29/09/2015

Leadership Style

Task behaviours (directive behaviours)

Relationship behaviours (supportive behaviours)

By giving directions, establishing goals &

methods of evaluation, setting time lines,
defining roles and showing how the goals are
to be achieved.

Often one-way communication

What is to be done, how it is to be done,
and by whom

4 Categories of Leadership
Style
Leadership and Professional Ethics
for Engineers

Supportive Behaviours
Supportive behaviours help group
members feel comfortable about
themselves, their co-workers and the
situation:
Involve two-way communication
For example: asking for input, praising,
sharing information and listening

Leadership and Professional Ethics

for Engineers

Directive behaviours help group members

accomplish goals:
Leadership and Professional Ethics
for Engineers

The style approach emphasises the

behaviour of the leaders
Focus exclusively on what leaders do and
how they act towards subordinates
Two general kinds of behaviours:

Directive Behaviours

Leadership and Professional Ethics

for Engineers

Dr Syed Shatir A. Syed-Hassan

CEng MIChemE

Ways of Conceptualising Leaderships

Definition of Leadership
Trait versus Process Leadership
Assigned versus Emergent Leadership
5 Bases of Power
Leadership versus Management

S1: High Directive Low Supportive

(Directing/Telling):
S2: High Directive High Supportive
(Coaching/Selling)
S3: High Supportive Low directive
(Supporting/Facilitating/Participating)
S4: Low Supportive Low Directive
(Delegating/Observing)

Leadership and Professional Ethics

for Engineers

Leadership Style and

Situational Approach

Leadership and Professional Ethics

for Engineers

What have we learned?

29/09/2015

D1: Low Competence High Commitment

D2: Some Competence Low
Commitment
D3: Moderate to High Competence Low
Commitment
D4: High Competence High
Commitment

Leadership and Professional Ethics

for Engineers

Modern situational leadership theory was

developed by Paul Hersey and Ken Blanchard
Different situations require different style of
leadership
Leaders must match their style to the
competence and commitment of their
subordinates (their development level).
The subordinates development level can also
be classified into 4 categories

Situational Leadership

Leadership and Professional Ethics

for Engineers

Situational Leadership

(High) THE FOUR LEADERSHIP STYLES

High Directive and
High Supportive
Behavior

S4 S1

B
E
H
A
V
I
O
R

Low Supportive and

Low Directive
Behavior

(Low)

High Directive and

Low Supportive
Behavior
(High)

DIRECTIVE BEHAVIOR

HIGH

D4
DEVELOPED

MODERATE

D3

Leadership and Professional Ethics

for Engineers

S3 S2

Dr Syed Shatir A. Syed-Hassan

CEng MIChemE

LOW

D1

D2

Leadership and
Organisation:
Understanding Individual
Differences

Leadership and Professional Ethics

for Engineers

High Supportive and

Low Directive
Behavior

S
U
P
P
O
R
T
I
V
E

DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

An organisation is a collection of
people who work together and
coordinate their actions to
achieve a wide variety of goals

Leadership and Professional Ethics

for Engineers

ORGANISATION.....???

Why some people in an organisation

embrace change and others are fearful of
it?
Why some employees will be productive
only if they are closely supervised, while
others will be productive if they are not?
Why some workers learn new tasks more
effectively than others?

Leadership and Professional Ethics

for Engineers

Some Questions To Think

Individual Difference

Individual differences have a direct impact

on the feelings, thoughts, and behaviors of
each member of an organization

Effective organisational leadership practice

requires that individual behavior differences
be recognized, and when feasible, taken
into consideration while carrying out the job
of managing the organisation.
Two categories of individual difference:

Perfectionist, critical, impatient, demanding,

Relaxed, easy-going,
Fun, friendly
Shy and quite

Leadership and Professional Ethics

for Engineers

Conscientiousness

High Conscientiousness: Careful,

dependable, self-disciplined

Openness to
experience

Low Conscientiousness: Careless,

less thorough, more disorganised,
irresponsible

Openness to
Experience

The Big Five Personality

Dimensions
High Agreeableness: Courteous,
good-natured, emphatic, caring
Agreeableness
Leadership and Professional Ethics
for Engineers

Extroversion

Agreeableness

Conscientiousness

Neuroticism
(Emotional Stability)

The Big Five Personality

Dimensions
Outgoing, talkative, sociable,
assertive.
The opposite (introversion): quiet,
shy, cautious

Extroversion

Leadership and Professional Ethics

for Engineers

The Big Five Personality

Dimensions

The nature of personality

Personality = The overall profile or combination
of characteristics that capture the unique nature
of a person as that person reacts and interacts
with others.
Predictable relationships are expected between
peoples personalities and their behaviors.
Examples of personality:

Personality
Ability

Neuroticism

Low Agreeableness:
Uncooperative, short-tempered,
irritable
High Neuroticism: Anxious, hostile,
depressed

Leadership and Professional Ethics

for Engineers

People who perceive things differently behave

differently
People with different attitudes respond differently to
directives
People with different personalities interact differently
with bosses, co-workers, subordinates, and customers

Leadership and Professional Ethics

for Engineers

Individual Difference

Leadership and Professional Ethics

for Engineers

29/09/2015

Low Neuroticism (high emotional

stability: poised, secure, calm

29/09/2015

The Big Five Personality

Dimensions

The interaction of
personality and situational
factors
Situational
Nurture
Factors

Nature
Biological heritage

Nurture
Education, practice,
and experience

Life experiences

Leadership and Professional Ethics

for Engineers

Biological heritage

Nurture

Ability = what a person is capable of

doing
Two types of ability affect performance
Cognitive ability/mental ability
Physical ability

Class Discussion

Leadership and Professional Ethics

for Engineers

Ability Determinants

Cognitive
& Physical
Abilities

Personality

The nature of ability

Leadership and Professional Ethics

for Engineers

Nature
Personality

Feelings
Personality
Thoughts
Attitudes
Behaviours

Nature

Leadership and Professional Ethics

for Engineers

Low: more resistant to

change, less open to new
ideas,

Which matters most:

Personality or Ability?

Leadership and Professional Ethics

for Engineers

Openness to
experience

Leadership and Professional Ethics

for Engineers

High: Flexible, creative,

curious

Personality Determinants