Leadership

Lesson 05
 What is Leadership

Sources of power

Content Leadership styles

Leadership Qualities
What is leadership?

• Leading people

• Influencing people

• Commanding people

• Guiding people
 Leadership is defined as “ ……the
ability to influence people toward
the attainment of goals”
( Daft,2012)
Leadership-
Definition “Leadership is the process of
directing and influencing the task-
related activities of group members”
(Stoner, Freeman & Gilbert, 2009)
 Leadership, Power and Influence
• Leadership: leadership is identified as the ability a person has
to use the different forms of power to influence behaviour of
followers
• The exercise of power is a social process and it is the ability of
a person to affect behaviour of others.
Power

Legitimate Reward Coercive Referent

Power Power Power Power
Expert Power

• Influence is the effect a person’s actions that have on the

values, attitudes or behaviour of others.
 Legitimate power is the Reward power is the
legal authority a ability of a manager to
manger has his or her give or withhold
position in an tangible and intangible
organization. rewards.

Sources of Coercive power is the

ability of a manager to
punish others or
Expert power is based
on the special
knowledge, skills, and

power granting negative

rewards.
expertise that a leader
possess.

Information power is Referent/Charismatic

the power that is based power is the power
on the important derived from special
information that personality or charisma
manager can assess. of the manager.
 Sources of power of a leader
Personal Power
• Expert power
• Referent or Charismatic power
• Information power

Positional Power
• Legitimate power (This the Authority)
• Reward power
• Coercive power

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What are the differences between Leader and
Manager
Criteria Manager Leader

Members known as subordinates Followers

Position lies at Formal Structure Formal Structure /Informal

Structure

Sources of power Positional Personal

Attitude towards Change Status-quo Innovative

Respect Expect Receive

Type of decision making Rational, Logical, Analytical Emotional, Charismatic

Primary Goal Company Goal Followers Goal

Leadership
styles
 Charismatic Leadership

• Extra ordinary personality to inspire and motivate employees to work beyond their normal
performance.
• Act as change agents
• Strong vision for the future
• Charisma can be used for positive outcomes and also for self- serving purposes
 Transactional and Transformational
Leadership

• Transactional Leadership: “Leaders who determine what

subordinates need to do to achieve objectives, classify those
requirements, and help subordinates become confident they can
reach their objectives”

• Transformational Leadership: “Leaders who, through their

personal vision and energy, inspire followers and have a major
impact on their organizations;
(Stoner et al, 2009)
Activity
 Hersey and Blanchard’s Situational Theory
• Focuses on the characteristics of followers (readiness) in determining appropriate leadership
behavior.
• Leaders can adopt one of four leadership styles based on a combination of relationship
and task behavior.
• Appropriate style depends on the level of readiness of followers.
- Follower: unable and unwilling
Leader: needs to give clear and specific directions.
- Follower: unable but willing
Leader: needs to display high task orientation and high relationship orientation.
- Follower: able but unwilling
Leader: needs to use a supportive and participative style.
- Follower: both able and willing
Leader: a laissez-faire approach will work.

8/14/2020 MMS 5101 Management 57

 Hersey and Blanchard’s Situational Theory
(Cont…)
High relationship High task and
and low task high relationship

High STYLE OF LEADER

S3 S2 High Moderate Low

S4 S1
R4 R3 R2 R1

Able Able Unable Unable

and and and and
w illing unw illing w illing unw illing
Low High
Task Behaviour Follower Readiness

Low relationship High task and

and low task low relationship

Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for
Leadership Studies. Escondido, California. All rights reserved.
Activity
Leadership Qualities
 Honesty
• Honesty is expected from leaders to bring in trust and respect from people for reliability.

• We trust people who are loyal to their words and are accountable.

Active Listening
• Good leaders listen to people with great attention and sincerity. It helps them understand people
and their perspectives.

• Active listening builds trust and relationships in the long run. Good leaders communicate with
care, focus on the person and the message.
 Self-Confidence
• Self-confidence enables leaders to know about their competencies and leadership qualities.

• Provides a sense of self-assurance and self-esteem and, most importantly, believe that they can make a
difference.

• Self-confidence is critical for leadership because it motivates gives them to take risks, accomplish goals

Strong Communicator
• An effective leader knows how to put across his message.

• They are not harsh; they choose words and expressions which suit the situation and allow others to
express their thoughts and ideas
 Problem-Solving Skills
• A sense for analyzing the situation to make better decisions.

• Good leaders have this innate ability to respond to problems. They are equipped with the ability to identify

and define problems. Make the analysis, use data, and communicate to solve the issues.

Self-Discipline
• Good leaders are self-disciplined and have good time management skills.

• They encourage a culture where people are disciplined. This is a quality in which people can adapt
themselves with persistence.
Visionary
• Establish a stable, shared long-term vision and a common sense of purpose

• Identify what is happening to, or affecting, results Set clear, short-term achievable goals

• Ensure flexibility in all levels of planning

• Consider views of stakeholders and partners

Hands-on Leadership
• Be orientated towards ‘hands-on’ management, working with staff

• Know people’s strengths; channel their energy and passion to maximum effect

• Understand cultural differences and manage people’s expectations and views sensitively

• Check results with staff and empower them to get the job done

• Have two-way communication with an emphasis on clarifying, testing & listening

• Ensure managers lead; spending time with staff, listening to concerns and enabling contributions
Improvement and Learning
• Give people the opportunity to ask for training and provide it on a just-in-time basis

• Be receptive to (and seek out) alternative solutions

• Enable staff to challenge, share and learn from mistakes, without fear

• Understand risk factors and make suitable contingencies

• Judge the system rather than people; manage morale, celebrate success, learn from failures

• Allow people doing the work freedom to experiment with method to improve performance
Work Details and the Big Picture
• Base information, technology and resource needs on how they help people’s core work

• Create attitude of co-operation with external partners, sharing information to improve work

• Anticipate unexpected outcomes

• Be prepared to seek specialist advice from external sources

• Integrate flexibility
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Thank you