2. LEADERSHIP
generally define as…
“the ability to INFLUENCE a group toward the
achievement of goals.”
INTERPERSONAL
“Is a special case of
INFLUENCE that gets an individual or group to
do what the leader wants done.”
3. MANAGERS & LEADERS CONTINUUM
MANAGERS WHO LEADERS WHO ARE
ARE NOT LEADERS NOT MANAGERS
MANAGERS LEADERS
Do things right INDIVIDUALS Do the right thing
Status quo WHO ARE Change
Short-term BOTH Long-term
Means LEADERS AND Ends
Builders MANAGERS Architects
Problem solving Inspiring &
motivating
4. Desire to Honesty &
lead Integrity
Self
Drive Confidence
LEADERSHIP
TRAITS
Knowledge Emotional
of Business Stability
Cognitive
Ability
5. LEADERSHIP THEORY
PROGRESSION time can be confusing
There are many and at
Biological factors Situational (transactional)
• Fiedler Contingency Theory
Personality traits • House Path-Goal Theory
• Hersey & Blanchard Situational Theory
• Kerr & Jermier Substitution Theory
Behavioural styles
Charismatic
• House Charismatic Theory
• Conger & Kanungo Charismatic Theory
Transformational ability
• Bass Transformational Approach
• Work Related – Vision & Change
6. CONTEMPORARY APPROACHES
TO LEADERSHIP
• ATTRIBUTION Theory g leadership is in the eye of the
follower
• CHARISMATIC Leaders g followers attribute many
leadership abilities to people perceived as exhibiting some
leadership qualities
• TRANSACTIONAL Leaders g guide followers toward
established goals
• TRANSFORMATIONAL leaders g provide stimulation
toward new development and reinvention of the group
7. CHARISMATIC LEADERSHIP
leaders are able to create an exceptionally strong relationship between leaders and
followers
1. An individual needs to develop the aura of charisma by maintaining
an OPTIMISTIC VIEW; using passion as a catalyst for generating
ENTHUSIASM; and COMMUNICATING with the WHOLE BODY,
not just with words.
2. An individual draws others in by creating a BOND that INSPIRES
others to follow.
3. The individual brings out the potential in followers by tapping into
their EMOTIONS.
Charismatic appears to be most appropriate when the
follower’s task has an IDEOLOGICAL component or
when the environment involves a HIGH DEGREE OF
STRESS and UNCERTAINTY.
8. TRANSFORMATIONAL
LEADERSHIP leaders are able to inspire followers to transcend their
own self-interests for the good of the organisation.
They change followers’ AWARENESS of issues by helping
them to look at old problems in new ways; and they are able to
EXCITE, AROUSE, and INSPIRE followers to put out
extra effort to achieve ORGANISATIONAL GOALS.
leadership is built on top of transactional leadership—it
produces levels of follower EFFORT AND PERFORMANCE
that go beyond what would occur with a transactional approach
alone.
9. CHARISMATIC LEADERSHIP
MAY NOT SERVE ORGANISATIONAL GOALS; BUT PERSONAL GOALS,
INTENTIONS, GOOD OR BAD
TRANSFORMATIONAL
LEADERSHIP
COMMONLY SERVE ORGANISATIONAL GOALS FOR THE BETTERMENT
11. IDEALISED
INFLUENCE – INSPIRATIONAL
engender respect MOTIVATION –
and trust that gives inspire people to
power and influence give their best
over people
Transformational
leadership
DIMENSIONS
INTELLECTUAL
INDIVIDUALISED STIMULATION -
CONSIDERATION concerned with
- pay attention to helping people to
individual employees think through new
ways
12. LEADERSHIP DEVELOPMENT
• SELF-AWARENESS: Exhibited by self-confidence, realistic
self-assessment, and a self-deprecating sense of humour
• SELF-MANAGEMENT: Exhibited by trustworthiness and
integrity, comfort with ambiguity, and openness to change
• SELF-MOTIVATION: Exhibited by a strong drive to achieve,
optimism, and high organisational commitment
• EMPATHY: Exhibited by expertise in building and retaining talent,
cross-cultural sensitivity, and service to clients and customers
• SOCIAL SKILLS: Exhibited by the ability to lead change,
persuasiveness, and expertise in building and leading teams
13. • MODEL SELF-LEADERSHIP. Practice self-
observation, set challenging personal goals, self-direction, and self-
reinforcement. Then display these behaviours and encourage others to
rehearse and then produce them.
• CREATE SELF-SET GOALS. Having quantitative,
specific goals is the most important part of self-leadership.
• SELF-REWARDS to strengthen and increase desirable
behaviours. In contrast, SELF-PUNISHMENT should
SELF be limited only to occasions when self have been dishonest or destructive.
LEADERSHIP • POSITIVE THOUGHT PATTERNS use
mental imagery and self-talk to further stimulate self-motivation.
• CLIMATE FOR SELF-LEADERSHIP
Redesign the work to increase the natural rewards of a job and focus on these
naturally rewarding features of work to increase motivation.
• SELF-CRITICISM be critical of own performance.
• THINK CRITICALLY see things through various lenses
and reading between the lines.
14. ETHICAL LEADERS
• provide developmental opportunities
• open to positive and negative feedback
• recognise others’ contributions
• share information
• concerned with the interests of the
group
ETHICS AND
LEADERSHIP
UNETHICAL LEADERS
• control and manipulate followers
• do what is best for themselves
• only want positive feedback
• motivated by self-interest
15. ETHICAL LEADERSHIP
BEHAVIOURS
Exercising Power Power is used to serve others
Creating the vision Followers help develop the vision
Communicating with Two-way communication
followers
Accepting feedback Open to feedback
Stimulating followers Want followers to think and to questions the
status quo
Developing followers Focus on developing followers
Living by moral Three virtues: courage, sense of fairness,
standards integrity
16. UNETHICAL LEADERSHIP
BEHAVIOURS
Exercising Power Power is used to dominate others
Power is used to serve others
Creating the vision Followers help solely from the leader
Vision comes develop the vision
Communicating with Two-way communication not open to input
One-way communication,
followers from others
Accepting feedback Open to feedbackpunish candid feedback
Prefer yes-men,
Stimulating followers Want followers to think and to prefer
Don’t want followers to think, questions the
status quoacceptance of own ideas
uncritical
Developing followers Insensitive to followers’ needs
Focus on developing followers
Living by moral Three virtues: courage, sensesatisfy
Follow standards only if they of fairness,
standards immediate self interests
integrity
17. GREAT people talks about IDEAS
AVERAGE People talks about THINGS
SMALL people talks about OTHER PEOPLE
