leadership dr. fred mugambi mwirigi jkuat. introduction leaders people who can influence the...
TRANSCRIPT
Leadership
Dr. Fred Mugambi Mwirigi
JKUAT
Introduction
LeadersPeople who can influence the behaviors of others without having to rely on forcePeople who are accepted as leaders by others
What leaders actually doUsing non-coercive influence to shape the group’s or organization’s goalsMotivating others’ behavior toward goalsHelping to define organizational culture
Leadership
Leadership Activity Management
Establishing direction and vision for the organization
Creating an agenda Planning and budgeting, allocating resources
Aligning people through communications and actions
that provide direction
Developing a human network for achieving the agenda
Organizing and staffing, structuring and monitoring
implementation
Motivating and inspiring by satisfying needs
Executing plans Controlling and problem solving
Produces useful change and new approaches to challenges
Outcomes Produces predictability and order and attains results
Leadership Styles
Autocratic:Leader makes decisions without reference to anyone elseHigh degree of dependency on the leaderCan create de-motivation and alienation of staffMay be valuable in some types of business where decisions need to be made quickly and decisively
Leadership Styles
Democratic:Encourages decision making from
different perspectives – leadership may be emphasised throughout the organisation
Consultative: process of consultation before decisions are takenPersuasive: Leader takes decision and seeks to persuade others that the decision is correct
Leadership Styles
Democratic:May help motivation and involvementWorkers feel ownership of the firm and its ideasImproves the sharing of ideas and experiences within the businessCan delay decision making
Leadership StylesLaissez-Faire:
‘Let it be’ – the leadership responsibilities are shared by allCan be very useful in businesses where creative ideas are importantCan be highly motivational, as people have control over their working lifeCan make coordination and decision making time-consuming and lacking in overall directionRelies on good team workRelies on good interpersonal relations
Leadership Styles
Paternalistic:Leader acts as a ‘father figure’Paternalistic leader makes decision
but may consultBelieves in the need to support
staff
Types of Power in Leadership
Legitimate power is granted through the organizational hierarchyReward power is the power to give or withhold rewardsCoercive power is the capability to force compliance by means of psychological, emotional, or physical threatReferent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charismaExpert power is derived from the possession of information or expertise
How Power is usedLegitimate request
Compliance by a subordinate with a manager’s request because the organization has given the manager the right to make the request
Instrumental complianceA subordinate complies with a manager’s request to get the rewards that the manager controls
CoercionThreatening to fire, punish, or reprimand subordinates if they do not do something
Rational persuasionConvincing subordinates that compliance is in their own best interest
Contd. Personal identification
Using the referent power of a superior’s desired behaviors to shape the behavior of a subordinate
Inspirational appealInfluencing a subordinate’s behavior through an appeal to a set of higher ideals or values (e.g., loyalty)
Information distortionWithholding or distorting information (which may create an unethical situation) to influence subordinates’ behavior
Types of Leaders
Leader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplish things
Managers vs. LeadersManagers• Focus on things• Do things right• Plan• Organize• Direct• Control• Follows the rules
Leaders• Focus on people• Do the right
things• Inspire• Influence• Motivate• Build • Shape entities
Common Activities
Planning OrganizingDirecting ControllingStaffing
Planning
Manager• Planning• Budgeting• Sets targets• Establishes
detailed steps• Allocates
resources
Leader• Devises strategy• Sets direction• Creates vision
Organizing
Manager• Creates structure• Job descriptions• Staffing • Hierarchy• Delegates• Training
Leader• Gets people on
board for strategy
• Communication• Networks
Directing WorkManager• Solves problems• Negotiates • Brings to
consensus
Leader• Empowers
people• Cheerleader
ControllingManager • Implements
control systems• Performance
measures• Identifies
variances• Fixes variances
Leader• Motivate• Inspire• Gives sense of
accomplishment
Leadership TraitsIntelligence
More intelligent than non-leadersScholarshipKnowledgeBeing able to get things done
PhysicalDoesn’t see to be correlated
Personality Verbal facility Honesty InitiativeAggressiveSelf-confidentAmbitiousOriginalitySociabilityAdaptability
Leading for Results
Stay on top of how well things are going
Stay current with internal and external information, reports, etc.Communicate regularly with colleagues, subordinates and customersKeep abreast of rivals’ initiativesMBWA
Leading for Results
Establish a strategy-supportive cultureStakeholders are kingChallenge the status quoManagement must listen to customersSell the strategic initiatives to groups and individuals throughout the organizationRecognize and reward those who lead the change
Leading for Results
Keep the organization responsive and innovative
Empower “champions”Encourage creativity and innovationAllow champions to failOffer organizational supportMake rewards large and visible
Lead the process to develop new capabilities
Leading for ResultsExercise ethics leadership
Lead by exampleHave written policies and guidelinesEnforce complianceEncourage whistleblowersPromote good corporate citizenship
Make corrective adjustments as needed
Theories of LeadershipTrait theories:
There is a set of characteristics that determine a good leader. These include:
PersonalityDominance and personal presenceCharismaSelf confidenceAchievementAbility to formulate a clear vision
Theories of LeadershipBehavioural theories:
Imply that leaders can be trained – focus on the way of doing things
Structure based behavioural theories – focus on the leader instituting structures – task orientatedRelationship based behavioural theories – focus on the development and maintenance of relationships – process orientated
Theories of LeadershipContingency Theories:
Looks at leadership as being more flexible – different leadership styles used at different times depending on the circumstance.
Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts
Theories of LeadershipContingency leadership may depend on:
Type of staffHistory of the businessCulture of the businessQuality of the relationshipsNature of the changes neededAccepted norms within the institution
Theories of LeadershipInvitational Leadership:
Improving the atmosphere and message sent out by the organisationFocus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internallyReview internal processes to reduce theseBuild relationships and sense of belonging and identity with the organisation – that gets communicated to customers, etc.
Theories of LeadershipTransactional Theories:
Focus on the management of the organisationFocus on procedures and efficiencyFocus on working to rules and contractsManaging current issues and problems
Thank you