mgmt top8 leadership(2)

8/7/2019 Mgmt Top8 Leadership(2)

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BBPP1103

PRINCIPLES OF MANAGEMENT

Topic 8

Leadership

Ibrahim Firushan, Villa College 2011


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Describe the term leadership and differentiate the

role of a manager and a leader.

Differentiate the three leader-centred approaches

Describe the meaning of follower-centred leadership

Explain the tree approaches and three modelsrelated to interactive leadership.

Identify the five styles of contemporary leadership2

Objectives


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Leadership is a process of influencing other people

to achieve group or organisation goals.

Leaders are different from mangers.

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Introduction


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Leader-centred approach

Personality Features of a leader

Focus Towards Leadership Behavior Follower-centred Approach

Interactive Approaches

y Situational Leadership Model

y

Path-Goal Modely Fiedlers Contingency Model

y Continuum of leader Behaviour

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Leadership Approaches


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Leader-centred approach

y Personality Features of a leader

y Focus Towards Leadership BehaviorStudies by Ohio State University

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Leadership Approaches

Low Structure

High Consideration

High Structure

High ConsiderationLow Structure

Low Consideration

High Structure

Low Consideration

Behavior ofConsideration

Structural Behavior


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y Studies by Michigan University

Identify the basic principles that contribute

towards productivity and satisfaction of the

membersConsideration behavior (work oriented) and

Structural behavior (task oriented) are

exclusive and separated.

Employee oriented behavior has a closeassociation with successful leaders

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Focus towards Leadership Behavior


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The study of Managerial Grid by

Blake and Mounton


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y Leadership Styles

Autocratic Leadership

Leaders makes more decisions for the group

Democratic Leadership

guides and encourages the group to make decisions.

Laissez-faire Leadership

Leaders allow the group members to make the

decisions

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Focus towards Leadership Behavior


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According to Lewis et. al. (2001), self-leadership

is a paradigm for creating leaders of

organisations who are ready to lead themselves.

Even though leadership is important, the

successor variables to leadership and leadership

neutralisation creates a situation where

leadership is no longer needed or the presence of

leadership will not bring significant effect on

performance.9

Follower Centred Approach


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Situational Leadership Model

Leadership style should portray the maturity level ofsubordinates

Telling or directing, selling or coaching, participating or

supporting and delegating

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Path-Goal Model

A leader is able to increase satisfaction and performance of

subordinates by explaining and setting up the path towards

behavioral goals

Directive leadership, supportive leadership, participativeleadership achievement oriented leadership

Model assumes a leader is able to change, style or work

environment according to subordinates

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Fiedlers Contingency Model

y Favorable situation occurs when leaders able to influence

their followers and this is determined by leader

subordinate relations, task structure and position power

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Continuum of leader Behavior

y Forces within the leader, forces within the

subordinates and forces within the situation

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According to Williams (2000), strategic leadership refersto the competency of a leader in making predictions,retaining flexibility, thinking strategically, havingvisionary ideas and co-operating with others in forming

a positive future for the organisation.S

trategicleadership refers to the way leaders are able to changethe attitude of employees in order to achieve the goalsthat have been set.

Visionary leadership is a leadership style that is ableto create a positive image for the future of theorganisation by motivating employees and is able todepict the direction of the organisation based on theplanning and goals that have been set.

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STRATEGIC LEADERSHIP


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Charismatic leadership refers to the features ofleaders in creating a strong relationship betweenthemselves and subordinates.

Transactional leaders will determine what shouldbe done by employees to achieve their own objectivesand the objectives of the organisation.

Transformational leaders are capable of

enlightening and accepting suggestions and visions ofthe group and are able to encourage employees to lookbeyond their own needs and own interest for the well-being of the group.

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STRATEGIC LEADERSHIP

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