MOB_ch08~the Nature of Leadership

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Management and Organisational BehaviourManagement and Organisational Behaviour

7th Edition7th Edition

CHAPTER 8CHAPTER 8

The Nature of LeadershipThe Nature of Leadership


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Defining leadershipDefining leadership

Over 400 definitions of leadership to chooseOver 400 definitions of leadership to choose

fromfrom

It is a veritable minefield of misunderstanding &It is a veritable minefield of misunderstanding &

difference through which theorists & practitionersdifference through which theorists & practitioners

must tread warily.must tread warily.

CrainerCrainer


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Different definitionsDifferent definitions

Leadership is a matter of making a difference.Leadership is a matter of making a difference.

It entails changing an organisation & making choicesIt entails changing an organisation & making choices

among plausible alternatives.among plausible alternatives. It depends on the development of others & mobilisingIt depends on the development of others & mobilising

them to get the job donethem to get the job done UseemUseem

Leadership is a combination of persuasion &Leadership is a combination of persuasion &compulsion that results in making people do things theycompulsion that results in making people do things they

might not otherwise have donemight not otherwise have done AdairAdair


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Importance of leadershipImportance of leadership

Good management leadership helps to developGood management leadership helps to develop

team work & the integration of individual &team work & the integration of individual &

group goalsgroup goals

It aids intrinsic motivation by emphasising theIt aids intrinsic motivation by emphasising the

importance of the work people doimportance of the work people do

TustinTustin


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Leadership & managementLeadership & management

ManagementManagement getting things done through other people getting things done through other people

in order to achieve stated organisational objectivesin order to achieve stated organisational objectives

LeadershipLeadership emphasis on interpersonal behaviour in a emphasis on interpersonal behaviour in abroader contextbroader context

Leadership is often associated with the willing &Leadership is often associated with the willing &

enthusiastic behaviour of followers & does not necessarilyenthusiastic behaviour of followers & does not necessarilytake place within the hierarchical structure of thetake place within the hierarchical structure of the

organisationorganisation


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The 7-S organizational frameworkThe 7-S organizational framework

The differences between leadership and management as beenThe differences between leadership and management as been

applied byapplied by WatsonWatson to the 7-S organizational framework of: strategy,to the 7-S organizational framework of: strategy,structure, systems, style, staff, skills and Super-ordinate (or shared)structure, systems, style, staff, skills and Super-ordinate (or shared)goals. managers tend focus towards reliance ongoals. managers tend focus towards reliance on

strategy,strategy,

structure, andstructure, and

systems,systems,

Leaders have inherent inclination for utilization of the soft Ss ofLeaders have inherent inclination for utilization of the soft Ss of

style,style,

staff,staff,

skills, andskills, and

shared goalsshared goals..

Managers will not ordinarily be capable of achieving sufficientManagers will not ordinarily be capable of achieving sufficientmastery of all seven factors to attain a consistently high level ofmastery of all seven factors to attain a consistently high level oforganizationalorganizational

Performance would be the ultimate capability of leadersPerformance would be the ultimate capability of leaders


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SkillsSkillsSkillsSkills

StrategyStrategyStrategyStrategy

StructureStructureStructureStructure

SystemsSystemsSystemsSystems

SharedSharedvaluesvalues

SharedSharedvaluesvalues

StaffStaffStaffStaff

StyleStyleStyleStyle

The 7-S organizational frameworkThe 7-S organizational framework


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Managerial leadership frameworkManagerial leadership framework

Qualities or traits approachQualities or traits approach

The functional or group approachThe functional or group approach

Leadership as a behavioural categoryLeadership as a behavioural category Styles of leadershipStyles of leadership

The situational approach & contingencyThe situational approach & contingency

modelsmodels

Transitional or transformationalTransitional or transformationalleadershipleadership

Inspirational leadershipInspirational leadership


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Figure 1.8Figure 1.8 A framework forA framework for

the study of managerialthe study of managerial

leadershipleadership


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Action-centred leadershipAction-centred leadership Figure 8.2

Source: Adair, J.,Action-Centred Leadership, Gower Press (1979), p.10


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Action-centred leadershipAction-centred leadership

Task functionsTask functions Achieving the objectives of the work groupAchieving the objectives of the work group

Defining group tasksDefining group tasks

Planning the workPlanning the work

Allocation of resourcesAllocation of resources

Organisation of duties & responsibilitiesOrganisation of duties & responsibilities


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Team functionsTeam functions Maintaining morale & building team spiritMaintaining morale & building team spirit

The cohesiveness of the group as a working unitThe cohesiveness of the group as a working unit

Setting standards & maintaining disciplineSetting standards & maintaining discipline

Systems of communication within the groupSystems of communication within the group

Training the groupTraining the group

Appointment of sub-leadersAppointment of sub-leaders


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Individual functionsIndividual functions Meeting the needs of the individual members of theMeeting the needs of the individual members of the

groupgroup

Attending to personal problemsAttending to personal problems

Giving praise & statusGiving praise & status

Reconciling conflicts between group needs & needs ofReconciling conflicts between group needs & needs ofthe individualthe individual

Training individualsTraining individuals


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Dimensions of managerialDimensions of managerial

leadershipleadership

Figure 8.3


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Broad classification of leadershipBroad classification of leadership

stylestyle Authoritarian (autocratic) styleAuthoritarian (autocratic) style

Democratic styleDemocratic style

Laissez-faireLaissez-faire (genuine) style(genuine) style


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Broad classification of leadership styleBroad classification of leadership style

The authoritarian (or autocratic) styleThe authoritarian (or autocratic) style is where the focus of power is with theis where the focus of power is with themanager, and all interactions within the group move towards the manager.manager, and all interactions within the group move towards the manager.

The manager alone exercises decision-making and authority for determiningThe manager alone exercises decision-making and authority for determiningpolicy, procedures for achieving goals, work tasks and relationships, controlpolicy, procedures for achieving goals, work tasks and relationships, controlof rewards or punishments.of rewards or punishments.

The democratic styleThe democratic style is where the focus of power is more with the group as ais where the focus of power is more with the group as awhole and there is greater interaction within the group. The leadershipwhole and there is greater interaction within the group. The leadershipfunctions are shared with members of the group and the manager is morefunctions are shared with members of the group and the manager is morepart of a team. The group members have a greater say in decision-making,part of a team. The group members have a greater say in decision-making,determination of policy, implementation of systems and procedures.determination of policy, implementation of systems and procedures.

AA laissez-fairelaissez-faire (genuine) style(genuine) style is where the manager observes that members ofis where the manager observes that members ofthe group are working well on their own. The manager consciously makes athe group are working well on their own. The manager consciously makes adecision to pass the focus of power to members, to allow them freedom ofdecision to pass the focus of power to members, to allow them freedom of

action to do as they think best, and not to interfere; but is readily availableaction to do as they think best, and not to interfere; but is readily availableif help is needed. There is often confusion over this style of leadershipif help is needed. There is often confusion over this style of leadershipbehavior.behavior.

The wordThe word genuinegenuine is emphasized because this is to be contrasted with theis emphasized because this is to be contrasted with themanager whomanager who could not carecould not care, who deliberately keeps away from the trouble, who deliberately keeps away from the troublespots and does not want to get involved. The manager s behavior isspots and does not want to get involved. The manager s behavior is

considered asconsidered as abdication of dutyabdication of duty


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M i f i d idi f l d hi


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Main forces in deciding type of leadershipMain forces in deciding type of leadership

Tannenbaum and SchmidtTannenbaum and Schmidt suggest that there are threesuggest that there are three

factors, or forces, of particularfactors, or forces, of particular

importance in deciding what types of leadership areimportance in deciding what types of leadership are

practicable and desirable.practicable and desirable.

1 Forces in the manager1 Forces in the manager. The managers behaviour will be. The managers behaviour will be

influenced by their own personalities, backgrounds,influenced by their own personalities, backgrounds,

knowledge and experiences. These internal forces willknowledge and experiences. These internal forces will

include:include:

value systems;value systems;

confidence in subordinates;confidence in subordinates;

leadership inclinations; andleadership inclinations; and

feelings of security in an uncertain situation.feelings of security in an uncertain situation.


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Contingency models of leadershipContingency models of leadership

Major contingency models of leadership include Major contingency models of leadership include

Favourability of leadership situationFavourability of leadership situation (Fiedler)(Fiedler)

Quality & acceptance of leaders decisionQuality & acceptance of leaders decision

(Vroom & Yetton)(Vroom & Yetton)

Pathgoal theoryPathgoal theory (House)(House)

Maturity of followersMaturity of followers (Hersey & Blanchard)(Hersey & Blanchard)


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Fiedlers contingency modelFiedlers contingency model

Fiedler developed a least preferred co-worker (LPC) scale. This measures theFiedler developed a least preferred co-worker (LPC) scale. This measures the

rating given by leaders about the person with whom they could work least well. Therating given by leaders about the person with whom they could work least well. The

questionnaire contains up to 20 items. Examples of items in the LPC scale are pleasant/questionnaire contains up to 20 items. Examples of items in the LPC scale are pleasant/

unpleasant, friendly/unfriendly, helpful/frustrating, distant/close, co-operative/unpleasant, friendly/unfriendly, helpful/frustrating, distant/close, co-operative/unco-operative, boring/interesting, self-assured/hesitant, open/guarded.unco-operative, boring/interesting, self-assured/hesitant, open/guarded.

Each item is given a single ranking of between one and eight points, with eightEach item is given a single ranking of between one and eight points, with eight

points indicating the most favorable rating. For example:points indicating the most favorable rating. For example:

The LPC score is the sum of the numerical ratings on all the items for the leastThe LPC score is the sum of the numerical ratings on all the items for the least

Preferred co-worker. The less critical the rating of the least preferred co-worker andPreferred co-worker. The less critical the rating of the least preferred co-worker andthethe

more favorably evaluated, the higher the leaders LPC score. The more critical themore favorably evaluated, the higher the leaders LPC score. The more critical the

rating, the lower the LPC score. The original interpretation of the LPC scale was thatrating, the lower the LPC score. The original interpretation of the LPC scale was thatthe leader with a high LPC score derived most satisfaction from interpersonalthe leader with a high LPC score derived most satisfaction from interpersonal

Relationship and, when relationships with subordinates need to be improved, isRelationship and, when relationships with subordinates need to be improved, is

motivated to act in a supportive, considerate manner. The leader with a low LPCmotivated to act in a supportive, considerate manner. The leader with a low LPCscore derived most satisfaction from performance of the task and achievingscore derived most satisfaction from performance of the task and achievingobjectives. Establishing good relationships with subordinates is a secondaryobjectives. Establishing good relationships with subordinates is a secondarymotivation. It was thought that high LPC scores would be associated with effectivemotivation. It was thought that high LPC scores would be associated with effective

performance by the group. However, the interpretation of LPC has changed a numberperformance by the group. However, the interpretation of LPC has changed a numberof times and there is still uncertainty about its actual meaning.of times and there is still uncertainty about its actual meaning.


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Favorability of leadership situationFavorability of leadership situation

Fiedler suggests that leadership behavior is dependent upon the favorabilityFiedler suggests that leadership behavior is dependent upon the favorabilityof The leadership situation. There are three major variables whichof The leadership situation. There are three major variables whichdetermine the favorability of the situation and which affect the leadersdetermine the favorability of the situation and which affect the leadersrole and influence.role and influence.

Leadermember relationsLeadermember relations the degree to which the leader is trusted the degree to which the leader is trustedand liked by group members, and their willingness to follow the leadersand liked by group members, and their willingness to follow the leadersguidance.guidance.

The task structureThe task structure the degree to which the task is clearly defined the degree to which the task is clearly defined

for the group and the extent tofor the group and the extent to which it can be carried out by detailedwhich it can be carried out by detailedinstructions or standard procedures.instructions or standard procedures.

Position powerPosition power the power of the leader by virtue of position in the the power of the leader by virtue of position in theorganization, and the degree to which the leader can exercise authorityorganization, and the degree to which the leader can exercise authorityto influence (for example) rewards and punishments, or promotions andto influence (for example) rewards and punishments, or promotions anddemotions.demotions.

From these three variables, Fiedler constructed eight combinations ofFrom these three variables, Fiedler constructed eight combinations ofgrouptask Situations through which to relate leadership style (grouptask Situations through which to relate leadership style (seeseeFigure 8.5).Figure 8.5).


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When the situation isWhen the situation is

very favourable (good leadermember relations, structured task, strongvery favourable (good leadermember relations, structured task, strongposition power), orposition power), or

very unfavourable (poor leadermember relations, unstructured task,very unfavourable (poor leadermember relations, unstructured task,weak position power), then a task-oriented leader (low LPC score)weak position power), then a task-oriented leader (low LPC score)with a directive, controlling style will be more effective.with a directive, controlling style will be more effective.

When the situation isWhen the situation is

moderately favourable and the variables are mixed,moderately favourable and the variables are mixed,

then the leader with an interpersonal relationship orientation (high LPCthen the leader with an interpersonal relationship orientation (high LPCscore) and a participative approach will be more effective.score) and a participative approach will be more effective.

Fiedler is suggesting, therefore, that leadership style will vary as theFiedler is suggesting, therefore, that leadership style will vary as thefavourability of the leadership situation varies.favourability of the leadership situation varies.


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Components of transformational leadershipComponents of transformational leadership

According to Bass, the transformational leader motivates followers toAccording to Bass, the transformational leader motivates followers todo more than originally expected and the extent of transformation isdo more than originally expected and the extent of transformation ismeasured in terms of the leaders effects on followers. Applying themeasured in terms of the leaders effects on followers. Applying theideas of Burns to organisational management,ideas of Burns to organisational management,

Bass proposed a theory of transformational leadership which arguesBass proposed a theory of transformational leadership which arguesthat the leader transforms and motivates followers by:that the leader transforms and motivates followers by:

1)1) generating greater awareness of the importance of the purpose of thegenerating greater awareness of the importance of the purpose of theorganisation and task outcomes;organisation and task outcomes;

2)2) inducing them to transcend their own self-interests for the sake of theinducing them to transcend their own self-interests for the sake of theorganisation or team; andorganisation or team; and

3)3) activating their higher-level needsactivating their higher-level needs


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Vroom & Yetton contingency modelVroom & Yetton contingency model

Decision quality the effect that the decisionDecision quality the effect that the decision

has on group performancehas on group performance

Decision acceptance the motivation &Decision acceptance the motivation &commitment of group members incommitment of group members in

implementing the decisionimplementing the decision

Time required to make the decisionTime required to make the decision


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Quality requirementQuality requirement

CommitmentCommitmentrequirementrequirement

Leader informationLeader information

Problem structureProblem structure

Commitment probabilityCommitment probability

Goal congruenceGoal congruence

Subordinate informationSubordinate information

Time constraintsTime constraints

Geographical dispersionGeographical dispersion

Motivation time &Motivation time &

developmentdevelopment

Vroom & Jago revised decision model:Vroom & Jago revised decision model:

the contingency variables relate to the contingency variables relate to


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Path goal theoryPath goal theory

leadership behaviourleadership behaviour

DirectiveDirective

SupportiveSupportive

ParticipativeParticipative

Achievement-orientedAchievement-oriented

HouseHouse


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Path goal theoryPath goal theory

of leadershipof leadership

Figure 8.6

READINESS OF THREADINESS OF TH


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READINESS OF THREADINESS OF TH

EFOLLOWERSOR GROUPSEFOLLOWERSOR GROUPS


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Transformational leadershipTransformational leadership, by contrast, is a process of engendering, by contrast, is a process of engendering

higher levels of motivation and commitment among followers. Thehigher levels of motivation and commitment among followers. The

emphasis is on generating a vision for the organization and theemphasis is on generating a vision for the organization and the

leaders ability to appeal to higher ideals and values of followers, andleaders ability to appeal to higher ideals and values of followers, and

creating a feeling of justice, loyalty and trust. In the organizationalcreating a feeling of justice, loyalty and trust. In the organizational

sense, transformational leadership is about transforming thesense, transformational leadership is about transforming the

performance or fortunes of a business.performance or fortunes of a business.

Transactional leadershipTransactional leadership is based on legitimate authority within theis based on legitimate authority within the

bureaucratic structure of the organization. The emphasis is on thebureaucratic structure of the organization. The emphasis is on the

clarification of goals and objectives, work task and outcomes, andclarification of goals and objectives, work task and outcomes, and

organizational rewards and punishments. Transactional leadershiporganizational rewards and punishments. Transactional leadership

appeals to the self-interest of followers. It is based on a relationshipappeals to the self-interest of followers. It is based on a relationship

of mutual dependence and an exchange process of: I will give youof mutual dependence and an exchange process of: I will give you

this, if you do that.this, if you do that.


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Components of transformational leadershipComponents of transformational leadershipTransformational leadership is comprised of four basic components:Transformational leadership is comprised of four basic components: (Bass)(Bass)

1. Idealised influence1. Idealised influence the charisma of the leader, and the respect and admiration of the charisma of the leader, and the respect and admiration of

the followers;the followers;2. Inspirational motivation2. Inspirational motivation the behaviour of the leader which provides meaning the behaviour of the leader which provides meaning

and challenge to the work of the followers;and challenge to the work of the followers;

3. Intellectual stimulation3. Intellectual stimulation leaders who solicit new and novel approaches for the leaders who solicit new and novel approaches for the

performance of work and creative problem solutions from followers; andperformance of work and creative problem solutions from followers; and

4. Individualised consideration4. Individualised consideration leaders who listen and give special concern to the leaders who listen and give special concern to the

growth and developmental needs of the followersgrowth and developmental needs of the followers

YuklYuklprovides a set of guidelines for transformational leadership:provides a set of guidelines for transformational leadership:

Articulate a clear and appealing visionArticulate a clear and appealing vision

Explain how the vision can be attainedExplain how the vision can be attained

Act confident and optimisticAct confident and optimistic

Express confidence in followersExpress confidence in followers Provide opportunities for early successProvide opportunities for early success

Celebrate successesCelebrate successes

Use dramatic, symbolic actions to emphasize key valuesUse dramatic, symbolic actions to emphasize key values

Lead by exampleLead by example

Empower people to achieve the visionEmpower people to achieve the vision


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Inspirational leadershipInspirational leadership

A truly inspirational leader:A truly inspirational leader:

Understands the spirit withinUnderstands the spirit within

Connects with the led, appreciates the capabilities ofConnects with the led, appreciates the capabilities ofothers, and through trust unlocks the powers in othersothers, and through trust unlocks the powers in others

Recognises & seizes the brief window of opportunity thatRecognises & seizes the brief window of opportunity that

acts as a powerful catalyst, inspiring the leader & the ledacts as a powerful catalyst, inspiring the leader & the ledAdairAdair


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Power & leadership influencePower & leadership influence

Reward powerReward power

Coercive powerCoercive power

Legitimate powerLegitimate power

Referent powerReferent power

Expert powerExpert power

French & RavenFrench & Raven


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POWER AND LEADERSHIP NFLUENCEPOWER AND LEADERSHIP NFLUENCE


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1. Reward power1. Reward poweris based on the subordinatesis based on the subordinatesperceptionperception that thethat theleader has the ability and resources to obtain rewards for those wholeader has the ability and resources to obtain rewards for those who

comply with directives; for example, pay, promotion, praise,comply with directives; for example, pay, promotion, praise,recognition, increased responsibilities, allocation and arrangement ofrecognition, increased responsibilities, allocation and arrangement ofwork, granting of privileges.work, granting of privileges.

2.2. Coercive powerCoercive poweris based on fear and the subordinatesis based on fear and the subordinatesperceptionperceptionthat the leader has the ability to punish or to bring about undesirablethat the leader has the ability to punish or to bring about undesirable

outcomes for those who do not comply with directives; for example,outcomes for those who do not comply with directives; for example,withholding pay rises, promotion or privileges; allocation ofwithholding pay rises, promotion or privileges; allocation ofundesirable duties or responsibilities; withdrawal of friendship orundesirable duties or responsibilities; withdrawal of friendship orsupport; formal reprimands or possibly dismissal. This is in effect thesupport; formal reprimands or possibly dismissal. This is in effect theopposite of reward power.opposite of reward power.

3.3. Legitimate powerLegitimate poweris based on the subordinatesis based on the subordinatesperceptionperception that thethat theleader has a right to exercise influence because of the leaders role orleader has a right to exercise influence because of the leaders role orposition in the organization. Legitimate power is based on authority,position in the organization. Legitimate power is based on authority,for example that of managers and supervisors within the hierarchicalfor example that of managers and supervisors within the hierarchicalstructure of an organization. Legitimate power is therefore positionstructure of an organization. Legitimate power is therefore positionpower because it is based on the role of the leader in the organization,power because it is based on the role of the leader in the organization,and not on the nature of the personal relationship with others.and not on the nature of the personal relationship with others.

POWER AND LEADERSHIP NFLUENCEPOWER AND LEADERSHIP NFLUENCE

Five sources of power identified by French and RavenFive sources of power identified by French and Raven


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4. Referent power4. Referent poweris based on the subordinatesis based on the subordinates identificationidentification with thewith theleader. The leader exercises influence because of perceivedleader. The leader exercises influence because of perceivedattractiveness, personal characteristics, reputation or what is calledattractiveness, personal characteristics, reputation or what is calledcharisma. For example, a particular manager may not be in acharisma. For example, a particular manager may not be in aposition to reward or punish certain subordinates, but may stillposition to reward or punish certain subordinates, but may stillexercise power over the subordinates because the managerexercise power over the subordinates because the managercommands their respect or esteem.commands their respect or esteem.

5. Expert power5. Expert poweris based on the subordinatesis based on the subordinatesperceptionperception of the leaderof the leaderas someone who is competent and who has some special knowledgeas someone who is competent and who has some special knowledge

or expertise in a given area. Expert power is based on credibility andor expertise in a given area. Expert power is based on credibility andclear evidence of knowledge or expertise; for example, the expertclear evidence of knowledge or expertise; for example, the expertknowledge of functional specialists such as the personnel manager,knowledge of functional specialists such as the personnel manager,management accountant or systems analyst. The expert power ismanagement accountant or systems analyst. The expert power isusually limited to narrow, well-defined areas or specialisms.usually limited to narrow, well-defined areas or specialisms.

FinlayFinlaysuggests that in addition to the five sources of power identified bysuggests that in addition to the five sources of power identified byFrench and Raven can be added:French and Raven can be added:

1. Personal power,1. Personal power, supported and trusted by their colleagues andsupported and trusted by their colleagues andsubordinates; andsubordinates; and

2.2. Connection power,Connection power, which results from personal and professionalwhich results from personal and professionalaccess to key people and information.access to key people and information.


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Sources of PowerSources of Power

ConnectionConnection

PowerPower

ReferentReferent

PowerPower

PersonalPersonal

PowerPower

CoerciveCoercivePowerPower

RewardReward

PowerPower

LegitimateLegitimatePowerPower

ExpertExpert

PowerPower

Enable managers to beEnable managers to be

Leaders & influenceLeaders & influence

subordinates tosubordinates to

achieve goalsachieve goals


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Guidelines for building & usingGuidelines for building & using

legitimate powerlegitimate power

Table 8.1

Source: Leadership in Organizations, Fourth edition, by Yukl, Gary. 1998, p.197. Prentice-Hall, Inc., Upper Saddle River, NJ.


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reward powerreward power


Table 8.1

G f &


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expert powerexpert power


Table 8.1

G id li f b ildi & i


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referent powerreferent power


Table 8.1

G id li f b ildi & i


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coercive powercoercive power


Table 8.1

fTh i ht l d f th i ht


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The right leader for the rightThe right leader for the right

situationsituation

Organisations that exist in a dynamic environmentOrganisations that exist in a dynamic environment

generally require three types of leaders generally require three types of leaders

InnovatorInnovator

ImplementerImplementer

PacifierPacifier

RodriguesRodrigues

No one best form of leadershipNo one best form of leadership


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No one best form of leadershipNo one best form of leadership Three main aspects to be considered in determining the mostThree main aspects to be considered in determining the most

appropriate style of leadership are: the manager, the group andappropriate style of leadership are: the manager, the group andthe work environment.the work environment.

However, there are many variables which underlie theHowever, there are many variables which underlie theeffectiveness of leadership in work organizations. Moreeffectiveness of leadership in work organizations. Morespecifically, these include the following:specifically, these include the following:

1.1. the characteristics of the manager, personality, attitudes,the characteristics of the manager, personality, attitudes,

abilities, value system; and the personal credibility of theabilities, value system; and the personal credibility of themanager;manager;

2.2. the type of power of the manager and the basis of the leadershipthe type of power of the manager and the basis of the leadership

relation;relation;

3.3. the characteristics of the subordinates; their needs andthe characteristics of the subordinates; their needs and

expectations; attitudes; knowledge, confidence and experience;expectations; attitudes; knowledge, confidence and experience;and their motivation and commitment;and their motivation and commitment;

4.4. the relationship between the manager and the group, and amongthe relationship between the manager and the group, and among

members of the group;members of the group;



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5.5. the type and nature of the organization, and differentthe type and nature of the organization, and different

stages in the development of the organization;stages in the development of the organization;6.6. the nature of the tasks to be achieved, the extent tothe nature of the tasks to be achieved, the extent to

which structured or routine;which structured or routine;

7.7. the technology, systems of communication andthe technology, systems of communication and

methods of work organization; organization structuremethods of work organization; organization structureand systems of management;and systems of management;

8.8. the type of problem and the nature of the managersthe type of problem and the nature of the managers

decisions;decisions;

9.9. the nature and influence of the external environment;the nature and influence of the external environment;10.10. the social structure and culture of the organisation;the social structure and culture of the organisation;

11.11. the influence of national culture.the influence of national culture.

L d f th F tLeaders of the Future


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Leaders of the FutureLeaders of the Future

GrattonGratton sets out four expectations as the message for leaders.sets out four expectations as the message for leaders.

Expectation 1:Expectation 1: dream collectively create a time and a process for youdream collectively create a time and a process for youand your colleagues to dream about the future; create enthusiasmand your colleagues to dream about the future; create enthusiasmand excitement and a vision for the future; view the present as aand excitement and a vision for the future; view the present as apathway to the future; allow people to work independently but withinpathway to the future; allow people to work independently but within

the frame of the general direction; and work to identify and co-the frame of the general direction; and work to identify and co-ordinate the major themes for action.ordinate the major themes for action.

Expectation 2:Expectation 2: balance the short-term with the longer-term think inbalance the short-term with the longer-term think inthe past, the present and the future; be aware of the human scale ofthe past, the present and the future; be aware of the human scale ofchange and create plans of action that reflect human timescales andchange and create plans of action that reflect human timescales and

a capacity in human potential; build a vision for the future thata capacity in human potential; build a vision for the future thatengages people and allows them to understand their future role.engages people and allows them to understand their future role.


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New skills & competenciesNew skills & competencies

The new leader understands & practises theThe new leader understands & practises thepower of appreciationpower of appreciation

The new leader keeps reminding people of whatThe new leader keeps reminding people of whatis importantis important

The new leader generates & sustains trustThe new leader generates & sustains trust

The new leader & the led are intimate alliesThe new leader & the led are intimate allies

BennisBennis


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1.1. The big word now associated with leadership isThe big word now associated with leadership is

vision. The ability to see the bigger picture. To takevision. The ability to see the bigger picture. To take

the long-term view. What the ultimate objectives ofthe long-term view. What the ultimate objectives ofthe organization are and how people can workthe organization are and how people can work

together to achieve them together to achieve them

2.2. Perhaps the most important attribute is that a goodPerhaps the most important attribute is that a good

leader inspires people by creating a climate where itleader inspires people by creating a climate where it

is OK for people to make mistakes and learn fromis OK for people to make mistakes and learn from

them, rather than what happened in the past whichthem, rather than what happened in the past which

was to blame and punish them.was to blame and punish them.

3.3. Leading from this position, they gain a higher levelLeading from this position, they gain a higher level

of commitment from their people than mereof commitment from their people than mere

compliancecompliance


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Now the big question is whether you are born with charisma orNow the big question is whether you are born with charisma or

whether you can develop it.whether you can develop it.

I believe you can develop elements of it. For example, you canI believe you can develop elements of it. For example, you can

take courses to improve your speaking skills. You can learn totake courses to improve your speaking skills. You can learn to

stage events that send powerful messages. You can learn tostage events that send powerful messages. You can learn to

think more critically about the status quo and its shortcomings.think more critically about the status quo and its shortcomings.

You can do more on a daily basis to motivate your team.You can do more on a daily basis to motivate your team. What you simply cannot learn is how to be passionate aboutWhat you simply cannot learn is how to be passionate about

what you do.what you do.

You have to discover that for yourself, and passion is a big partYou have to discover that for yourself, and passion is a big part

of what drives a charismatic leader.of what drives a charismatic leader. It is also what motivates and inspires those who work for theIt is also what motivates and inspires those who work for the

charismatic leader.charismatic leader.


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MOB_ch08~the Nature of Leadership

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