THE MEANING OF LEADERSHIP Leadership is at its best when the vision is strategic, the voice persuasive and the

result tangible. In the study of leadership,an exact definition is not essential but guiding concepts are needed. The concepts should be general enough to apply to many situations, but specific enough to have tangible implications for what we do. Inspiring and Influencing other people Today, leadership is increasingly associated with command and control but with the concept of inspiration, of getting along with other people and creating a vision with which others can identify. THE IMPORTANCE OF LEADERSHIP Leadership is vitally important at all levels within the company, from main board to the shopfloor. Leadership is the moral and intellectual ability to visualise and work for what is best for the company and its employees. The most vital thing the leader does is to create team spirit around him and near him, not in a schoolboy sense, but in realistic terms of mature adults. To be effective leadership has to be seen, and it is best seen in action. LEADERSHIP AND MANAGEMENT Management is complex, fragmented, its activities brief, opportunistic, predominantly verbal; leadership is more so. Management reacts. Leadership transforms. It makes a difference. APPROACHES TO LEADERSHIP The qualities or traits approach The functional or group approach, including action centred leadership; Leadership as a behavioural category; styles of leadership; The situational approach and contingency models; Transitional or transformational leadership; and Inspirational leadership.

THE QUALITIES OR TRAITS APPROACH Leadership is of utmost importance. Indeed there is no substitute for it. But leadership cannot be created or promoted. It cannot be taught or learned. THE FUNCTIONAL ( OR GROUP ) APPROACH The functional approach views leadership in terms of how the leaders behaviour affects, and is affected by, the group of followers. The functional approach believes that the skills of leadership can be learnt, developed and perfected. LEADERSHIP AS A BEHAVIOURAL CATEGORY Indicated two major dimensions of leadership behaviour, labelled consideration and initiating structure.

 Consideration reflects the extent to which the leader establishes trust, mutual respect and rapport with the group and shows concern, warmth, support, and consideration for subordinates. The dimension is associated with two-way communication, participation and the human relations approach to leadership. Structure reflects the extent to which the leader defines and structures group interactions towards attainment of formal goals and organises group activities. This dimension is associated with efforts to achieve organisational goals. STYLES OF LEADERSHIP Leadership style is the way in which the functions of leadership are carried out, the way in which the manager typically behaves towards members of the group. The authoritarian ( or autocratic ) style is where the focus of power is with the manager, and all interactions within the group more towards the manager. The manager alone exercises decisions making and authority for determining policy, procedures for achieving goals, work tasks and relationships, control of rewards or punishments. The democratic style is where the focus of power is more with the group as a whole and there is greater interaction within the group. The leadership functions are shared with mambers of the group and the manager is more part of a team. The group members have a greater say in decision making, determination of policy, implementation of systems and procedures. Leissez-faire ( genuine ) style is where the manager observes that members of the group are working well on their own. The manager consciously makes a decision to pass the focus of power to members, to allow them freedom of action to do as they think best, and not to interfere; but it is readily available if help is needed. CONTINUUM OF LEADERSHIP BEHAVIOUR The Continuum presents a range of action related to the degree of authority used by the manager and to the area of freedom available to non managers in arriving at decisions. Tells. The manager identifies a problem, chooses a decision and announces this to subordinates, expecting them to implement it without an opportunity for participation. Sells. The manager still chooses a decision but recognises the possibility of some resistance from those faced with the decision and attempts to persuade subordinates to accept it. Consults. The manager identifies the problem but does not choose a decision until the problem is presented to the group, and the manager has listened to the advice and solutions suggested by subordinates. Joins. The manager defines the problem and the limits within which the decision must be chosen and then passes to the group, with the managers as a member, the right to make decisions. TRANSFORMATIONAL LEADERSHIP Transformational Leadership, by contrast, is a process of engendering higher levels of motivation and commitment among followers.

Transformational leadership is comprised of four basic components : Idealism Influence : The charisma of the leader, and the respect and admiration of the followers; Inspirational Motivation : The behaviour of the leader which provides meaning and challenge to the work of the followers; Intellectual Stimulation : Leaders who solicit new and novel approaches for the performance of work and creative problem solutions from followers; and Individualised Consideration : Leaders who listen and give special concern to the growth and developmental needs of the followers. INSPIRATIONAL LEADERSHIP The big word now associated with leadership is vision. The ability to see the bigger picture. To take the long term view. What the ultimate objectives of the organisation are and how people can work together to achieve them. Perhaps the most important attribute is that a good leader inspires people by creating a climate where its ok for people to make mistakes and learn from them, rather than what happened in the past which was to blame and punish them. POWER AND LEADERSHIP INFLUENCE Reward power is based on the subordinates perception that the leader has the ability and resources to obtain rewards for those who comply with directives. Coercive power is based on fear and the subordinates perception that the leaders has the ability to punish or to bring about undesirable outcomes for those who do not comply with directives Legitimate power is based on the subordinates perception that the leader has a right to exercise influence because of the leaders role or position in the organisation. Referent power is based on the subordinates identification with the leader. Expert power is based on the subordinates perception of the leader as someone who is competent and who has some special knowledge or expertise in a given area. THE LEADERSHIP RELATIONSHIP The characteristics of the leader The attitude, needs and other personal characteristics of the followers. The nature of the organisation, such as its purpose, its structure, the tasks to be performed and; The social, economic, and political environment. EFFECTIVENESS OF LEADERSHIP STYLES Coercive Leaders : who demand immediate compliance Authoritative leaders : who mobilise people towards a vision Affiliative leaders : who create emotional bonds and harmony Democratic leaders : who build consensus through participation Pacesetting leaders : who expect excellence and self direction Coaching leaders : who develop people for the future.