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Laura Law Perak College of Technology
CHAPTER 6: LEADERSHIP
DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management
Laura LawPerak College of Technology
Laura Law Perak College of Technology
LEADERSHIPThe ability to influence individuals or groups
toward the achievement of goals.
It is not a position, title or privilege. It is a responsibility
As a process of directing and influencing the task related activities of group members.
Laura Law Perak College of Technology
Importance of leadership
Make contributions to organization
Enhance and elicit (obtain) cooperation
Encourage teamwork
Motivate employees to generate good work
Laura Law Perak College of Technology
Type of Leadership
CHAPTER 6: LeadershipDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
Laura Law Perak College of Technology
1.Directive
2.Supportive
3.Participative
4.Achievement Oriented
Laura Law Perak College of Technology
DirectiveManagers will always make sure that subordinates know what whey are expected to accomplish
Achieved through
1. Giving orders/directions
2. Specific guidance
3. Asking Subordinates to follow rules and procedures
4. Scheduling and coordinating their subordinates duties
Laura Law Perak College of Technology
Supportive
Managers to concern for their
subordinates’ needs and welfare to create friendly working climate
Laura Law Perak College of Technology
Participative
Consult with their subordinates and
taking their opinions and suggestions into
consideration
Laura Law Perak College of Technology
Achievement OrientedSet challenging goals for subordinates
1.Seek Performance improvements
2.Emphasize excellence in their work
3.Show confidence
Laura Law Perak College of Technology
Theories of Leadership
CHAPTER 6: LeadershipDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
Laura Law Perak College of Technology
Theories of leadership
They are four (4)theory of leadership. 1- The Great Man Theory2- The Trait Theory3- Behavioral Theory4- The Contingency @ Situational
Theory
Laura Law Perak College of Technology
The Great Man Theory
Theories of Leadership - 1CHAPTER 6: Leadership
DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management
Laura LawPerak College of Technology
Laura Law Perak College of Technology
The Great Man Theory
Leaders are born in families of leaders.
Looking at the person, you can tell whether he/she will
be a leader in future.
Laura Law Perak College of Technology
The Trait Theory
Theories of Leadership - 2CHAPTER 6: Leadership
DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management
Laura LawPerak College of Technology
Laura Law Perak College of Technology
OUTLINE OF THE TRAIT THEORY
1.Traits of leaders and non leadersi. Physical Appearanceii. Charismaiii. Mental Abilityiv. Behavior/Attitudev. Personality Factors
2.Traits of Effective Leaders and non effective leaders
Laura Law Perak College of Technology
The Trait Theory1.Evaluation and selection of
leaders are based on their physical, mental and psychological characteristics
2.Leaders have certain inborn personality traits
3.Born with a certain physical characteristics, aspects of personality, and aptitudes
Laura Law Perak College of Technology
Traits of leaders and non leaders
Research was conducted to search for traits commonly found in leaders that could not be found in those who are not leaders
1. Physical characteristicsHeight, Appearance, facial expression, gesture
2. PersonalityEmotional stability, Dominance, Corporation
3. AptitudesCreativity, Verbal fluency, talkative/quiet
4. CharismaVision, Self-confidence, Assertiveness
5. Mental AbilitySharpness, Intelligence
Laura Law Perak College of Technology
Traits of Effective Leaders and non effective leaders
Comparing traits of effective and in effective leaders
IntelligenceSelf-assuranceManagerial supervisor ability
Gender
Laura Law Perak College of Technology
The Behavioral
TheoryTheories of Leadership - 3
CHAPTER 6: LeadershipDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
Laura Law Perak College of Technology
OUTLINE OF THE BEHAVIROL THEORY
1. Leadership Functions
2. Leadership Stylesi. Task-oriented/ Production Centered
ii. Employee-oriented/People Centered
3. Managerial Grid (Leadership Grid)
Laura Law Perak College of Technology
Behavioral TheoryThis theory developed due to failure of the trait theory
Isolate (asingkan) the behaviors characteristics that different effective leaders and ineffective leaders.
Tried to find out what effective leaders did rather than who there are.
Stated people can learn the characteristics of a leader
People can be trained to become leaders
2 aspects of leadership behavior were look intoi. Leadership functions
ii. Leadership style
Laura Law Perak College of Technology
Leadership functionLeader is considered to be effective if he/she practices in these function
1. Practices task related/ problem solving function
providing solutions, offering information and opinion, counseling and giving advice.
2. Group maintenance/ social functionpracticing empathy and sensitive to subordinates feelings
Laura Law Perak College of Technology
Leadership StyleTask oriented
Setting performance goals, planning and scheduling work, coordinating activities, giving directions, setting standards, providing resources, and supervising performance
Relations oriented
Behavior that shows empathy for concerns and feelings, supportive of needs, showing trust and similar attributes
Laura Law Perak College of Technology
Managerial Grid2 dimensional matrix
Grid reflects the need for both task and employee-oriented style
5 leadership style depicted in the diagram
1,1
1,9
5,5
9,1
9,9
Concern for Production
Conce
rn fo
r People
Laura Law Perak College of Technology
Style (1,1)Impoverished Management/ Laissez-
Faire
Leader who give employee complete freedom to make decisions and to decide on work methods.
Low-concern for people and low concern for task or production
Laura Law Perak College of Technology
Style (1,9) Country Club Management
Leader really care about producing a friendly working environment but does not pat attention to task or production.
High-concern for people and low concern for task or production
Laura Law Perak College of Technology
Style (5,5) Middle of the Road
Management
Leaders show moderate amount of concern for people and task or production
Both satisfaction concern
Laura Law Perak College of Technology
Style (9,1) Autocratic Management/
Dictator
Leader wants work schedule to be followed at all cost
Low-concern for people and high-concern for task or production
Laura Law Perak College of Technology
(Style 9,9) Democratic/Team/Participative
Management
Work accomplished from committed people, interdependence, through common interests as well as a relationship of trust and respect.
High-concern for people and high-concern for task or production
Laura Law Perak College of Technology
The Contingency
TheoryTheories of Leadership - 4
CHAPTER 6: LeadershipDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
Laura Law Perak College of Technology
Contingency approachFocuses on situational factors that influence managerial styles.
Tries to identify factors that contribute to effectiveness of leadership styles in each situation
The theory determined:-
There is no one leadership style appropriate in all situations
Appropriate leader behavior varies from one situation to another. The styles of the leader will depend on situational factors such as:-i. Leader-member relations
ii. Task Structure
iii. Position Power
iv. Employees’ Characteristics, experience and expectation
v. Organizational Culture and Policies
Laura Law Perak College of Technology
Leadership Models
1.Path-Goal Theory
2.Life-Cycle or Situational Approach
Laura Law Perak College of Technology
The Path-Goal ModelAccording to the theory,
1. Leader’s job to assist followers in attaining their goals and provide the necessary direction and support.
2. Effective leaders clarify the path to help their works goals and make the journey along the path easier by reducing roadblocks and pitfalls.
3. Assume leader’s style is flexible and can be changed to adapt the situation.
4. Four leadership behavior; Directive, supportive, participative and achievement-
oriented
Laura Law Perak College of Technology
Leadership Behavior1. Directive
Let employees know what is expected of them, schedules work to be done and gives specific as to how to accomplish tasks. Appropriate goals are established。
2. SupportiveFriendly and show concern for needs of employees. Leader provides assistance on employees’ path toward goals
3. ParticipativeConsults with employees and uses their suggestions before making a decision. Employees become satisfied and motivated and accept the leader
4. Achievement-orientedSet challenging goals and expects employees to perform at their highest levels. Effective performance occurs
Laura Law Perak College of Technology
Leaders’ Behavior
• Directive•Supportive•Participative•Achievement-oriented
Environmental
Contingencies
Employee Contingenci
es Leader effectiveness
•Employee Motivation•Employee Satisfaction•Leader Acceptance
Laura Law Perak College of Technology
Life- Cycle TheoryLeader should change his style leadership
according to the level of maturity of his employee and demand of situation
Laura Law Perak College of Technology
MaturityDefined as
- a desire for achievement
- the willingness and ability to accept responsibility
- the education/ experience and skills relevant to particular tasks.
Laura Law Perak College of Technology
The diagram shows;
1. The amount of task behavior that the leader shows.
providing direction, guidelines, controlling, monitoring
2. The amount of relationship behavior the leader provides.
providing consideration and level of emotional support
3. The level of task maturity the followers show towards achieving specific goals that the leader wants accomplished.
tasks or functions
Laura Law Perak College of Technology
PHASES IN DISGRAMPhase 1 – TELLING
• High task, low relationship
• One-way communication
• T: Defines the goal and roles of employees and tell them what, how, when and where to do the task
• R: For employee lack of task relevant maturity
• New Employee
Phase 2 – SELLING
High task, high relationship
T: Employee learning to do the job
R: Employees lack experience and skills to assume responsibility
Manager providing high level of emotional support and encouragement to develop trust and confidence in employee
Laura Law Perak College of Technology
PHASES IN DISGRAMPhase 3 – PARTICIPATING
High relationship, low task
Employee show maturity in performing tasks are more experienced and skilled as well as more achievement-oriented
Motivated to assume more responsibility
Reduce R but continues to give emotional support and consideration to increase employees’ level of responsibilities
Phase 4 DELEGATING
Low relationship, low task
Highest level of employees maturity, possess a high level of task maturity
Skilled experienced and motivated to assume more responsibility
They are self-directed and are able to exercise self-control
Laura Law Perak College of Technology
OTHER TERMS
CHAPTER 6: LeadershipDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
Laura Law Perak College of Technology
POWERDefinition:
- The ability to influence the behavior of others.
- The ability to marshal human, informational or material resources to get something done. (Lewis, 1998)
- There are five types of power; that are legitimate power, reward power, coercive power, referent power and expert power
Laura Law Perak College of Technology
LEGITIMATEInfluence based on leader’s formal position in the
organization’s hierarchy
Access to resources, information and key decision makers gives some leader legitimate power
Benefits of legitimate power;Get a good job for a talented employeeObtain approval for expenditures beyond the budgetProvide easy access to top people in the companyEnsure knowing early about important decisions ad
policy shifts
Laura Law Perak College of Technology
RewardInfluence from leader’s ability
to satisfy follower’s needs
Employees act on a supervisor’s requests because they believe that their behaviors will be rewarded
Laura Law Perak College of Technology
CoerciveAbility of leader to obtain compliance through
fear or punishment
Punishment may take the form of official reprimands, less desirable work assignments, pay cuts & demotions and suspensions & termination
Usually less effective than reward power for the same reasons that punishment has a limited effect as a motivator and some employees respond to coercion
Laura Law Perak College of Technology
Referent Power
Influence based on followers are apt (quickly to learn) to like, admire and want to emulate the leader
Usually is possessed by leaders who have admirable personal characteristics, charisma and excellent reputations
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