1. HND – 8. Leadership
Lim Sei cK

2. Leadership
The ability to influence a group toward the achievement of goals
Leaders
Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone

3. Management
Use of authority inherent in designated formal rank to obtain compliance from organizational members
Managers
Persons whose influence on others is limited to the appointed managerial authority of their positions
“Not all leaders are managers, nor are all managers leaders”

4. Focus on things Do things right Plan Organize Direct Control
MANAGERS
LEADERS
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rules
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

5. Trait Theories Leadership Traits: Ambition and energy
The desire to lead
Honest and integrity
Self-confidence
Intelligence
High self-monitoring
Job-relevant knowledge
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.

6. Honest - Display sincerity, integrity, and candor in all your actions
Honest - Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.
Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.
Forward-looking — Set goals and have a vision of the future. Effective leaders envision what they want and how to get it.
Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights.

7. Fair-minded — Show fair treatment to all people
Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.
Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.
Intelligent — Read, study, and seek challenging assignments.
Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems.

8. Behavioral Theories Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from non-leaders.
Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders
Trait theory: Leaders are born, not made.
Behavioral theory: Leadership traits can be taught.

9. Leadership Studies
The Ohio State Studies sought to identify independent dimensions of leader behavior
Initiating structure
Consideration
The University of Michigan Studies sought to identify the behavioral characteristics of leaders related to performance effectiveness
Employee oriented
Production oriented

10. Ohio State Studies Initiating Structure
The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
Consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

11. University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.
Production-Oriented Leader
One who emphasizes technical or task aspects of the job.

12. The Leadership Grid
The Leadership Grid
Describes leadership style in term of concerns for production and people. These concerns reflect attitudes rather than actual behavior.
Concern for production includes results, bottom-line performance, profits, and mission.
Concern for people includes group members and coworkers.
Best style is team management — at 9,9 on the Grid (high concern for both production and people).

13. Leadership Grid (cont.).
Five key Grid combinations.
1/1 — low concern for production, low concern for people.
1/9 — low concern for production, high concern for people.
9/1 — high concern for production, low concern for people.
5/5 — moderate concern for production, moderate concern for people.
9/9 — high concern for production, high concern for people.
Draws on both studies to assess leadership style
“Concern for People” is Consideration and Employee-Orientation
“Concern for Production” is Initiating Structure and Production-Orientation

14. The Managerial Grid (Blake and Mouton)

15. Contingency Theories
While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists.
The effects of leader traits are enhanced by their relevance to situational contingencies.
Major situational contingency theories.
Fiedler’s leadership contingency theory.
Fiedler’s cognitive resource theory.
Hersey and Blanchard’s situational leadership model.
House’s path-goal theory of leadership.

16. Contingency Theories Fiedler’s Contingency Model
The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a person is task- or relationship-oriented.

17. Situational Theories Of Leadership
Describe the person they least enjoyed working with.
If you describe the person you least able to work with in favorable terms – relationship-oriented
If you describe the person you least able to work with in unfavorable terms – task-oriented

18. Example of LPC rating
Unfriendly Friendly Uncooperative Cooperative Hostile Supportive Guarded Open

19. Fiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect subordinates have in their leader.
Task Structure
The degree to which the job assignments are procedurized.
Position Power
Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

20. Matching leaders and situations
Task-oriented leaders tend to perform better in situations that are very favorable to them and in situations that are very unfavorable to them.
Relationship-oriented leaders perform better in moderately favorable situations.

21. Findings from Fiedler Model

22. Cognitive Resource Theory
A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.
Research Support:
Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.
Less experienced people perform better in leadership roles under low stress than do more experienced people.

23. Fiedler’s Cognitive Resource Theory
A refinement of Fielder’s original model:
Focuses on stress as the enemy of rationality and creator of unfavorable conditions
A leader’s intelligence and experience influence his or her reaction to that stress
Stress Levels:
Low Stress: Intellectual abilities are effective
High Stress: Leader experiences are effective

24. Hersey and Blanchard’s Situational Leadership Theory
Situational leadership theory (SLT)
Leaders should adjust their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers
Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader
Readiness: A follower’s ability and willingness to perform
At higher levels of readiness, leaders respond by reducing control over and involvement with employees

25. Situational Theories Of Leadership
A model aims to provide a practical way for a leader to decide how to adapt his or her style to the task.
Model focuses on four leadership styles:
The delegating style lets the members of the group decide what to do.
The participating style asks the members of the group what to do, but makes the final decisions.
The selling style makes the decision but explains the reasons.
The telling style makes the decision and tells the group what to do.

26. Hersey and Blanchard’s SLT
Unable and Unwilling
Unable but Willing
Able and Unwilling
Able and Willing
Follower readiness: ability and willingness
Leader: decreasing need for support and supervision
Supportive Participative
Directive
High Task and Relationship Orientations
Monitoring

27. House’s Path-Goal Theory
The Theory:
Leaders provide followers with information, support, and resources to help them achieve their goals
Leaders help clarify the “path” to the worker’s goals
Leaders can display multiple leadership types
Four types of leaders:
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker
Participative: consults with employees in decision-making
Achievement-Oriented: sets challenging goals

28. The Path-Goal Theory of Leadership
Choices for adjusting leadership styles to meet situational contingency demands:

29. Environmental factors
Task structure
Formal authority system
Work group
Leader behavior
Directive
Participative
Achievement-oriented
Supportive
Outcomes
Performance
satisfaction
Subordinate factors
Locus of control
Experience
Perceived ability

30. Presentation Q Define the term ‘leader’.
What is the differences between leaders and managers?
Discuss trait theories of leadership.
Compare between Ohio State Studies and University of Michigan Studies.
Discuss the leadership grid.