1. HNDBM – 8. Leadership
Lim Sei cK

2. Leadership vs. management
Leadership – coping with change. Leaders establish direction by developing a vision of the future, align people by communicating this vision and inspiring them to overcome hurdles.
Management – brings about order and consistency by drawing up formal plans, designing rigid organization structures and monitoring results against the plan.

3. Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rules
Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

4. leadership
The ability to influence a group toward the achievement of goals
Not all leaders are managers and vice versa.

5. Trait theories
Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
Traits can predict leadership
Predicting the emergence of leaders and the appearance of leadership

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. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.
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. Take charge when necessary.
Intelligent — Read, study, and seek challenging assignments.

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.
Broad-minded — Seek out diversity.
Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.
Straightforward — Use sound judgment to make a good decisions at the right time.
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. Be innovative!

8. Behavioral theories
Theories proposing that specific behaviors differentiate leaders from nonleaders.
Imply that leaders can be trained – focus on the way of doing things
Initiating structure
Consideration
Employee-oriented leader
Production-oriented leader
Managerial Gris
Development-oriented leader

9. 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.
Eg. Assigns employees to particular tasks or expects workers to maintain definite standards of performance.

10. Consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas and regard by their feelings.
Leader who helps employees with their personal problems, approachable, friendly and treats all employees as equals.

11. Employee-oriented leader
Emphasizing interpersonal relations, taking a personal interest in the needs of employees and accepting individual differences among members.
Leads to higher group productivity and higher job satisfaction.

12. Product-oriented leader
One who emphasizes technical or task aspects of the job
Main concern is to accomplish their group tasks which tend to lead to low productivity and lower job satisfaction

13. Managerial grid
A nine-by-nine matrix outlining 81 different leadership style.

14. Development-oriented leader
One who values experimentation, seeks new ideas, and generates and implement change.
‘originates new approaches to problems’
‘encourages members to start new activities’

15. Fiedler 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 to the leader.
Identifying leadership style
Defining the situation
Matching leaders and situation
Cognitive resource theory

16. Identifying leadership style
Least-preferred coworker(LPC) questionnaire – an instrument that purports to measure whether a person is task- or relationship-oriented.
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

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

18. Defining the situation
Leader-member relations – the degree to which members have confidence, trust and respect in their leader
Task structure – the degree to which job assignments are procedurized
Position power – the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases.

19. 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.

20. Cognitive resource theory
A theory of leadership that states that stress unfavorably affects a situation and that intelligence and experience can lessen the influence of stress on the leader.

21. Hersey and blanchard’s situational theory
Situational leadership theory (SLT) – a contingency theory that focuses on followers’ readiness.
Followers are the one who accept or reject leader, and readiness refers to the extent to which people have the ability and willingness to accomplish a specific tasks.

22. If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions
If followers are unable and willing to do a task, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get the follower to ‘buy-into’ the leaders’ desire
If followers are able and unwilling, the leader needs to use a supportive and participative style
If followers are able and willing, the leader doesn’t need to do much.

23. Leader-member exchange (lmx) theory
Leaders create in-groups and out-groups, and subordinates with in-groups status will have higher performance ratings, less turnover, and greater job satisfaction.
In-group – they are trusted, get a disproportionate amount of the leader’s attention, and more likely to receive special privileges.
Out-group – less of leader’s time, fewer of preferred rewards that the leader control and have relationship based on formal authority interactions.

24. Path-goal theory
The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organizations.

25. 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

26. Leader-participation model
A leadership theory that provides a set rules to determine the form and amount of participative decision making in different situations.
Demands for routine and non-routine activities