Chap 10.

Leadership

1. Differences between management and leadership

Managers Leaders

• Tend to adopt • Adopt a more

impersonal or passive personal and active
attitudes towards attitudes towards
goals. goals.

• Need continually to • Creates excitement

co-ordinate and in work and
balance in order to develops choices
compromise that give subtance to
conflicting values. images that excite
people.
• Maintain a low level
of emotional • Have empathy with
involvement. other people and
give attention to
• See themshelves
what events and
actions mean.
more as conservators
and regulators of the
existing order of • Their sense of
affairs with which identity does not
they indentify and depend upon
from which they gain membership or
rewards. work roles and they
search out
opportunity for
changes.

1. Approaches
a. The qualities or traits approach
• Leaders are born and not made!
• It focuses attention on the man or woman in the job and not on the job itself,
attention is given to the selection of leaders rather than to training for
leadership.
• Limitations:
✔There is bound to be some subjective judgement in determining who is
regarded as the good or successful leader.
✔ The lists of possible traits tend to be very long and there is not always
agreement on the most important.
✔ It ignores the situation factors.
a. The functional (or group) approach
• View leadership on terms of how the leader’s behavior affects, and is affected
by, the group of followers.
• Concentrate on nature of group, the followers and subordinates.
• Believe that the skills of leadership can be learned, developed and perfected.
a.Leadership as a behavioural category
• Attention to the kinds of behavior of people in leadership situations
• The focus was in the effects of leadership style in group performance
• Two dimensions:
✔Consideration: The leader establish trust, mutual respect and rapport with the
group and show concern, warmth, support and consideration for subordinate.
=> Participation and human ralation approach to leadership.
✔Structure: The leader defines and structures group interactions towards
attainment of formal goals and organize group activities => Achieve
organizational goals.

1. Contingency theories of leadership

Emphasize the sitiuation as the dominant feature in considering the
characteristics of effective-leadership.
• Favourability of leadership situation
Three major variables:
✔Leader – member relations – the degree to which the leader is trusted and
liked by group members, and their willingness to follow the leader’s
guidance.
✔The task structure – the degree to which the task is clearly defined for the
group and the extend to which it can be carried out by detailed instructions or
standard procedures.
✔Position power – the power of of the leader by virtue of position in the
organization, the leader an excerise authority to influence rewards and
punishments, or promotions and demotions.

1. Task behavior and relationship behavior

• Task behavior is the extend to which the leaders provide ditections for the
actions of followers, set goals for them and defines their roles and how to
undertake them.
• Relationship behavior is the extend to which the leader engages two – way
communication with followersm listens to them and provides support and
encouragement.
• Situation leadership model
✔Telling – high task behavior, limited relationship behavior. This style is the
most appreciate for the unable and unwilling or insercure followers.
✔Selling – high task and relationship behavior, most appreciate for unablebut
willing and confident followers.
✔Participating – high relationship behavior but low task behavior, appreciate
for able but unwilling or insecure followers.
✔Delegating – little direction or support with low levels of both task and
relationship behavior, qppreciate for able and willing and confident followers.

1. Transformational leadership
• Transactional leadership
Focus on the clarification of goals and objectives, work task and outcomes,
rewards and punishment => “I will give u, if u do that!”
• Transformational leadership
Higher levels of motivation and commitment among followers
Focus on generating vision for the organization
The leader’s ability to appeal to higher ideals and values of followers, creating
trust, loyaty and justice.
Transformational leadership is comprised of four basic components:
✔Idealised influence – the charisma of the leader, and the respect and
admiration of the followers
✔Inspriational motivation – the behavior of the leader which provides
meaning and challenge to the work of the followers
✔Intellectual stimulation – create novel approaches for the performance of
work and creative problem solutions form followers
✔Individualize consideration – leaders who listen and give special concern to
the growth and developemtal needs of the followers

1. Power and leadership influence

• Reward power: Leader has the ability and resourcs to obtain rewards for
those who comply with directives
• Corecive power: Leader has ability to punish or to bring about undesirable
outcomes for those who not comply with directives
• Legitimate power: Leader has the right to exercise infuence dur to his roles
or position in the organization
• Referent power: Leader exercises influence because of his charisma
(perceived attractiveness, personal characteristics, reputation)
• Expert power: Leader is someone who has special knowlegde or expertise in
an given area