RESEARCH FINDINGS, PRACTICES, AND SKILLS.

BY
ANDREW J. DUBRIN
THE NATURE AND IMPORTANCE
OF LEADERSHIP
OBJECTIVES:
MEANING OF LEADERSHIP AND ITS DIFFERENCE
FROM MANAGEMENT.
INFLUENCE OF LEADERSHIP ON
ORGANISATIONAL BEHAVIOUR.
IMPORTANT LEADERSHIP ROLES.
MAJOR APPROACHES TO LEADERSHIP.
DEVELOPMENT OF LEADERSHIP SKILLS .
THE MEANING OF LEADERSHIP
LEADERSHIP IS THE ABILITY TO INSPIRE
CONFIDENCE AND SUPPORT PEOPLE WHO ARE
NEEDED TO ACHIEVE ORGANISATIONAL GOALS.
INTERPERSONAL INFLUENCE DIRECTED
THROUGH COMMUNICATION TOWARD GOAL
ATTAINMENT.
THE INFLUENTIAL INCREMENT OVER AND
ABOVE MECHANICAL COMPLAINCE WITH
DIRECTION AND ORDERS.
CONTINUED
AN ACT THAT CAUSES OTHERS TO ACT OR
RESPOND IN SHARED DIRECTION.
THE ART OF INFLUNCING PEOPLE BY
PERSUASION OR EXAMPLE TO FOLLOW A LINE
OF ACTION.
 THE PRINCIPLE DYNAMIC FORCES THAT
MOTIVATES AND COORDINATES THE
ORGANISATIONIN THE ACCOMPLISHMENT OF
ITS OBJECTIVES.
LEADERSHIP AS PARTNERSHIP
IT IS LONG-TERM RELATIONSHIP OR
PARTNERSHIP BETWEEN THE LEADER AND THE
GROUP MEMBERS.
PARTNERSHIP OCCURS WHEN CONTROL SHIFTS
FROM THE LEADER TO THE GROUP MEMBERS IN
A MOVE AWAY FROM AUTHORITIANISM AND
TOWRDS SHARED DECISION MAKING.
CONTINUED
FOUR THINGS ARE NECESSARY FOR A VALID
PARTNERSHIP TO EXIST:
EXCHANGE OF PURPOSE.
A RIGHT TO SAY NO.
JOINT ACCOUNTABILITY.
ABSOLUTE HONESTY.
 EMPOWERMENT AND TEAM BUILDING SUPPORT
THE IDEA OF A PARTNERSHIP
LEADERSHIP VS MANAGEMENT
 INVOLVES ALIGNING  ORGANISE AND STAFF.
PEOPLE.  CONTROLS AND SOLVES
 MOTIVATES AND INSPIRES. PROBLEMS.
 PRODUCES CHANGE.  PREDICTABLE ORDERS.
 COOPERATION AND  MORE FORMAL AND
TEAMWORK SCIENTIFIC.
 CREATES A VISION, GIVES  MAKES SOPS, AND
DIRECTION AND THE TIMETABLE FOR ACHIEVING
STRATEGY FOR THE NEEDED RESULTS
ACHIEVEMENT
IMPACT OF LEADERSHIP ON
ORGANISATIONAL PERFORMANCE
LEADERS THROUGH THEIR ACTIONS AND
PERSONAL INFLUENCE BRING ABOUT A CHANGE.
LEADERSHIP DOES MAKE A DIFFERENCE, AS
SUCH FREQUENT ANTIDOTE TO MAJOR
PROBLEMS IS TO REPLACE THE LEADER.

EXAMPLE:
A NEW COACH, NEW PRINCEPAL OF A SCHOOL, A
NEW OWNER……etc.
FORMAL LEADERSHIP DOES NOT MAKE
A DIFFERENCE
SUBSTITUTES FOR LEADERSHIP.
CLOSELY KNIT TEAM OF HIGHLY TRAINED
INDIVIDUALS.
INTRENSIC SATISFACTION.
COMPUTOR KNOWLEDGE.
PERFORMANCE NORMS.
LEADER IRRELEVANCE.
LEADERSHIP ROLES
LEADING IS A COMPLEX ACTIVITY, AS SUCH
REASERCHERS HAVE IDENTIFIED EIGHT ROLES
AS A PART OF LEADERSHIP FUNCTION;
1. FIGURE HEAD LEADER
2. SPOKESPERSON
3. NEGOTIATOR
4. COACH
5. TEAM BUILDER
6. TEAM PLAYER
7. TECHNICAL PROBLEM SOLVER
8. ENTREPRENEUR
SATISFACTIONS AND FRUSTRATIONS OF
BEING A LEADER
FOLLOWING ARE THE SEVEN SOURCES OF
SATISFACTION:
1. A FEELING OF POWER AND PRESTIGE.
2. A CHANCE TO HELP OTHERS
3. HIGH INCOME
4. RESPECT AND STATUS
5. GOOD OPPORTUNITIES FOR ADVANCEMENT
6. A FEELING OF “BEING IN ON” THINGS
7. AN OPPORTUNITY TO CONTROL MONEY
FRUSTRATIONS AND DIS-SATISFACTIONS
FOLLOWING CIRCUMSTANCES RESULT IN
FRUSTRATION OF A LEADER:
1. TOO MUCH UNCOMPENSATED OVERTIME
2. TOO MANY HEADACHES
3. NOT ENOUGH AUTHORITY TO CARRY OUT
RESPONSIBILITY
4. LONELINESS
5. TOO MANY PROBLEMS INVOLVING PEOPLE
6. TOO MUCH ORGANISATION POLITICS
7. THE PERSUIT OF CONFLICTING GOALS
 FRAMEWORK OF UNDERSTANDING
LEADERSHIP

Leaders,
Characteristic
and Traits

Internal and External Internal and External Leadership

Environment Environment Effectiveness

Group Member
Characteristic
NINE DILEMMAS LEADER FACES
BROAD BASED LEADERSHIP VERSUS HIGH
VISIBILITY LEADERSHIP
INDEPENDENCE VERSUS DEPENDENCE
CREATIVITY VERSUS DISCIPLINE
TRUST VERSUS CHANGE
BUREAUCRACY BUSTING VERSUS ECONOMIES
OF SCALE
PRODUCTIVITY VERSUS PEOPLE
LEADERSHIP VERSUS MANAGEMENT
REVENUE GROWTH VERSUS COST CONSTRAINT
SKILL DEVELOPMENT
DEVELOPING LEADERSHIP SKILLS IS MORE
COMPLEX THAN DEVELOPING A STRUCTURED
SKILL.
FOLLOWING MEANS COULD BE USED:
1. IMPROVING CONCEPTUAL KNOWLEDGE
2. EXPERIMENTAL EXERCISES
3. FEEDBACK ON SKILL UTILISATION
SUMMARY
LEADERSHIP IS THE ABILITY TO INSPIRE
CONFIDENCE AMONGST PEOPLE WORKING FOR
ACHIEVING ORGANISATIONAL GOALS.
LEADERSHIP CAN BEST BE UNDERSTOOD BY
EXAMINING ITS KEY VARIABLES:
1. LEADER CHARACTERSTICS AND TRAITS
2. LEADER BEHAVIOUR AND STYLE
3. GROUP MEMBER CHARACTERSTICS
4. INTERNAL AND EXTERNAL ENVIORNMENT