Leadship is important in every profession

Those notes will help or guide you on how to be a good leader

1. LEADERSHIP
Mrs Wanda H. Mulunda
Lecturer

2. Objectives
•Define the term leadership
•Outline the development of leadership
•Discuss leadership principles
•Describe the theories of leadership
•Outline the functions of leadership

3. Objectiv contd…
•Outline personal characteristics of surbodinates
•Outline three environmental factors affecting
leadership.

4. Introduction
•Leadership is a role enactment of behaviours that
guide others to the goals.
•The behavior pattern of leadership is a learned
behavior, anyone can learn the behaviors to lead
others.

5. ……Contd.
•Leadership is a process which uses an organized
system of problem-solving.

6. Definitions
•The process of directing and influencing the task-
related activities of group members (Stoner et al
2009).
or
•Is the accomplishment of organizational objectives
as the result of interpersonal relationship between
the leader and the led.

7. The Development of Leadership
•Involves three essential steps:-
i. Input
ii. Operation, and
iii. Feedback

8. 1. Input
•Is the formulation and development of the
principles of leadership through education.
•It is the process of learning the fundamental rules
that leaders apply to influence, control, and guide
their own actions and the actions of their
subordinates.

9. 2. Operation
•Leaders utilize the principles of leadership-put
them to work. Skilled leaders are persons who
possess general skills, based on a general
understanding and insight, and who are able to
apply these skills to a situation. No leader is
effective unless he/she can use the skills of
leadership.

10. 3. Feedback
•The feedback stage is one in which leaders are able
to evaluate their leadership techniques and
strategies through the comments and criticism of
their groups.

11. Feedback….Contd.
•Understanding why an operation worked or did not
work can be achieved only by listening to the
opinions and feelings of the group.
•Leaders must be open to their communication and
willing to learn from this feedback.

12. Leadership Principles
•Know your profession and be able to teach it.
•Know yourself and seek self-improvement
•Know your staff and look out for their welfare
•Keep your staff informed

13. Principles….Contd.
•Set the example
•Ensure that the task is understood, organized,
supervised and accomplished.
•Train your staff as a team.
•Make sound and timely decisions

14. Principles …..Contd.
•Seek responsibility and develop a sense of
responsibility among subordinates.
•Employ your command in accordance with its
capabilities.
•Take responsibility for your actions.

15. Functions of leadership
•Executive –the ultimate decision maker,
the most senior coordinator of
policy and its execution
•Planner –Determining how the
organization, department, team or group
achieves its goals.
•Policy-maker –Establishing-with others the
policies and the goals and policies of the group
led

16. contd….
•Expert –The leader contributes from what
they know that other do not.
•Representative –The leader speaks out for the
group to the outside world.
•Organiser –Designer-the leader creates the
organizational structure.
•Reward-giver –The leader controls the led
through the power to give rewards and
apply punishment.

17. Cont……
•Exemplar –the leader sets an example of what is
expected through personal actions
•Arbitrator –the leader is the final court of appeal
for the led and controls the interpersonal
relationship with the group.
•Symbol –The leader is a focus for the group and
gives it some unity, additionally helping to set the
team apart from other teams

18. Contd…
•Backstop –individual members of the group can
use the leader to take difficult decisions for them
•Ideologist –Groups need beliefs, values and
standards of behaviour. The leader creates these.
•Father figure-The leader is a focus for the positive
emotional feelings of the led

19. Contd….
•Scapegoat-the leader is a focus for the negative
emotional feelings of the led

20. Theories of Leadership
•The Trait Theory (Great man)
•The Behavioral (Functional) Theories
•The Situational perspective

21. 1. The Trait Theory
•Until 1940s, the study of leadership centered
around the traits possessed by successful leaders.
The traits that each possessed in common were
considered necessary “equipment” for the good
leader.
•People who did not have these attributes felt that
they could never be effective leaders.

22. Trait Theory ……Contd.
•The faulty of this theory lies in the assumption that
the process of leadership is a “thing” that you
either have or do not have. The theory implies that,
if you are born with these traits, you will be a
leader, if not, you are destined to be a follower for
all of your professional life.

23. Trait Theory ……Contd.
•Relying on leadership traits could be dangerous
mistakes. It is important to know your group, your
organization and be willing to adapt your
techniques to each situation presented. Not all
leaders possess the same traits.

24. 2. The Behavioral Theory
•When it became evident that effective leaders did
not seem to have any distinguishing traits or
characteristics, researchers tried to isolate the
behaviors that made leaders effective. Rather than
try to figure what effective leaders were,
researchers tried to figure out what effective
leaders did

25. Behavio.….Contd
•Unlike traits behaviors can be learned. Research
has also showed that leadership behaviors
appropriate in one situation were not necessarily
appropriate in another.

26. 3. The situational theory
•Researchers began trying to identify factors in each
situation that influenced the effectiveness of a
particular leadership style. These theories focus
on;-task requirements, peers expectations and
behavior, employees’ characteristics, expectations,
and behaviour, organizational culture and policies.

27. Leadership Styles.
•Authoritarian (Autocratic)
•Democratic
•Laissez-Faire and
•Participative

28. Definition of “style”
•Distinctive characteristic manner of performance.

29. Leadership Sty…contd.
•The development of leadership theories came in
the late 1930s. The classic research by Lewis, Lippit
& White (1960) on the interaction between leaders
and group members indicated that the behavior of
the leader could substantially influence the climate
and outcomes of the group.

30. Leadership Styl…Contd.
•The leaders’ behaviors were divided into three
distinct patterns called leadership styles:
authoritarian, democratic, participative and laissez-
faire. These styles can be thought of as a
continuum from a highly controlling and directive
type of leadership to a mostly passive style.

31. Autocratic style
One in which a predominantly task-oriented leader
uses her/his positional and personal power in an
authoritarian manner, retaining responsibility for all
goal setting and decision making and motivating
subordinates by manipulation of praise, blame and
reward.

32. Democratic style
•One in which the leader values the individual
characteristics and abilities of each subordinate.
The democratic leader uses personal and positional
power to draw out ideas from employees and
motivates members of the work group to set their
own goals, develop their own plans, and control
their own practice

33. Participative style
•A compromise between authoritarian and
democratic styles of leadership. The manager
presents her own analyses of problems and
proposals for action to members of the work group,
inviting their criticism and comments. Having
weighed the subordinates’ responses to her/his
proposals, the manager then makes final decisions
for actions by the group.

34. Laissez faire (let alone) style
•One in which the official or appointed manager
abdicates leadership responsibility, leaving the
workers without direction, supervision, or
coordination and forcing them to plan, execute,
and evaluate their work in anyway they see fit.

35. The Situational Theory of
leadership
•This theory has replaced older “trait” and “style”
theories, holds that since the total culture, the
work situation, and the work group are in constant
flux, the most effective leader for a particular
situation is the one whose personality and style
best satisfy needs of the work group for structure
and support as they attack the task at hand.

36. The situat……theory
•A leader no more controls the work situation
than she is controlled by it.
•The leader like the subordinate, is entirely
subservient to the task, since goal achievement
is the sole justification for leadership.

37. The situat……theory
•Although she/he possesses considerable power of
position, a leader is peculiarly at the mercy of the
subordinate: she must control the behaviour of
other workers in order to realize her own work
goals, but she can effect such control only through
acquiescence of subordinates to her authority.

38. Contd.
•Leadership should shift from one person to another
or from one style to another as changes occur
within the work situation, even though no one set
of traits and no one leadership style is effective in
all situation.

39. The situat……theory
•In order to adapt leadership to situational
peculiarities, worker’ needs, and leader’s abilities,
specific methods for directing, supervising, and
coordinating should be selected on the basis of
whether workers desire structure or independence,
and whether the leader is a skilled group worker or
an absolute autocrat.

40. Personal Characteristics of
subordinate
Studies suggesting that individuals who believe
their behavior affects the environment favor a
participatory leadership style. Individuals who
believe events occur because of luck of fate tend
to find an authoritarian style more congenial.

41. Personal Characteristics of
Subordinates Contd.
•Those who feel skilled and capable may resent an
overly controlling manager, whose directives will be
seen as counterproductive rather than rewarding.
•Subordinates who feel less skilled or able, on the
other hand, may prefer a manager whose more
directive behavior will be seen

42. Personal Characteristics Contd.
as enabling them to carry out their tasks properly
and therefore making it possible for them to earn
organizational rewards.

43. B.Three environmental Factors
i)The nature of subordinates’ tasks
This will affect leadership style in a number of
ways. An individual performing a structured
task, such as equipment maintenance, or a
repetitive task, such as truck loading, is likely to
find an overly directive style redundant,

44. Three environmental Factors
Contd.
since it is already clear exactly what needs to be
done the task itself is already highly satisfying,
consideration shown by the manager will have little
effect on subordinate’s motivation.

45. Three environmental Factors
Contd.
ii) The organization’s formal authority System.
This usually clarifies for subordinates which actions
are likely to be met with disapproval (exceeding the
budget for example) and which are likely to lead to
rewards (coming in under budget)

46. Three environmental Factors
Contd.
iii) The subordinates’ work group
This affects the nature of leadership style e.g for
groups that are not cohesive, a supportive
understanding style may be more effective.

47. Subordinates’ work group Contd.
As a general rule, the leader’s style will motivate
subordinates to the extent it compensates for what
they see as deficiencies in the task, authority
system, or work group.

48. How Flexible are Leadership Styles?
•In life, flexibility is desirable.
•It helps us respond appropriately to people and
situations and to make adjustments when things do
not turn out as anticipated.
•We should be aware of the variety of leadership
styles available.

49. Contd….
•Knowledge of the theories will help us to identify
leadership behaviors as we encounter them and we
should use our own observations to learn about
leadership in actual situation.

50. Conclusion
•Leadership styles are relatively inflexible and that
therefore leaders should be matched to an
appropriate situation, or the situation changed to
match the leader.