Manager versus Leader not the same Ideally all managers should be leaders. Not all leaders can be managers (appointed formally)

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1 LEADERSHIP Manager versus Leader not the same Ideally all managers should be leaders. Not all leaders can be managers (appointed formally) Define leaders as those able to influence and possess managerial authority, emerge from a group of people Leadership is the process of influencing a group towards achievement of goals What is an effective leader? Look at leadership theories. What are traits (characteristics) that differentiate leaders from non-leaders? What are behavioral styles that leaders demonstrate? LeadershipTheories shari.fkm.utm 1

2 TRAITS THEORIES Looked at characteristics differentiate between leaders + non-leaders SIX TRAITS OF EFFECTIVE LEADERS 1. Drive - high effort level, achievers, ambitious, persistent, show initiative 2. Desire to lead strong desire to influence and lead others, willingness to take responsibility 3. Honesty and integrity - build trust, truthful, consistency between words and deeds 4. Self confidence followers look for absence of nondoubt 5. Intelligence - able gather, synthesize interpret large amount of info to create visions, solve problem, make correct decisions 6. Job relevant knowledge - company, industry, technical understand implications of decisions LeadershipTheories shari.fkm.utm 2

3 BEHAVIORAL THEORIES - Behaviors that differentiate effective leaders and ineffective ones 1. Autocratic Style - centralize authority, dictate work methods, make one-sided decisions, limit subordinate participation 2. Democratic Style - involve subordinates in decision, delegate authority, encourage participation, use feedback to coach subordinates 3. Laissez-faire Style - gives group complete freedom to make decisions and complete work in whatever way they see fit Focus on work to be done (Boss Autocratic Centred) Focus on people within group Democratic LeadershipTheories shari.fkm.utm 3

4 4. Managerial Grid 2-dimensional grid to appraise leadership styles concern for people and concern for production behavioral dimensions scale form 1(low) - 9 (high) can have (1,1) grid - Impoverished Mgt (1, 9) is Country Clud Mgt until (9,9) Team Mgt. Blake and Mouton concluded that Managers perform best at Team Mgt. Grid (9, 9) But, grid gives no answers to what makes an effective leader Managerial Grid Only a framework to conceptualize Leadership styles Different situations require different styles. LeadershipTheories shari.fkm.utm 4

5 CONTINGENCY THEORIES Examine four contingency theories Focus on situational influences Fiedler, Hersey Blanchard, leader participation and Path Goal If this is the situation, then this is the best leadership style LeadershipTheories shari.fkm.utm 5

6 FIEDLER MODEL FIEDLER MODEL proposed effective group performance depend on proper match between leader s style of interacting with his or her followers and the degree to which the situation allowed leader to control and influence Leadership styles task oriented or relationship oriented To measure leader s style Fiedler developed least-preferred co-worker questionnaire Discovered 3 contingency dimensions for determining leader effectiveness 1. leader-member relations: the degree of confidence, trust and respect employees had for their leader, either good or poor 2. task structure: the degree to which job assignments were formalized and procedurized, rated either high or low 3. position power: the degree of influence a leader had over power-based activities such as hiring, firing, disciple, promotion, salary increase, rated either strong or weak LeadershipTheories shari.fkm.utm 6

7 HERSEY BLANCHARD SITUATIONAL THEORY Situational leadership theory is a contingency theory that focuses on followers maturity Select right leadership style depending on level of readiness/maturity Readiness - willingness and ability to take responsibility for directing their own behavior 4 styles 1) Telling (high task low relationship behavior) - defines roles, tells people what, how, when to do various tasks 2) Selling (high task high relationship) - both directive and supportive behavior LeadershipTheories shari.fkm.utm 7

8 3) Participating (low task high relationship) - leader and follower share in decisionmaking, facilitate and communicate 4) Delegating (low task low relationship - little direction or support Stages of readiness Leadership Style R1 Unable and Unwilling (Immature) R2 Unable but Willing R3 Able but Unwilling R4 Able and Willing (Mature) Telling Selling Participating Delegating LeadershipTheories shari.fkm.utm 8

9 LEADER PARTICIPATION MODEL Related to leadership behavior and participation in decision making Model argued that leader behavior must reflect task structure- routine or non-routine Current model reflects how and with whom decisions are made The contingencies decision significance, importance of commitment, leader expertise, likelihood of commitment, group support, group expertise, and team competence high or low Decide Consult individually Consult Group Facilitate Delegate Leader makes the decision alone and either announces or sells to group Leader presents the problem to group members individually, gets their suggestions and then makes the decision Leader presents the problem to group members in a meeting, gets their suggestions and then makes the decision Leader presents the problem to group in a meeting and, acting as facilitator defines the problems and the boundaries within which a decision must be made. Leader permits the group to make the decision within prescribed limits. Leadership Styles In Vroom Leader Participation Model (Source: V.Vroom, Leadership and the Decision Making Process, Organizational Dynamics, Vol 28, No. 4, (2000) p. 84) LeadershipTheories shari.fkm.utm 9

10 PATH-GOAL THEORY Theory states that it is the leaders job to assist his or her followers in attaining their goals and to provide necessary direction and support to ensure that their goals are compatible with overall objectives of group/organization (developed by Robert House) path-goal - effective leaders clarify the path to help followers get from where they are to achieve work goals make journey easier, remove roadblocks or pitfalls Behavior of leader is motivational to the extent that it: 1) makes the satisfaction of subordinate needs contingent on effective performance LeadershipTheories shari.fkm.utm 10

11 2) provides coaching, guidance, support and rewards needed for effective performance To test these statements, House, R. identified 4 Leadership Behaviors 1. Directive leader - lets subordinates know what s expected, schedules work to be done, give specific guidance how to accomplish tasks 2. Supportive leader - friendly, shows concern for needs of subordinates 3. Participative leader - consults, uses suggestions before making a decision 4. Achievement - sets challenging goals - oriented leader expects subordinates to perform at highest level House believes that leaders style is flexible; the same leader can display any or all these leadership styles depending on situation LeadershipTheories shari.fkm.utm 11

12 CUTTING EDGE APPROACHES TO LEADERSHIP TRANSFORMATIONAL-TRANSACTIONAL transactional leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements transformational leaders who provide individualized consideration, intellectual stimulation and possess charisma Jack Welch General Electric, Richard Branson Virgin Group LeadershipTheories shari.fkm.utm 12

13 CHARISMATIC-VISIONARY LEADERSHIP Enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways 5 characteristics 1. have a vision 2. able to articulate vision 3. willing to take risks to achieve vision 4. sensitive to both environment constraints and follower needs 5. exhibit behaviors out of the ordinary visionary ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation LeadershipTheories shari.fkm.utm 13

14 CURRENT ISSUES IN LEADERSHIP Effective leadership being refined as we do continue to study it in organizations Leaders and power - where do leaders get power capacity to influence work actions or decisions 5 sources of power legitimate, coercive, reward, expert, and referent Creating a culture of trust Credibility honesty (number one characteristic of admired leader) Follower judge leaders credibility in terms of honesty, competence and ability to inspire Trust - the belief in integrity, character and ability of a leader LeadershipTheories shari.fkm.utm 14

15 How should leaders seek to build trust? Practice openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promise Maintain confidentiality Demonstrate competence LeadershipTheories shari.fkm.utm 15

16 Leadership from Islamic Perspective some points to ponder Everyone of you is a leader, and you will be accountable of who you have led Sayings of the Prophet Muhammad pbuh. Tiap kamu adalah pemimpin, dan kamu akan dipertanggungjawabkan dengan apa yang kamu pimpin Hadith Nabi saw. Characteristics of a Leader (Prophet) - Truthful (Benar) - Siddiq - Honest (Amanah) - Amanah - Advise and Inform (Menyampai) - Tabligh - Wise (Bijaksana) - Fatonah To enjoin good and prevent evil doings (menyuruh yang baik dan menghalang yang tidak baik atau mungkar) Discussions and teamwork (Musyawarah dan Kerjasama) LeadershipTheories shari.fkm.utm 16

17 Fairness and Just (Keadilan dan Kesaksamaan) According to Islam-human beings are the same in the eyes of ALLah except for the degree/level of faith and belief in ALLah (Manusia itu semuanya sama. Yang membezakan hanya tahap iman dan taqwa.) LeadershipTheories shari.fkm.utm 17