1. BASIC
LEADERSHIP

2. A. Introduction LEADERSHIP & MANAGEMENT CONTRASTED Management1
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

3. 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

4. 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

5. 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)

6. 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?

7. 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

8. 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.

9. 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.

10. 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.

11. 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

12. 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

13. 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.

14. 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.

15. 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

16. 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.

17. 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.

18. 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

19. 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.

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