BASIC LEADERSHIP

SKILLS
ACTIVITY 1

 WHAT IS LEADERSHIP?
Leadership
Leadership is the process where a person
exerts influence over others and inspires,
motivates and directs their activities to
achieve goals.
Effective leadership increases the firm’s
ability to meet new challenges.
 Leader: The person exerting the influence.
 Personal Leadership Style: the ways leaders choose to
influence others.
 Some leaders delegate and support subordinates, others are
very authoritarian.
 Managers at all levels have their own leadership style.
ROLES OF THE LEADER

 Achieve the task -

that is why their group/unit
exists. Leaders ensure that the
group’s purpose is fulfilled. If it is
not, the result is frustration,
disharmony, criticism and,
eventually perhaps,
disintegration of the group.
Leadership roles cont’d

 Maintain effective
relationships -
between themselves and the
members of the group, and
between the people within the
group.
Leadership roles cont’d

These relationships are effective if they

contribute to achieving the task.
 They include those concerned with
the team and its morale and sense of
common purpose.
 Those concerned with individuals and
how they are motivated
ACTIVITY 2

 WHAT ARE THE SOURCES OF

POWER?
 Sources of Power
Figure 1
Reward
Reward
Power
Power

Legitimate
Legitimate Coercive
Coercive
Power
Power Power
Power
Enable
Enablemanagers
managersto tobe
be
leaders
leaders&&influence
influence
subordinates
subordinatestoto
achieve
achievegoals
goals

Expert
Expert Referent
Power Referent
Power Power
Power
 Sources of Power
 Used to affect other’s behavior and get them to
act in given ways.
 Legitimate Power: manager’s authority resulting by
their management position in the firm.
 Can be power to hire/fire workers, assign work.
 Reward Power: based on the manager’s ability to give
or withhold rewards.
 Pay raises, bonuses, verbal praise.
 Effective managers use reward power to signal
employees they are doing a good job.
Sources of Power
 Coercive Power: based in ability to punish others.
 Ranges from verbal reprimand to pay cuts to firing.
 Can have serious negative side effects.
 Expert Power: based on special skills of leader.
 First & middle managers have most expert power.
 Often found in technical ability.
 Referent Power: results from personal characteristics
of the leader which earn worker’s respect, loyalty and
admiration.
 Usually held by likable managers who are concerned
about their workers.
 Empowerment
 Process of giving workers at all levels
authority to make decisions and the
responsibility for their outcomes.
Empowerment helps managers:
Get workers involved in the decisions.
 Increase worker commitment and motivation.
 To focus on other issues.
 Effective managers usually empower
substantial authority to workers.
ACTIVITY 3

 MENTION ANY THREE TYPES OF

LEADERSHIP STYLES
 Leadership styles
(1)Charismatic
-Rely on their personality, their
inspirational qualities and their aura.
(Quality that come from a person)
-Are often visionary leaders who are
achievement oriented, risk takers and
good communicators.
 Leadership Styles cont’d
(2) Autocratic /Authoritarian leader
-Gives orders which must be obeyed.
-Determination of policies of the group
can be done without consulting them.
-Detailed information about the future
plans remained in black box
-Remains aloof from the group for most
of the time
Leadership styles cont’d
 (3) laissez faire/Rein leader
-A free rein leader does not
lead, but leaves the group
entirely to itself. own
establishment of goals.
-Avoids using power
Leadership Styles cont’d
(4) Democratic/participative leader
 Encourage people to participate
and involve themselves in decision-
making.
 Gives order after consulting group
 Reduce resistance to change
 Reduce the no: of grievances .
Leadership styles cont’d

(5) Transformational
 Transformational leaders
motivate people to strive for
higher level goals.
ACTIVITY 4

 Which leadership style do you

think is the best?
 NO ONE BEST STYLE FOR A
LEADER
 The situation in which leaders and
their departments/units/teams
function will influence the
approaches that leaders adopt.
 Style of leader cont’d

One has to look at:

 the type of organization
 the nature of the task
 the characteristics of the group
and more importantly
 the personality of the leader.
LEADERSHIP QUALITIES

 Enthusiasm - to get things done

which they can communicate to
other people.
 Confidence - belief in themselves
which again people can sense (but
this must not be over-confidence,
which leads to arrogance).
LEADERSHIP QUALITIES

 Toughness - resilient (flexible),

tenacious (firm) and demanding
high standards, seeking respect but
not necessarily popularity.
 Integrity - being true to oneself -
personal wholeness, soundness
and honesty which inspires trust.
LEADERSHIP QUALITIES

 Warmth - in personal relationships,

caring for people and being
considerate.
 Humility - willingness to listen and
take the blame; not being arrogant.
Leadership qualities cont…

 Intelligence – generally intelligence is

expressed in terms of mental ability to think
scientifically and analyze accurately the
problems
 Vision /foresight – should be able to visualize
events well in advance, a high degree of
imagination and detrminaation.
MOTIVATION

 How can a leader motivate

workers?
 Path-Goal Model/theory

 Model suggests that effective leaders motivate

workers to achieve by:
1) Clearly identifying the outcomes workers are
trying to achieve.
2) Reward workers for high-performance and
attainment.
3) Clarifying the paths to the attainment of the
goals.
 Path-Goal proposes the steps managers should

take to motivate their workers.

Steps to Path-Goal

1) Determine the outcomes your subordinates are trying

to obtain.
 Can range from pay to job security or interesting work.
 Once outcomes determined, manager needs to be sure they
have the reward power to provide these.
2) Reward subordinates for high-performance and goal
attainment with the desired outcomes.
3) Clarify the paths to goal attainment for workers,
remove obstacles to performance, and express
confidence in worker’s ability.
 Motivating with Path-goal
 Path-goal identifies four behaviors leaders can use:
1) Directive behaviors: set goals, assign tasks, show how to
do things.
2) Supportive behavior: look out for the worker’s best
interest.
3) Participative behavior: give subordinates a say in
matters that affect them.
4) Achievement-oriented behavior: Setting very
challenging goals, believing in worker’s abilities.
 Which behavior should be used depends on the worker
and the tasks.
 Leader-Substitute Model
 Leadership substitute: acts in the place of a leader and
makes leadership unnecessary. Possible substitutes can
be found:
 Characteristics of Subordinates: their skills, experience,
motivation.
 Characteristics of context: the extent to which work is
interesting and fun.
 Worker empowerment or Self-managed work teams
reduce leadership needs.
 Managers need to be aware that they do not always
need to directly exert influence over workers.
Importance of leadership

 Coordination – leader reconciles the goals of

the individuals with the organizational goals
 Provide Guidance – guides the subordinates
towards the achievement of organizational
objectives , available for advices
 Motivation – motivate subordinates for better
performance , by providing them economic
and non economic rewards
 Representation – a representative of group.
ACTIVITY 5

 Differentiate between leadership and

Management
 THE END

 THANK YOU FOR LISTENING