THE NATURE OF LEADERSHIP

Chapter 10
 Learning outcomes

After completing this chapter you should be able to:

■explain the meaning and importance of leadership in work organisations;
■contrast main approaches to, and studies of, leadership;
■examine leadership as an aspect of behaviour, and different styles of leadership;
■explore contingency theories of leadership;
■evaluate the nature and main components of transformational leadership and inspirational leadership;
■explain the leadership relationship and the exercise of leadership power and influence;
■review the variables which determine effective leadership and development.
An essential part of the process of management is coordinating the activities of people and guiding their
efforts towards the goals and objectives of the organization. This involves the process of leadership and the
choice of an appropriate form of behavior and action. Leadership is a central feature of organizational
performance. The manager needs to understand the nature of leadership influence, factors that determine
relationships with other people and the effectiveness of the leadership relationship.
THE MEANING OF LEADERSHIP

◦ Leadership might be interpreted in simple terms, such as ‘getting others to follow’ or ‘getting people to
do things willingly’, or interpreted more specifically, for example as ‘the use of authority in decision-
making’. It may be exercised as an attribute of position or because of personal knowledge or wisdom.
Leadership might be based on a function of personality or it can be seen as a behavioral category. It may
also be viewed in terms of the role of the leaders and their ability to achieve effective performance from
others. Leadership can also be discussed in terms of a form of persuasion or power relationship.

◦ It is a relationship through which one person influences the behavior or actions of other people.
This means that the process of leadership cannot be separated from the activities of groups and effective
teambuilding.
Changing nature of the work organization

◦The changing nature of work organizations involves moving away from an emphasis on getting results by
the close control of the workforce and towards an environment of coaching, support and empowerment.
This places an ever growing importance on leadership.

◦The leader–follower relationship is reciprocal and effective leadership is a two-way process that
influences both individual and organizational performance. Leadership is related to motivation and
interpersonal behavior.

◦A major report from the Advanced Institute of Management Research refers to the dual role of leadership.
Leaders both motivate employees and design effective organizations. There are two broad conceptions of
what leaders do – they motivate their followers and they design organizational contexts to enable their
followers to function effectively.
Teamwork and inspiration
◦Leadership today is increasingly associated not with command and control but with the concept of
teamwork, getting along with other people, inspiration and creating a vision with which others can identify.
◦According to Levine, leaders need to focus on moving people and organizations forward by increasing the
competency of staff and the co-operation of teams in order to improve the organization.
◦A leader’s job is constantly to challenge the bureaucracy that smothers individual enthusiasm and the
desire to contribute to an organization.
◦Leaders in the new millennium will create an environment that encourages the development of skills,
learning and openness so that those on their team can participate in the deployment of financial and human
resources.
LEADERSHIP OR MANAGEMENT?

◦ Management is regarded as relating to people working within a structured organization and with
prescribed roles.

◦ To people outside the organization the manager might not necessarily be seen in a leadership role. The
emphasis of leadership is on interpersonal behavior in a broader context. It is often associated with the
willing and enthusiastic behavior of followers.

◦ Leadership does not necessarily take place within the hierarchical structure of the organization. It
occurs at different levels and can be manifested in different ways. Many people operate as leaders
without their role ever being clearly established or defined.
Attitudes and relations with others

Zaleznik explores difference in attitudes towards goals, conceptions of work, relations with others, self-perception and
development.

■Managers tend to adopt impersonal or passive attitudes towards goals. Leaders adopt a more personal and
active attitude towards goals.

■In order to get people to accept solutions, the manager needs continually to co-ordinate and balance in order
to compromise conflicting values. The leader creates excitement in work and develops choices that give substance
to images that excite people.

■In their relationships with other people, managers maintain a low level of emotional involvement. Leaders have
empathy with other people and give attention to what events and actions mean.

■Managers see themselves more as conservators and regulators of the existing order of affairs with which they
identify and from which they gain rewards. Leaders work in, but do not belong to, the organization. Their sense of
identity does not depend upon membership or work roles and they search out opportunities for change.
APPROACHES TO LEADERSHIP

◦ Due to its complex and variable nature there are many alternative ways of analyzing leadership. It is helpful,
therefore, to have some framework in which to consider different approaches to study of the subject.

◦ One way is to examine managerial leadership in terms of:

■the qualities or traits approach;

■the functional or group approach, including action-centred leadership;

■leadership as a behavioral category;

■styles of leadership;

■contingency theories;

■transitional or transformational leadership; and

■inspirational or visionary leadership.

THE QUALITIES OR TRAITS APPROACH

◦ The first approach assumes that leaders are born and not made. Leadership consists of certain inherited
characteristics, or personality traits, which distinguish leaders from their followers.

◦ The qualities approach focuses attention on the man or woman in the job and not on the job itself. It
suggests that attention is given to the selection of leaders rather than to training for leadership.
Limitations of the traits approach

There are three further limitations with this approach.

■First, there is bound to be some subjective judgement in determining who is regarded as a ‘good’ or
‘successful’ leader. (This can make for an interesting class discussion.)

■Second, the lists of possible traits tend to be very long and there is not always agreement on the most
important.

■Third, it ignores the situational factors.

THE FUNCTIONAL (OR GROUP) APPROACH

◦ This approach to leadership focuses attention not on the personality of the leader, nor on the man or
woman in the job, per se, but on the functions of leadership.

◦ Leadership is always present in any group engaged in a task. The functional approach views leadership in
terms of how the leader’s behavior affects, and is affected by, the group of followers.

◦ This approach concentrates on the nature of the group, the followers or subordinates. It focuses on the
content of leadership. Greater attention can be given to the successful training of leaders and to the
means of improving the leaders’ performance by concentrating on the functions which will lead to
effective performance by the work group. The functional approach believes that the skills of leadership
can be learned, developed and perfected.
ACTION-CENTRED LEADERSHIP

◦ A general theory on the functional approach is

associated with the work of John Adair and his
ideas on action-centred leadership which
focuses on what leaders actually do.

◦ The effectiveness of the leader is dependent

upon meeting three areas of need within the
work group: the need to achieve the common
task, the need for team maintenance, and the
individual needs of group members. Adair
symbolises these needs by three overlapping
circles (see Figure 10.2).
 ◦ Team maintenance needs involve:

◦ ■maintaining morale and building team spirit;

◦ ■the cohesiveness of the group as a working

unit;

◦ ■setting standards and maintaining discipline;

Task needs involve:
◦ ■systems of communication within the group; ◦ Individual needs involve:
■achieving the objectives of the
◦ ■training the group; ◦ ■meeting the needs of the individual members
work group;
◦ ■appointment of sub-leaders. of the group;
■defining group tasks;
◦ ■attending to personal problems;
■planning the work;
◦ ■giving praise and status;
■allocation of resources;
◦ ■reconciling conflicts between group needs and
■organisation of duties and responsibilities;
needs of the individual;
■controlling quality and checking
performance; ◦ ■training the individual.

■reviewing progress.
LEADERSHIP AS A BEHAVIOURAL CATEGORY

◦ This approach draws attention to the kinds of behavior of people in leadership situations. The focus was on the effects
of leadership styles on group performance. Results indicated two major dimensions of leadership behavior, labelled
‘consideration’ and ‘initiating structure’.

■Consideration reflects the extent to which the leader establishes trust, mutual respect and rapport with the
group and shows concern, warmth, support and consideration for subordinates. This dimension is associated with
two-way communication, participation and the human relations approach to leadership.

■Initiating structure reflects the extent to which the leader defines and structures group interactions towards
attainment of formal goals and organizes group activities. This dimension is associated with efforts to achieve
organizational goals. Approach draws attention to the kinds of behavior of people in leadership situations.
 STYLES OF LEADERSHIP

Leadership style is the way in which the functions of leadership are carried out, the way in which the
manager typically behaves towards members of the group.

It has also been influenced by such factors as:

■increasing business competitiveness and recognition of efficient use of human resources;

■changes in the value-system of society;

■broader standards of education and training

■advances in scientific and technical knowledge

■changes in the nature of work organization

■pressure for a greater social responsibility towards employees (work life balance)

■government legislation
Broad framework of leadership style

■The authoritarian (autocratic) style is where the focus of power is with the manager and all interactions within the group
move towards the manager. The manager alone exercises decision-making and authority for determining policy, procedures for
achieving goals, work tasks and relationships, control of rewards or punishments.

■The democratic style is where the focus of power is more with the group as a whole and there is greater interaction within
the group. The leadership functions are shared with members of the group and the manager is more part of a team. The group
members have a greater say in decision-making, determination of policy, implementation of systems and procedures.

■A laissez-faire (genuine) style is where the manager observes that members of the group are working well on their own. The
manager consciously makes a decision to pass the focus of power to members, to allow them freedom of action ‘to do as they
think best’, and not to interfere; but is readily available if help is needed
Four main styles of leadership

■Tells. The manager identifies a problem, makes a decision and announces this to subordinates, expecting them to
implement it without an opportunity for participation.

■Sells. The manager still makes a decision but recognizes the possibility of some resistance from those faced with the
decision and attempts to persuade subordinates to accept it.

■Consults. The manager identifies the problem but does not make a decision until the problem is presented to the group,
and the manager has listened to the advice and solutions suggested by subordinates.

■Joins. The manager defines the problem and the limits within which the decision must be made and then passes to the
group, with the manager as a member, the right to make decisions.

Forces in the manager
The manager’s behaviour will be
influenced by their personality,
background, knowledge and
experiences. These internal forces
will include:
■value-systems
■confidence in subordinates
■leadership inclinations
■feelings of security in an
uncertain situation.
Three main forces
Forces in the subordinate.
Subordinates are influenced by many personality
variables and their individual set of expectations about
their relationship with the manager. Characteristics of
the subordinate are:
Forces in the situation
■the strength of the need for independence
■readiness to assume responsibility for decision- The manager’s behaviour will be
making
influenced by the general situation and
■the degree of tolerance for ambiguity
environmental pressures. Characteristics
■interest in the problem and feelings as to its
in the situation include:
importance
■understanding and identification with the goals of ■type of organisation
the organisation
■necessary knowledge and experience to deal with
■group effectiveness
the problem ■nature of the problem
■the extent of learning to expect to share in decision-
making. ■pressure of time.
CONTINGENCY THEORIES OF LEADERSHIP

 The situational approach emphasizes the situation as the dominant feature in considering the characteristics of effective
leadership.

 There are, however, limitations to the situational approach. There are people who possess the appropriate knowledge and
skills and appear to be the most suitable leaders in a given situation, but who do not emerge as effective leaders.

 Another limitation is that it does not explain fully the interpersonal behavior or the different styles of leadership and their
effect on members of the group.

 Finally, in the work organization, it is not usually practicable to allow the situation continually to determine who should
act as the leader.

 Despite the limitations of the situational approach, situational factors are important in considering the characteristics of
leadership.
TRANSFORMATIONAL LEADERSHIP

■Transactional leadership is based on legitimate authority within the bureaucratic structure of the
organization. The emphasis is on the clarification of goals and objectives, work task and outcomes, and
organizational rewards and punishments. Transactional leadership appeals to the self-interest of followers. It is
based on a relationship of mutual dependence and an exchange process of ‘I will give you this, if you do that.’

■Transformational leadership, by contrast, is a process of engendering higher levels of motivation and

commitment among followers. The emphasis is on generating a vision for the organization and the leader’s
ability to appeal to higher ideals and values of followers, and creating a feeling of justice, loyalty and trust. In
the organizational sense, transformational leadership is about transforming the performance or fortunes of a
business.
Components of transformational leadership

Transformational leadership is comprised of four basic components:

■idealized influence – the charisma of the leader, and the respect and admiration of the followers;

■inspirational motivation – the behavior of the leader which provides meaning and challenge to the
work of the followers;

■intellectual stimulation – leaders who solicit new and novel approaches for the performance of work
and creative problem solutions from followers; and

■individualized consideration – leaders who listen and give special concern to the growth and
developmental needs of the followers.
INSPIRATIONAL OR VISIONARY LEADERSHIP

Successful transformational leaders are usually identified in terms of providing a strong vision and sense of
mission, arousing strong emotions in followers and a sense of identification with the leader. This might be
considered as part of transformational leadership or arguably it has given rise to a new approach to leadership
– that of inspirational or visionary leadership. Inspirational leadership is not concerned so much with the
theory of leadership but more with the skills of motivating and inspiring people.
Personal qualities or charisma

◦Leadership may be based on the personal qualities, or charisma, of the leader and the manner in which
influence is exercised.

◦The concept of charismatic or inspirational leadership is not new and has been applied in the
organizational context by writers such as Max Weber (1864–1920).

◦The importance of charisma for effective leadership today is emphasized by Conger, who also believes
that many of the traits that make a successful leader can be taught, including charisma.
THE LEADERSHIP RELATIONSHIP

◦ Whatever the perceived approach to leadership, the most important point is the nature of the leadership
relationship and the manner in which the leader influences the behavior and actions of other people.
Leadership is a dynamic form of behavior and there are a number of variables that affect the leadership
relationship. For example, Bass reviews leadership influence in terms of persuasion, a power relation, an
instrument of goal achievement, an emerging effect of interaction and the initiation of structure.
◦ Four major variables are identified by McGregor as:
■the characteristics of the leader
■the attitude, needs and other personal characteristics of the followers
■the nature of the organization, such as its purpose, its structure, and the tasks to be performed
■the social, economic and political environment.
 Power and leadership influence

■Reward power is based on the subordinate’s perception that the leader has the ability and resources to obtain
rewards for those who comply with directives; for example, pay, promotion, praise, recognition, increased
responsibilities, allocation and arrangement of work, granting of privileges.

■Coercive power is based on fear and the subordinate’s perception that the leader has the ability to punish or to
bring about undesirable outcomes for those who do not comply with directives; for example, withholding pay rises,
promotion or privileges; allocation of undesirable duties or responsibilities; withdrawal of friendship or support;
formal reprimands or possibly dismissal. This is in effect the opposite of reward power.
■Legitimate power is based on the subordinate’s perception that the leader has a right to exercise influence because of the leader’s role
or position in the organization. Legitimate power is based on authority, for example that of managers and supervisors within the
hierarchical structure of an organization. Legitimate power is therefore ‘position’ power because it is based on the role of the leader in the
organization, and not on the nature of the personal relationship with others.

■Referent power is based on the subordinate’s identification with the leader. The leader exercises influence because of perceived
attractiveness, personal characteristics, reputation or what is called ‘charisma’. For example, a particular manager may not be in a position
to reward or punish certain subordinates, but may still exercise power over the subordinates because the manager commands their respect
or esteem.

■Expert power is based on the subordinate’s perception of the leader as someone who is competent and who has some special
knowledge or expertise in a given area. Expert power is based on credibility and clear evidence of knowledge or expertise; for example, the
expert knowledge of ‘functional’ specialists such as the human resources manager, management accountant or systems analyst. The expert
power is usually limited to narrow, well-defined areas or specialisms.
Other sources of power

Finlay suggests that in addition to the five sources of power identified by French and Raven can be added:

■personal power, supported and trusted by their colleagues and subordinates; and

■connection power, which results from personal and professional access to key people and information.

◦Yukl suggests that a further relevant source of power is control over information.
Power, responsibility and wisdom

◦Lloyd suggests that the way we think about leadership is a contributory factor to the leadership crisis.
Leadership has traditionally been associated with those who have power and there is a need to re-examine
the core relationship between power and responsibility. Rather than gaining and keeping power for
ourselves, more emphasis should be given to unifying consideration of the two concepts together with
greater attention to the subject of wisdom.

◦The new agenda moves us from that narrow focus to a much broader concept of leadership that is more
concerned with how power is used, i.e. in whose interest power is used.
LEADERSHIP EFFECTIVENESS

◦ Goleman also reminds us that whatever a leader is wanting to achieve it is all done with people and from
his recent research identifies six leadership styles. Each style springs from different components of
emotional intelligence, and help build commitment and improve the emotional climate. They are:

1 Visionary – provides long-term vision

2 Coaching – develops people long-term

3 Affiliative – creates harmony in work

4 Democratic – commitment through consultation

5 Pace-setter – pushes to accomplish tasks

6 Commanding – demands compliance.

 Variables affecting leadership effectiveness

■the characteristics of the manager, personality, attitudes, abilities, value-system, and the personal credibility of the manager;

■the type of power of the manager and the basis of the leadership relationship;

■the characteristics of the followers: diversity, their needs and expectations, attitudes, knowledge, confidence and experience, and their motivation and commitment;

■the relationship between the manager and the group, and among members of the group;

■the type and nature of the organization, organization culture, and different stages in innovation and development;

■the nature of the tasks to be achieved, the extent to which structured or routine;

■the technology, systems of communication and methods of work organization;

■organization structure and systems of management;

■the type of problem and the nature of the manager’s decisions;

■the nature and influence of the external environment;

■the social structure and informal organization, and the psychological contract;

■the influence of national culture.

NO ONE BEST FORM OF LEADERSHIP

The right leader for the right situation

A good manager will clearly recognize that different styles of leadership are called for in different
situations. As an obvious and (hopefully) extreme example, emergency situations such as a major fire in a
building demand an assertive, directive style of action.

As Rajan also points out: ‘Of course, different leadership styles are needed to cope with different
situations: for example, the autocratic style makes sense when an organization is in deep trouble and needs
to achieve a rapid turn-around. That style would be counter-productive when the organization is in a
growth situation.’
THE END