BASIC LEADERSHIP

A. Introduction LEADERSHIP & MANAGEMENT CONTRASTED Management 1 Management is about coping with complexity Leadership is about coping with change 2 Brings about order and consistency through rigid organizational structures, formal plans; monitor results against plan Establishes direction by developing a vision; align people with vision, and inspire them to overcome hurdles 3 Management derives its authority from designated formal ranks Leadership derives its authority from its inherent special qualities and attributes 4 Management implements the visions and strategies of leadership Leadership provides vision and strategies 5 Not all managers are leaders Not all leaders are managers

B. LEADERSHIP - DEFINITION The ability to influence people to willingly follow one’s guidance or adhere to one’s decision The ability to influence a group toward the achievement of goals

C. TRAIT THEORIES Trait Theories are theories that seek to define personal qualities and characteristics that distinguish leaders from non leaders. Behavioural scientists have sought to differentiate leaders from non-leaders by observing certain characteristics or traits that seem to permeate popular leaders. E.g., Attitudinal traits Social traits Physical x’tics Ambition Tact Height Energy Patience Weight Self-confidence Sympathy Charisma Knowledge

C. TRAIT THEORIES About 20 different research studies identified almost 80 leadership traits but only five of these traits were common to four or more of the investigations. It was concluded that no set of traits could always differentiate leaders from followers; effective leaders from ineffective leaders. However, some traits were found to be consistently associated with leadership. E.g., Ambition Energy Desire to lead Self-confidence Intelligence Knowledge Self-monitoring (Highly flexible and ability to adapt to different situations)

C. TRAIT THEORIES Some traits increase the likelihood of success as a leader but no single trait guarantees success. There are no universal traits that predict leadership in all situations. Traits may predict the appearance of leadership, rather than distinguish between effective and ineffective leaders. The fact that a person exhibits traits, and others consider that person a leader, does not mean the leader is successful at getting goals achieved. Q. How would you describe an unsuccessful leader? - An ineffective leader or a non-leader?

D. BEHAVIOURAL THEORY Behavioural theory proposes that specific behaviours differentiate leaders from non-leaders. Several studies have been conducted to look at behaviours exhibited by specific leaders. Through these studies, researchers identified certain leadership behaviours; Initiating Structure/Production-oriented Consideration/Employee-oriented Development-oriented

D. BEHAVIOURAL THEORIES Initiating Structure (Ohio State University) This leadership behaviour refers to the extent to which a leader is likely to define and structure his role and those of his subordinates towards the achievement of set goals. The leader sets specific goals; attempts to organize work and work relationships; Assigns subordinates to particular tasks; Expects subordinates to maintain a certain standard; Emphasizes the meeting of deadlines.

D. BEHAVIOURAL THEORIES Consideration (Ohio State University) This leadership behaviour refers to the extent to which a leader is likely to nurture relationships based of mutual trust, respect for subordinate’s ideas, and regard for employee’s Feeling The leader helps employees with personal problems; Is affable and easily approachable; Treats all employees as equals; Emphasizes cooperation Emphasizes consensus-building.

D. BEHAVIOURAL THEORIES Development-oriented (Scandinavian studies) A development-oriented leader is one who values experimentation, seeks new ideas, generate and implement change. The leader pushes new ways of doing things; Originates new approaches to solving problems; Encourages subordinates to come out with new ideas, and do new things.

D. BEHAVIOURAL THEORIES Study conclusions Leadership high on initiating structure leads to greater rate of grievances, absenteeism, lower job satisfaction and productivity; Leadership high on consideration (employee-oriented) are associated with higher productivity and higher job satisfaction. Leaders with development-oriented behaviours have more satisfied employees, and are seen as more competent by those employees

Low Concern for people High Low Concern for production High D. THE LEADERSHIP GRID 81 Possible positions of leadership behaviour Low Concern for people High 1,9 5,9 9,9 1,5 5,5 9,5 1,1 5,1 9,1 Low Concern for production High

E. CONTINGENCY/SITUATIONAL THEORIES 1. DEFINITIONS This leadership theory proposes that leadership success depends on leadership style and situational conditions. A particular leadership style, appropriate for a particular situation, may not be suitable under different situations. 2. SITUATIONAL VARIABLES Leader-subordinate relations: The degree of confidence, trust, and respect subordinates have in their leader Task structure The degree to which tasks are structured Position power The degree of influence a leader has over power variables like, hiring, promotion, firing, discipline.

F. HERSEY & BLANCHARD’S SITUATIONAL THEORY DEFINITION This is a contingency which theory proposes that successful Leadership is achieved by selecting the right leadership style which is contingent on the followers’ readiness. The theory focuses on followers, based on the premise that: It is the followers who accept or reject the leader; Regardless of what the leader may do, success depends on the actions of the followers 2. Readiness refers to the extent to which followers are willing and able to accomplish a specific task.

F. HERSEY & BLANCHARD’S SITUATIONAL THEORY 3. PROPOSED LEADERSHIP ACTIONS If a follower is unable and unwilling to do a task: the leader needs to give clear and specific direction. If a follower is unable but willing to do a task: the leader must show high task orientation to compensate for the follower’s inability If a follower is able but unwilling to do a task: the leader must display high relationship orientation to get the follower to ‘buy into’ the leader’s vision and goals. If a follower is able and willing to do a task: The leader does not need to do much

F. SUMMARY & IMPLICATIONS FOR MANAGERS Leadership plays a central role in understanding group behaviour. The leader usually provides direction towards goal attainment. Accurate prediction of a leader’s capability can help improve group behaviour. The search for a set of universal leadership traits failed. However, individuals who are ambitious, have high energy, a desire to lead, self-confidence, intelligence, have job-relevant knowledge; are perceived as honest and trustworthy; and are flexible depending on the situation, are more likely to succeed as leaders than those without these traits.

F. SUMMARY & IMPLICATIONS FOR MANAGERS Behavioural theories narrow down leadership into two styles: People-oriented style Task-oriented style Contingency theories improved upon trait and behavioural leadership studies by adding situational factors. Relevant situational factors include Task structure Leader’s intelligence and experience Followers’ perceived ability, perception, and locus of control Identifying the situational factors and combining with the right leader behaviour can achieve success.

G. OTHER REFERENCES TO LEADERSHIP STYLES Autocratic Leader makes decision without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively. 2. Democratic Encourages decision making from different perspectives- leadership may be emphasized through out the organization. Consultative : process of consultation before decisions are taken

G. OTHER REFERENCES TO LEADERSHIP STYLES 3. Laissez-Faire “let it be”- the leadership responsibilities are shared by all. Can be very useful in business where creative ideas are important. Can be highly motivational as people have control over their working life. Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations. Can create chaotic environments.

END OF BASIC LEADERSHIP PRESENTATION THANK YOU! J. A. Akuamoah