Leading function

 Definition of leadership
Leadership is a set of behaviors used to help people align their collective direction, to execute
strategic plans, and to continually renew an organization. Leadership is the ability of an
individual or a group of people to influence and guide followers or members of an
organization, society or team

Leadership is defined as the ability to influence a group toward the achievement of a vision or
set of goals. Management, on the other hand, relates primarily to maintaining order and
consistency. Good leaders establish a vision and inspire others to follow a new direction to
achieve these goals
Leadership is all about:
 Influencing, inspiring and directing the actions of subordinates towards desired
organizational goals
 influence followers to act
 Followers expect intrinsic and extrinsic rewards
 Followers give up their decision making power to follow leader

SOURCES OF LEADERSHIP POWER

 Legitimate power = obtained from the position that the leader occupies in the
organizational hierarchy. Also referred to as position power
 Expert power = obtained from leader’s perceived expertise/knowledge
 Reward power = based on leader’s ability to provide valued rewards
 Coercive power = based on leader’s ability to punish for not engaging in positive
actions
 Referent power = based on follower’s desire to be identified with the leader or the
leader being admired/liked by followers

 Information power = based on the leader’s access to and control over the
distribution of important information about organizational operations or
future plans

Types of Leadership/management styles

Autocratic.
Democratic.
Laissez-faire.
Transformational.

LEADERSHIP SKILLS

According to Katz (1955), a skill can be defined as "an ability which can be
developed, not necessarily inborn, and which is manifested in performance, not
merely potential" (p. 33- 34). Similarly, Nahavandi (2000) defined a skill as “an
acquired talent that a person develops related to a specific task”
 Empower subordinates- allows them to participate in decision making

 Self-understand- recognize their weaknesses, develop an ability to accept

criticism and grow on the job
 Visionary- know where they want to be (a better future) and effectively
communicate it to followers actively involving them Intuition- constantly
scan the environment hence are able to anticipate changes, take calculated
risks and build trust
 Value congruence- reconcile subordinate’s values to organizational goals
 Intuition- constantly scan the environment hence are able to anticipate
changes, take calculated risks and build trust

LEADERSHIP VERSUS MANAGEMENT

A leader A manager

Motivating; influencing and changing behaviour Practicing stewardship, directing and being held accountable for resources

Inspiring, setting the tone and articulating a vision Executing plans, implementing, and delivering the goods and services

Managing people Managing resources (both human and other resources)

Being charismatic Being conscientious

Being visionary Planning, organising, directing and controlling

Understanding and using power and influence Understanding and using authority and responsibility

Acting decisively Acting responsibility

Putting people first- knowing, responding to and acting for Putting customers first—knowing, responding to and acting for customers
followers

LEADERSHIP theories

1. Traits approach=leaders are born thus they have certain attributes

 Physical
 Social background
 Personality
 Social characteristics
 Task related characteristics

7 common characteristics of leaders

 Trustworthy
 Ambitious
 Think analytically
 Orderly
 Calm
 Confidence
 Enthusiastic

2. Behavioral approach= what do effective managers do? Based on

Democratic vs. Authoritarian behaviors

 Authoritarian being task centered

 Democratic being employee centered
 Blake and Mouton managerial grid attempts to identify the most effective
managerial behavior

Blake & Mouton Grid

Blake and Mouton’s managerial styles

 Style 1.1 impoverished management =no management taking place. Also
known as laissez-faire.
 Style 1-.9 Country club management =high concern for employees and no
concern for tasks to be performed
 Style 9.1 authoritarian management =high concern for production and
efficiency, no concern for employees
 Style 5.5 middle of the road management =manager has intermediate
concern for both production and employee satisfaction

 Style 9.9 team/democratic management =manager has high concern for

both production efficiency and employee morale and satisfaction
 SITUATIONAL LEADERSHIP
 Based on the belief that leadership style is determined by circumstances
 Circumstances are determined by:
 Employee level of maturity
 Organisational factors
 The leader/manager
Employee level of maturity

 Desire for responsibility

 Knowledge and experience
 Past experience with managers
 Expectations

Organizational factors

 Organisation culture
 Nature of tasks
 Pressure of time
 Work groups
 The general environment

The leader/manager

 Manager’s background
 Manager’s values and knowledge
 Superior’s expectations and behavior
 peer’s expectations