2. Management: Arab World Edition Robbins, Coulter, Sidani, Jamali
Chapter 16: Managers As Leaders
Lecturer: [Dr. Naser Al-Khdour]

3. Learning Outcomes Follow this Learning Outline as you read and study this chapter.
16.1 Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
16.2 Historical Leadership In The Middle East
Ibn-Khaldun Conception of Leadership
The role of Asabiya (Group-bond in fostering leadership)
The Prophetic-Caliphal Model of Leadership

4. Learning Outcomes 16.3 Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
16.4 Contingency Theories of Leadership
Explain Fiedler’s contingency model of leadership.
Describe situational leadership theory.
Discuss how path–goal theory explains leadership.

5. Learning Outcomes 16.5 Contemporary Views of Leadership
Differentiate between transactional and transformational leaders.
Describe charismatic and visionary leadership.
Discuss what team leadership involves.
16.6 Leadership Issues in the Twenty-First Century
Describe the five sources of a leader’s power.
Discuss the issues today’s leaders face.

6. Who Are Leaders and What Is Leadership
1. Define leaders and leadership.
2. Explain why managers should be leaders.

7. Who Are Leaders and What Is Leadership
Someone who can influence others and who has managerial authority
Leadership
What leaders do; the process of influencing a group to achieve goals

8. Who Are Leaders and What Is Leadership
Although groups may have informal leaders who emerge, those are not the leaders we’re studying.
Leadership research has tried to answer:
What is an effective leader?

9. Historical Leadership In The Middle East
1. Ibn-Khaldun Conception of Leadership
2. The role of Asabiya (Group-bond in fostering leadership)
3. The Prophetic-Caliphal Model of Leadership

10. Ibn-Khaldun Conception of Leadership
He was born in Tunis in the year 1332.
He was mainly interested in political leadership, but his conceptualization is important for understanding leadership in any context, business or non-business.
Ibn Khaldun emphasizes the personal qualities of the leader. He calls those qualities “perfecting details”.

11. Perfecting Details Include:
1. Generosity
2. Forgiveness of error
3. Patience and perseverance
4. Hospitality toward guests
5. Maintenance of the indigent
6. Execution of commitments
7. Respect for the religious law

12. Perfecting Details Include:
8. Reverence for old men and teachers
9. Fairness
10. Meekness
11. Consideration to the needs of followers
12. Avoidance of deception and fraud
13. Kindness to, and protection of, subjects.

13. The role of Asabiya Asabiya (“group feeling” or “group bond”).
Asabiya stems from blood ties and alliances, with the former having the most weight in fostering the leadership bond.
Blood ties may be an unimportant factor in the West as a source of leadership, but they are important in the Arab region.

14. The Prophetic-Caliphal Model of Leadership
Four elements of the model: (1) Personalism (2) Individualism (3) Lack of institutionalization (4) The importance of the great man

15. The Prophetic-Caliphal Model of Leadership
Personalism refers to the degree that a person insists on his personal opinion and the degree of concern and emphasis he has on himself. Individualism means making decisions or actions that do not take into account the opinions of the group. The combination of personalism and individualism leads to a lack of institutional development.

16. The Prophetic-Caliphal Model of Leadership
In cases of conflict or succession, there is no institution to fill the vacuum.
The vacuum is alternatively filled by an expectation of the “great man”.
If the expected great man really turns out to be a great man, then we have a prophetic type of leader whose relationship with followers depends on love and compassion and voluntary compliance.
If the expected great man turns out to be an ordinary man then the only way to ensure follower compliance is through coercion and authoritarianism.

17. Exhibit 16–1 Khadra’s Model of Leadership
Personalism
Vacuum
Lack of institutionalism
Individualism
Expecting great man
Great Man
Ordinary Man
Fear, coercion, strife
Strong attachment to the leader
Social Origins
Leadership Climate
Two Conditions
Two Models
Prophetic Model
Caliphal Model

18. Early Leadership Theories
1. Discuss what research has shown about leadership traits.
2. Contrast the findings of the four behavioral leadership theories.
3. Explain the dual nature of a leader’s behavior.

19. Early Leadership Theories
Trait Theories (1920s–1930s)
Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful.
Later research on the leadership process identified seven traits associated with successful leadership ( the process , not the person)
Drive, the desire to lead, honesty and integrity, self- confidence, intelligence, job-relevant knowledge, and extraversion.

20. Exhibit 16–2 Seven Traits Associated with Leadership
Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.

21. Behavioral Theories 1. University of Iowa Studies
2. Ohio State Studies
3. University of Michigan Studies
4. The Managerial Grid

22. Behavioral Theories University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation, feedback
Laissez faire style: hands-off management

23. Behavioral Theories University of Iowa Studies (Kurt Lewin)
Research findings: mixed results
No specific style was consistently better for producing better performance.
Employees were more satisfied under a democratic leader than an autocratic leader.

24. Behavioral Theories (cont’d)
Ohio State Studies
Identified two dimensions of leader behavior:
Initiating structure: the role of the leader in defining his or her role and the roles of group members.
Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.

25. Behavioral Theories (cont’d)
Ohio State Studies
Research findings: mixed results
High-high leaders generally, but not always, achieved high group task performance and satisfaction.
Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

26. Behavioral Theories (cont’d)
University of Michigan Studies
Identified two dimensions of leader behavior:
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

27. Behavioral Theories (cont’d)
The Managerial Grid
Appraises leadership styles using two dimensions:
concern for people and concern for production
Places managerial styles in five categories:
Impoverished management
Task management
Middle-of-the-road management
Country club management
Team management

28. Exhibit 16–3 Behavioral Theories of Leadership

29. Exhibit 16–3 (cont’d) Behavioral Theories of Leadership