The third function of management is leading.

It is possible said
that this function having the unique characteristic comparing to
other functions. The leading function employ the humanistic
perspective and requireless systematic process for analytical as
other functions. The leading function recently can be called:
Leading- to Inspire Effort. (Dessler, G 2002) First of all, we
must understand the keyword of the function. “Leadership”

Planning Ahead

• What is leadership?
• What are the important leadership models and theories?
• What are current directions in leadership development?

Today…Leadership
The face of leadership is changing, because the business’s
environment. Today, managers must make quicker, more accurate
decisions in a consensus building and teamwork environment.

Definitions

• Leadership is a complex process by which a person

influences others to accomplish a mission, task, and
objective and directs the organization in a way that makes
it more cohesive and coherent.
• Leadership is the ability to influence a group towards the
achievement of goals.
• Leader can create the memory &shadows of leadership
create a certain atmosphere or climate. Leaders not only
face to face impact on people.
 As the study about leadership is being more emphasize
during 50 years and the way leader perform their work was
directly affect by the environmental setting as follow;

Definition of leadership during 50 years

• Leadership is “the behavior of an individual…directing the

activities of a group toward a shared goal” (Hemphill
&Coons, 1957)
Explanation: During the 1950s review leadership as the
behavior for directing activity in organization. Then the
next 20 year, the leader still be someone who carry on the
routine directive in organization
• Leadership is the influential increment over and above
mechanical compliance with the routine directives or
organization (Katz&Kahn, 1978)
Explanation: However, in 1980s review leadership as
the process, which mean the Leadership study is being more
systematic
• Leadership is the process of influencing the activities of an
organized group toward goal achievement (Rauch & Behling,
1984)
Explanation: In 1990, Leadership was reviewed as the
process that not only managers have to direct, but also, he
shares idea and commitment from staff in organization.
Leader is the change agent in organization.
• Leadership is a process of giving purpose (Meaningful
direction) to collective effort, and sourcing willing effort to
be expanded to achieve purpose (Jacob&Jaques, 1990)
• Leadership... Is the ability to step outside the culture...? To
start evolutionary change process that are more adaptive
(Schein, 1992)
• Leadership is the process of making sense of what people
are doing together so that people will understand and be
committed (Drath & Palus, 1994)
What is Leadership?

• Leadership and Vision

o Leadership
 process of inspiring others to work hard to
accomplish important tasks
o Vision
 someone who has clear sense of future

Building Blocks of Being a Leader

source:Dessler, G. A Framework for management. Prentice hall,

New Jersey, 2002.

Apart from the definition that show the development of the

field of study, there are many leadership theories that also show
the development.

6.3 Leadership Theories

• The leadership literatures are voluminous, and much of is

confusing and contradictory. We can separate it into 3
leading theories to explain how people become leaders.
• The first one explains the leadership development for a
small number of people which is the Trait Theory (Some
personality traits may lead people naturally into leadership
roles.)
• Search for Leadership Traits.
• For person that inherits the ability for being a leader might
have the following traits.
o drive
o desire to lead
o motivation
o honesty and integrity
o self-confidence
o intelligence and knowledge
o flexibility

Trait theories

 For the trait theory, Myers-Briggs: Type Indicator

(MBTI) have identify there are 16 personality types
of people whose have different styles and level for
being leader. The Myers-Briggs theory is compound
of.
o Extraverts VS Introverts
o Sensers VS iNtuitives
o Thinkers VS Feelers
o Judgers VS Perceivers
 For example the ENFJ is an outstanding leader of
groups, both task groups and growth groups. ..Found in
only about 5% of population the most rarely to find in
the personality trait. However there are some
awareness as followed,

Awareness

 Trait alone are not sufficient for explain leader. It’s

depend upon action that it’s right or not.
  Western scholars developed many Leadership
theories. So it’s might hardly to explain leader in
Asian countries.
 Leader is related to power, leaders without power are
really not leaders because they have no chance to
influence anyone to do anything. Leaders in
organization normally derive much of their power
from their formal opposition and the ability to
allocate reward. In some cases, leaders may have
expert are referent power depend upon their
individual charismatic.

Behavioral Theories

To find out what's manager do or exhibit on the job

and compare action of manager.
The behavioral theory differs to trait theory in terms
of the application terms. For trait theory: the leader is
naturally born but behavioral theory is something that we
can train.

Many schools study about behavioral theory as follows.

 Ohio State Studies

 The most comprehensive and replicated of the
behavioral theory result form research that began at
Ohio State University in the late 1940’s. The study
sought to identify independent dimensions of leader
behavior. And formed the 2 categories that
substantial accounted for most of the leadership
behavior describe by subordinate which
called Initiating structure andConsideration

 Initiating structure
• Is leading behavior whereby the person
organizes work done.
  Consideration

♣ Leader behavior indicative or mutual trust

friendship support respect and warmth.

Conclusion

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·Ó§Ò¹ãËéÊÓàÃç¨ ·ÓãËé¼ÙéÍÂÙè㹡ÅØèÁ¾Íã¨
 However, in practical terms in most situations,
considerate leaders will have more satisfied
subordinates” (Dessler G.2002)

Behavioral Theories
University of Michigan Studies
The Michigan group also come up with two
dimensions of leadership behavior which are
Employee -oriented, which associated with higher,
group productivity and higher job satisfaction.

Production- oriented which tend to be associated with

low group productivity and low worker satisfaction

• Participative and Autocratic styles (Kurt Lewin)

Leadership style is the manner and approach of
providing direction, implementing plans and motivating
people., There are three different styles of
leadership
• Participative- share problem with sub as a group
• Autocratic- solve problem and make decision by
themselves based upon information available.
• Delegative (Free reign, Laisez Faire) leader allows the
employees to make the decision However the leader is
 still responsible for the decisions that are made use
when employee can analyze the situation.
• Although most leaders use all three styles, one of
them becomes the dominate one for each person.

Sources: Dessler. G.A Framwork of management.Prentice

Hall, New Jersey, 2002
Behavioral Theories

• The managerial grid

• Robert Blake and Jane Mouton. They proposed a
managerial grid based on the styles of concern for
people and concern for production, which represent
the Ohio State and Michigan dimension.
• the grid is one of the leadership model
• The leadership model help us to understand what
makes leaders act the way they do in certain
situations, the deal is not lock yourself in a type of
behavior discussion
Managerial grid

• The grid has 9 possible positions along each axis,

creating 81 different position in which the leader
style may fall the grid dominating factors in a leader’s
thinking in regard to getting results.

o 9,9 : best manager team Management

o 9,1 :Task oriented
o 1,9 :Country club manager care for people but
non productive
o 5,5 :Middle range of manager
o 1,1: disappear manager

Leadership Models and Theories

 Focus on Leadership Behaviors

o Task and People Concerns
♣ task concern
• plans and defines work to be done
• assigns task responsibilities
• sets clear work standards
• urges task completion
• monitors results
 Focus on Leadership Behaviors
o Task and People Concerns
♣ people concern
• acts warm and supportive
• develops social rapport with them
• respects their feelings
• sensitive to their needs
• shows trust in them
Conclusion for behavioral Theories and Awareness from
study found as follow

1. How behavior related to group. The study focus on

the leadership individually by not consider the
employee perspective reflex to the leader
2. Not flexible enough. Owning to the reason that only
one style of leader is employ to judge people leading
behavior.

Contingency Theories (àªÔ§Ê¶Ò¹¡Òóì)

Regarding to the awareness of behavioral theory. Thus,

the theorists have to consider the situations that reflex
the leading style. That entitled "Contingency Theories".
Contingency Theories sometime we call it. (Situational
Theories of Leadership)(µÒÁʶҹ¡Òóì)
There are sub-theories as followed.

1. Fiedler’s Contingency Theory of Leadership - Position

power, task structure, and leader-member relations.
2. Path-Goal Leadership Theory
• Expectancy theory of motivation.
3. Leader-Member Exchange Theory
• Using different styles of leadership with
different members of the same workgroup.
4. The situational Leadership Model
5. The Vroom Jago Yetton Model
6. The Four Framework Approach

Leadership Models and Theories

 Fiedler’s Contingency Model

ο good leadership depends on a match between

leadership and situational demands
  least-preferred coworker scale (LPC)
ο Fiedler’s Contingency Model
 Diagnosing situational control
• leader-member relations (good or
poor)
• degree of task structure (high or
low)
• amount of position (strong or weak)
 Fiedler’s Contingency Model
ο Matching leadership style and situation
 task oriented leader is most successful
• very favorable (high control)
• very unfavorable (low control)
 relationship oriented leader is most
successful
• moderate control situation
 Hersey-Blanchard Situational Model
ο Leaders adjust their styles depending on the
readiness of their followers
 readiness
• how able, willing and confident
followers are to perform tasks

Contingency Theories (Situational Theories of

Leadership)

 There are 2 models of situational leadership.

 1.The situational Leadership Model The situational
leadership model of leadership suggest that
leadership should adapt his her leadership
style:Delegation, Participation, Selling and Telling to
the task.

Leadership Models and Theories

 Hersey-Blanchard Leadership Styles

ο Delegating
ο Participating
 ο Selling
ο Telling

Situational Leadership
Model

source:Dessler, G. A Framework for management. Prentice

hall, New Jersey, 2002.
Leadership Models and Theories

 Matching Hersey-Blanchard Leadership Styles to

Follower Readiness
ο Delegating = high readiness
ο Participating = moderate to high readiness
ο Selling = low to moderate readiness
ο Telling = low readiness
 2. The Vroom Jago Yetton Model
 (Leader-participation model)
 they developed a leadership model that enables a
leader to analyze a situation and decide whether it is
right for participation. The technique includes a set
 of management decision styles, a set of diagnostic
question and a decision tree for identifying how much
participation is called for a situation.

Contingency Theories (Situational Theories of

Leadership)

 Path-Goal Leadership Theory :

 Path Goal theory of leadership developed by House, is
based upon expectancy theory, which states whether
a person will be motivated depends on whether the
person believes he/she has the ability to accomplish a
task and his her desire to do.The theory conclude
that leaders should increase the personal rewards
subordinate receive for attaining goals and make path
of those goals easier to follow.The leadership style
depend upon the situation leader must flexible and
adopt the style that require.

Leadership Models and Theories

 House’s Path-Goal Leadership Theory

ο directive
ο supportive
ο achievement-oriented
ο participative

Directions in Leadership Development

From the 3 theories, can form the Directions in

Leadership Development as follow

1. Transformational
2. Transactional

 What is Transformational Leadership?

 o Use of charisma and related qualities to raise
aspirations and shift people and organizational
systems into new high-performance patterns
 Transactional Leadership
o Use of tasks, rewards and structures to help
followers meet their needs while working to
accomplish organizational objectives
 Qualities of Transformational Leaders
o vision
o charisma
o symbolism
o empowerment
o intellectual stimulation
o integrity
 Emotional Intelligence (EI)
o ability to understand and deal well with emotions
at work
o threshold capabilities are technical or
knowledge-based skills
o excellence in leadership depends on EI
o can be learned

Trends in Leadership Development

 Gender and Leadership (Dessler,G,Schermerhorn)

o Women may be more prone to democratic and
participative behaviors
o Men may be more transactional

Gender Differences

 Inaccurate stereotypes - Women generally seen as

less capable leaders.
 Leader behaviors - Few measurable differences in
behavior between men and women managers.
 Performance - Women perform similarly to men.
  Gender advantage - Women often score higher on
patience, relationship development, and
communication, all necessary leadership skills.
 Forces
 A good leader uses all three styles, depending on what
forces are involved between the followers, the leader
and the situation. Some examples include:
 new employee
 team worker show know their job
 Employee who know more about the job
 Using all three: Telling your employees that a
procedure is not working correctly and a new one must
be establish (Authoritarian) Asking for their ideas
and input on creating a new procedure
(Participative). Delegating tasks in order to implement
the new procedure (Delegative)

Leadership and Power

 Power
 ability to get someone else to do what you want them
to

Position Power

 Reward
o influence through rewards
 Coercive
o influence through punishment
 Legitimate
o influence through authority

Personal Power

 Expert
o influence through special expertise
  Referent
o influence through identification

Leadership and Empowerment

 Empowerment
o Process through which mangers enable and help
others to gain power and achieve influence with
in the organization.
o when employees feel powerful they are more
willing to make decisions and take action

Building Trust: The Essence of Leadership

 Deterrence based trust

o Trust based of fear
o Knowledge base trust
o Identification based trust.
o Trust based on an emotional connection
o Forces that influence that style to be used
included a number of things as
o How much time is available
o Are relations based on respect and trust or the
disrespect
o Who has the information
o How well your employees are trained and how
well you know the task
o Internal Conflicts
o Stress levels
o Type of task. Structure, unstructured,
complicate or simple
o Laws or established procedure.

Becoming a Leader

 Start to think like a leader.

 Develop your judgment.
  Develop your other leadership traits.
 Start to build your power base.
 Help others share your vision.
 Adapt your style and actions to the situation.
 Use your other management skills to help you lead.

Leaders Think Like Leaders

source:Dessler, G. A Framework for management. Prentice

hall, New Jersey,2002.

Two Most Important Keys of Leadership

1. Hay's study examined over 75 key components of

employee satisfaction. They found that:
2. Trust and confidence in top leadership was the single
most reliable predictor of employee satisfaction in an
organization.
3. Effective communication by leadership in three
critical areas (to understand organization, how to
contribute to achieve key business objective, sharing
 information with employee) was the key to winning
organization trust and confidence

Principles of Leadership

1. Know yourself and seek self-improvement

2. Be technically proficient
3. Seek responsibility and take responsibility for your
actions
4. Make sound and timely decisions
5. Set the example
6. Know your people and look out for their well-being
7. Keep your people informed
8. Develop a sense of responsibility in your people
9. Ensure that tasks are understood, supervised and
accomplished
10.rain your people as a team
11. se the full capabilities of your organization.

Factors of leadership

1. The four major factors of leadership

2. Follower -Different people require different styles of
leadership You must know your people the
fundamental starting point is having a good
understanding of human nature: need emotions and
motivation.
3. Leader- You must have a honest understanding of who
you are, what you know and what you can do. To be
successful you have to convince your followers not
your self or your boss.
4. Communication-you lead thorough two way
communication. Nonverbal is the most important
5. Situation -All situation are different What you do in
one leadership situation will not always work in
another situation. You must use you judgement to
decide the best course of action and the leadership
style needed for each situation.
Attributes

 To be a good leader there are things that you must

BE, KNOW and DO
 BE professional
 BE a professional who possess good character traits
 KNOW the four factors of leadership
 KNOW yourself
 KNOW human Nature
 Know your job
 KNOW your organization
 DO provide direction
 DO implement
 DO motivate

Environment

 Every organization has a particular work environment

that dictates to a consideration degree how its
leaders respond to problems and opportunities. This is
bought about by a heritage of its past leaders and its
present leaders. Leader exert influence on the
environment by 3 types of action;
 The goals and performance standards they establish
 The values they establish for the organization
 The business and people concepts they establish
 There are 2 distinct forces that dictate how to act
within an organization:
 Culture and Climate.
 The culture is the deeply rooted nature of the
organization that is a result of long-held formal and
informal systems…Individual leaders cannot easily
create or change culture because culture is a part of
the organization.
 Climate is the fell of the organization the individual
and shared perception and attitude of the
organization’s members. Climate is a short term
 phenomenon created by the current leadership,
climate represents the beliefs about the “Feel of the
organization” by its’ member.
 This individual perception of the feel of the
organization comes from what the people believe
about the activities that occur in the organization.
These activities influence both individual and team
motivation and satisfaction. Such activities include:
o How well does the leader clarify the priorities
and goals of the organization? What is expected
of us?
o What is the system of recognition, rewards and
punishments in the organization?
o How competent are the leaders?
o Are leaders free to make decision?
o What will happen if I make a mistake?

Interpersonal Skills.

 Listening Skills
 Feedback Skills
 Empowerment Skills
 Negotiation Skills
 Effective Presentation Skills.