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CHAPTER 8
LEADERSHIP
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Contents of Topic : 8.1 Definition
8.2 Importance 8.3 Source of leader power 8.4 Approaches to leadership
8.4.1 Leader traits 8.4.2 Leader behavior 8.5 Major Phases in Leadership
Researchers 8.6 Leadership Models
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Objective
Upon Completing this topic, students should be
able to : Define Leadership Describe the major phases in leadership
researchers Explain and discuss leadership models such as ;
The Managerial Grid
Situational Leadership Model Path-Goal Model Fiedlers Contingency Model
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Definition of Leadership
Major phases in leadershipresearchers
Fiedlers Contingency
Model ( Fiedler)
Hersey & Blanchards Situational Leadership
Model (Hersey & Blanchard)
Managerial Grid Model
(Blake & Mouton)
Behavior Phase
Behavior Phase
Task Related Characteristics
Social Characteristics
Personality
Social Background
TraitPhaseTrait
Phase
Physical
SituationalPhase
SituationalPhase
Hourses Path- Goal Model
(Hourse & Evan)
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8.1 Definition
Definition of leadership :
i. The process of influencing a group towardthe achievement of goals. Robbinsii. The process of directing and influencing
the tasks related activities of groupmembers. Stoner
Definition of leader :i. Someone who can influence others and
who has managerial authority.
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8.2 Importance
Make contributions to organization Enhance cooperation Encourage teamwork
Motivate workers
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8.3 Source of leader power Power the capacity to affect the behavior of others. There are 4 types of power :
1. Legitimate power Power that gain from a positions in the managerialhierarchy and the authority placed in the position.
2. Reward power Power that is based on the capacity to control andprovide valued rewards to others.
3. Coercive power
The ability to punish others when they do not engage indesired behaviors.
4. Expert power Possession of expertise and knowledge that is valued byothers.
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8.4 Approaches to leadership
8.4.1 Leader traits
The trait approach to leadership states that:
Evaluation and selection of leaders are based ontheir physical, mental and psychologicalcharacteristics.
Leaders have certain personality traits, or leadersare born with certain characteristics or personality traits.
The presence or absence of these characteristicsdistinguishes leader from non leaders.
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KeytraitsKey
traits
Socialbackground
Socialcharacteristics
Personality
Task relatedcharacteristics
Physical Appearance
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Physical appearance
Examples : young to middle-aged, energetic, strikingappearance, tall, slander, facial expression, gestures, age,etc.
Social background Examples : educated at the right schools, socially
prominent or upwardly mobile.
Personality Examples : Adaptable, aggressive, emotionally stable
dominant, self confidence, introvert vs extrovert (quite or talkative)
Social characteristics Charming, tactful, popular & cooperative
Task related characteristics Examples : driven to excel, acceptance of responsibility,
full of initiative, results-oriented, vision & assertiveness.
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8.4.2 Leader behavior
The behavioral approach to leadership : Focus on differences in the actions (behavior) of
effective and ineffective leader.
Looking at what leaders actually do : How they delegate task to subordinate? Where and when they communicate to others? How they perform their roles?
Studies by University of Michigan : Production - centered leadership style : leaders set
standards, organize & pay close attention toemployees work and are interested in result.
Employee centered leadership style : leadersencourage employees to participated in makingdecisions and make sure they are satisfied with their work.
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The leadership functions generate two different leadership styles :
i. Task-oriented / Production centered The primary goal of managers using this style is getting the job done to
their satisfaction. The style of a leader who is task oriented would be thathe : Plans and defines work to be done Assigns task responsibilities Sets clear work standards Urges task completion and monitors results Supervises employees Is concerned only with getting the job done rather than the development or
growth of the employees
ii. Employee-oriented /People-oriented Managers try to motivate rather than control the employees. Employees
are encouraged to participate in decision making. Manager show a high amount of consideration towards employees idea
and feelings. The characteristics of a manager who practices employee oriented are :
warmth and he has social rapport with subordinates Respect for the feelings of others Sensitivity to the needs of others
Mutual trust
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8.5 Major Phases in Leadership
ResearchersThere are 3 phases introduced:
i) Trait phase Attempt to determine what specific traits make a
person an effective leader.
ii) Behavior phase Attempt to determine what particular behavior style
leader utilize to cause others to follow them.
iii) Situational phase Attempt to explain leadership within the context of the
larger work situation in which it occurs.
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8.6 Leadership Models
(a) Behavior approach
Managerial Grid Model Developed by Robert Blake and Mouton.
It identifies 5 leadership style thatcombines differing proportions of concernfor production and concern for people.
The grid encourage the leader to size upeach situation by making good use of knowledge on human behavior.
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The 5 leadership styles are depicted in the diagram below :
High
9 (1,9) (9,9)
8
7
6
5 ( 5,5)
4
32
1 ( 1,1) (9,1)
01 2 3 4 5 6 7 8 9
Concern for production
Conce
r n
f or
people
Concern for production
CONCER N
FOR
PEO
PLE
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The points shows different leadership styles that are practiced bymanagers. The points are as such :
Point (1,1) Impoverish Management The management or manager has little concern for either
people or production. Also known as Laissez-Faire Exertion of minimum effort to get required work done is
appropriate to sustain organizational membership.
Point (1,9) Country Club Management
Attention peoples needs for satisfying relationship will lead tocomfortable friendly organization atmosphere and work tempo. Highly concerned for individual personal.
Point (5,5) Middle of The Road Management Shows moderate concern for people and production. Adequate organization performance is possible, through
balancing the necessity to get out work with maintaining moraleof people at a satisfying level.
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Point (9,1) Autocratic / Authoritarian Management
Has a high concern for production and a low concern for people. Stress on operating performance is possible, through
balancing the necessity
Point (9,9) Democratic / Supportive Management Has a high concern for people and production relationships. Work accomplishment is from committed people,
interdependence through common interests as well asrelationship of trust and respect.
Managers must be also concerned for the feelings &interests of the group members.
** Among the 5 leadership styles, point (9,9) is the best to generateimproved performance, low absenteeism & turnover.
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b) Situational contingency approach
(i) Hourses Path-Goal Model
ContingencyEmployee NeedsEmployee Abilities
ContingencyEmployee NeedsEmployee Abilities
ContingencyStructured tasksUnstructured tasks
ContingencyStructured tasksUnstructured tasks
Leadership Styles Achievement
DirectiveParticipativeSupportive
Leader effectivenessHigh worker productivity
High job satisfactionLow employee turnover
Few grievances
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ii. Life Cycle @ Situational Leadership Model
(by Hersey and Blanchard)
The model suggests that the levels of directive andsupportive behaviors of leaders will vary based on
the level of maturity of the employee or team.
Directive behavior - One way communication from leaders to followers.
- Example : spelling out duties, telling followers whatto do, where, when and how.
Supportive behavior - Two way communication between leader and followers.- Example : listening, providing encouragement &
involving followers in decision making. Maturity
- Subordinates ability to set high but attainable goals andaccept responsibility for reaching them.
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I Directive Style @ Telling High task, Low relationship Giving of clear instruction and specific direction.
II Coaching Style @ Selling High task, High relationship
Expanding 2 way communication and building confidence andmotivation.
III Supporting Style @ Participating High relationship, Low task Active 2 way communication and support efforts to use skills.
IV Delegating Style Low task, Low relationship
Giving responsibilities for carrying out plans and making taskdecisions.
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iii. Fiedler contingency theory
A leadership model thatsuggests successfulleadership depends onmatching the situation andthe leaders style .
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This theory depend on :
i. Leadership style
Least preferred co-workers (LPC)Employee with whom a leader can work eastwell.
Relationship oriented leader A leader concerned about employees feelingand welfare.
Task oriented leader A leader concerned with getting the job done.
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ii. Situational variables
Leader-member relations
The extent to which a leader is acceptedby the group.
Task structureThe degree to which the job is routine.
Leader position power The extent to which a leader haslegitimate coercive & reward power.
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End of topic..