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LEADERSHIP

Introduction.
Leadership may be defined as the human factor which binds a group together and
motivates it towards achieving certain goals. Managers in formal organizations
due to their formal authority to manage the work of others do interact with their
subordinates. How this interaction is perceived by the subordinates constitute a
particular mangers style of leadership.
A manager is a person who has authority over others. He is directly responsible for
the productivity and performance of the subordinates. He is someone who gets
or achieves results through others. A manager is therefore a leader. He interacts
and influence the behaviour of his subordinates and even his superior.
LEADERSHIP CNTD.
Some managers are poor leaders meaning that they have little influence except the
one that the formal authority allows them to exercise.
Leadership is a process of influencing others to do what the leader wants them to do.
It's the act of inspiring subordinates to perform their duties willingly, competently,
enthusiastically.
It is a process by which the executive imaginatively directs, guides, influence goals by
mediating between the individuals and the organizations in such a manner that
both will obtain maximum satisfaction. A leader is somebody who by example
performs a directing role and yields influence over others.
It involves; communication i.e. vertical/horizontal communication, problems solving
and decisions making, motivation, staff selection, subordinates development.
The word "leadership" can bring to mind a variety of images. For example:
A political leader, pursuing a passionate, personal cause.
An explorer, cutting a path through the jungle for the rest of his group to follow.
An executive, developing her company's strategy to beat the competition.
Leaders help themselves and others to do the right things. They set direction, build an
inspiring vision, and create something new. Leadership is about mapping out where you
need to go to "win" as a team or an organization; and it is dynamic, exciting, and inspiring.
8.3.7 Styles of Leadership
1. Democratic style
2. Autocratic style
3. Supportive style
4. Achievement oriented style
5.Participative style
6. Benevolent autocratic style

The styles of leadership will vary from person to person and from organization to
organization dependent upon the values and personalities of the leaders and on the needs of
the organization.
However, the style adopted will ensure managerial effectiveness in the pursuit of
organizational aims and objectives.
1. Democratic Theory

This is a co-operative, participative and consultative approach where the

workforce/employee is given the opportunity to discuss the issues and problems involved and
share in the decision making process.
The style does not however remove the authority or ultimate responsibility from the
manager.
It a joint involvement between a manager and the employees. It can be time consuming to
operate.
2. Autocratic style / authoritative

It is the traditional view of a leader where what he says is final and the leaders words are
literary the law and it has to be followed. It does not give any room for collaboration or
discussion.
Decisions are taken by the managers and subordinates are to follow without asking any
question.
It is dictatorial in approach and it fails to provide the subordinates with the opportunity to
contribute freely. It also hinders the room for personal advancement. The style presume lack
of failures or inadequacies or weakness on the side of the managers.
3. Benevolent autocrats

These are autocratic leaders who show a measure of sensitivity and care yet they are true
autocrats.

They ask for information from subordinates yet they ultimately make final decisions without
consultations or references whatsoever.
4. Directive leadership

It is characterised by a leader who tells the subordinates what to do and when to do it.

He lets them know what is expected of them and tells them how to do it.

He directs the operations and ensures that things are done as per the instructions.
5. Supportive leadership

He is a leader who is friendly and approachable.

He knows interest in employees and he is concerned with the status, wellbeing and the needs
of the subordinates.
He regularly interacts with the subordinates and participates in social functions.
6. Participative leadership

He is a leader who consults with subordinates and asks for their suggestions which he
seriously considers before making a decision. Involves employees in the decision making
process.
7. Achievement Oriented

This is a leader who sets challenging goals, very high standards and expects the
subordinates to perform at their highest level and to show confidence that they are able to
meet such expectations without necessarily being closely supervised.
Three categories that determine whether one is an effective leader.

1. Factors related to the manager.

• Academic professional background .

• education achievement Technical competence.
• Manager's personality and capacity (ability to do it)
2. Factors related to the employees

• Attitude towards authority and their maturity (task related to maturity)

• Employee loyalty in the organisation
• Employee's academic and professional background, experience and skills level etc.

3. Factors related to the situation

• Size of the working groups.

• Task structure - how the jobs are structured - whether its complex or routine.
• Impact of technology, situational stress (time pressure)
8.3.9 Improving Leadership

• Increase knowledge of human behaviour.

• Gain more knowledge in your field of specialization.
• Improve on speaking/communication skills.
• Read about leadership.
• Observe those in leadership situations.