Concept of Leadership

Transcription

1 Lecture Outcomes At the end of the course, students should be able to: Explain the concept of leadership Outline the key elements of leadership Distinguish between leadership and management Describe the functions of leadership Analyze the various levels of leadership

2 Concept of Leadership There is great controversy over the definition of leadership in contemporary times as many scholars have argued that there is no precise definition for describing these complex phenomenon (Yulk, 1989; Bass 1990; Gary, 1994; Simonton 1994). In the efforts to find an "accurate and precise" definition of leadership, thousands of studies have been published in the last several decades.

3 Concept of Leadership Leadership is a relationship between those who aspire to lead and those who choose to follow. (Kouzes & Posner, 2002). Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. (Northouse, 2004) Leadership is the influencing process of leaders and followers to achieve organizational objectives through changes. (Lussier & Achua, 2004) Leadership is the process of influencing the activities of an organized group toward goal achievement (Rauch & Behling, 1984)

4 Concept of Leadership Cont.D Leadership is the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization (House et al., 1999) Leadership is the ability of developing and communicating a vision to a group of people that will make that vision true (Kenneth Valenzuela, 2007) Leadership is a process where individuals in a group influence each other towards the achievement of group and individual goals

5 Concept of Leadership Cont.D Contemporary schools of leadership observe that the basic nature of leadership should be seen in terms of the "interaction" among the people involved in a process which include both leaders and followers. Brungardt & Maughan (2005) conclude that leadership is a "collaborative endeavour" among group members and not the effort of a single individual. In line with Northouse (2007), the definition moves leadership from the concept of personality to the concept of a process of interaction. In this case, the inputs into the leadership process are the leaders and followers, with the interactions being the activity which translates into influences that produce commitment towards achievement of collective and individual goals.

6 Concept of Leadership Cont.D Leadership is the interaction process between the leader, the environment and the followers. It is a process that involves the formulation of visions due to acquired situational knowledge and unifies followers to conjointly achieve these visions (Lorz) Northouse (2001) identifies four components which are in common in almost all definitions: (a) leadership is a process; (b) leadership involves influence; (c) leadership occurs within a group context; (d) leadership involves goal attainment. Leadership is thus a process of interaction, between leaders, members and the environment to create necessary and desired change

7 Characteristics of Leadership Is a process An interaction Involves both leaders and followers negotiating influence (multidirectional) Involve, common and individual goals Defined by context Constructive Change

8 Key Elements of Leadership Trust Power Vision Communication Leaders- Followers Constructive Change Leadership Influence Organizational /individual Objectives Environment /Situation 1-9

9 FUNCTIONS OF LEADERSHIP To inspire a shared vision to create followers to deliver value and while ensure that the followers are also self-leaders. To bring about constructive and necessary change that is responsive to the true and long-term needs of all stakeholders. to Solve problems, Mediate, Resolve conflicts To Harness resources to achieve the vision

10 Levels of Leadership Personal Leadership Direct Leadership Organizational or Managerial Leadership Strategic Leadership Spiritual Leadership

11 Levels of Leadership Strategic Individual (Personal) Spiritual Leadership 1-11

12 Personal/ Individual Level Focuses on how the leaders leads his/her self. It also look at the dyadic process between the leader and individual followers in influencing each other. On a personal level, developing your leadership drive is dependent on the following stages Position(right) Permission(relationship) Production (Results) People development (reproduction) Personhood (Respect) 1-12

13 Group Level Focuses on the individual leader and the collective group of followers in achieving desired goals and objectives. The group level looks at How leader contributes to group effectiveness through your initiatives, resolving group problems and general contribution to achieving group goals and objectives 1-13

14 Organizational Level Focuses on how the leader influences organizational performance through the collaborative efforts of the subordinates. Technical Competence Social Competence Conceptual Competence Spiritual Competence 1-14

15 Strategic Leadership Strategic leadership is the type of leadership that transforms beyond time and space. It involves the ability to envision a global opportunity, mobilise resources and take advantage to create value for the benefit of society. This leadership transforms changes in the organisation and see beyond the ordinary lenses in order to leave Footprint and indelible marks in the minds of the society.

16 Diff: Leadership and Management The world is full of managers and short of real leaders. Effective leadership is doing right things and putting first things first where as Effective management is doing things right, discipline, and carrying it out. When managing, you are performing such activities as planning, directing, organizing, measuring, and controlling. When leading, you are involved with visioning, inspiring, coaching, energizing, and empowering

17 Leaders vs. Managers Managers Administer Maintain Control Short-term view Ask how & when Imitate Accept status quo Do things right Leaders Innovate Develop Inspire Long-term view Ask what & why Originate Challenge status quo Do the right things 1-21

18 Self-Leadership Self-Leadership A set of processes through which individuals control their own behavior. Creating Self-Leaders Model self-leadership Encourage employees to create self-set goals Encourage the use of selfrewards Create positive thought patterns Create a climate of selfleadership Encourage self-criticism

19 Lecture two- Outcomes At the end of the lecture, students should be able to: Explain the concept of Trust in Leadership Discuss the dimension of Trust Distinguish the different types of trust leaders need Identify the basic principle of Trust Explain the role of trust in leadership Analyze the factors that can affect trust in leadership

20 Lecture two: Outcomes At the end of the lecture, students should be able to: Explain the concept of Power in Leadership Discuss the sources of Power available to leaders Distinguish between power and Trust in leadership endeavor Discuss the need for Power Analyze whether leaders should share their power or not

21 Trust: The Foundation of Leadership Trust is the firm believe in the reliability, integrity and character of a person in relation to their words, actions and decisions A positive expectation that another will not through words, actions, or decisions act opportunistically Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk) Trust determines how relationships are maintained and how businesses are conducted

22 Dimensions of Trust Integrity Honesty and truthfulness Competence An individual s technical and interpersonal knowledge and skills Consistency An individual s reliability, predictability, and good judgment in handling situations Loyalty The willingness to protect and save face for another person Openness Reliance on the person to give you the full truth

23 Three Types of Trust Deterrence-based Trust Trust based on fear of reprisal if the trust is violated Knowledge-based Trust Trust based on behavioral predictability that comes from a history of interaction Identification-based Trust Trust based on a mutual understanding of one another s intentions and appreciation of the other s wants and desires

24 Types (Trinity) of Trust Integrity Moral character and fairness irrespective of the personality involved. Competence- skills and abilities to handling task Benevolence caring nature to the needs of the people The types of trust intersect and influence how people interact among co-workers

25 Basic Principles of Trust Mistrust drives out trust. Trust begets trust. Growth often masks mistrust. Decline or downsizing tests the highest levels of trust. Trust increases cohesion. Mistrusting groups self-destruct. Mistrust generally reduces productivity.

26 power Power is the ability or capacity or authority to cause or prevent an action of a person or the course of an event. In terms of leadership, power is the capacity to influence others behaviour and attitudes. Power is a contested concept in leadership. This is in part because leaders have a range of power sources at their disposal. There is debate about how power should be executed. However, power is a function not only of leaders, but also of the followers and the situation. For example, different followers may have varying levels of power depending on their seniority, expertise, representation status or their own personal charisma.

27 Power Moreover, different forms of power might be more effective for different situations. Power is a contentious issue and one that has been written about for centuries and from diverse perspectives. For example, Chairman Mao Zedong once said, power grows out of a barrel of a gun (Zedong 1964, p. 120). On the other hand Ghandi is reported to have said, Power is of two kinds. One is obtained by the fear of punishment and the other by acts of love. Power based on love is a thousand times more effective and permanent than the one derived from fear of punishment, (Ghandi, cited in Hart & Hodson 2008, p. 11).

28 Power Power is therefore the capacity to produce effects on others or the potential to influence others. Although we usually think power as belonging to the leader, it is actually a function of the leader, the followers, and the situation or environment. Leaders have the potential to influence their followers behaviors and attitudes. However, followers also can affect the leader s behavior and attitudes

29 Need for Power People vary in their motivation to influence or control others. McClelland called this the need for power, and individuals with a high need for power derive psychological satisfaction from influencing others. They seek positions where they can influence others, and they are often involved concurrently in influencing people in many different organizations or decision-making bodies. In such activities they readily offer ideas, suggestions, and opinions, and also seek information they can use in influencing others. They are often astute at building trusting relationships and assessing power networks, though they can also be quite outspoken and forceful.

30 Need for Power Two different ways of expressing the need for power have been identified: personalized power and socialized power. Individuals who have a high need for personalized power are relatively selfish, impulsive, uninhibited, and lacking in self-control. These individuals exercise power for their own needs, not for the good of the group or the organization. Socialized power, on the other hand, implies a more emotionally mature expression of the motive. Socialized power is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends. It often involves an empowering, rather than an autocratic, style of management and leadership

31 Source of Power- Referent (Relationship) Expert skills, competence, knowledge and information Position/Legitimate- formal authority Association Connection to people in High position (social capital) Information Control an amount of information Reward Control Resources

32 Referent power This is a function of a leader s relationship with their followers. It could be described as influence based on loyalty, admiration, respect and friendship (Lussier & Achua 2010). A leader s referent power depends on the strength of their relationships. However, referent power is a two-way influence source the stronger the relationship, the more influence the follower can exert over the leader. The strength of the relationship may, in fact, make the leader reluctant to act, as they should, in some situations; for example, where they should invoke some disciplinary action against a follower with whom they have a strong relationship.

33 Expert power this is a function of the person and involves the power of knowledge, related skills and judgement. It is based on an individual s level of knowledge, expertise and information in a particular field. Followers can have more expert power in some situations than the leader. Therefore, a wise leader knows how to respect and use the expert power of the follower for the benefit of the group

34 Legitimate power This is a function of the situation in that it depends on the person s formal position in the organisation. This is why it is sometimes called position power. A leader in a position of authority can use it to determine goals, make decisions, assign tasks and allocate resources. Followers, too, can invoke the award provisions, duty statements, company policy and other formal power sources to exercise a form of legitimate power. Legitimate power is not necessarily synonymous with leadership because there are many people who have legitimate power but are poor leaders. A leader solely depending on the legitimate power shows the person s incapability to influence the followers by other means. This may in the long run affect relationship with the followers.

35 Reward power This is related to legitimate power because it is the ability to distribute positive or negative rewards. As such, it acts as an influence mechanism with followers through control over desired resources. Thus it is a function of the interaction between the leader and the situation. A leader can exercise reward power by allocating scarce resources such as car parking spaces and computers, giving raises, promotions, or bonuses; granting tenure or the opportunity to work on special assignments or giving awards and other forms of recognition.

36 HOW effective Leaders View Power First, effective leaders typically take advantage of all their sources of power. Effective leaders understand the relative advantages and disadvantages of different sources of power, and they selectively emphasize one or another depending on their objectives in a given situation

37 HOW effective Leaders View Power Second, whereas leaders in well-functioning organizations have strong influence over their subordinates, they are also open to being influenced by them. High degrees of reciprocal influence between leaders and followers characterize the most effective organizations

38 HOW effective Leaders View Power Third, leaders vary in the extent to which they share power with subordinates. Some leaders seem to view their power as a fixed resource that, when shared with others (like cutting a pie into pieces), reduces their own portion. They see power in zero-sum terms. Other leaders see power as an expandable pie

39 HOW effective Leaders View Power Fourth, effective leaders generally work to increase their various power bases (whether expert, referent, reward, or legitimate) or become more willing to use their coercive power.