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LEADERSHIP
Meaning and importance of leadership
Leadership theories & Leadership styles:
Motivation & communication
Meaning & nature of motivation
Motivation theories
Meaning and process of communication
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Leaders & leadership
Leadership is the process of influencing others to facilitate the
attainment of organizational relevant goals (Ivancevich,
1999,p.409)
Leadership is both a process & a property (Heiftz & Lauries,
1997:124)
As a process leadership is the use of non-coercive influence to:
Shape the group’s or organization’s goals.
Motivate behavior toward the achievement of those goals
Help define group or organization culture
As a property leadership is the set of characteristics attributed to
individuals who perceived to be leaders
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Management vs. leadership
Management is a broad subject that encompasses activities such as
planning, organizing, directing & controlling
Leadership, in contrast focuses on the aspects of people for getting
a job done through inspiring, directing & gaining commitment
towards organizational activities & goals
Thus, leadership is one aspect of management & complements it
Normally, managers can be effective leaders if:
They understand what motivates their subordinates & how
these motivations operate.
They reflect this understanding in carrying out their managerial
actions
Because people tend to follow those who, in their view, offer them
a means of satisfying their own personal goals
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Leadership effectiveness
Excellent leaders are born as well as made
To be the best, however, learn the essential skills
of leadership through:
Formal training courses
On-the-job experience
In general, leadership effectiveness can be
enhanced by:
Focusing on quality
Learning from others
Gaining experiences
Mastering key leadership roles 9
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leadership influence followers
why do people accept the influence of a leader?
One major reason is that leader have power
Power is the capacity to affect the behavior of others (i.e.,
power is the ability to influence the beliefs or actions of other
persons )
There are five major type of power:
Legitimate power: the power a leader has a result of his/her
position
Coercive power: the power a leader has to punish or control
Reward power: the power to give positive benefits or rewards
Expert power: the influence a leader can exert as a result of
his/her expertise, skills, or knowledge
Referent power: the power a leader that arise b/c of a person’s
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desirable resources or admired personal trait
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Theories of Leadership
Trait theory
Behavioral Theories
Contingency theories
Contemporary view on leadership
Meaning and Theories of Motivation
Content Theories
Maslow's Hierarchy of Needs
Herzberg's Two-Factor Theory
Process Theories
Reinforcement Theory
Jeremy Bentham’s “The Carrot and the Stick Approach”
Communication
Communication Process
Types of Communication
Characteristics of Communication
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Theories of Leadership
Leadership does not take place in a vacuum
There are three important variables with which every leader must
deal (Ivancevich, 1999.p.408)
The people who are being led
The task that the people are performed
The environment in which the people & the task exist
B/c these three variables are different in every situation, what is
expected & needed from a leader will be different in every
situation
Consequently, there are multitude of leadership definitions based
on:
leader characteristics- traits or attributes
Leader behaviors- behavior exhibited
Leadership situation – situational variable (task, people, environment)
Outcome or end results – latest approaches to leadership 12
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The Evolution of leadership theory
Behavioral • 1960
theory
Situational
• 1970-80
theory
Contemporary 1990 0n
theory ward
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The Evolution of leadership theory
Trait theory (1920s-30s)
Focused on identifying personal characteristics/ traits that differentiated leaders
from non-leaders
Assumed that leaders shared certain inborn personality traits
View that some people are born leaders
Focused on what an effective leader is, not on how to effectively lead
Later research on the leadership process identified seven traits associated with successful
leadership
1. drive. Leaders exhibit a high effort level. They have a relatively high desire for
achievement: they are ambitious; the have lot of energy; they are tirelessly persistent in
their activities; and they show initiative
2. Desire to lead. Leaders have a strong desire to influence and lead others, they
demonstrate the willingness to take responsibility
3. Honesty and integrity. Leaders build trusting r/nship b/n themselves and followers by
being truthful or non-deceitful and by showing high consistency b/n word and deed
4. Self- confidence. Followers look to leaders for an absence of self-doubt. Leaders,
therefore, need to show self-confidence in order to convince followers of the rightness of
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their goals and decisions.
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The Evolution of leadership theory
Trait theory (1920s-30s)
5. Intelligence. Leaders need to be intelligent enough to gather, synthesize, and
interpret large amounts of information, and they need to be able to create visions,
solve problems, and make correct decisions
6. Job –relevant knowledge. Effective leaders have a high degree of knowledge
about the company, industry, and technical matters. In-depth knowledge allows
leaders to make well informed decisions and to understand the implications of
those decisions.
7. Extraversion. Leaders are energetic. Lively people. They are sociable, assertive,
and rarely silent or withdrawn
Yet, trait theory does not make a judgment as to whether:
The traits can be developed through training & education
Two leaders are alike
A leader possesses all of the traits
Traits of leaders depend on the situation
Therefore, it was unsuccessful 15
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Behavioral Theories
the behavioral approach looked at what good leaders do.
Are they concerned with getting a task done, for instance, or do they concentrate
on keeping their followers happy and maintaining high morale?
there are different behavior theories of leadership:
University of lowa studies
Ohio State university
University of Michigan
University of Lowa studies (kurt lewin)
Identifies three leadership styles:
Autocratic style: low participation, directing & centralized authority
Democratic style: involvement, delegation, high participation & feedback
Laissez-fair style: hands- off lenient management, group freedom to make
decisions
Research findings: mixed result
No specific style was consistently better for producing better performance
However, employees were more satisfied under democratic leader than
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autocratic leader
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The Evolution of leadership theory
Behavioral Theories
Ohio state studies
Identifies two dimensions of leader behavior
initiating structure: refers to defining the leader’s role & the
roles of group members
The emphasis is on achieving goals
Consideration: that reflects friendship, mutual trust, respect, and
warmth in the relationship between leader and followers
The emphasis is on employees welfare
Research findings: mixed results
High- high leaders generally achieved high group task
performance & satisfaction, but not always
Evidence indicated that situational factors appeared to strongly
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influence leadership effectiveness
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The Evolution of leadership theory
Behavioral Theories
University of Michigan studies
Identifies two dimensions of leader behavior
employee oriented: emphasizing interpersonal
r/nships & taking care of employees needs
Production oriented: emphasizing task
accomplishment & technical aspect of the job
Research findings
Leaders who are employee oriented are strongly
associated with high group productivity & higher job
satisfaction
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The Evolution of leadership theory
Contingency theories
The main proposition in contingency approaches is that
the effectiveness of a given leadership of a given
leadership style is contingent on the situation, implying
that certain leaders behaviors will be effective in some
situations but not in others
The main contingency models:
The Fiedler contingency model
The Hersey & blenchard model
The path goal model
The Vroom &Yetton model
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BOSS-CENTERED LEADERSHIP SUBORDINATE-CENTERED LEADERSHIP
Use of authority
by the manager
Area of freedom
for subordinates
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Factors influencing leadership effectiveness
Leader’s
perceptu
Leaders al
background accuracy Behavior &
experience & expectation of
personality supplier
Followers Leaders
background Requireme
experience & performance
nt of the job
personality effectiveness
Organizatio
nal culture Task
& policy Behavior &
understanding
expectation
of peers &
MBA Program, Haile Y
association 21
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The Evolution of leadership theory
Contemporary view on leadership
Transformational
Coaching
Super leadership
Servant leadership
Entrepreneurial leadership
Note: you have to refer appropriate source & comprehend
them
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Motivation Theories
Meaning of Motivation
Motivation is the inner state that causes an individual to behave
in a way that ensures the accomplishment of some goal
Thus, motivated behaviors are voluntary choices controlled by
the individual employee.
The supervisor (motivator) wants to influence the factors that
motivate employees to higher levels of productivity.
Motivation is to inspire people to work, individually or in
groups in the ways such as to produce best results. It is the will
to act.
It is the willingness to exert high levels of effort towards
organizational goals, conditioned by the efforts and ability to
satisfy some individual need.
Motivation is getting somebody to do something because they
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want to do it.
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Motivation Theories
Meaning of Motivation
Factors that affect work motivation include individual
differences, job characteristics, and organizational
practices.
Individual differences are the personal needs, values,
and attitudes, interests and abilities that people bring to
their jobs.
Job characteristics are the aspects of the position that
determine its limitations and challenges.
Organizational practices are the rules, human resources
policies, managerial practices, and rewards systems of
an organization.
Supervisors must consider how these factors interact to 24
affect employee job performance.
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Motivation Theories
Theories of Motivation
Two primary approaches to motivation are content and process.
Content Theories
The content approach emphasizes what motivates employees,
focuses on the assumption that individuals are motivated by the
desire to fulfill inner needs.
Maslow's Hierarchy of Needs
It identifies five levels of needs, which are best seen as a hierarchy
with the most basic need emerging first and the most sophisticated
need last.
People move up the hierarchy one level at a time. Gratified needs
lose their strength and the next level of needs is activated. As basic
or lower-level needs are satisfied, higher-level needs become
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Theories of Motivation
Content Theories
Maslow's Hierarchy of Needs
A satisfied need is not a motivator. The most powerful employee need is
the one that has not been satisfied.
Level I - Physiological needs are the most basic human needs. They
include food, water, shelter and comfort.
The organization helps to satisfy employees' physiological needs by
a paycheck.
Level II - Safety needs are the desires for security and stability, to feel
safe from harm including both bodily and economic disaster
The organization helps to satisfy employees' safety needs by
benefits (adequate wages or salaries).
Level III - Social needs are the desires for affiliation. They include
friendship and belonging. Reflect a person’s desire to be accepted by others.
The organization helps to satisfy employees' social needs through
sports teams, parties, and celebrations.. 26
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Theories of Motivation
Content Theories
Maslow's Hierarchy of Needs
Level IV - Esteem needs are the desires for self-respect and respect
or recognition from others.
The organization helps to satisfy employees' esteem needs by
matching the skills and abilities of the employee to the job.
Level V - Self-actualization needs are the desires for self-fulfillment
and the realization of the individual's full potential.
the desire to maximize whatever potential an individual
possesses.
The supervisor can help fulfill self-actualization needs by
assigning tasks that challenge employees' minds while drawing on
their aptitude and training
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Theories of Motivation
Content Theories
Herzberg's Two-Factor Theory
describes needs in terms of satisfaction and dissatisfaction.
Satisfaction comes from motivators that are intrinsic or job content,
such as:
achievement
recognition
advancement
responsibility
the work itself
growth possibilities
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Theories of Motivation
Content Theories
Herzberg's Two-Factor Theory
Dissatisfaction occurs when the following hygiene factors,
extrinsic or job context, maintenance factors are not present on
the job and include:
pay
Vacations
job security
working conditions
company policy
Holiday
supervision
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Theories of Motivation
Content Theories
Herzberg's Two-Factor Theory
Absence Presence
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Theories of Motivation
Content Theories
Communication
Types of Communication
Formal and Informal Communication
Formal Communication
Vertical communication
Downward communication
Upward communication-
Horizontal communication.
Diagonal communication
Informal communication
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Overcoming Barriers to Communication
Overcoming differing perception-The message should be
explained so that it can be understood by those with different
views and experiences.
Overcoming differences in language-The meanings of
unconventional or technical terms should be explained; single,
direct and natural language should be used.
Overcoming noise-Noise is best dealt with by eliminating it. As
a whole it is good to avoid distracting environments. When
noise is unavoidable, increase the clarity and strength of the
message.
Overcoming inconsistent verbal and nonverbal
communication-Gestures, clothes, posture, facial expression
and other powerful nonverbal communications should agree
with the message.
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