CHAPTER 8

LEADERSHIP
 Contents of Topic :
• 8.1
Definition
• 8.2
Importance
• 8.3
Source of leader power
• 8.4
Approaches to leadership
• 8.4.1 Leader traits
• 8.4.2 Leader behavior
• 8.5 Major Phases in Leadership
Researchers
• 8.6 Leadership Models
 Objective
Upon Completing this topic, students should be
able to :
• Define Leadership
• Describe the major phases in leadership
researchers
• Explain and discuss leadership models such as ;
– The Managerial Grid
– Situational Leadership Model
– Path-Goal Model
– Fiedler’s Contingency Model
 Definition of
Leadership

Major phases in leadership

researchers

Trait
Trait Behavior
Behavior Situational
Situational
Phase
Phase Phase
Phase Phase
Phase

Physical Managerial Grid Hourse’s Path-

Model Goal Model
(Blake & Mouton) (Hourse & Evan)
Social
Background
Hersey & Blanchard’s
Personality Situational Leadership
Model (Hersey &
Blanchard)
Social
Characteristics Fiedler’s
Contingency
Task Related Model ( Fiedler)
Characteristics
 8.1 Definition

• Definition of leadership :
i. The process of influencing a group toward
the achievement of goals. – Robbins
ii. The process of directing and influencing
the tasks related activities of group
members. – Stoner

• Definition of leader :
i. Someone who can influence others and
who has managerial authority.
 8.2 Importance

• Make contributions to organization

• Enhance cooperation
• Encourage teamwork
• Motivate workers
8.3 Source of leader power
• Power – the capacity to affect the behavior of others.
• There are 4 types of power :

1. Legitimate power
Power that gain from a position’s in the managerial
hierarchy and the authority placed in the position.

2. Reward power
Power that is based on the capacity to control and
provide valued rewards to others.

3. Coercive power
The ability to punish others when they do not engage in
desired behaviors.

4. Expert power
Possession of expertise and knowledge that is valued by
others.
8.4 Approaches to leadership

8.4.1 Leader traits

The trait approach to leadership states that:

• Evaluation and selection of leaders are based on

their physical, mental and psychological
characteristics.
• Leaders have certain personality traits, or leaders
are born with certain characteristics or
personality traits.
• The presence or absence of these characteristics
distinguishes leader from non leaders.
 Key
Key
Physical Task related
Appearance
traits
traits characteristics

Social Social
background characteristics
Personality
Physical appearance
• Examples : young to middle-aged, energetic, striking
appearance, tall, slander, facial expression, gestures, age,
etc.
Social background
• Examples : educated at the right schools, socially
prominent or upwardly mobile.
Personality
• Examples : Adaptable, aggressive, emotionally stable
dominant, self confidence, introvert vs extrovert (quite or
talkative)
Social characteristics
• Charming, tactful, popular & cooperative
Task related characteristics
• Examples : driven to excel, acceptance of responsibility,
full of initiative, results-oriented, vision & assertiveness.
 8.4.2 Leader behavior
The behavioral approach to leadership :
• Focus on differences in the actions (behavior) of
effective and ineffective leader.
• Looking at what leaders actually do :
– How they delegate task to subordinate?
– Where and when they communicate to others?
– How they perform their roles?

Studies by University of Michigan :

• Production - centered leadership style : leaders set
standards, organize & pay close attention to
employees’ work and are interested in result.
• Employee – centered leadership style : leaders
encourage employees to participated in making
decisions and make sure they are satisfied with their
work.
The leadership functions generate two different leadership styles :

i. Task-oriented / Production centered

• The primary goal of managers using this style is getting the job done to
their satisfaction. The style of a leader who is task oriented would be that
he :
– Plans and defines work to be done
– Assigns task responsibilities
– Sets clear work standards
– Urges task completion and monitors results
– Supervises employees
– Is concerned only with getting the job done rather than the development or
growth of the employees

ii. Employee-oriented /People-oriented

• Managers try to motivate rather than control the employees. Employees
are encouraged to participate in decision making.
• Manager show a high amount of consideration towards employees’ idea
and feelings.
• The characteristics of a manager who practices employee oriented are :
– warmth and he has social rapport with subordinates
– Respect for the feelings of others
– Sensitivity to the needs of others
– Mutual trust
 8.5 Major Phases in Leadership
Researchers
There are 3 phases introduced:

i) Trait phase
– Attempt to determine what specific traits make a
person an effective leader.
ii) Behavior phase
– Attempt to determine what particular behavior style
leader utilize to cause others to follow them.
iii) Situational phase
– Attempt to explain leadership within the context of the
larger work situation in which it occurs.
 8.6 Leadership Models
(a) Behavior approach

• Managerial Grid Model

– Developed by Robert Blake and Mouton.
– It identifies 5 leadership style that
combines differing proportions of concern
for production and concern for people.
– The grid encourage the leader to size up
each situation by making good use of
knowledge on human behavior.
 The 5 leadership styles are depicted in the diagram below :

High
C
O 9 (1,9) (9,9)
Co
N n
8
C c
E e
7
r
R n
6
N
f
5 (5,5)
o
r
4
F
O p
3
e
R op
2
l
P e
1 (1,1) (9,1)
E
0
O 1 2 3 4 5 6 7 8 9
P Concern for production
L
E
Concern for production
 The points shows different leadership styles that are practiced by
managers. The points are as such :

• Point (1,1) – Impoverish Management

– The management or manager has little concern for either
people or production.
– Also known as ‘Laissez-Faire’
– Exertion of minimum effort to get required work done is
appropriate to sustain organizational membership.

• Point (1,9) – Country Club Management

– Attention people’s needs for satisfying relationship will lead to
comfortable friendly organization atmosphere and work tempo.
– Highly concerned for individual personal.

• Point (5,5) – Middle of The Road Management

– Shows moderate concern for people and production.
– Adequate organization performance is possible, through
balancing the necessity to get out work with maintaining morale
of people at a satisfying level.
• Point (9,1) – Autocratic / Authoritarian Management
– Has a high concern for production and a low concern for
people.
– Stress on operating performance is possible, through
balancing the necessity

• Point (9,9) – Democratic / Supportive Management

– Has a high concern for people and production relationships.
– Work accomplishment is from committed people,
interdependence through common interests as well as
relationship of trust and respect.
– Managers must be also concerned for the feelings &
interests of the group members.

** Among the 5 leadership styles, point (9,9) is the best to generate

improved performance, low absenteeism & turnover.
b) Situational contingency approach
(i) Hourse’s Path-Goal Model

Contingency
Contingency Contingency
Contingency
EmployeeNeeds
Employee Needs Structured
Structuredtasks
tasks
EmployeeAbilities
Employee Abilities Unstructured
Unstructuredtasks
tasks

Leadership Styles
Achievement
Directive
Participative
Supportive

Leader effectiveness
High worker productivity
High job satisfaction
Low employee turnover
Few grievances
ii. Life Cycle @ Situational Leadership Model
(by Hersey and Blanchard)

The model suggests that the levels of directive and

supportive behaviors of leaders will vary based on
the level of maturity of the employee or team.

• Directive behavior
- One way communication from leaders to followers.
- Example : spelling out duties, telling followers what
to do, where, when and how.

• Supportive behavior
- Two way communication between leader and followers.
- Example : listening, providing encouragement &
involving followers in decision making.
• Maturity
- Subordinate’s ability to set high but attainable goals and
accept responsibility for reaching them.
I – Directive Style @ Telling
• High task, Low relationship
• Giving of clear instruction and specific direction.

II – Coaching Style @ Selling

• High task, High relationship
• Expanding 2 way communication and building confidence and
motivation.

III – Supporting Style @ Participating

• High relationship, Low task
• Active 2 way communication and support efforts to use skills.

IV – Delegating Style
• Low task, Low relationship
• Giving responsibilities for carrying out plans and making task
decisions.
iii. Fiedler contingency theory

A leadership model that

suggests successful
leadership depends on
matching the situation and
the leaders’ style.
 This theory depend on :

i. Leadership style

Least preferred co-workers (LPC)

Employee with whom a leader can work east
well.
Relationship – oriented leader
A leader concerned about employees’ feeling
and welfare.
Task oriented leader
A leader concerned with getting the job done.
 ii. Situational variables

Leader-member relations
The extent to which a leader is accepted
by the group.

Task structure
The degree to which the job is routine.

Leader position power

The extent to which a leader has
legitimate coercive & reward power.
End of topic…..