1. D39BU – Business Management in the Built Environment
Leadership
Dr. Turker Bayrak

2. Objectives Distinguish the characteristics and attributes of a leader
Define leadership
Distinguish between various leadership styles
Differentiate between leadership and management

3. Leader The word leadership can refer to:
The traits, behaviour, influence, interaction patterns, role relationships & occupation of an administrative position.
Articulating visions (e.g. Bill Gates), embodying values & creating environment for the things that can be accomplished (Richards & Engle, 1986)
Those entities that perform one/ more acts of leading.
The ability to affect human behaviour so as to accomplish a mission.
Influencing a group of people to move towards its goal setting or goal achievement. (Stogdill, 1950)

4. Leader
Leading - directing and motivating all involved parties and dealing with employee behaviour issues. It is a dynamic process in which one individual influences others to contribute to the achievement of the group task.

5. Can you name 5 people that you consider as great leaders?
Discussion
Can you name 5 people that you consider as great leaders?

6. Examples of Leadership Excellence
Who can be called an poor leader?

7. Key Leadership Qualities
From your experience, write down as many of the key leadership qualities as you can.
Bennis and Nanus identified the following key qualities;
1) The capacity to encourage and motivate others
2)The capacity to accept challenges and take risks
3) Self-awareness and self-knowledge
4) Personal persistence and commitment
5) A willingness and motivation to go on learning
6) An ability to learn and profit from failure and mistakes

8. Key Leadership Qualities
Peters and Waterman suggest some additional leadership attributes:
Leadership by example. The ability to perform the detailed tasks that they require their subordinates to carry out, or at least their understanding of these tasks.
The identification and empathy with, and respect for the routines of their subordinates.

9. Leadership Styles What is leadership style? One who commands
Expects everyone to comply
Dogmatic – arrogant assertive
Positive – clear cut, decisive
Often rules by threat or reward
Autocratic
Manages by consultation with subordinates
Encourages participation
Develops a team approach
Sees the good in people around him
Democratic

10. Styles of Leadership Tight, structuring style
Flexible supportive style
The manager’s use of authority
Subordinates’ scope for discretion
Manager makes decisions without consultation
Manager consults group before making decision
Manager & group discuss problem fully & reach joint decision
Subordinates make own decisions within prescribed limits
Fryer, 1985

11. Situational Approach & Contingency Models
Considers the importance of the situation
Belief that there is no single style of leadership appropriate to all situations
Major contingency models include:
Favourability or leadership situation – (Fielder)
Quality and acceptance of leader’s decision – (Vroom and Yetton; and vroom & jago)
Path-goal theory – (House; and House & Dessler)
Maturity of followers – (Hersey & Blanchard; and Nicholls)

12. Leadership
Tannenbaum and Schmidt identify four leadership behaviour styles as;
The leader tells
The leader sells
The leader consults
The leader joins

13. Situational Leadership
(HIGH)
Maturity Curve
S3. Share ideas and facilitate in making decision
Hersey and Blanchard (1993)
S2. Explain your decisions and provide opportunity for clarification..
High rel.
Low task
Participating
Selling
High rel.
High task
Concern for Relationship
Readiness of follower
High ability
4. Able & Willing or Motivated
3 Able but unwilling
2. Unable but willing or motivated
1. Unable and unwilling or insecure
Low ability
Low rel.
Low task
Hi Task.
Low. Rel
Delegating
Telling
S4. Turn over responsibility for decisions and implementation..
S1. Provide specific instructions & closely supervise performance..
Situational Leadership
Concern for Task
(LOW)
(HIGH)
(HIGH)
(LOW)
Maturity of Group D4
High Competence
High Commitment D3
Moderate to High Competence
Variable Commitment D2
Some Competence
Low Commitment D1
Low Competence
Low Commitment
Developed
Developing

14. Contingency Approach to Leadership (2)
2 Polarising Styles of Leaders:
The directive managing, task orientated leader
The non-directive human relations orientated leader.

15. Leadership
What are the differences between traditional leaders, official leaders, and charismatic leaders?
Traditional;
They drive authority from inheritance, birth or kinship
Official leaders;
Drive authority from the offices they hold
Charismatic leaders;
Exercise authority over others by force of personality or charm

16. Leadership Types Types of leaders can be listed as;
The charismatic leader’s authority springs out of the personality of the individual.
The traditional leader derives authority from factors such as birth, or custom and practice. This type of leaders are common within family businesses.
The appointed leader exercises rational-legal authority which derives from the position held. This type of leadership permits the ‘made’ rather than the ‘born’.

17. Types of Leaders (Cont…)
Situational: Influence can only be effective by being in the right place at the right time. This type of leadership is too temporary in nature to be much value in business.

18. Types of Leaders (Cont…)
Appointed: Influence arises directly out of his position (e.g. most managers and supervisors)
Functional: Secures leadership position by what he or she does, rather than by what they are.

19. Leadership Styles – Determining Variables
Variables include:
Whether the leader is liked
How closely the work of the group is defined
The maturity of the group being managed
The location of decision authority
The degree of information input, etc…

20. Review & Discussion What is your prefer style of leadership?
Give an example of a situation where you might need to adopt alternative style of leadership.

21. The Importance of Leadership…
The Leader-follower relationship is reciprocal
Leadership is related to motivation, interpersonal behaviour & the process of communication
Leadership is important in attempting to reduce employee dissatisfaction
Good leadership involves the effective process of delegation

22. How Do You Become a Leader?
Leaders:
Decisive
Follow through
Select the best
Empower employees
Enhance career development
Seek support

23. How Do You Become a Leader?
Leaders (Cont):
Do not have all the answers
Do not be tough-minded, hard-nosed & abrasive
Do not play dirty politics
Do not shoot the messenger