management: arab world edition robbins, coulter, sidani, jamali chapter 16: managers as leaders...

Management: Arab World Edition Robbins, Coulter, Sidani, Jamali

Chapter 16: Managers As Leaders

Lecturer: [Dr. Naser Al-Khdour]

Learning OutcomesFollow 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

16-3 Copyright © 2011 Pearson Education

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.

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.

Learning Outcomes


1. Define leaders and leadership.

2. Explain why managers should be leaders.

Who Are Leaders and What Is Leadership



Leader

Someone who can influence others and who has managerial authority

Leadership

What leaders do; the process of influencing a group to achieve goals



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?


1. Ibn-Khaldun Conception of Leadership

2. The role of Asabiya (Group-bond in fostering leadership)

3. The Prophetic-Caliphal Model of Leadership

Historical Leadership In The Middle East


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”.


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


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.


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.


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



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.



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.


Exhibit 16–1 Khadra’s Model of Leadership

Personalism

VacuumLack of institutionalism

Individualism

Expecting great man

Great Man

Ordinary ManFear, coercion,

strife

Strong attachment to

the leader

Social Origins Leadership Climate Two Conditions Two Models

Prophetic Model

Caliphal Model


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.

Early Leadership Theories


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.


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.


Behavioral Theories

1. University of Iowa Studies

2. Ohio State Studies

3. University of Michigan Studies

4. The Managerial Grid


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


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.


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.

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.



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.



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



Exhibit 16–3 Behavioral Theories of Leadership


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


management: arab world edition robbins, coulter, sidani, jamali chapter 16: managers as leaders...

Documents

leadership issues

leadership research

visionary leadership

team leadership

leadership traits

political leadership

transformational leaders

leaders behavior