What is Leadership?
IDIS – 444
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© 2005 Thomas and Joan Read Center
A Leadership Story:
•A group of workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
•The leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
•Then, one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.
IDIS – 444
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A Leadership Story:
•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of Highly
Effective People” Simon & Schuster).
•“Management is doing things right, leadership is
doing the right things”
(Warren Bennis and Peter Drucker)
IDIS – 444
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THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them
Organizing
Controlling
Assign authority and
responsibility
for task accomplishment
Monitor activities and
Make corrections
Directing
Staffing
Motivate and coordinate
employees
Recruit and obtain
employees
IDIS – 444
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© 2005 Thomas and Joan Read Center
Manager Roles
Category
Role
Activity
Informational
Monitor
Seek and receive information, scan periodicals and reports, maintain
personal contacts.
Disseminator
Forward information to other organization members; send memos and
reports; make phone calls.
Spokesperson
Transmit information to outsiders through speeches, reports, memos.
Figurehead
Perform ceremonial and symbolic duties such as greeting visitors, signing
legal documents.
Leader
Direct and motivate subordinates; train, counsel, and communicate with
subordinates
Liaison
Maintain information links both inside and outside organization; use mail,
phone calls, meetings.
Entrepreneur
Initiate improvement projects; identify new ideas; delegate idea
responsibility to others
Disturbance
Handler
Take corrective action during disputes or crises; resolve conflicts among
subordinates; adapt to environmental crises.
Resource
allocator
Decide who gets resources; schedule, budget, set priorities
Negotiator
Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.
Interpersonal
Decisional
IDIS – 444
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© 2005 Thomas and Joan Read Center
COMPARING MANAGEMENT AND LEADERSHIP
Management
Leadership
Direction
Planning and budgeting
Keeping eye on bottom lime
Creating vision and strategy
Keeping eye on horizon
Alignment
Organizing and staffing
Directing and controlling
Create boundaries
Creating shared culture and values
Helping others grow
Reduce boundaries
Relationships
Focusing on objects –
producing/selling goods services
Based on position power
Acting on boss
Focusing on people-inspiring and
motivating followers
Based on personal power
Acting as coach, facilitator, servant
Emotional distance
Expert mind
Talking
Conformity
Insight into organization
Emotional connections (Heart)
Open mind (Mindfulness)
Listening (Communication)
Nonconformity (Courage)
Insight into self (integrity)
Maintains stability
Creates change, often radical change
Personal
Qualities
Outcomes
IDIS – 444
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© 2005 Thomas and Joan Read Center
A Model of Leadership
Leadership
Theories
Types of
Leadership Styles
Leadership
Factors
Affecting Style
Change
Leadership
IDIS – 444
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© 2005 Thomas and Joan Read Center
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Leadership Theories
Trait
Transformational
Transactional
Leadership
Behavioral
Contingency
IDIS – 444
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Trait Theories
•Is there a set of characteristics that determine a good leader?
•Earlier Concepts
- Height?
- Confidence?
- Physical Stamina?
IDIS – 444
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Trait Theories
•Present (Leaders Are Different)
- Personality?
- Dominance and Personal Presence?
- Charisma?
- Self Confidence?
- Achievement?
- Knowledge of the Business?
- Ability to Formulate a Clear Vision?
IDIS – 444
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•Trait Theories
Implications
- Are such characteristics inherently gender biased?
- Do such characteristics produce good leaders?
- Is leadership more than just bringing about change?
- Does this imply that leaders are born not bred?
IDIS – 444
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Transformational
Leadership
•Assumptions
- People will follow a person who inspires them;
- A person with vision can achieve great things;
- The way to get things done is by injecting enthusiasm and energy;
•If successful, can bring widespread changes to a
business or organization
IDIS – 444
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Implications
•Requires
- Long term strategic planning
- Clear objectives
- Clear vision
- Leading by example – walk the walk
- Efficiency of systems and processes
IDIS – 444
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Transactional Leadership
•Based on an exchange between the leader and the follower of
reward for applied effort;
•Assumptions
- People are motivated by reward and punishment;
- Social systems work best with a clear chain of command;
- The prime purpose of a subordinate is to do what their manager
tells them to do
•Despite considerable research that highlights its limitations,
transactional leadership is very popular with many managers
IDIS – 444
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•Requires
Implications
-Focus on the management of the organization
-Focus on procedures and efficiency
-Focus on working to rules and contracts
-Managing current issues and problems
IDIS – 444
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•Assumptions
Behavioral Theory
- Leaders can be made, rather than being born;
- Leaders can be trained;
- Consider the way of doing things
•Behavior theory is easy to develop
- Determine success and the actions of leaders
- Identify failures and the actions of leaders
IDIS – 444
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Implications
•Leader institutes tasks and structures
•Process orientated
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Contingency Theory
•Leader’s ability to lead is contingent upon:
- Situational factors
- Leader’s style
- Capabilities and behaviors of followers
•Assumption
- Leadership is not a fixed set of characteristics that can be
transposed into different contexts
IDIS – 444
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Implications
•Success or failure may depend on :
- Type of staff
- History of the business
- Culture of the business
- Quality of the relationships
- Nature of the changes needed
- Accepted norms within the business
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Factors Affecting Style
•Risk Factors
•Type of Business
•Necessity for Change
•Nature of the Task
•Organizational Culture
IDIS – 444
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Types of Leadership Style
•Autocratic
•Participative
•Laissez Faire (Hands off)
•Paternalistic
IDIS – 444
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Autocratic
•Leader makes decisions without reference to anyone else
•High degree of dependency on the leader
•Can create de-motivation and alienation of staff
•May be valuable in some types of business where decisions
need to be made quickly and decisively
IDIS – 444
ISSUES IN LEADERSHIP
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Participative
•Encourages decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct
IDIS – 444
ISSUES IN LEADERSHIP
© 2005 Thomas and Joan Read Center
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Participative
•May help motivation and involvement
•Worker feel ownership of the business and its ideas
•Improves the sharing of ideas and experiences within the
business
•Can delay decision making
IDIS – 444
ISSUES IN LEADERSHIP
© 2005 Thomas and Joan Read Center
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Laissez – Faire (Hands off)
•‘Let it be’ – the leadership responsibilities are shared by all;
•Can be very useful for a business where creative ideas are
important;
•Can be highly motivational, as people have control over their
working life;
•Coordination and decision making can be time-consuming
and may lack an overall direction;
•Relies on good team work;
•Relies on good interpersonal relations
IDIS – 444
ISSUES IN LEADERSHIP
© 2005 Thomas and Joan Read Center
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Paternalistic
•Leader acts as a ‘father figure’
•Paternalistic leader makes decision but may consult
with followers
•Believes in the need to support followers
IDIS – 444
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© 2005 Thomas and Joan Read Center
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Change Leadership
•The most challenging aspect of business is leading and
managing change;
•The business environment is subject to fast-paced economic
and social change;
•Modern business must adapt and be flexible to survive;
•Problems in leading change results from the way in which
people are managed;
•Leaders need to be aware of how change impacts
employees
IDIS – 444
ISSUES IN LEADERSHIP
© 2005 Thomas and Joan Read Center
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Elements Associated With
Change Management
•The Problem
•The Solution
-Selling the idea
-Resentment and alienation
-Resignation
-Acceptance
-Internalization
IDIS – 444
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Self-Esteem And Change Management
Self-esteem
6.
7.
Search
Internalization:
for
3.
2.Acceptance/letting
5.
Depression:
Testing
Minimization:
1. Immobilization
themeaning:
as
change:
reality
Asthe
the
–begins
as
change
4.
go:
The to
Individuals
change
is
understood
begin
to
work
and
with
sink
becomes
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in,rumors
employees
clearer,
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ofself-esteem
the
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feel
attempt
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lowest
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finally
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individual
Feelings
own
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and
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–
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situation.
esteem.
2
6
3
1
5
4
Time
IDIS – 444
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Achieving Leadership
Managing Your
Boss
Managing Your
Direct Reports
Managing Your
Peers
Managing
Yourself
IDIS – 444
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