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Leadership Skills
In Business Organization

Module I

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The Leadership Roles in Organization

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1. The Leadership Roles in Organization

1.1. Leadership & Leader

 Leadership: the ability to influence individuals and groups to cooperatively

achieve common goals.
 Leader: the person who earns the respect and cooperation of employees to
effectively accomplish the work of the organization through the leadership skills.
 Leader differ from manager: not every manager is an effective leader, but
leadership skills can be developed.

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1. Leadership & Importance

1.2. Leadership Roles in Organization

 Figurehead: good leader always engaging in many activities such as meeting

customers, going for ceremonies, escorting visitors, joining social family
activities, etc..,
 Spokesperson: leader acts as a spokesperson to all audiences.
 Confidence creator: good leader may create confidence in his followers by
directing them, giving them advice and getting them to the good results in the
organization.
 Negotiator: leader acts to bargain with some issues related like trade union,
clients, and suppliers.

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1. Leadership & Importance

1.2. Leadership Roles in Organization

 Coach & Motivator: good leader, by exercising his relationship, coach &
motivates employees to get along each other for higher performance.
 Team builder: effective leader knows how to build his strong team.
 Team player: related to the team builder, leadership’s role is to act as a player
for cooperation among team members.
 Technical problem solver: leader serve as the technical expert or adviser for
solving problem in organization.

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1. Leadership & Importance

1.2. Leadership Roles in Organization

 Ethical & social responsibility player: leader play important role in ethical &
social responsibility works.
 Player in balance: leader’s role involve in social balances, equal opportunity
employment, avoid discrimination.
 Entrepreneur: leader acts as the owner, manager, operator, and worker of the
organization.
 Player of change: leader response to the environmental change such as
technological, economic, and social changes. He/she acts as the leader of
change in organization.
 Strategic planner: leader plays very important role in setting vision, direction
for organization and supporting activities for achieving vision.

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1.3. Satisfactions of Being a Leader in Organization

 The feeling of power & prestige: being leader in organization is granted the
power and many people respected by his/her prestigious power.
 The chance to help others grow and develop: being a leader has a chance to
offer training, coaching, and developing people to become skills & growth.
 High income: If money is the motivator then the position as leader will build-in-
satisfaction.
 Respect & status: being a leader always receive a respect from team members
and this status gain even outside the job.
 ….

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1.3. Frustration of Being a Leader in Organization

 To much uncompensated overtime: being the leader is work for accomplishment not
for hours.
 To many “headache”: being the leader is subject to the problem involving with the
people & things. Leadership position is a source of stress & many experience
burnout.
 Not enough authority: sometimes leader might involve with the ill-performers & lack
of power to make decision within this case.
 Loneliness: leader involves in solving many problem then feel lonely due to missing
the chance to socialize.
 To much organizational politics: being leader needs to involve in organizational
politics. Leader needs politics by play to motivate employees and also confront a
politics by play from other side.
 …. etc.,…

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1.4. Leaders Are Born or Built?

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1.4. Leaders Are Born or Built?

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Personality Traits, Motives and Cognitive

of Leadership

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2. Traits, Motives, and Cognitive of Leadership

2.1. Personality Traits of Leadership

Personality Traits: the internally based, relatively stable characteristics that define an
individual personality. Enduring characteristic that describe an individual’s behaviour.

Personality: the total of ways of internal base for which an individual to reacts and
interacts with others.

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2.1.1. General Personality Trait of Leadership
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2.1.2. Task-Related Personality Trait of Leadership
2.2. Leadership Motives
2.3. Cognitive Factors of Leadership

Cognitive Factors of Leadership

2.4. WICS Model of Leadership
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Charismatic and Transformational

Leadership

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3. Charismatic and Transformational Leadership

3.1. Definition

 Charisma: divinely inspired gift (Greek) or a positive and compelling quality of a person that makes
many others want to be led by that person. In general, it is a charming and colourful personality of a
person.
 Charisma occurs when there is a crisis, a person with exceptional personal qualities emerges with a
radical vision that provides a solution to the crisis and attracts followers who believe in the vision and
perceive that person to be extraordinary.
The type of leader gathers their followers not through their power but instead through their personality
(charm). They lead with their concern for people.

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3.2. Characteristics of Charismatic Leadership

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3.3. Characteristics of Charismatic Leadership in Communication

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3.4. Characteristics of Charismatic Leadership in Challenging Status Quo

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3.5. Developing Charismatic Leadership

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3.6. Transformational Leadership

3.6.1. The Meaning of Charismatic & Transformational Leadership

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3.6. Transformational Leadership
3.6.1. Charismatic Vs Transformational Leadership

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Leadership Behaviors, Attitudes,

and Styles

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4. Leadership Attitudes, Behaviors, and Styles

4.1. Relationship: Personality, Attitudes & Behaviors

 Here, I am.
 Personality is a
combination of  Individual Behavior,
qualities that which is; considered
form individual a complex
distinctive phenomenon, is very
difficult to define in
character.
absolute terms. It is
 Personality primarily a
combination of
Traits is used to response to external
describe a and internal stimuli.
certain feature  Attitude is a
complex mix of
of someone’s feelings, beliefs and
personality. values that
predisposes
somebody to behave
towards something
or someone in a
consistent way.

 Attitude are used to

explain a pattern of
behavior or a
response in a given
situation .

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PERSONALITY VS ATTITUDE ATTITUDE VS BEHAVIOR

PERSONALITY ATTITUDE ATTITUDE BEHAVIOR

 Combination  Opinion or
standpoint
of qualities one has  Way in which
that form towards one acts or
individual something or  Standpoint or conducts
distinctive someone. stance one has oneself,
character. towards especially
 Only define something or
the standpoint towards
 Can define the someone.
of someone others.
kind of a
person. regarding a  Influenced by  Influenced by
particular experience,
thing. attitudes,
 Traits play a environment, character
major part in Experiences and moral
 traits, … like
constructing play a major values. endocrine and
one’s role in nervous
personality. defining responses.
someone’s
attitudes.
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4.2. Task-Related Leadership Attitudes & Behaviors

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4.3. Relationship-Oriented Leadership Attitudes & Behaviors

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4.4. Leadership Styles

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4.4.1. Autocratic, Democratic and Laissez Faire Leadership Styles

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4.4.2. Participative Leadership Style

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4.4.3. Entrepreneurship Leadership Style

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4.4.4. Situational Leadership Style

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.

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Ethical and Social Responsibility

Leadership

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5. Ethical and Social Responsibility Leadership

5.1. Ethics: Definitions

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5. Ethical and Social Responsibility Leadership

5.2. Ethics & Morals

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5. Ethical and Social Responsibility Leadership

5.3. Ethical Leadership Definitions

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5. Ethical and Social Responsibility Leadership

5.4. Ethical Leadership Importance

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5. Ethical and Social Responsibility Leadership

5.5. Ethical Leadership Behaviors

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5. Ethical and Social Responsibility Leadership

5.6. Ethical Leadership Decision

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5. Ethical and Social Responsibility Leadership

5.7. Some Examples of Unethical Leadership Behaviors in the Workplace

Examples: Unethical Behaviors

Examples: Solving Unethical Behaviors

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5. Ethical and Social Responsibility Leadership

5.8. Social Responsibility Leadership
5.8.1. Social Responsibility Definition

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5.8. Social Responsibility Leadership

5.8.2. Internal & External Stakeholders

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5.8. Social Responsibility Leadership

5.8.3. Social Responsibility, How Does It Work?

Employees

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5.9. Ethical and social responsibility leadership initiatives

 Ethical & social responsibility leadership role model.

 Establishing written code of conduct.
 Developing formal mechanisms for dealing with ethical problems.
 Accepting whistleblowers.
 Providing training in ethical & social responsibility
 Placing company interests interest over personal interests.
 Creating a pleasant workplace.
 Building the local community relationship.
 Guarding the environment.
 Engaging in philanthropy.

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The Powers and Politics of Leadership

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6. The Powers and Politics of Leadership

6.1. Definition of Power

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6.2. Types of Leadership Power

Formal Power Or Position Power

Personal Power

Expert Power Prestige Power

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6.2. Types of Leadership Power

Charismatic
Power

Political Power

Ownership
Power

Resource
Other Powers Dependency
Power

Opportunity
Capitalizing
Power

Connection
Power

Referent Power
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6.3. Organizational Politics: Definitions

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6.4. Factors Contribute to the Organizational Politics

 Pyramid-shaped organization structure

 Subjective standard of performance
 Environmental uncertainty and turbulence
 Emotional Insecurity
 Machiavellian tendencies
 Declining resources
 Promotion opportunities
 Low trust
 Role ambiguity
 Zero-sum reward practices
 Democratic decision making
 High performance pressure
 Self-serving managers.

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6.5. Political Behaviors

Political Behaviors

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The Influence Tactics of Leadership

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7. Influence Tactics of Leadership

7.1. What Is Importance?

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7.2. What is the Definition?

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7.2. What is the Definition?

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7.3. Influence Model

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7.4. Ethical Influence Tactics

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7.5. Unethical Influence Tactics

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7.6. Implicit Leadership Theories & Leadership Influence

A final perspective on influence tactics is that people are more likely to be

influenced by leaders who match their expectations of what a leader should be.
Implicit leadership theories are personal assumptions about the traits and
abilities that characterize and ideal organizational leader. These assumptions,
both stated and unstated, develop through socialization and past experience
with leaders. The assumptions are stored in memory and activated when group
members interact with a person in a leadership position.

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7.6. Implicit Leadership Theories & Leadership Influence

According to the implicit theory, as a part of making assumptions and expectations

of the leader traits and behaviors, people develop Leadership Prototypes &
Leadership Anti-prototypes.
 Leadership Prototypes: are positive characteristics of leader, whereas
 Leadership Anti-prototypes: are traits & behaviors people do not want to see in a
leader.

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7.6. Implicit Leadership Theory Dimensions

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Leadership Skills
In Business Organization

Module II

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