Business Administration

Section (5)
Chapter 4
PROFESSOR OF COURSE Prof.Dr/ wageeh NAFEi
PRESESNTED BY

Wael Adel Kharoub

TEACHING ASSISTANT IN BUSINESS ADMINISTRATION
DEPARTMENT
Defining Leadership

Leadership is the process of directing the behavior of others toward the

accomplishment of some objective. Directing, in this sense, means causing
individuals to act in a certain way or to follow a particular course. Ideally,
this course is perfectly consistent with such factors as established
organizational policies, procedures and job descriptions
Leader Versus Manager

Leading is not the same as managing. Many executives do not understand the
difference between leading and managing
 Theodore Levitt, management consists of
 The rational assessment of a situation and the systematic selection of goals
and purposes (what is to be done); the systematic development of strategies to
achieve these goals; the marshalling of the required resources; the rational
design, organization, direction, and control of the activities required to attain
the selected purposes; and, finally, the motivating and rewarding of people to
do the work.,

 Managing is much broader in scope than leading and focuses on behavioral as

well as nonbehavioral issues. Leading emphasizes mainly behavioral issues
The Trait Approach to Leadership
The trait approach to leadership is based on early leadership research that
seemed to assume that a good leader is born, not made
 One of these summaries concludes that successful leaders tend to possess
the following characteristics:

1. Intelligence, including judgment and verbal ability.

2. Past achievement in scholarship and athletics.

3. Emotional maturity and stability.

4. Dependability, persistence, and a drive for continuing achievement.

5. The skill to participate socially and adapt to various groups.

6. A desire for status and socioeconomic position.

The Situational Approach to Leadership

 The more modern situational approach to leadership is based on the

assumption that the instances of successful leadership are somewhat
different and require a unique combination pressed in formula form: SL = f
(L,F,S). In this formula, SL is successful leadership f stands for function
of, and L,F, and S are, respectively, the leader, the follower, and the
situation
Determining How to Make Decisions as a Leade

 The true value of the model developed by Tannenbaum and Schmidt can be
realized only if a leader can use it to make practical and desirable decisions.
According to these authors, the three primary factors, or forces, that
influence a manager's determination of which leadership behavior to use in
making decisions are
(1) forces in the manager(Values ,Confidence, personal leadership , Tolerance
and ambiguity )
(2) forces in subordinates
(3) forces in the leadership situation(Type of organizations , effectiveness of
group members, The problem , Time available)
OSU and Michigan studies

The OSU studies are a series of leadership investigations that concluded

leaders exhibit two main types of behavior. The first type, called structure
behavior is any leadership activity that delineates the relationship between the
leader and the leader's followers or establishes well-defined procedures that
followers should adhere to in performing their jobs

The second main type of leadership behavior described by the OSU studies
consideration behavior, is leadership behavior that reflects friendship, mutual
trust, respect, and warmth in the relationship between the leader and the
followers
OSU and Michigan studies
 the Michigan Studies pinpointed two basic types of leader behavior: job-
centered behavior and employee-centered behavior
 Job-centered behavior is leader behavior through which the leader focuses
primary attention on the work a subordinate is doing
 Employee-centered behavior is leader behavior through which the leader
focuses primary attention on subordinates as people

 The results of the OSU studies and the Michigan Studies are very similar. Both
research efforts indicated two primary dimensions of leader behavior: a work
dimension (structure behavior/job-centered behavior) and a people dimension
(consideration behavior/employee-centered
Leadership
 The life cycle theory of leadership
is a rationale for linking leadership styles with various situations so as to ensure
effective leadership. This theory uses essentially the same two types of
leadership behavior as the OSU leadership studies, but it calls the dimensions
"task" rather than "structure" and "relationships" rather than "consideration

The life cycle theory is based primarily on the relationship of follower maturity

Maturity is defined as the ability of the followers to perform their job

independently, their ability to assume additional responsibility, and their desire to
achieve success.
Leadership
 Figure 4-5 shows the life cycle theory of leadership model. The curved line in this model
indicates the maturity level of the followers. As the maturity curve runs from right to left,
the followers' maturity level increases
Leadership
 Fiedler's Contingency Theory of Leadership and Leader Flexibility
Situational theories of leadership, such as life cycle theory, are based on the
concept of leader flexibility-that successful leaders must change their
leadership style as they encounter different situations
for overcoming these obstacles is changing the organizational situation to fit
the leader's style, rather than changing the leader's style to fit the organizational
situation

According to Fiedler and his contingency theory of leadership, leader-member

relations, task structure, and the position power of the leader are the three
primary factors that should be used for moving leaders into situations appro-
priate for their leadership styles
Leadership
 The Path-Goal Theory of Leadership
The path-goal theory of leadership suggests that the primary activity of a leader
should be to make desirable and achievable rewards available to organization
members as a result of attaining organizational goals
According to the path-goal theory of leadership, leaders perform four primary
types of behavior
1. Directive behavior. Directive behavior is leader behavior aimed at telling
followers what to do and how to do it
2. Supportive behavior. Supportive behavior is leader behavior aimed at being
friendly with followers
3. Participative behavior. Participative behavior is leader behavior in which
suggestions from the follower are sought regarding business operations with
the result that followers are involved in making important organizational
decision
Leadership
4. Achievement behavior is leader behavior aimed at setting challenging goals for
followers to reach and expressing and demonstrating confidence that followers
will meet the challenge

For example, assuming that inexperienced followers do not have a thorough

understanding of a job, a manager may appropriately use more directive behavior
to develop this understanding and to ensure that serious job-related problems are
avoided

For more experienced followers, assuming that they have a more complete
understanding of a job, directive behavior would probably be inappropriate and
might create interpersonal problems between the leader and the followers
Leadership
 Two topics that have recently been getting more attention in the leadership
literature are transformational leadership and trust. This section relates each of
these topics to leadership

Transformational leadership is leadership that inspires organizational success by

profoundly affecting followers beliefs in what an organization should be, as well as
followers values like justice and integrity

Trust: is the followers' belief in and reliance on the ability and integrity of the
leader. Without such trust in a leader, successful leader-ship seems difficult if not
impossible.
True&False Questions
1-Leadership is the practise of influencing others' behaviour to
achieve a specific goal.

2-Managing is less broader in scope than leading and focuses on behavioral

as well as nonbehavioral issues.

3-The trait approach to leadership is based on early leadership research that

seemed to assume that a good leader is born, not made

By Wael Kharoub
 True&False Questions
3-Managing and leading are the same.

4- The trait approach has replaced the situational method as the

focus in leadership research.

5-: SL = f (L,F,S). In this formula, SL is successful leadership f stands for

function of, and L,F, and S are, respectively, the leader, the follower, and the
situation

6-Tannenbaum and Schmidt wrote one of the first and perhaps most well-known
articles on the trait approach to leadership
True&False Questions
7-the manager identifies the problem and independently arrives at a decision this
called The manager makes the decision and announces it

8-The first force is the manager's values, such as the relative importance to the
manager of organizational efficiency,

9-the more confidence a manager has in subordinates, the more likely the style of
decision making will be autocratic,

By: Wael Kharoub

True&False Questions

10 Leadership is the process of directing the behavior of others toward

the accomplishment of some objective

11.The manager defines the limits and asks the group to make a
decision
True&False Questions
13.Leading is the same as managing

14. Managing is much broader in scope than leading and focuses on behavioral
as well as non behavioral issues

15 Merely possessing management skills is sufficient for an executive to be

successful in today's business world
True&False Questions
16.A manager makes sure that a job gets done and a leader cares about and
focuses on the people who do the job

17.The trait approach to leadership is based on recently leadership research that

seemed to assume that a good leader is born, not made

18.One of these summaries concludes that successful leaders tend to possess the
following characteristics: Intelligence, including judgment and verbal ability
MCQ
1- What are the various types of leadership behaviour?
a. The manager who makes the decision

b. The managers who sells the decision

c. The manager who presents ideas and invites questions

d. All of the above

BY: Wael Kharoub

MCQ
2-. Choosing How to Make Decisions as a Leader is influenced by
three primary forces.
A. forces in the manager, forces in subordinates, forces in employee

B. forces in marketing , forces in manager, forces in leadership

C. forces in operation, forces in accounting, forces in management

D. forces in leadership. Forces in manager, forces in subordinates

By: Wael Kharoub

MCQ
3- What are the elements in the leadership position that impact
a manager's determination of how to make decisions as a
leader?
a. situational force involves the type of organization in which the leader
works

b. ineffectiveness of group members working together

c. the time available to make a decision

d. A&C
MCQ
4-The OSU studies are a series of leadership investigations that
concluded leaders exhibit two main types of behavior
a. structure behavior, consideration behavior

b. moral behavior, assessment behavior

c. organizational behavior, human behavior

d. none of the above

 MCQ

5-the person who inspires, motivates, and directs the activities of others so that
they work toward organizational goals is known as a(n):
A. Follower
B. Leadership substitute
C. Coercive leader
D. Leader

By: Wael Kharoub

MCQ
6.According to Theodore Levitt, management consists of

A. The rational assessment of a situation and the systematic selection of

goals and purposes

B. the systematic development of strategies to achieve these goal

C. the motivating and rewarding of people to do the work.

D. All of the above

MCQ
7.According to the path-goal theory of leadership, leaders perform four primary types of behavior:

A. Directive behavior, Supportive behavior, Participative behavior and Achievement behavior

B. Directive behavior, structure behavior, Participative behavior and Achievement behavior

C. Directive behavior, moral behavior, Participative behavior and assessment behavior

D. Human behavior, Supportive behavior, organizational behavior and Achievement behavior

MCQ
8. The manager defines the limits and asks the group to make a decision: This behavior is
characterized by

A. The manager still identifies the problem in the first place.

B. The manag er allows subordinates to have some part in the decision-making process

C. the manager makes the decision and attempts to gain acceptance through persuasion

D. the manager first defining the problem and setting the boundaries within which a decision must
be made
Thank You