Leadership
Leading
Is a process of creating vision, inspiring commitment and directing people to a common
goal…
Great leaders get extra ordinary things done in an organization……
Leaders and managers may not be the same thing…..
Leadership
What is the difference between a Leader and a Manager?
Manager
- Organizes, plans, instructs, controls
- Is more an organizational activity, often related to a position in a company
Leader
-
Has followers
Gets people to do things willingly
Leads, and usually has a sense of direction
Influences and supports people in a way that they do things
It is more of a personal quality, rather than an organization quality
Is inspirational and gives confidence
Manager
Leader
Plan, organize,
lead
control, instruct
inspire
influence
support
directs the team
releases the
potential of others
DWC/Rev 09 2010DMC
What Makes a Good Leader?
People need to know, so that they:
-
Select leaders for top positions
Train people to be leaders
Promote the right people in companies
What good leaders do we know of? Can there be “bad” leaders?
Who are the leaders of your country? Your city? Your college or company?
Activity
Look up “Federal National Council” and “UAE federal government” online. Who are the
leaders of your government and national assembly?
Activity
What: Research a known business leader. (no royals or political leaders)
Process: Find current articles in Gulf Business, Arabian Business, Forbes or Harvard
Business Review that rate business leaders. Choose one article to download. Read and
bookmark the rest for further study. You may also use print material. Work in pairs or
groups of three.
How: You could use a search term such as search “Top 100 Leaders in the Middle East”
When: Before the next class – bring the finished product to class.
Outcome: Bring a print out and summary of the accomplishments of one female and one
male leader who you admire.
Leadership
Deliverable: Present your findings in class and post the summary on the board. You may
include the activity in your Leadership profile.
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Traits of Effective Leaders
Current research says that the most important (primary) traits that make the difference
between leaders and non leaders are “personal drive, the desire to lead, personal integrity and
self confidence. Cognitive (analytical) ability, business knowledge, charisma, creativity,
flexibility and personal warmth are desired…but secondary in importance.” (Newstrom 172)
Having these traits does not guarantee successful leadership. A person might not develop or
chose to use them. A person might never have an opportunity to use them. However, a
motivated and dedicate person can learn them.
Activity: Compare Manager and Leaders Traits:
Manager
Leader
My Traits
Physical:
Intellectual:
Leadership
Personality:
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Leadership
SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of
Tomorrow?” Management Review, March 1994, 12.
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LEAD Survey 2010: List of 22 Characteristics of Good Managers
• Is trustworthy and open in approach
• Clearly communicates where we are going
• Gives me the “space” to do my work, but supports me
• Listens to and respects my input into decisions
• Gives regular and honest feedback on how I am going
• Is fair and even handed/makes reasonable demands
• Provides the resources I need to do my job
• Recognises me for extra efforts/results
• Coaches and develops me
• Trusts me with challenging work
• Supports me in the decisions I make
• Takes responsibility for their actions
• Helps me with my career development
• Has a sense of humour
• Provides guidance on how to meet expectations
• Sets a good example of work/family/life balance
• Respects what is personally important to me
• Sees their own job as different but not more important
• Involves me in determining my performance measures
• Takes my talents into account when assigning work
• Openly helps me to resolve workplace conflicts
• Helps me prioritise my work
Leadership
Source: LEAD Survey
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Leadership Behavior and Skills
Some researchers believe that successful leadership depends more on behavior, skills and
actions than traits. They say that the traits show a person’s potential .
Leaders use three types of skills: technical, human and conceptual. All leaders need a mix of
these skills, but some are more important, depending on the level and scope of the leadership
environment. (Newstrom 174)
Technical
Human
Conceptual
• things, data,
important at
front line
and middle
levels
• operate
equipment,
prepare, do
• people
• important at
front line
and middle
levels
• work with
people, build
teamwork
• ideas
• important at
middle and
top levels
• think, plan,
long range
Leadership Skills
Leadership
Activity
What are your human, technical and conceptual skills? How well developed is each one?
Use various tests to discover your own leadership skills. Which of these would you like to
develop further?
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Leadership involves three variables:
Newstrom says that successful leadership requires behavior that unites and
stimulates followers toward defined objectives in specific situations. (175) Three
variables – leader, followers and situation – affect one another. Leaders need to
consider all three when leading.
the
environment
the
followers
the leader
Leadership Variables
Activity
Compare and contrast the leadership variables in college to those in a high school or work
place.
Leadership Styles
The actions of a leader, as viewed by employees or followers, make up the leader’s style.
There is no “best” style. Styles differ depending on
1. motivation,
2. power
3. orientation to task or people.
Styles may be applied separately to various employees or combined when the situation calls
for it.
Positive leaders emphasize rewards and encouragement. Educated employees often prefer
independence. They find positive leadership motivating.
Negative leaders emphasize threats, fear, punishment. They are bosses rather than leaders.
This may work in the short term. The human cost is high.
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Leadership
Activity
1. Give three examples each of positive and negative leadership which you have
experienced.
2. Which style is used in your home in which situation with which people?
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Behavioral Approaches to Leadership
A continuum of leadership styles exist from strongly positive to strongly negative. Almost
every manager uses a mix of positive and negative styles somewhere on the continuum every
day, but the dominant style sets a tone within the group.
The style is related to the manager’s type of organizational behavior model. The autocratic
model tends to produce a negative style. The custodial model is somewhat positive and the
supportive , collegial and systems models are clearly positive.
Autocratic, Consultative and Participative
Autocratic leaders centralize power and decision making in themselves.
Consultative leaders approach one or more employees and ask them for input to making a
decision.
Participative leaders clearly decentralize authority. Participative decisions rely on the leader
and group acting as a social unit.
Today there is wider use of participative practices because they are consistent with the
supportive and collegial models of organizational behavior.
Leadership styles can be looked at in terms of how power is shared and how decisions are
made.. Each style has benefits and limitations. (Newstrom 177)
Autocratic Leadership
Leaders centralize power and make all decisions.



Focus on tasks and low concern for people
Negative approach, emphasizing punishment
Permits quick decisions but high absenteeism and turnover, no organizational
commitment
Consultative Leadership
Leaders approach employees and ask for input prior to decisions


If employees’ ideas used by leaders – positive impact
If employees’ ideas consistently not used – negative impact
Participative (democratic) Leadership
Decentralized authority – leader and followers both express ideas and act.
Open information used by employee and employer
Leads to strong work groups
Trend towards this approach
Leadership



Laissez-faire
Leaders do nothing, make no decisions, seldom appear to followers.
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Problems with Autocratic Leadership
1. It destroys creativity. Workers have to do it the Bosses way.
2. Workers are scared to act independently in case the Boss doesn’t agree.
3. When the Boss is away workers tend not to work because they are so used to being
told what to do. They are not encouraged to take responsibility.
4. Workers tend to cover up their mistakes and other things for fear of making the boss
angry. Workers tend not to learn from their mistakes.
5. Workers feel a lack of concern for the outcome of the job because they are only doing
what the boss told them.
Situations Where the Manager ‘Tells’ Staff
- Where staff are inexperienced
- Where staff do not wish to make decisions
- Where rapid and direct control are needed
- Where staff have not used this approach before
- Where staff do not have the information
Situations Where the Manager involves staff in decisions
- Where staff wish this
- Where staff are experienced
- Where creative decisions are important
- Where staff are mature
- Where staff commitment is critical for success
- Where morale is high in a company
- Where a company is well established
Leadership
Activity
In the college (or your own workplace), which type of leader behavior have you seen by both
teacher and students (employer and employee)? What situations call for autocracy? For
consultation? for participation?
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Task vs People (Structure vs Consideration)
Leaders can be Task Oriented or People oriented
Task
People:
concerned
about getting
the job done
concerned
about building
the team
strongly
supervisory
strongly
supportive
Which do you prefer?
People usually work better in a ‘people-oriented’ environment because:
they feel more involved



they are more committed
solving problems together they see as easier
they can bring more ideas to a problem
Task Method Leaders
People Method Leaders
set rules
praises and rewards
meets deadlines
listens
shows how to improve performance
informs
becomes more efficient
builds teams
allows employees chance to do it their
way




big projects
mechanical work
routine work
highly integrated work environments,
e.g.Just in Time workplaces
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Best for:
 most companies and situations
 where motivation and commitment
are required by staff
 where creativity is valuable
Leadership
Best for:
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Blake and Mouton’s Managerial Grid
This is an early model is based on the leadership dimensions of concern for people and
concern for task (production). Leaders should be able to shift their primary and backup
leadership style. This model got people thinking about the different dimensions of
leadership. (Newstrom 179)
Effective leaders and managers can use this model to lead and manage people.
Leadership styles resulting from different combinations of concerns for task and
people
Concern for
people
High
Supportive or human –
relations leadership
Participative or democratic
leadership
High concern for people;
low concern for task
High concern for people; high
concern for task
Abdicative or laissezfaire leadership
Directive or autocratic
leadership
Low concern for people;
low concern for task
Low concern for people; high
concern for task
Low
Low
High
Concern for task
Activity
Read about the Managerial Grid online. Take the test to see where you fit on the grid.
http://www.mindtools.com/pages/article/newLDR_73.htm
http://en.wikipedia.org/wiki/Managerial_grid_model#The_model
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Leadership
Use NoodleTools to place the URL in correct MLA style. Be sure to check on the quality of
the source: you will notice that the Wikipedia resources are missing citations.
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Contingency Approaches to Leadership
Leaders need to know when to use a particular leadership style.
Therefore, researchers have developed contingency approaches to leadership. The
contingency approach says to look at the situation. Each contingency model looks at
different factors.
Hersey-Blanchard’s Life Cycle Theory
This theory considers the Task / People issues, but says that the correct choice is affected by
the level of maturity of the people being directed.
Employee ability
Low
High
A high level of maturity means that people are experienced, responsible, motivated and
capable of making decisions. Effective leaders and managers can use this model to lead and
manage people.
Participating
Delegating
Telling
Selling
Employee willingness Low
High
Leadership
1 Situational leadership Model - Style to be used for each combination of Employee Ability and Willingness
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Activity
Read about Hersey Blanchard situational model online. Option 1, 2, 3
Other models include Fiedler’s Contingency model, the Path-Goal Model of Leadership,
and Vroom’s Decision-making Model.
Look up these models online or read about them in your text. Be prepared to discuss and
compare them.
Activity
Go online to complete the X Y questionnaire. What does it tell you about yourself? Learn
more about McGregor and Ouchi’s Theories by checking out the Businessballs website..
Leadership
http://www.businessballs.com/freepdfmaterials/X-Y_Theory_Questionnaire_2pages.pdf
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New Approaches to Leadership
Global Leadership
“Traditional business patterns are changing as globalism spreads….Executive models of the
past provide little guidance for models of the future.” Convergence is everywhere….How
will leaders be able to guide their organizations through uncharted and often unanticipated
global shifts, to bring value to their investors, employees, partners and customers? In a
complex global business environment no specific single model will fit the broad range of
situations that leaders will encounter.” (Goldsmith et al 1)
The five characteristics of global leaders are
•
•
•
•
•
Thinking globally
Appreciating cultural Diversity
Developing technological savvy
building partnerships and alliances
Sharing Leadership.
Coaching Leadership
This metaphor for a leader comes from sports. A coaching leader prepares, guides and
directs “players” but does not play the game. (Newstrom 188) Their job is to select the right
person for the job, to teach and develop employees, to be available to consult on problems, to
review resource needs and to listen to employees. Coaching builds well-prepared managers.
Coaching focuses on enhanced performance. Employees must be willing to change, capable
of changing and have the opportunity to practice new behaviors. (Newstrom 188)
Other approaches:
Substitutes and Enhancers for Leadership, Emotional / Social Intelligence
Visionary Leaders
Transformational Leaders
Influence
Leadership




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john adair's action-centred leadership model
“The three parts of Adair's
Action-Centred Leadership
model are commonly
represented by three
overlapping circles, which is a
trademark belonging to John
Adair, who visited DMC in
March 2011 to discuss his
book Leadership of
Muhammed. Adair's 'three
circles' model shows the three
core management
responsibilities:

achieving the task

managing the team or
group

managing individuals
Source: http://www.businessballs.com/action.htm
Activity 1
Your teacher will offer you several self- assessments to test your leadership behaviors, skills
and preferences. For example, complete the “Assess your own skills” exercise in the back of
your text.
Discuss your results with your team and add the results to your Project site.
Leadership
Activity 2
There are many books and articles written about Leadership, but few about Arab leadership.
One site to find articles on Arab Leadership is the Dubai School of Government research and
reports website. Another is the Harvard Business Review, available online through the HCT
library databases.
Find a book or article written later than 2008 on this subject. Summarize the main idea. Add
the summary to your Project site. Bring it to class for discussion and discuss it online.
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Reading and References:
For further reading, use your Organizational Behavior text and Notes.
Goldsmith, Marshall, Cathy L Greenberg, Alistair Robertson, Maya Hu- Chan Global
Leadership: the Next Generation Upper Saddle River NJ Prentice Hall 2003
Newstrom, John Organizational Behavior: Human Behavior at Work 13 Edition New
York McGraw Hill 2011
“LMA LEAD Wave 1 2010 White Paper” Leadership Management Australasia ONLINE 26
02 2011<<http://www.leadershipmanagement.com.au/Lead_Survey.aspx>>
Adair, John Leadership of Muhammed London Kogan 2010
Leadership
“action centered leadership” businessballs.com ONLINE 26 02 2011
<http://www.businessballs.com/action.htm>
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Management or Leadership?
These terms are often used to mean the same thing, but they are different.
involves using resources to achieve objectives: human resources,
equipment, and information resources.
involves achieving results through people.
One manages things, but leads people.
Manager or Leader?
A manager usually administers (does routine work) while a leader innovates (tries
something new).
A ___________ is happy copying while a ____________ prefers to create something
original.
The ___________ will try to inspire trust while a ___________ will rely on control.
A ___________ likes to take risks while a ___________ plays it safe.
A ___________ focuses on daily goals while a ___________ has a long term view of things.
The ___________ focuses on structures and systems while the ___________ concentrates on
people.
Leadership
The ___________ tends to do things right while the ___________ concentrates on doing the
right things.
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