Practice and Development of Administrative Skills
CHAPTER 1 – Traits and Behavior of Leaders
 The Nature Of Leadership
 The Difference between Traits and behavior
 Difference Leadership Styles
 EarlyApproches to Leadership
 Contingency Approches to Leadership
 Substitudes for Leadership
 Self-Leadership and Superleadership
 Coaching as a Leadership Role
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THE NATURE OF LEADERSHIP
 Leadership is the process of influencing and Supporting others work enthusiastically
toward achieving objectives.
 It’s the critical factor that helps an individual or a group identify its goals and then
motivates and assists in achieving the stated goals.
 The three important elements in the definition are: - Influence/support,
-Voluntary effort,
-Goal achievement.
Without leadership, an organization would be only a confusion of people and machines.
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Management and Leadership

Leadership is an important part of management, but
its not the whole story.
The primary role of a leader is to influence others to
voluntarily seek defined objectives.
 Managers also plan activities, organize appropriate
structures, and control resources. Managers hold
formal influence while acting as a leader.
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Traits of Effective Leaders
People have been concerned about the nature of leadership
since the beginning of history.
 Early research tried to identify the traits—physical,
intellectual, or personality characteristics—that differed
between leaders and non leaders or between successful and
unsuccessful leaders.
 Many cognitive and psychological factors, such as
intelligence, ambition, and aggressiveness, were studied.
Other researchers examined physical characteristics, such
as height, body size and shape, and personal attractiveness.
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Leadership Behavior
Much research has focused on identifying the Leadership
Behaviors.
- In this view, successful leadership depends more on
appropriate behavior, skills, and actions, and less on
personal traits.
The difference is similar to that between latent energy and
kinetic energy in physics: one type (the traits) provides the
latent potential, and the other (the behaviors, skills, and
actions) is the successful release and expression of those
traits, much like kinetic energy.
The three broad types of skills leaders use are Technical,
Human, and Conceptual.
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 Technical Skills- refers to a person’s knowledge of
and ability in any type of process or technique.
Technical skills is the distinguishing feature of job
performance at the operating and professional levels,
but as employees are promoted to leadership
responsibilities, their technical skills become
proportionality less Important.
 Human Skills - is the ability to work effectively with
people and to build teamwork. No leader at any
organizational level escapes the requirement for
effective human skill. It is a major part of leadership
behavior and is discussed throughout this book. Lack
of human skills has been the downfall of many
managers.
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 Conceptual skill: Is the ability to think in terms of
models, frameworks, and broad relation ships, such as
long range plans. It becomes increasingly important in
higher managerial jobs. Conceptual skill deals with
ideas, whereas human skill concerns people and
technical skill involves things.
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Variation in the use of leadership skills at different organizational level
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Situational Aspects
 Successful leadership require behavior that unites and
stimulates followers toward defined objectives in
specific situations.
 All three elements— Leader, Followers, and
Situation—are variables that affect one another in
determining appropriate leadership behavior.
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Followership
With few exception, leaders in organizations are also
followers.
They nearly always report to someone else.
Even the president of a public firm or nonprofit
organization report to a board of directors. Leaders
must be able to wear both hats , relating effectively
both upward and downward.
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Followership behavior include:
 Not competing with the leader to be in the limelight
 Being loyal and supportive, a team player
 Not being a “yes person” who automatically agree
 Acting as a devil’s advocated by raising penetrating
question
 Constructively confronting the leader’s ideas, values,
and actions
 Anticipating potential problems and preventing them
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BEHAVIORAL APPROCHES TO LEADERSHIP STYLE
The total pattern of Explicit and Implicit leaders’ action
as seen by employees is called Leadership style.
It represent a consistent combination of philosophy.
Each style also reflects, implicitly or explicitly, a
manager’s beliefs about a subordinate’s capabilities.
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Positive and Negative Leaders
 There are differences in the ways leaders approach people
to motivate them. If the approach emphasizes rewards—
economic or otherwise —the leader uses positive
leadership.
 Better employee education, greater demands for
independence , and other factors have made satisfactory
employee motivation more dependent on positive
leadership.
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If emphasis is placed on penalties, the leader is applying
negative relationship. This approach can get
acceptable performance in many situations, but it has
high human costs. Negative leaders act domineering
and superior with people.
A continuum of leadership styles exist, ranging from
strongly positive to strongly negative.
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Style is related to one’s model of organizational
behavior. The autocratic model tends to produce a
negative style; the custodial model is somewhat
positive; and the supportive, collegial, and system
models are clearly positive. Positive leadership
generally results in higher job satisfaction and
performance.
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Autocratic, Consultative, and Participative
Leaders
Autocratic Leaders: Centralize power and decision
making in themselves.
Advantages:
 Satisfying for the leaders
 Permits quick decision
 Allows the use of less components subordinates
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Consultative leaders: approach one or more employees
and ask them for inputs prior to making a decision.
Participative leaders: Clearly decentralize authority.
The leader and the group are acting as a social unit.
Employees are informed about conditions affecting
their job and encourage to express their ideas make
suggestions, and take action.
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Leader use of consideration and structure
Two different leadership styles used with employees are
consideration and structure also known as employee
orientation and task orientation.
1. Considerate leaders are concerned about the human
needs of their employees.
2. Structured, task-oriented leaders, on the other hand
believe that they get results by keeping people
constantly busy, ignoring personal issues and
emotions and urging them to produce.
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The most successful managers are those who combine
relatively high consideration and structure, giving
somewhat more emphasis to consideration.
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Contingency approaches to leadership style
The positive, participative, considerate leadership style
is not always the best style to use. At times there are
exceptions, and the prime need for leaders is to
identify when to use a different style.
A number of models have been developed that
explained these exceptions, and they are called
contingency approaches. These models states that the
most appropriate style of leadership depends on an
analysis of nature of situation facing the leader.
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Fiedler’s Contingency Model
Fiedler shows that a leader’s effectiveness is determined
by the interaction of employee-orientation with three
additional variables that relate to the followers, the
task, and the organization. They are leader-member
relations, task structure and leader position power.
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 Leader-member relations are determined by the
manner in which the leader is accepted by the group.
 Task structure reflects the degree to which one
specific way is required to do the job.
 Leader position power describes the organizational
power that goes with the position the leader occupies.
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Hersey & Blanchart’s Situational Leadership Model
Another contingency approach, the situational
leadership(or life-cycle) model developed by Paul
Hersey and Kenneth Blanchart, suggest that the most
important factor affecting the selection of the leader’s
style is the development level of the subordinate.
Development level is the task – specific
combination of and employee's task competence
and motivation to perform.
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Employees typically become better develped on a task as
they reside appropriate guidance, gain job experience,
and see the reward for cooperative behavior both the
competence to perform a given task and the
commitment to do so can vary among employees,
therefore development levels demand different
response from leaders.
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Path-Gold Model of the Leadership
Robert halls and others have further developed a PathGold view of leadership initially presented by Martin
G. Evans, which is derive from the expectancy model
of motivation.
Path-Gold leadership -states that the leader’s job is to
use structure, support, and rewards to create a work
environment that helps employees reach the
organizations goal. The two major rules involved are to
create a goal-orientation and to improve the path
toward the goals so that they will be attained.
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The Path-Goal Leadership Process
Leader
identifies
employee
needs
Appropriate
goal are
established
Leader
connects
reward with
goals
Leaders provide
assistant on
employee path
toward goals
Employees become
satisfied and
motivated, and they
are accept the leader
Effective
performance occurs
Both employees and
organization are
better able to which
their goals
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Vroom’s Decision-making Model
The useful decision-making model for selecting among
various degrees of leadership style developed by V.H.
Vroom and others they recognize the problem-solving
situation differ, so they developed the structure
approach for managers to examine the nature of those
differences and to respond appropriately.
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Guiding questions in the Vroom’s Decision-making Model
1.
2.
3.
4.
5.
6.
7.
8.
:
How important is technical quality with regard to the decision being
made?
How important is subordinate commitment to the decision?
Do you already have sufficient information to make high-quality
decision?
Is the problem well structured?
If you made the decision, would the subordinate be likely to accept
it?
Do subordinate share the goals to be attained in solving the
problem?
Is there likely to be conflict among subordinate over alternative
solutions?
Do subordinate have sufficient information to allow them to reach a
high-quality solution?
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Emerging Approaches to Leadership
 Substitutes and Enhancers for leadership a totally
different approach to leadership that still has a modest
contingency flavor has been proposed by Steven Kerr
and others.
 Substitutes for leadership are factors that make
leadership roles unnecessary through replacing them
with other sources.
 Enhancers for leadership are elements that amplify
a leader’s impact on the employees.
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Potential neutralizers, substitute, and
enhancers for leadership:
Neutralizers
Physical distance
Between leader and
Employee
Employee indifference
toward rewards
Intrinsically satisfying
tasks
Substitutes
peer appraisal/feedback
Cohesive work groups
Employees with high
Ability, experience, or
Knowledge
superordinate goals
gain-sharing reward
systems
Increased group
status
staff available for
problems
Increased leader’s
status and reward
power
jobs redesigned for
more feedback
Inflexible work rules
Rigid reward systems
Enhancers
methods for resolving
interpersonal conflict
team building to help
solve work-related
problems
intrinsic satisfaction
from the work itself
Leader as the central
source of information
supply
Increased subordinates’
view of leaders expertise
influence, and imaging
use of crises to
demonstrate leader’s
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capabilities
 Self-Leadership and Superleadership the substitute
for leadership provide partial compensation for a
leader’s weakness and the enhancers build on a
leader’s strengths. In another emerging approach to
leadership, a dramatic substitute for leadership is the
idea of self-leadership, which has been advocated by
Charles Mans and Henry Sims. This process has to
thrusts :leading oneself to perform naturally
motivating tasks and managing oneself to do work
that is required but not naturally rewarding. Selfleadership requires employees to apply the behavior of
skills of self-observation, self-set goals, self-criticism.
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It also involves the mental activities of building natural
rewards into tasks, focusing thinking on natural
rewards, and establishing effective thought patterns
such as mental imagery and self-talk. The net result is
employees who influence themselves to use their selfmotivation and self-direction to perform well.
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 Superleadership begins with a set of positive beliefs
about workers. it requires practicing self-leadership
oneself and modeling it for others to see. Superleaders
also communicate positive self-expectation to
employees, reward their progress toward selfleadership, and make self-leadership and essential part
of the unit’s desired culture.
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Coaching
:
A rapidly emerging metaphor for the leader is that of a
coach. borrowed and adapted from the sports domain,
coaching means that the leader prepares, guides, and
directs a “player” but does not play the game. these
leaders recognize that they are on the sidelines, not on
the playing field. Their role is to select the right
players, to teach and develop subordinates, to be
available for problem-oriented consultation, review
resource needs, to ask question, and to listen to input
from employees.
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Coaches see themselves as cheerleaders and facilitators
while also recognizing the occasional need to be tough
and demanding.
Coaching can be a powerful leadership tool, if handled
correctly. Good coaching focuses mostly on enhanced
performance as supported by high expectation and
timely feed-back while building on the tools of trust,
mutual respect, integrity, openness, and common
purpose.
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The specific areas that most managers admit needing
coaching in are:
 Improving their interaction style
 Dealing more effectively with change
 Developing their listening and speaking skills
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Other Approaches
Two other perspectives on leadership deserve mention.
Visionary leaders—those who can paint a portrait of
what the organization needs to become and then use
the communication skills to motivate others to achieve
the vision—play specially important rules during times
of transition. A second approach looks at the
reciprocal nature of influence between managers and
their employees and studies the exchanges that take
place between them.
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SUMMARY
Leadership is the process of influencing and
supporting others to work enthusiastically toward
achieving objectives. It is determined partially by
traits, which provide the potential for leadership,
and also by rule behavior. Leaders’ roles combine
technical, human, and conceptual skills, which
leaders apply in different degrees at various
organizational levels. Their behavior as followers is
also important to the organization.
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