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7/27/2019 Leadership in Organisations
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4TH LECTURE (KNUST)
SCHOOL OF BUSINESS-KNUST
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LEADERSHIP AND
ORGANISATIONAL BEHAVIOURMr. J. Oppong-Mensah
0540803577KNUST School of Business
Dept. of Managerial Science
mailto:[email protected]:[email protected]7/27/2019 Leadership in Organisations
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LEADERSHIP(driving high performance)
Expected learning outcomes
Describe, compare and evaluate the different approaches toManagerial Leadership
Evaluate the concept of transformational and inspirationalleadership
Describe the role of leadership in the context of change and high
performance organisations
Evaluate the concept of Managerial Leadership Effectiveness
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Indicative examination questions
Explain the differences between transactional and transformational
leadership
Briefly outline two leadership theories and consider how relevant they are
to your organisation or an organisation that you are familiar with.
As a leader of a team of experienced professionals, you are asked to
implement a particularly unpopular customer care initiative. What
leadership style or approach might you adopt in this situation and why?
Drucker (1955) saidLeadership is of utmost importance. Indeed there is
no substitute for it. But leadership cannot be taught or learned-Critically
evaluate this assertion.
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LEADERSHIP
Leadership is currently much discussed;
academic studies have multiplied like amoeba
since the1970s.
Entering leadership into Google provided
around126 million entries worldwide, and
around 8.4 million for the UK alone.
A similar search on Amazon UK gave more
than 53,000 books on the topic
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LEADERSHIP
There is no single definition of leadership that satisfies
everyone. John Adair, a leading British authority on the
subject, says leadership, like all personal relations,
always has something unknown, something mysteriousabout it.
To attempt a partial definition, leadership is very much
about the ability to influence people by personal
attributes and behaviours.
Chartered Institute of Personnel & Development (January, 2010)
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LEADERSHIP
Leadership is a combination of persuasion and compulsion that
results in making people do things they might not otherwise
have doneAdair(2006)
There is no single template of leadership behaviour, which inturn poses the question of:
A) whether leaders can be developed
B) what are the qualities/competencies of leadership
C) how can they be brought out?
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Managerial Leadership
The vast majority of studies and books on leadership seem to
concentrate on the activities of charismatic and maverick Chief
Executives or famous explorers whose situations are so far
removed from those of most managers and supervisors as to be
of minimal value.
Our views on what constitutes good leadership in today's
organisations, is changing. We see leadership less in images of
charismatic commanding officers leading troops into battle and
more in terms of the subtle day-to-day interactions between all
managers and their staff at every organisational level.
Hence, we need a common sense understanding of leadership
as it applies to our individual jobs and organisations
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Is Leadership the same as Management?
Although the two terms are often used interchangeably;
Management is about the planning, organisation, co-ordination
and implementation of strategies, tactics and policies imposed
from the top in an apparently rational economic manner. Getting
things done through people-command and control.
Leadership on the other hand is often associated with the willing
and enthusiastic behaviour of followers and does not necessarily
take place in the hierarchical structure of the organisation
Leadership is not part of the job but a quality that can be brought to a job
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LEADERSHIP & MANAGEMENT AS
COMPLEMENTARY QUALITIES
Just as management without
leadership encourages an uninspiredstyle, which deadens activities,leadership without management
encourages a disconnected style,which promotes hubris (Mintzbergand Gosling-2003)
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Why study Leadership as part of my EMBA?
Leadership has the potential to develop team work and the
integration of individual and team goals. Research has shown that there is a positive relationship
between the organisations priority given to leadershipdevelopment and the level of employee motivation andsatisfaction-research by Chartered Management Institute (2003)
The leaders actions have a strong effect on the beliefs andexpectations of teams and individuals
According to Cannon (2003) leaders build productive climatesby shaping culture over the longer term through individual
leadership practices Management, Leadership and Employee Involvement are
complementary features of high performance organisations.
CBI/TUC submission to the UK productivity initiative (2001)
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Leadership and Productivity
Employees who receive good leadership are likely toincrease productivity.
There is an assumption that good leadership leads tohigh morale, and high morale leads to higher
productivity. It also reduces staff turnover and absenteeism, which
ultimately raises productivity by minimizing trainingtime and disruption caused by absent workers.
Again, leaders are often instrumental in structuringthe work so that subordinates could realize theirability for creative achievement.
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Approaches to Leadership/Some Schools of Thought
The qualities or traits approach
The functional or group approach
Contingency theories
Transactional Leadership
Transitional or transformational leadership
Inspirational or visionary leadership
Leadership styles
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Qualities/Traits Approach
The qualities/traits approach assumes thatleaders are born and not made.
They argue that individuals inherit some
qualities that makes them effective leaders. The emphasis is on the individual on the job
and not the job itself.
Hence careful selection of Leaders rather thantraining for leadership.
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TRAIT LEADERSHIP FEATUREIntelligence
Helps managers understand complex issues and solve problems.
Knowledge and
Expertise
Helps managers make good decisions and discover ways to increase
efficiency and effectiveness.
DominanceHelps managers influence their subordinates to achieve
organisational goals.
Self-confidence
Contributes to managers effectively influencing subordinates and
persisting when faced with obstacles or difficulties.
High energyHelps managers deal with the many demands they face.
Tolerance for stressHelps managers deal with uncertainty and the making of difficult
decisions.
Integrity and honestyHelps managers behave ethically and earn their subordinates trust
and confidence.
Maturity
Helps managers avoid acting selfishly, control their feelings, and
admit when they have made a mistake.
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Criticisms of the qualities/traits approach
lack of a definitive list of leadership traits
failed to take into account the impact of situations
The danger of subjective inehaustive list of the most
important leadership traits
no linkage between leadership trait and group or teamperformance
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Functional/Group Approach
The functional approach builds on this by breaking the
leadership role into various functions, with emphasis on doingrather than being.
This in turn emphasizes on the functions of leadership and
considers how the leader affects and is affected by theindividual and groups through series of specific activities and
interactions.
The proponents are of the view that leadership is alwayspresent in any group engaged in a task
Leadership is a set of skills that can be learned, developed
and perfected.
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The Action-Centred /Style Approach
This approach is an extension of the Functional
Approach and it focuses on what leaders do rather
than who leaders are. This is associated with the work
of Adair (1979)
In this approach, the leader engages in three inter-related and overlapping behaviours which aretask, teammaintenance and individual needs.
The central purpose of the theory is how leaders
combine the three essential overlapping needs forunity of purpose.
Please read Chpt. 10 of Mullins (2010)
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Interaction of needs at the Team Leadership level
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Levels of Managerial Leadership in OrganisationsStrategic, Operational & Team Levels
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Action-centred Leadership
TASK FUNCTIONS TEAM FUNCTIONS INDIVIDUAL FUNCTIONS
Achieving the objectives of
the work group
Maintaining morale &
building team spirit
Meeting the needs of
individual members of the
group
Defining group tasks The cohesiveness of the
group as a working unit
Attending to personal
problems
Planning the work Setting standards Giving praise and status
Allocation of resources Systems of communication
within the group
Reconciling group needs
and needs of the individual
Organisation of duties and
responsibilities
Training the group &
appointment of sub-
leaders
Training of individuals
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Leadership as a Behavioural Category
The Ohio State University studies identified; initiating structure
and consideration as the core leadership behaviours.
Consideration ;reflects on the extent to which the leader
establishes trust, mutual respect and rapport with the group and
shows concern, warmth, support and consideration for the
individual members
Initiating structure; reflects the extent to which the leader
defines and structures group interactions towards the
attainment of formal goals.
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Contingency Theories of Leadership
The contingency theories are based on the belief that there is no
Single style of leadership appropriate to all situations.
Key contingency models are:
Favourability of leadership situation (Fiedler)
Quality and acceptance of leaders decision (Vroom & Yetton)
Situational Leadership (Hersey & Blanchard)
Path-goal theory (House et al)
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Contingency Theories of Leadership
PATH-GOAL THEORY
The Path-Goal Theory of Leadership was developed to describe the
way that leaders encourage and support their followers in achieving
the goals they have been set by making the path that they should take
clear and easy. In particular, leaders:
Clarify the path so subordinates know which way to go.
Remove roadblocks that are stopping them going there.
Increasing the rewards along the route.
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PATH-GOAL THEORY
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Transformational/Transitional Leadership
Transformational leadership is defined as a leadership approach
that causes change in individuals and social systems. In its ideal
form, it creates valuable and positive change in the followers
with the end goal of developing followers into leaders.
In the organisational sense, transformational leadership is about
transforming the performance or fortunes of a business.
They are usually identified in terms of providing vision, sense of
mission and arouse strong emotions.
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TRANSFORMATIONAL/TRANSITIONAL LEADERS
Inspires followers to trust the leader
Increase staff awareness of the importance of their tasks andmake the staff feel belonging to the team
Make staff aware of their needs for personal growth,development and accomplishment
Motivate staff to work for the good of the organisation ratherthan just their own personal gain or benefit
GOING THE EXTRA MILE
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Transactional Leadership
Is based on the legitimate authority of leaders within the
bureaucratic structure of the organisation.
It based on relationship mutual dependence and exchange ofprocess of: I will give you this, if you do that-emphasis is on
reward & punishment.
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Inspirational Leadership
Leadership based on personal qualities or charisma. The
inspirational leader connects with the led, appreciates the
capabilities of others and through trust will unlock the powers
within others
The extent to which charismatic or inspirational leadership helps
to bring about improvement in organisational performance is
open to debate
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Leadership Styles
Authoritarian/Autocratic-is where the focus of power is with the boss, allinteractions within the organisation move towards the boss. The manager alone
exercises decision-making and authority for determining policies
Democratic-is where the focus of power is more with the group as a wholeand there is greater interaction within the group. Leadership functions are shared
with members of the group and the boss is seen as part of the team.
Laissez-faire (genuine)-is where the manager observes that members ofthe group are working well on their own. The manager consciously make a
decision to pass the focus of power to the team, but may occasionly give
directives.
Please not that genuine laissez-faire is different from abdication
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SHORTCOMINGS OF THE LEADERSHIP STYLE
A major criticism of the leadership styles is that they
assume these styles are universally applicable.
The literature is unable to explain the causal
relationship between leadership styles and workersmorale and how they impact on productivity because
subordinates misperceive or perceive the intentions
of their leaders.
Another critique of the literature is that it assumes
that organisations are rational in selecting effective
leaders to step into the leadership positions.
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Power and Leadership influence
In an organisation, leadership influence will be dependent upon
the type of power the leader can exercise over the followers. The
main sources of power are:
a) REWARD POWER:based on the subordinates perception that the leader has theability and resources to obtain rewards to those who comply with directives; pay,promotion, praise recognition etc.
b) COERCIVE POWER-based on the subordinates perception that the leader has theability to punish or bring about undesirable outcomes to those who fail to comply withdirectives.
c) LEGITIMATE POWER-is based on the perception that the leader has a right to exerciseinfluence because of the leaders position in the organisation.
d) REFERENT POWER-based on the subordinates identification with the leader,attractiveness, charisma etc.
a) EXPERT POWER-subordinates perception of the leader as having an expert knowledge
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Leadership Effectiveness
Research has shown that the most successful and efficient leaders rely
on more than one leadership style. Effective leaders use a collection ofdistinct styles each in the right measure at the right time.
The main styles being:
A) Visionary- provides long-term vision
B) Commandingdemands compliance
C) Affiliative-who creates emotional bonds and harmony in work
D) Democratic-who builds commitment through consultation
E) Pace-setter-who pushes to accomplish tasks
F) Coaching-who develops people for the future
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Variables affecting Leadership Effectiveness
The characteristics of the leader/manager
The type of power of the leader and the basis of the leadershiprelationship
The relationship between the leader and the group and among
members of the group
The nature of the task to be achieved
Technology, systems of communication and methods of work
organisation
The socio-cultural structure of the organisation
The influence of national culture (political & economic)
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The Shadow of Leadership
Leaders focus on what they see as important and seem unconscious
of the unintended but massive impact they may be having on their
colleagues, groups and clients. By so doing their actions cast a
shadow on others
All leaders by performing their duties cast a shadow on whatever
leadership style they adopt.
It is important for leaders to be fully aware and careful of the shadowthey cast and its impact on others.
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Authority without Arrogance
The whole idea of perfection in leadership is outdated and
unhelpful and leaders who do not open themselves to feedbackand do not reflect on their own behaviour come across as
arrogant.
Leaders have to be authentic and accept their vulnerability andadmit their mistakes. Successful leaders use their authority to:
Build a culture of discipline
Keep in touch with how people are feeling Know the strengths and weaknesses of the members of the
team
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No One Best Form of Leadership
Effective leaders recognise and develop
appropriate leadership style for the
different stages of the innovation
process.
Leadership is not one size fits all
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Leaders of the Future
Ideas and innovations that brought about success in the past willnot bring sustainable competitive advantage in the future-Gratton (2004)
Expectations of future leaders:
Dream collectively
Balance the short term with the longer term
Build an organisation that values people
Understand the reality of the organisation
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