Leadership

What is Leadership?
Leadership is the ability to inspire confidence and support among the people who are needed to
achieve organizational goals
OR
Process of influencing others to achieve organizational goals

Who is a Leader?
 Someone who influence others to achieve organizational goals
 Someone who makes confidence between members
 Someone who see the future map and future direction
 Someone who motivates and coordinates the organization in the accomplishment of its
objectives
 Someone who acts that causes others to act or respond in shared direction

Sources of Leader Power

Power: Capacity to affect the behavior of others

1. Legitimate Power: Comes from a positions place in managerial hierarchy and authority.
2. Reward Power: Based on the capacity to control and provide valued rewards to others
Example: Most organizations offer rewards pay raises, bonuses and allowances
3. Coercive Power:– based on punishment
4. Expert Power:– Based on needed knowledge
5. Referent Power:– based on charisma

Leadership as Partnership
Understanding leadership in regard to long term relationship, or Partnership between leaders and
group members
OR
According to Peter Block, in partnership the leader and the group members are connected in such a
way that the power between them is approximately balanced
Four things are necessary for valid partnership to exist:
1. Exchange of Purpose: In partnership every worker at every level is responsible for
defining vision and values
2. A Right to say No: A person can loose an argument but never a voice
3. joint Accountability: Each person is responsible for outcomes and current situation
4. Absolute Honesty: Not telling the truth to one another is an act of disloyalty

Leadership & Management

Management: Is more formal and scientific than leadership which relies on universal skills such as,
planning, budgeting and controlling
Leadership: In contrast to management, involves having a vision of What the organization can
become
OR
Leader: The one who create a vision (mission or agenda for the organization
Manager: The key function of the manger is to implement the vision

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Leadership & Management
Managers
Administer
Eye the bottom line
Imitate
Do things right

Leadership Roles
Role:
Role: A role is organized set of behavior associates with particular office or position
Researchers identified eight roles can be classified:

I. Figurehead- Particularly high ranking managers, spends their more time in ceremonial
activities.
Four specific behaviors fit the figurehead role of a leader:
1) Entertaining clients and customers as an official as an official representative of the
organization
2) Making oneself available to outsiders as a representative of the organization
3) Serving as an official representative of the organization at gatherings outside the
organizations
4) Escorting official visitors

II. Spokesperson- When a manager acts as a spokesperson the emphasis is on answering letters
or inquires and formally reporting to individuals or groups

III. Negotiator- Any managers job description is trying to make deals with others for needed
resources.
Three specific negotiating activities are:
1. Bargaining with superiors for funds, facilities, equipment, or other forms of support
2. Bargaining with other units in the organization for different matters
3. Bargaining with suppliers and vendors for services and other delivery time

IV. Coach: An effective leader takes the time to coach team members specific behaviors are:
Recognizing team member's achievements
Providing team members with feedback concerning ineffective performance
Ensuring that the team members are informed about the steps which can improve their performance

V. Team Builder: key aspect of the leader is how to build effective team.
Activities contributing to this role include:
 Ensuring that the team members are recognized for their accomplishments, such as through
letters of appreciation
 Initiating activities that contribute to group morale, such as giving parties and sponsoring
sports team
 Holding periodic staff meetings to encourage team members to talk about their
accomplishments, problems, and concerns

VI. Team Player: Related to the team builder role.

Some behaviors are:
 Cooperate with other units in the organization

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 Displaying loyalty to others

VII.Technical Problem Solver: sometime its important for any organizations leadership to have
some technical problem solver.
Activities are:
 Serving as technical expert or advisor
 Performing individual contributor tasks on a regular basis, such as repairing machinery

VIII.Entrepreneur: Managers who are working in large organizations have responsibilities of

some innovative ideas.
Activities are as follow:
 Reading trade publications and professional journals to keep up with that ‘what is happening
in industry?
 Talking with customers or others in the organization to keep aware of changing needs and
requirements
 Getting involved in the situations outside the unit that could suggest ways of improving the
units performance.
Example: Visiting other firms, attending professional meetings or trade shows, and participating
in educational programs

Satisfaction Being a Leader

Following are seven sources of satisfaction that leaders often experience:
 A feeling of power and prestige: Being a leader automatically grants you power
 A chance to help others: A leader works with people, often teaching them job skills and
listening to their personal problems
 High Income: Leaders, in general, receive higher pay than team members
 Respect and Status: A leader frequently receive respect from group members
 Good Opportunity for Advancement: once you become a leader, your advancement
opportunity increase
 An Opportunity to control money and other Resources: A leader is always in the position of
helping to prepare a department budget and authorize expenses

Dissatisfaction Being a Leader

 Too Much Uncompensated Overtime: people in leadership jobs are usually expected to work
longer hours than other employees
 Too Many ‘Headaches’: Many people find that a leadership position is a source of stress
 Not Enough Authority to Carry out Responsibilities: As a leader you might be expected to
work with an ill-performing team member, yet you lack the power to fire him or her
 Loneliness: In leadership its uncomfortable to tell negative feelings about your employer to
a team member or its also uncomfortable to complain about one group member to another
 Too Much Organizational Politics: people at all levels of the organization, from office
assistant to the chairperson must be aware of political factors

Skills of Leadership

Technical Skills - What you study

Methods, Processes, Procedures
Ability to use tools
Ability to operate equipment

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Conceptual Skills - Your ability to Analyze Situations and Generate Ideas
Analyze a situation
Think logically
Combine concepts and ideas into a workable relationship

Human Relations Skills - Your Understanding and Ability to Work with People
Interpersonal processes
Members’ Attitude
Members’ Motives
Communication Skills
Cooperation

Traits, Motives, and Characteristics of Leaders

Course Outline
 Identify general and task-related personality traits of leaders
 Identify key motives that contribute to leadership effectiveness
 Describe Cognitive factors associated with effective leadership
 Discuss the heredity and environmental issue in relation to leadership effectiveness

Personality Traits of Effective Leaders

Observation by managers and human resource specialists, as well as several research
studies, indicate that leaders have certain personality traits and all these characteristics
contribute to the leadership effectiveness in many situations. Leaders personality trait can be
divided into two groups:

1: General Personality Trait

2: Task Related Trait1

General Personality Traits :Is the trait that is observable both within and outside the context of the
work or the success and satisfaction in both work and personal life.
These are list of general personality traits that contribute to successful leadership

1. Self-Confidence Its important for a leader to be realistically self-confident, and this was
among the first that researchers identified. How CEO is Confident? I know what has to be
done? I think I understand the problem I think I have the right sort of response to it and I
will get it done

2. Trustworthiness Organization group members consistently believe that leaders must

display honesty, integrity, and credibility, and leaders themselves belief that honesty makes a
difference in their effectiveness. How CEO is Trustworthy? I will do exactly what I say I
will do when I say I will do it

3. Dominance
A dominant person impose his or her will on others, dominant leader is often seen as bossy
(self important)

4. Extroversion (sociability)
Extroverts are more likely want to assume a leadership role and participate in group

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activities

5. Assertiveness (Boldness)
Refers to expressing demands, opinions, feelings, and attitudes, assertiveness also help
leaders perform many tasks and achieve goals.
For Example:
 Confronting group members about their mistakes
 Demanding higher performance
 Setting higher expectations

6. Emotional Stability
Emotional stability refers to the ability to control emotions to the point.
For Example: emotional stability include: anxiety, depression, anger, and worry

7. Enthusiasm (Interest)
enthusiasm is also a desirable leadership trait because it helps build good relationships with
team members.
For Example: A leader can express enthusiasm both verbally (‘Great Job, I love it)

8. Sense of Humor (comedy)

The effective use of humor is considered an important part of leaders role, and it is trying to
reduce tension.
Example: Most Psychologists think that is useful in reduction of stress in organization

9. High Tolerance for Frustration

Most of the executives showed high tolerance for frustration, or the ability to cope.
Leaders encounter so many frustrations
For Example: A manager might invest a year in developing a strategic plan and then be
informed that top management does not want the plan implemented

10. Self Awareness

Effective leaders are aware of their strengths and weakness.
For Example: Leader should know that who is doing what?

Task Related Personality Traits

I. Initiative
Being self-starter, refers to taking action without support and stimulation from others
Initiative is also related to problem-finding ability

II. Sensitivity to others and Empathy

It is instrument for the leader to understand group members, their interests and attitudes, and
how to reach them
The ability to place oneself in the other persons shoes

III. Flexibility or Adaptability

Flexibility, or the ability to adjust to different situations
A Leader must be flexible enough to cope with such changes as technological advances

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IV. Locus of control
Definition: the extent to which one believes that the things that happen to them are under
their own control
An internal locus control is closely related to self-confidence
A strong internal locus facilitates self confidence because the person can recognize that he or
she can control circumstances enough to perform well

V. Power Motive
Following are four common motives which can be considered

The Power Motive:

Effective leaders have a strong need to control resources
The power motive is important because it means that the leader is interested in influencing
others, and without power its much more difficult to influence others
1. Personalized Power Motive: Leaders with personalized power motive seek power to
enhance their own interests, For Example: status of symbols, luxury, and money

2. Socialized Power Motive

Leaders with socialized power motive use power primarily to achieve organizational goals
and vision, and in this context, the socialized means that the leader use power to help others
For Example: They are using power more for the benefit of the entire organization

VI. Drive and Achievement Motivation:

Leaders are known for the strong effort they invest in achieving work goals, or putting high
energy into achieving goal
 A person with a strong achievement motivation has desire to:
 Achieve through ones own efforts and take responsibility for success or failure
 Take risks that can be handled through ones own effort
 Receive feedback on level of performance
 Introduce innovative and creative solutions

VII.Strong Work Ethic:

Effective leaders typically have a strong work ethic, which a firm believe in the dignity of
work
For Example: People with strong work ethics are well motivated because they value hard
work

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Charismatic and Transformational Leadership.
Chapter No: 3rd

Charisma
Is a Greek word which is the quality of a leader that makes many people want to follow.
“Divinely inspired gift”.
Extra ability to attract someone
Example: Said Jamaludin Afghan
Charismatic leadership involves the use of power
Power
The ability to influence people to do things.
Five types of power
1. Coercive power– based on punishment
2. Reward power– Based on rewards
3. Legitimate power–Based on a role, rules, guideline
4. Expert power– Based on needed knowledge
5. Referent power– based on charisma

Charisma: A Relationship between the Leader and Group Members

A key dimension of charismatic leadership is that it involves a relationship or interaction
between the leader and the people being led.

Example: Sam Walton, founder of Wal-Mart stores, had this type of relationship with many
of his employees

The Effects of Charisma

Group members trust on correctiveness of the leaders beliefs
Emotional involvement of the group members in the mission.
Referent Power: Is the ability to influence others from a leaders desirable trait and
characteristics.
Expert Power: Is the ability to influence others because of ones specialized knowledge,
skills, or abilities

Types of Charismatic Leaders

I. Socialized Charisma
Power for social good or use power in order to see others benefits
II. Personalized charisma
Power for personal benefit
III. Office holder Charisma
This type of charismatic leadership is more a property of the office occupied than of his or
her personal characteristics.

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Charismatic Leadership
Combines what the leader does (behavior) with what the leader is (characteristics)
Focus on the relationship between the leader and the followers.
Charismatic Leadership Characteristics
Charismatic leaders are:
Transformational Leaders: is one who brings about positive, major changes in an
organization
Example: Many charismatic leaders they can inspire people, but they cannot bring major
change to the organization.
Charismatic leaders are with following characteristics:

i. Visionary: Where the organization is and what it wants to become?

ii. Masterful Communication Skill: To inspire people, charismatic leader uses colorful
language and communication.
iii. Ability to Inspire Trust: People believe so strongly in the integrity of charismatic leaders
that they will risk their carriers for achieving organizational goal.
iv. Energetic and Action Oriented: Like entrepreneurs, they are trying to get things done on
time
v. Opinion Expressiveness: Ability to express feelings openly.
vi. Self Promoting Personality: They allow others to know how important they are.
vii.Minimum internal Conflict: They convinced that they are right in their decisions.

Transformational Leadership?
Transformational Leader can be a wonderful and great experience. They put passion
(excitement) and energy into everything. They care about you and want you to succeed.
Transformational Leadership starts with the development of a vision
Let us look at several ways in which transformation take place:
(1)Raising Peoples awareness:
Minimum internal Conflict importance and values of certain rewards and how to achieve
them.
(2)Helping People look beyond self-interest: The transformational leader helps members look
to the big picture for the sake of team and organization.
(3)Help People understand the need for change: The transformational leaders must help group
members understand the need for change to their organizational members
Four Key Qualities of Transformational Leaders
I. Transformational leaders are charismatic: They have a vision and sense of mission, and
they have the respect, confidence, and loyalty to the group members.
II. Inspirational Leadership: communicating a vision with fluency and confidence.
Giving emotional support and making emotional appeals.
Four Key Qualities of Transformational Leaders
III. Intellectual Stimulation: Encouraging group members to examine old problems or
methods in new ways. Encourages creative thinking
IV. Individualized Consideration: Giving personal attention to group members.
Employees are treated as individuals and receive special attention
Transformational leader invests time in one-on-one communication with group members and
listens to them carefully

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Effective Leadership Behavior and Attitudes
Chapter: 4

Research on Leadership Behavior and Attitudes

In mid- 1940 and mid-1950, research was Conducted at the Ohio state university and
University of Michigan on effective leadership Practices.

The Ohio State University Studies

After World War II, a major research program Was conducted at Ohio state university.
Two key Leadership Dimensions:
1. Initiating Structure
2. Consideration

Initiating Structure
Degree which the leader organizes and defines relationship in the group by activities such
as: assigning specific task, specifying procedures to be followed, and scheduling work of
team members.

Five self-assessment items are necessary:

1. Try to express your own new ideas in the group
2. Encourage the slow working people in the group to work hard
3. Emphasize on meeting deadlines
4. Meet with group on regular schedule
5. See it that people in the group are working

Consideration
Degree which the leader creates an environment of emotional support, friendliness, and
trust.
Following items measuring the consideration factor:
 Do personal favors for people in work group
 Treat all people in the group equally
 Be willing to make changes
 See what people under you do

The University of Michigan Studies

During the time of Ohio studies, researchers Were also busy at the university of Michigan
Studying leadership effectiveness.
Two Key Leadership Approaches:
1. Production- Centered Leader
2. Employee-Centered Leader

Production-Centered Leader
Set tight work standards, organize task carefully, and close supervise the work of the group
members.

Employee-Centered Leader
Encouraged subordinate participation in goal setting and decision.
Task-Related Attitudes and Behaviors

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Following are some common task related task:

i. Adaptability to situation: Effective leaders adapt to the situation

ii. Directing Setting: A leader must set direction of change.
Example: Setting direction for strategy, vision, and planning.
iii. High Performance Standards: Effective leaders consistently hold group members to high
standards of performance.
Example: The more your employee performance is higher, the more your productivity will
increase.
iv. Stability of Performance: Effective leaders are steady performers, even under heavy
workloads and uncertain conditions.
Example: If a leader remains calm, group members are reassured that things will work out
satisfactorily (Under pressure situation).

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Leadership Style
Chapter: 5

Leadership Style
Relatively consistent pattern of behavior that Characterize a leader.
Leaders need to choose a leadership style that best fits the needs of subordinates and the task
they are doing.
Example: Choosing of style is closely related to the situation and environment.

Types of Leadership Style

6. Autocratic Leadership Style:

Autocratic leaders retain most of the authority for themselves, limits employee participation.
Usually they are not concerned with group members
Making decisions only at the top management
Example: Centralization System

7. Democratic Leadership Style:

A leader who involves employees in decision making, delegates authority, encourages
participation.
Example: Decentralization system
Group members are encourage to participate. They encourage group discussion to solve the
issue

8. Free-Rein Leadership Style:

This is a French term which means ‘do not interfere’. Turn over all authority and control to
the group.
Group members are presented a task to perform and are given free rein to figure out how to
perform it best Team members are allowed all the freedom they want as long as they do not
violate policy.

9. The Leadership Grid Styles

This is a framework for understanding production and people dimension of leadership.

Key Grid Position:

5. Authority-Compliance: Maximum concern for production while minimum concern is for

employee.
6. Country Club Management: Minimum concern for production and Maximum concern for
employee.
7. Team Management: which integrates concern for production and people.

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Chapter #6
Power, Politics, and Leadership
Sources and Types of Power

What is Power?
10.Capacity to affect the behavior of others
11.POWER is the potential for influence
12.Organizational power can be derived from many sources, and following are effective

sources of power:

8. Position Power:
Power which is frequently classified according to whether it stems from the organization or
the individual. Four such bases of power: Legitimate, reward, coercive, and information
power.

IX. Legitimate Power

Comes from a positions place in managerial hierarchy and authority Power is derived
from job title, position. Power granted by the organization
X. Reward Power:
Power arising from ability to reward other people for behaving as we want them to.
For Example: Extra cash, bonuses for achieving quality targets
XI. Coercive Power
Power that is based on one’s ability to apply sanctions or punishments.
Example: a common coercive tactic is demote (devalue) executives idea in the
planning or unit so for this reason leaders needs to give a kind of punishment
XII.Information Power:
Is a power stemming from formal control over the information people need to do
their work. Example: A president need to update him/her self about the economic,
political affairs of a country

9. Prestige Power
The power stemming from ones status and reputation. For Example: We can find many
CEOs positions because of their excellent track record
10. Leadership Power:
The exercise of position power. To make effective use of position power, the leader should
have such characteristics as integrity, initiative, the desire to lead, and communication skill
11.Power Stemming from Ownership
A leaders ownership power is associated with how much money he or she has invested in
the firms.
12.Power stemming from providing resources:
A broad way to view power from the resource dependence perspective. Example: according
to this perspective, the organization requires a continuing flow of human resources, money,
customers and clients, and technology factors. And when leaders start losing their power to
control resources, their power declines.
13.Power stemming from being close to power
The closer a person is to power, the greater the power he or she exerts (Use). Example: some

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leaders who are in charge of giving of reports to the CEO has more power today.

Tactics For Becoming an Empowering Leader

A leaders power and influence increase when he or she shares power with others and
truly powerful leader makes team members feel powerful and able to accomplish tasks on
their own.
Here lets have a look briefly at the nature of empowerment:
Nature of Empowerment:
Empowerment refers to passing decision-making authority and responsibility from managers
to group members.
Following are effective components of empowerment:
1: Meaning:
a person who is doing meaningful work is likely to feel empowered.
2: Competence:
Is an individual belief in his or her capability to perform a particular task well. Example:
The person who feels competent feels that he or she has the capability to meet the
performance requirement in given condition
3: Self-Determination (Strength of mind):
Is an individuals feeling of having choice in initiating and taking actions. A high level
determination occurs when a worker feels that he or she can choose which is the best
method to solve a particular problem.
Empowerment Practices
The practices that foster empowerment are the following effective points:
1: Providing a positive Emotional Atmosphere:
Providing a positive emotional atmosphere contributes to empowerment indirectly by
helping group members and develop great self confidence as self confidence grows, one will
more retain the responsibilities.
2: Rewarding and Encouraging:
Majority of the executives give rewards in the achievements of team members and this will
increase the level of confidence.
Leo Tolstoy
Russian novelist and philosopher (1828-1910) Wrote “War and Peace”Concept of ‘man
riding on the wave of history’ No matter who the ‘leaders’ were, history was a result of all
the acts of individuals, which together created an outcome Deterministic – believed in fate
and that man could not alter history (this is related to his belief in God – if interested you
could do some research on his religious beliefs, dubbed Christian Anarchism)

Fred Greenstein
Emeritus Professor of Politics at Princeton University (1930-present)
Asks the question:" What are the circumstances under which the actions of single
individuals are likely to have greater or lesser effect on the course of events?”
Gives three interrelated points to consider in assessment of leaders, and uses the analogy of
a billiard/pool table to clarify this…
 What is the situation/context like? E.g., maybe so many factors involved that removing one
or two of them (including the leader) will still result in the same outcome
 Leader’s strategic position important
 Leader’s impact dependent on strengths and weaknesses of the leader (i.e. how talented,
intelligent etc. is the leader? Is s/he able to manipulate the outcome to suit them?)
Can you think of real examples for each of these scenarios?

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Comparing this to a billiard/pool table:
 The situation is the set up of the balls on the table. Nothing can be done to change the initial
placement of the balls
 The leader’s position is compared to the cue ball (the white ball). If the leader is in a good
position his/her ability to control the balls on the table is strengthened, if the leader is not
then the opposite is true.
 The leader’s strengths and weaknesses are compared to that of the person hitting the balls.
If the person is talented they are able to sink more balls, if not then, no matter how good the
situation and position they are unable to utilize it effectively

Jon Johansson
Political Science lecturer at Victoria University
His ideas are similar to Greenstein’s – that a number of factors need to
be considered when assessing the importance of a leader in a specific
situation

Historical Causation summary

Similar to the classical theorists, the relationship of these four
theorists can be summarized by looking at this scale:
Carlyle and Tolstoy form the extremes, while Greenstein and Johansson

provide the synthesis (which is more complex than either of the extremes)

The End

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