Leadership Lec 1

8/2/2019 Leadership Lec 1

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process of social influence in which oneperson can enlist the aid and support of

others in the accomplishment of acommon task".

"organizing a group of people toachieve a common goal".


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http://www.bized.co.uk

Copyright 2007 Biz/ed

Leadership Definition

Leadership: A process of influenceamong leaders and followers who

intend real changes that reflecttheir mutual purposes. (Appleton,1999)


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How to Be a SuccessfulLeader: Essential Elements

Successful leaders must have theability to develop a vision of thepossible.

Leaders guide the skills of others bythe sheer weight of their visions.

(Appleton, 1999)


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Successful leaders have a clearunderstanding of:

themselves;

the expectations, experiences, needs,and interaction patterns of others in thegroup or organization;

and, appreciate the specifics of theenvironment and the tasks to beaccomplished.

(Appleton, 1999)


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Successful leaders depend as muchon personal influence andcompetency power as on the

elements of legitimate power.

The successful leader will be atransformational leader.

(Appleton, 1999)


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A Leadership Story: A group of workers and their leaders are set a task

of clearing a road through a dense jungle on aremote island to get to the coast where an estuaryprovidesa perfect site for a port.

The leaders organise the labour into efficient units

and monitor the distribution and use of capital assets progress is excellent. The leaders continue tomonitor and evaluate progress, making adjustmentsalong the way to ensure the progress is maintainedand efficiency increased wherever possible.

Then, one day amidst all the hustle and bustle andactivity, one person climbs up a nearby tree. Theperson surveys the scene from the top of the tree.


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A Leadership Story:

And shouts down to theassembled group below

Wrong Way! (Story adapted from Stephen Covey (2004)The Seven Habits of Highly Effective PeopleSimon & Schuster).

Management is doing thingsright, leadership is doing theright things(Warren Bennis and Peter Drucker)


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Leadership


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Types of Leadership Style


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Autocratic:Leader makes decisions without reference

to anyone else

High degree of dependency on the leaderCan create de-motivation and alienation

of staff

May be valuable in some types ofbusiness where decisions need to bemade quickly and decisively


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Democratic:

Encourages decision making

from different perspectives leadershipmay be emphasised throughoutthe organisation Consultative: process of consultation before

decisions are taken

Persuasive: Leader takes decision and seeksto persuade others that the decisionis correct


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Democratic:

May help motivation and involvement

Workers feel ownership of the firmand its ideas

Improves the sharing of ideas

and experiences within the businessCan delay decision making


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Laissez-Faire:

Let it be the leadership responsibilitiesare shared by all

Can be very useful in businesses

where creative ideas are importantCan be highly motivational,

as people have control over their working life

Can make coordination and decision makingtime-consuming and lacking in overalldirection

Relies on good team work

Relies on good interpersonal relations


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Paternalistic:

Leader acts as a father figure

Paternalistic leader makes decisionbut may consult

Believes in the need to supportstaff


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Change Leadership


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Change Leadership

The most challenging aspect ofbusiness is leading and managingchange

The business environment issubject to fast-paced economicand social change

Modern business must adaptand be flexible to survive

Problems in leading change stemmainly from human resourcemana ement


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Change Leadership

Leaders need to be aware of howchange impacts on workers:

Series of self-esteem statesidentified by Adams et al and citedby Garrett Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition:

understanding and managing change personal changeLondon, Martin Robertson

Garrett, V. (1997) Managing Change in School leadershipfor the 21st century Brett Davies and Linda Ellison, London,Routledge


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Change LeadershipSelf-esteem

Time

1. Immobilisation as rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief

so much so that theydeem it worthy ofdoing nothing.

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2. Minimisation: As thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it will

not affect them.2

3. Depression: as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed as

they try to reconcile whatis happening with theirown personal situation.

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4. Acceptance/letting go:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. Fear of thefuture is a feature of this

stage.

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5. Testing out:Individuals begin tointeract with the change,they start to ask questionsto see how they mightwork with the change.

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6. Search for meaning:Individuals begin to workwith the change and seehow they might be able tomake the change work forthem self esteem begins

to rise.

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7. Internalisation:the change isunderstood andadopted within theindividuals own

understanding theynow know how towork with it and feel arenewed sense ofconfidence and selfesteem.


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Theories of Leadership


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Trait theories: Is there a set of characteristics

that determine a good leader?

Personality?

Dominance and personal presence?

Charisma?

Self confidence?

Achievement?

Ability to formulate a clear vision?


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Behavioural: Imply that leaders can be trained

focus on the way of doing things

Structure based behavioural theories focus on the leader institutingstructures task orientated

Relationship based behaviouraltheories focus on the developmentand maintenance of relationships

process orientated


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Contingency Theories: Leadership as being more flexible

different leadership styles used

at different times depending onthe circumstance.

Suggests leadership is not a fixed

series of characteristics that canbe transposed into differentcontexts


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May depend on:

Type of staff

History of the businessCulture of the business

Quality of the relationships

Nature of the changes neededAccepted norms within the

institution


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Invitational Leadership: Improving the atmosphere and messagesent out by the organisation

Focus on reducing negative messages

sent out through the everyday actions ofthe business both externally and, crucially,internally

Review internal processes to reduce these

Build relationships and sense of belongingand identity with the organisation that gets communicated to customers, etc.


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Transactional Theories:Focus on the management

of the organisation

Focus on procedures andefficiency

Focus on working to rules

and contractsManaging current issues

and problems


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Factors Affecting Style

F t Aff ti St l


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Factors Affecting Style Leadership style may be dependent

on various factors:

Risk - decision making and changeinitiativesbased on degree of risk involved

Type of business creative businessor supply driven?

How important change is change for changes sake?

Organisational culture may be longembeddedand difficult to change

Nature of the task needing


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How to Be a Successful

Leader: Essential Elements A successful leader will not only

ask questions and wrestle with

their individual and organizationalinterests, but will also ask thequestion:

Leadership for what purpose andwhat public good?

(Appleton, 1999)


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Leader: Strategies(Technical Management Services, Inc., 2004) Make your

expectations clearlyknown.

Share your goals,visions, motivations,and reasons.

Give feedback about

contributions.

Listen

Build team players.

Reward cooperationand hard work.

Maintain good

relations with boss. Accept diversity.

Admit your mistakes.

When you promise-

deliver. Periodically,

disengage from dailypressures.

Dont take yourselftoo seriously.


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Leader: Characteristics Drive

Honesty and integrity

Leadership motivation Self-confidence

Cognitive ability/intelligence

Knowledge of the business Emotional intelligence

Flexibility


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Culture Contingent

Leadership? GLOBE Research Project

60 countries

12 years

Universally accepted leadershipattributes

Culture specific characteristics


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What does a 21st century

leader need to do?

Documents

Leadership Lec 1