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What is leadership?
Leading people
Influencing people Commanding people Guiding people
Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. There is no better example of this than Winston Churchill. His courageous leadership as prime minister for Great Britain successfully led the British people from the brink of defeat during World War II. He raised his people's hopes with the words, 'These are not dark days; these are great days -- the greatest days our country has ever lived.' Never is strong leadership more needed than in a crisis. In the words of Seneca, the Greek philosopher, 'Fire is the test of gold; adversity, of strong men.'
Defining Leadership Leadership is defined as influence, the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of organisational goals.
Leaders do not stand behind a group to push and prod; they place themselves before the group as they facilitate progress and inspire the group to accomplish organizational goals.
Ingredients Of Leadership
Leadership skill is a combination of at least four major ingredients. The ability to use power effectively and in a responsible manner. The ability to comprehend that human beings have different motivation forces at different times and in different situations. The ability to inspire inspire followers to apply their full capabilities to a project. This is not a matter of need satisfaction; it is rather a matter of people giving unselfish support to a chosen champion. The ability to act in a manner that will develop a climate conducive to responding to and arousing motivation. This is to do with the style of the leader and the climate he or she develops
Leadership
Leadership is not a position, it is an action. The genuine leader is someone who can express a vision and then get people to carry it out. Jack Welch Former CEO of GE
Leadership Powers
An essential part of leadership or management is to influence the people you manage so that they do what you want them to do. The influence of a leader will depend on a variety of factors including their personality and of those around them. For the purposes of this article we will refer to the people that the leader is managing or leading as followers. The influence of a leader over his followers is often referred to as power. Below we will explore the different types of power a leader may have.
Coercive Power
Legitimate Power
power that stems from a formal management position in an organisation and the authority granted to it.
This is the power that a leader has when the followers believe that the leader has a right to instruct them and that they have an obligation to follow instructions. Sometimes legitimacy power is created by the leaders job title (such as captain, doctor, or area manager), combined with the followers belief that the job title gives the leader the right to give them orders.
Referent Power results from characteristics that command subordinates identification with respect and admiration for and desire to emulate the leader. This is the power that a leader has when the followers believe in them and their ideas. Ex : Martin Luther King had very little legitimate power but by the force of his personality, his ideas, and his ability to preach, he was able to strongly influence the behavior of many people. Like wise, a movie star or a military hero might possess considerable referent power.
Expert Power stems out from the specialized knowledge an individual possess.
As he title suggests a leader has expert power when the followers believe that the leader has expert knowledge or skills that are relevant to the job or tasks they have to complete. Often an experienced member of the team or staff in an organisation, can have expert power even though they are not a supervisor or manager. Ex : Physicians, Lawyers.
Planning
Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision
Organizing
Directing Work
Manager Solves problems Negotiates Leader Empowers people Cheerleader
Controlling
Manager Implements control systems Performance measures Identifies variances Fixes variances
Behavioural Theory
Leadership behaviour from 3 points of view: 1. Motivation : - Positive - Negative 2. Authority - Autocratic Leaders - Democratic Leaders - Free-rein Leaders 3. Supervision - Boss-centered Leadership
Leaders behaviour
On the bas is of how leaders use their authority, three basic styles The autocratic leader
Commands and expects compliance, is dogmatic and positive and leads by the ability to withhold or give rewards and punishment.
Leaders behaviour
The free-rein leaders
Uses his power very little, if at all, giving subordinates a high degree of independence in their operations. Depend largely on subordinates to set their own goals and means of achieving them. They see their roles as one of aiding the operations of followers by furnishing them with information and acting primarily as a contact with the groups external environment. The use of any style depends on the situations.
System 3 Consultative
Have substantial but not complete confidence
and trust in subordinates, try to make use of subordinates ideas and opinions, use rewards for motivation with occasional punishment and some participation. Engage in communication flow both up and down; make broad policies and general decisions at the top, allowing specific decision to be made at the lower levels and act consultatively in other ways.
PVK
5,5
9,1
1.9 Style Country Club Management Managers have little or no concern for production but are concerned only for people. Promote environment in which everyone is relaxed, friendly and happy, no one is concerned about putting forth-coordinated effort to accomplish company goals. 9.1 Style Autocratic Task Managers
Concerned only with developing an efficient operation little or no concern for people and quite autocratic in their style of leadership.
5.5 Style Middle of the road management Have medium concern for production and for people. They obtain adequate but not outstanding morale and contributions. They do not set goals too high and likely to have a rather benevolently autocratic attitude towards people.
Managerial grid is a useful devise for identifying and classifying managerial styles but it does not tell us why a manger falls into one part or another of the grid
Fiedlers Theory
Leader-member relations the extent to which the leader has the support and loyalties of followers. Leaders position power the extent to which the leader has the authority to assess follower performance and give reward or punishment. Task structure The extent to which the tasks are standardised, documented and controlled.