ESMAN Module 6: Leadership 1.The Traditional Leader. Leader whose position is assured by birth and heredity. Definition of Leadership • Leadership is an interpersonal influence directed toward the achievement of a goal or goals. Interpersonal – means between persons. Thus, a leader has more than one person (group) to lead. Influence – is the power to affect others. Goals – is the end one strives to attain. • Leadership is a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they affect real, intended change. Relationship – is the connection between people. Mutual – means shared in common. Collaborators – cooperate or work together. Functions of Leadership 1.To achieve results. Measured in terms of what was intended and what was actually achieved. 2.To inspire and energize workers. Encourage workers to engage in productive and effective activities and harness their talents, capabilities and expertise accordingly. 2.The Known leader. The leader whose position is secured by the fact that everybody understands his position. 3.The Appointed Leader. The leader whose position is legitimized by virtue of the fact that he or she has gone through a selection assessment and appointment process. 4.The Bureaucratic Leader. The leader whose position is legitimized by the rank held. 5.The Functional or Expert Leader. The leader whose position is secured by virtue of expertise, command of technology or resources. 6.The Charismatic Leader. The leader whose position is secured by the sheer force of known or understood personality. 7.The Informal Leader. The leader whose position is secured by virtue of personality, charisma, expertise, command of resources, and who is therefore the de factor leader in a particular situation. Style of Leadership 1. Authoritarian Leadership (Autocratic) 2. Participative Leadership (Democratic) 3. Laissez-Fair 1.Authoritarian Leadership (Autocratic) 3.Hard work. Leaders must have great stores of energy, enthusiasm, dedication, zeal and commitment in order to be able to energize and inspire people and commit resources in pursuit of the desired results. • Types of Leaders • 1. The Traditional Leader 2. The Known Leader 3. The Appointed Leader 4. The Bureaucratic Leader 5. The Functional or Expert Leader 6. The Charismatic Leader 7. The Informal Leader • • Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group. Authoritarian leadership is best to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group. 2.Participative Leadership (Democratic) • Study found that participative (democratic) leadership is generally the most effective style. Democratic leaders offer guidance to group ESMAN Module 6: Leadership • members, but they also participate in the group and allow input from other group members. Participative leaders encourage group members to participate, but retain the final say over the decisionmaking process. Group members feel engaged in the process and are more motivated and creative. d.Task-related characteristics include being driven to excel, accepting of responsibility, having initiative, and being results-oriented. 3. Contingency Theories • 3.Laissez-Fair • Laissez-faire leaders offer little or guidance to group members and leave decision-making up to group members. • Leadership Theories 1. “Great Man” Theories 2. Trait Theories 3. Contingency Theories 4. Fiedler’s Contingency Model 4.Fiedler’s Contingency Model • 1.“Great Man” Theories • • Great Man theories assume that the capacity for leadership is inherent – that great leaders are born not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 1. Relationship oriented manager vs. task oriented manager 2. Task oriented style vs. relationship orientation style 3. Leader- Member relations, task structure, and position power 4. Task-motivated style leader vs. relationshiporiented leaders Often identify particular personality or behavioral characteristics shared by leaders. 1. 2. 3. 4. 5. 6. Characteristics or Traits of an Effective Leader a.Physical Traits b.Social characteristics c. Personality traits d.Task-related characteristics a.Physical Traits include being young to middle-aged, energetic, tall, and handsome. Social background traits include being educated at the “right” schools and being socially prominent or upwardly mobile. b.Social characteristics include being charismatic, charming, tactful, popular, cooperative, and diplomatic. c.Personality traits include being self-confident, adaptable, assertive, and emotionally stable. Fred E. Fiedler’s contingency theory postulates that there is no best way for managers to lead. Situations will create different leadership style requirements for a manager. The solution to a managerial situation is contingent on the afctors that impinge on the situation. Aspects of the Contingency Model Theory 2.Trait Theories • Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, non-leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. Situational Theories Behavioral Theories Theory X and Theory Y Participative Theories Management Theories Relationship Theories 1.Relationship oriented manager vs. task oriented manager • • Relationship oriented managers do better in all other situations. Task oriented managers tend to do better in situations that have good leader-member relationships, structured tasks, and either weak or strong position power. ESMAN Module 6: Leadership 2.Task oriented style vs. relationship orientation style 6.Behavioral Theories • • • Task-oriented style is preferable at the clearly defined extremes of “favorable” and “unfavorable” environments. Relationship orientation excels in the middle ground. • Behavioral theories of leadership is based upon the belief that great leaders are made, not born. According to this theory, people can learn to become leaders through teaching and observation. 7.Theory X and Theory Y 3.Leader- Member relations, task structure, and position power • • • • Leader - member relations are the amount of loyalty, dependability, and support that the leader receives from employees. Positioning power measures the amount of power or authority the manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. • • 4.Task-motivated style leader vs. relationshiporiented leaders • • The task-motivated style leader experiences pride and satisfaction in the task accomplishment for the organization, while the relationship-motivated style seeks to build interpersonal relations and extend extra help foir the team development in the organization. Relationship - oriented leaders are at their best when greater customer satisfaction is gained and a positive company image is established. 8.Participative Theories • • 5.Situational Theories • • • • • Situational theories propose that leaders choose tge best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making. The Hersey-Blanchard Situational Leadership theory is based on the amount of direction (task behavior ) and amount of socio-emotional support (relationship behavior) a leader must provide given the situation and the “level of maturity” of the followers. Task behavior is the extent to which the leader engages in spelling out the duties an responsibilities to an individual or group. Relationship behavior is the extent to which the leader engages in two-way or multi-way communications. This includes listening, facilitating, and supportive behaviors. Maturity is the willingness and ability of a person to take responsibility for directing his or her own behavior. Douglas McGregor described Theory X and Theory Y in HIS BOOK, The Human Side of Enterprise. Theory X is the traditional view of direction and control by managers. Theory Y is the view that individual and organizational goals can be integrated. Douglas McGregor in 1957 proposed Theory X, which assumes that workers generally dislike work and must be coerced into performing well; and Theory Y, which assumes that workers are predisposed to be creative and cooperative, and should be encouraged rather than threatened. Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. The Vroom, Yetton, Jago leader- participation model relates leadership behavior and participation to decision making. The model provides a set of sequential rules to determine the form and amount of participative decision making in different situations. 9. • Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. 10. • Management Theories Relationship Theories Relationship theories (also known as ‘’ Transformational theories”) focus upon the connections formed between leaders and followers ESMAN Module 6: Leadership How will you manage? • Consider the following skills and abilities which are commonly needed in managerial and leadership situations. Your success in arts management will be enhanced by attention to the following: a.Oral communication b.Written communication c.Delegation d.Organization e.Public Speaking f.Ability to run a meeting a. Oral communication • • The ability to communicate with a variety of types of people, including board members, volunteers, staff members, donors, government authorities and other people in the community. The manager must understand what information each person or group needs, how they will receive the information, and how to present the information in the away it will be most clearly understood. b. Written communication • Managers must be able to clearly articulate, in a minimum of words , an organizational mission, vision, objectives of an organization. c.Delegation • With the number of activities of a managers, the ability to assign tasks to other, give them clear instruction and follow through in a way that creates the most possibility for success is a valuable skill for managers. d.Organization • The ability to organize, not only one’s own workspace, but a list of tasks and duties, is prized management ability. e.Public Speaking • Whether it is a news conference, a public announcement, a report to the board or a defense of a grant application, a manager needs to be able to stand in front of various groups of people and speak with clarity, intelligence and confidence. f.Ability to run a meeting • The ability to run an orderly meeting is an skill that is highly prized but often underestimated.
