteristics
 Needs and Preferences
 Abilities and Experience
 Locus of Control

Motivational Impact
 Clarifying the path
 Removing obstacles
 Providing support Source: Northouse (2019).
 Advantages and Disadvantages of the Path-Goal Theory
Advantages Disadvantages
1. Complexity: The theory can be complex to
1. Flexibility in Leadership: Encourages leaders to
implement, as it requires leaders to assess and adapt
adapt their style based on the needs of followers and
to multiple variables (follower characteristics, task
the situation, making it versatile in various contexts.
characteristics, etc.).
2. Dependency on Leader: Overemphasis on
2. Focus on Motivation: Directly addresses how
leader behavior can make followers dependent on
leaders can enhance followers' motivation by
the leader for direction and motivation, potentially
clarifying goals and providing necessary support.
reducing their initiative.
3. Situational Limitations: May not be effective in
3. Goal-Oriented: Emphasizes the alignment of
all situations, especially in environments where rapid
goals, efforts, and rewards, which can lead to higher
decisions are needed, and there's no time to adapt
productivity and goal achievement.
leadership styles.
4. Requires Accurate Assessment: The success of
4. Empowers Followers: In participative leadership,
the theory depends on the leader’s ability to
followers are involved in decision-making, which can
accurately assess follower needs and task
increase their commitment and satisfaction.
characteristics, which can be challenging.
5. May Overlook External Factors: The theory
5. Enhances Job Satisfaction: Supportive primarily focuses on internal dynamics (leader-
leadership styles can improve follower well-being and follower-task) and may not fully account for external
job satisfaction, reducing turnover and absenteeism. factors like organizational culture or market
conditions.
6. Applicable Across Cultures: The adaptability of 6. Inconsistent Empirical Support: Some studies
In this session, we did talk about…..?
End of the week refresher
 References
Cameron, E. and Green, M. (2020) Making sense of change management: a complete guide to the models, tools, and techniques of organizational change.
5thed. London: Kogan Page Ltd.

Hayes, J. (2018) The Theory and Practice of Change Management. 5th edn. London: Palgrave.

Henkel, T., Marion, J. and Bourdeau, D., 2019. PROJECT MANAGER LEADERSHIP BEHAVIOR: TASK-ORIENTED VERSUS RELATIONSHIP-ORIENTED. Journal of
leadership education, 18(2), pp.1-14.

Hodges, J. (2021) Managing and Leading People through Organizational Change: The Theory and Practice of Sustaining Change through People. 2nd edn.
London: Kogan Page.

Kotter, J.P. (1996) Leading Change Harvard Business School Press, Boston.

Kotter, J.P. (2012) Leading change. Harvard Business Review Press.

Miller, D. (2016) Enterprise change management: how to prepare your organization for continuous change. 1st edition. Edited by A. Proctor. Kogan Page.

Northouse, P. G. (2024) Introduction to Leadership: Concepts and Practice. 6th edn. London: Sage

Northouse, P.G. (2018) Leadership: Theory and Practice, Sage Publications

Pendleton, D. and Furnham, A. (2012) Leadership: All You Need to Know. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.

Sherwood, A.L. and DePaolo, C.A., 2005. Task and relationship-oriented trust in leaders. Journal of Leadership & Organizational Studies, 12(2), pp.65-81.