Module 3
CHAPTER 3: Leadership
Introduction
There are many different kinds of leaders, therefore there are no ‘set’ qualities
that have to be present in all leaders. Rather an effective leader draws from a range of
personal qualities to help them deal with different circumstances and challenges.
Part of growing strong as a leader is through expanding our personal qualities. When
we are not strong in a particular quality it is also wise to seek the contributions of
others who are strong in that quality. This asks for a complementary team. The well-
organized person can help to complement the creative person, and the person with the
sense of humor can complement the serious minded person.
3.1. Concept of Leadership
Leadership is a process by which a person influences others to accomplish
an objective and directs the organization in a way that makes it more cohesive and
coherent. A process whereby an individual influences a group of individuals to achieve a
common goal (Northouse, 2007, p3).
Leadership is a process of social influence, which maximizes the efforts of others,
towards the achievement of a goal (Kruse, 2013).
3.2. Factors of Leadership
1. Leader- You must have an honest understanding of who you are, what you know,
and what you can do. Also, note that it is the followers, not the leader or
someone else who determines if the leader is successful. If they do not
trust or lack confidence in their leader, then they will be uninspired. To be
successful you have to convince your followers, not yourself or your
superiors, that you are worthy of being followed.
2. Followers- Different people require different styles of leadership. For example, a
new hire requires more supervision than an experienced employee does. A
person who lacks motivation requires a different approach than one with a
high degree of motivation. You must know your people! The fundamental
starting point is having a good understanding of human nature, such as
needs, emotions, and motivation. You must come to know your
employees' be, know, and do attributes.
3. Communication - You lead through two-way communication. Much of it is
nonverbal. For instance, when you “set the example,” that
communicates to your people that you would not ask them to
perform anything that you would not be willing to do. What and
how you communicate either builds or harms the relationship
between you and your followers.
4. Situation- All situations are different. What you do in one situation will not
always work in another. You must use your judgment to decide the
best course of action and the leadership style needed for each
situation. For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late or too
early, too harsh or too weak, then the results may prove
ineffective.
3.3. Trait Theory of Leadership
The trait theory of leadership focuses on identifying different personality
traits and characteristics that are linked to successful leadership across a variety of
situations.
This line of research emerged as one of the earliest types of investigations into
the nature of effective leadership and is tied to the "great man" theory of
leadership first proposed by Thomas Carlyle in the mid-1800s.
Leadership Traits
While the list of leadership traits can vary by whoever is drawing up the list, a
recent study from Spain outlined behavioral traits that separated lower-level supervisors
from higher-level supervisors.
According to the researchers, the traits most commonly associated with
great leadership include:
1. Adaptability and flexibility: Effective leaders don't get stuck in a rut. They are
able to think outside of the box and adapt quickly to
changing situations.
2. Assertiveness: A great leader is able to be direct and assertive
without coming off as overly pushy or aggressive.
3. Capacity to motivate people: A great leader knows how to inspire others and
motivate them to do their best.
4. Courage and resolution: The best leaders are brave and committed to the
goals of the group. They do not hide from challenges.
5. Creativity: Perhaps most importantly, great leaders not only
possess their own creativity, but they are also able to
foster creativity among members of the group.5
6. Decisiveness: A great leader is capable of making a decision and is
confident in his or her choices.
7. Eagerness to accept responsibility: Strong leaders take on responsibility and
don't pass the blame on to others. They stand by
their success and take ownership of their mistakes.
8. Emotional stability: In addition to being dependable overall, strong
leaders are able to control their emotions and avoid
overreactions.
9. Intelligence and action-oriented judgment: Great leaders and smart and make
choices that move the group forward.
10. Need for achievement: Strong leaders have a need to succeed and help the
group achieve goals. They genuinely care about the
success of the group and are committed to helping
the group reach these milestones.
11. People skills: Excellent interpersonal skills are essential for leading
effectively. Great leaders know how to interact well
with other leaders as well as with team members.
12. Perseverance: Strong leaders stick with it, even when things get
difficult or the group faces significant obstacles.
13. Self-confidence: Many of the best leaders are extremely self-assured.
Because they are confident in themselves, followers
often begin to share this self-belief.
14. Task competence: A great leader is skilled and capable. Members of the
group are able to look to the leader for an example of
how things should be done.
15. Trustworthiness: Group members need to be able to depend upon and
trust the person leading them.
16. Understanding their followers and their needs: Effective leaders pay
attention to group members and genuinely care about
helping them succeed. They want each person in the
group to succeed and play a role in moving the entire
group forward.
3.4. Process Theory of Leadership
The Process Theory of leadership is based around the Social Change Model of
Leadership, Relational Leadership Model, Transformational Leadership and the Servant
Leadership Theory. This leadership theory has been around since the nineteen
seventies and continues to be used to the present day.
As we start to look through the Social Change Model of leadership we can infer
that leadership, in this since, is a process by which individuals and groups work toward
the common goal of improving the quality of life for all. They intend to do this by
developing and promoting basic values. These values include:
Courage: Does not hide from challenging or scary situations; speaks
up for what is right even if there is opposition.
Creativity: Thinks of many different ways to solve challenges.
Loyalty: Stays true to friends and family or team members through
difficult times.
Honesty: Speaks truthfully; acts sincerely; takes responsibility for own
feelings and actions.
Self-regulation: Controls emotions and sticks to decisions; is
disciplined.
Forgiveness: Accepts shortcomings of others without anger; gives
people a second chance.
Compassion: Thinks of how others are feeling.
Intelligence: Learns quickly and thinks of good solutions; has a love
of learning.
Determination: Focuses on goals and works hard to achieve them.
Enthusiasm: Has lots of energy and excitement for life.
Humor: Sees the lighter side of life and helps people laugh.
Fairness: Treats people fairly and advocates for their rights; doesn’t
let personal feelings bias decisions.
Generosity: Gives freely of time and possessions; demonstrates
kindness.
3.5. Theory of Followership –
Researchers widely recognize that followership is an emerging concept. It seems
that anyone you ask would know what a follower is, but cast connotations aside and
consider the role of a follower, and the definition does not seem so simple.
According to Kellerman “Followers are subordinates who have less power,
authority, and influence than do their superiors, and who therefore usually, but not
invariably, fall in to line” (Kellerman, 2008). The majority of people, particularly in
organizations, are more often followers than leaders but until recently the role of the
follower has not been considered an inherently valuable position, or a role with a
specialized set of skills, motivations, and the power to enhance organizational potential.
(Kelley, 1988) The world and the organizations in it have been viewed through
the leader-centric lens and little attention has been paid to those who do not lead.
(Kelley, 2008) Followership recognizes that followers can be in a position to better
recognize the day to day events within an organization that can actively cultivate good
followers, and that sometimes following is more difficult than leading. (Bennis, 2010)
It is very important to take note that followers also play an essential role in an
organizational structure i.e. without them, the organizational process will not take place
effectively and efficiently. It is just time to look more closely into this very important
role in an organization. After all, the very first requirement in becoming a leader is to
know and recognize the importance of his/her constituents. Moreover, when it comes to
promotion, the next leaders will surely be not an alien but instead the bests from the
rank and file.
3.6. Leadership Communication Theory - Leadership communication is defined as
inspiring and encouraging an individual or a group by systematic
and meaningful sharing of information by using excellent
communication skills (see aforementioned statements in factors of
leadership).
3.7. Situational Leadership Theory- Situational leadership is a leadership
style that has been developed and studied by Kenneth Blanchard
and Paul Hersey. Situational leadership refers to when the leader or
manager of an organization must adjust his style to fit the
development level of the followers he is trying to influence. With
situational leadership, it is up to the leader to change his style, not
the follower to adapt to the leader’s style. In situational leadership,
the style may change continually to meet the needs of others in the
organization based on the situation.
