LEADERSHIP SKILLS

GST 206
BY DR. OGUNDELE J.I.
LEADERSHIP: Meaning, Types,
Theories and Styles
• Meaning:
Leadership as a concept has been defined in various ways by different scholars.
Of all these definitions, one logical conclusion that can be drawn is that
leadership represents the process of influencing others (followers) to work
willingly towards an organisational goal with keenness and confidence.
. Cole (2004), explains leadership as an individual in a group responsible for the
group’s result, but actively seeks the collaboration and commitment of all the
group members in achieving group goals in a particular context.
. Dans(1974), defines leadership as the ability to persuade others to seek defined
objectives and goals. Stoychill (1952), defines leadership as the process of
influencing the activities of an organised group towards goal setting and goal
attainment
• Elements of Leadership:

In effect, common elements of leadership are: (a). It involves a case of

influence
(B) Its process involves an unequal distribution of power between the leader
and the group members
(C) It is a process (an ongoing activity by certain individuals in an organisation
or industry).
(D) It focuses on the accomplishment of goal.
(E) Co-operation must always exist between a leader and followers for the
stated goals to be achieved
(F) Followers must have confidence in the leader to lead successfully
(G) Collaboration and commitment must exist between a leader and followers
(H) There must be existence of a group with an activity and a belief or some
activities and beliefs.
(I) The leader should be able to initiate actions, give orders, make decisions,
settle disputes between and among members, and make judgement.
(J) The leader must be able to dispense approval and disapproval, offer
encouragement, serve as an inspiration and always in the fore front of any
of the group activities.
Types of Leadership

AUTOCRATIC LEADERSHIP
This is a leader that is authoritarian, dictatorial and doesn't tolerate
advice or suggestions from subordinates. He commands and does
not discuss with people. He does not tolerate information from
people and he is in total control of the organization
BUREAUCRATIC LEADERSHIP
This is a leader that believes in official protocols by following
strictly laid down rules and regulations. He is fair and impartial in
dealing with people and he makes chain of command and division
of work clear to all. He is inflexible and inefficient in handling new
but complex changing situations. He often prevents peoples
creativity, enthusiasm and morale through official rules
 DIPLOMATIC LEADERSHIP
This is a leader that encourages two way communication by asking questions
from subordinates in order to reduce errors. He gives time to explain and
discuss with subordinates. He encourages co-operation and motivation of staff.
He has good morale by giving respect to human dignity
PARTICIPATIVE LEADERSHIP
This type of leader allows people to participate in decision making. He is open
to all staff and encourages two way communication. He encourages people to
express their views on critical issues, information and ideas. By allowing people
to partake, people feel important, respected and recognised. He allows
subordinates to develop their full potentials, use their talents and accomplish
their goals in life.
FREE REIN LEADERSHIP

This is a leader that gives freedom to subordinates to handle critical

assignments in the work place but they are accountable to him. He
handles a large span of control( more people are reporting to him).
He is the manager of many people, projects and results. He allows
subordinates to contribute their potentials to the success of the
organisation. He delegates authority to subordinates to handle
projects but they are accountable to him.
Theories of Leadership

THE GREATMAN OR TRAIT THEORY

This is one of the earliest theories of leadership that was developed in 1930 and
1950. According to this theory, the leader is inborn and not made. That is, there is
an implicit assumption that leadership is an inborn phenomenon and that an
individual who does not have these inborn traits or personality can never become
a leader no matter the amount of training given to him.
. According to this theory, this is why some people continue to be successful in
the leadership position while some people are not. Among the traits considered
important as put forward by the theory are:
1) Level of intelligence and knowledge 4) Judgement 5) Initiative
2) Physical appearance 6) High level of self- confidence
3) Integrity
The theory argues further that society has the duty to identify these traits in individuals, then
motivates and nurtures them for leadership roles in organisation and also in the larger society

2) SITUATIONAL OR CONTINGENCY THEORY

The basic thrust of this theory is that it is the situation that makes a leader. This
theory challenges the great man's theory which says that a leader is born and not
made.
This theory claims that nobody is born a leader but the situation the person finds
himself/herself will determine what kind of leader he/she will become. For
example, a manager can be an effective leader during the period of industrial
peace, but may not be effective during the period of industrial crisis and unrest.
Thus, whether a leader will make it or not depends on the situation existing at any
point in time. A good example was the former British Prime Minister Winston
Churchill. He was an effective leader during second world war(1939-1945), but
GROUP THEORY
The basic assumption of this theory is that a leader provides more benefits or
reward rather than cost or burden to followers. That is, there is a positive
exchange between a leader and followers.
. In view of this, a leader who takes into account his followers well being and
supports his followers has positive impact on their attitude, satisfaction, and their
performance. This implies that satisfied followers sometimes with high job
performance tend to support the leader and this, therefore, makes the leader to
support the group.
Path Goal Theory

This theory largely developed out of expectancy and motivation

theories of job satisfaction. The basic assumption is that the leader
helps his subordinates to achieve the goals set by the leader himself.
That is to say, this is where the path to follow is given to followers to
achieve the goals set by the leaders.
Leadership Styles Based on
Empirical Studies

Various empirical studies have been carried out on leadership and leadership styles. Such
empirical work included that of R. LIKERT (1961). According to him, successful leadership must
involve a process of employee participation in the work structuring and work environment. He
advocated democratic supervision with open and effective communication without conflict.
Two types of leaders he identified were
a) Task oriented leadership
b) Employees oriented leadership
According to him, task oriented are only concerned with the design of work and the
development of work to increase productivity while employees oriented leaders improve the
performances of followers through human relations. Such leaders encourage supportive
relationship and allow maximum participation in decision making by setting high performance
goals for the work unit.
Likert Four Leadership Styles
System 1 System 2 System 3 System 4

Exploitative Benevolent Consultative Participative

Authoritative Authoritative Democratic Democratic

System 1. Leader is exploitative and autocratic. He makes decisions alone on issues
related to the job. He uses rewards and punishments as instruments of motivation
and communication is one way
System 2. Leader is benevolent autocratic. He is more or less like system 1 leader
but allows a limited amount of decision by subordinates.
System 3. Leader is consultative democratic who shows considerable confidence in
subordinates. There are two ways communication and some trust between leaders
and subordinates
System 4. This is the most successful according to Likert in most industries or
organisations . The leader has total trust and confidence in his subordinates. The
relationship between the leader and subordinates is friendly and there is mutual
trust with both ways communication.
THE OHIO LEADERSHIP STYLE
The research was conducted to determine the relationship between effective
leadership behaviour and subordinates’ satisfaction and performance. It was
based on behaviour in different situation. Two leadership behaviours were
Identified namely:
1) Consideration- psychological closeness between leader and subordinates
2) Initiating structure- directing subordinates towards getting work done.
The two behaviours were considered necessary for effective leadership but a
balance must be struck between the two
Blake and Mouton Management
Grid

Blake and Mouton used Task- oriented and Employee- oriented Leadership styles
to explain leadership behaviour. Blake’s grid provides a 1-9 scale so that a leader
can be given rating for ‘concern for people’ and ‘concern for task’
Style 1,1--- low concern for people and low concern for work
Style 1,9 –high concern for employees but low concern for work
Style 9,1 –high concern for production and low concern for employees
Style 5,5 –intermediate concern for both production and employee
Style 9,9 –high concern for both production and employees(democratic style-the
best leadership style)
Other Leadership Styles
• Democratic style: The leader makes decision based on input from each team
member
• Autocratic style: The leader takes decision without input from the anyone who
reports to him
• Laissez –faire style: The leader gives freedom and authority to employees but
they are still accountable to him
• Strategic style: The leader sits at the intersection between the company’s main
operations and its growth opportunities. He accepts burden of executive interests
while ensuring that current working conditions remain stable for everyone
• Transformational style: The leader transforms and improves upon the company’s
conventions. Employees may have tasks and goals that they complete weekly, the
leader is always pushing them outside their comfort zone
• Transactional style: The leader rewards his employees precisely for
the work they do and he establishes roles and responsibilities for each
employee
• Coach – style: The leader focuses on identifying and nurturing the
individual strengths of each member of his team that will make his
team achieve success.
• Bureaucratic style: The leader follows protocols. He might listen to
employees and consider their input, but, rejects employees’ input
that runs contrary to the company policy or normal practices.
 LEADERSHIP AND TEAM
BUILDING SKILLS
• One of the functions of a good leader is building a team he/she is leading
effectively and successfully. A leader who cannot build a team successfully is a
failure. To build a team, there are certain principles, approaches, steps and types
of team building every leader must understand.
• Team building is the process of turning a group of individuals into a cohesive body
or unit; where a team consists of a group of people organised to work co-
operatively to meet the needs of their customers and accomplishing the goals and
purpose of that team.
• Team building is a job design in which employees are viewed as members of
interdependent teams instead of as individual workers.
• A leader should possess the capacity to identify and mobilise individual employees
to form a team that stays together, works together and achieves common goals.
Reasons for Team Building By a
Leader
• The need for close interaction, exchange of ideas, networking and getting to
know one another in the organization.
• The need to have team work and to boost performance of team members.
• The need to ensure competition among team members in order to promote
effectiveness and high productivity
• The desire to encourage team spirit that can engender motivation and
celebration of success among team members.
• To establish effective communication that will pave way for harmonious
working relationship
• The need to ensure maximum co-operation, unity of purpose and target
achievements among employees assigned to various groups.
Principles of Team Building
• A leader should know very well all his team members in terms of their names, skills, knowledge,
history, experience, attitudes, ability, mood and behaviour in order to manage them properly. etc.
• There should be effective communication between a leader and his team and among the team
members
• Team members must always co-operate in order to accept and support the objectives of the team
• The leader and team members must always share ideas and promote understanding among
themselves
• There must always be compromise among team members in order to move the team forward
and achieve the team’s objectives.
• Conflicts must be resolved quickly and constructively among team members to avoid failure
• There must be genuine interpersonal relations existing between the leader and team members.
• The leader should study each of the team members especially in the period of problem and strive
to come to the aid of any team member having challenges by finding quick and reasonable
solution .
• When problem arises, it should be made open and solution must be
proffered collectively and quickly.
• Team members must develop the culture of moving/ working at the same
pace to avoid delays.
• Relevant information that can promote the success of the team must not
be hidden by any team member, rather, it should be brought to the
members awareness quickly
• FIVE MAJOR APPROACHES TO TEAM BUILDING
• Setting goals: Individual objectives and team goals must be well stated and
should be harmonised in order to get involved in action plan so as to know
ways to define success, failure and achieve goals.
• Role Clarification: Team members’ roles and duties should be clearly
stated in order to promote understanding and reduce
confusion/ambiguity.
• Problem Solving: Major problems facing the team must be quickly
identified and addressed in order to help the team achieve its goals
• Interpersonal Relations: There must be interpersonal relations and
harmony of interest among members in order to work co-operatively
towards common goals
• Commitment: There must be commitment and steadfast belief in
success among team members with dogged determination to succeed
no matter the magnitude of challenges they face.
 TYPES OF TEAM BUILDING
• 1)Value Based Team Building: This one is philanthropic in nature by providing memorable
experience to the team members. It allows a team to have a sense of belonging and social
responsibility. e.g. building local shelter or bus stop shelter or donating building for health
care services in a particular community.
• 2)Skilled Based Team Building: This involves teaching a new skill that team members can
quickly implement. Examples are sales, leadership, negotiation and conflict management
training skills.
• 3)Activities Based Team Building: This allows a team to unite in order to achieve common
goal. It takes team members out of comfort zone to explore various environments and
challenges along their ways of attaining their objectives. This will allow team members to
work together with high level of trust and it is a rewarding exercise. This can be divided into
two namely: Physical activities and Intellectual activities
• A)Physical activities take a team members out of their immediate environment and getting
them moving. e.g. jogging, playing ball, cricket, golf etc.
• B)Intellectual activities: These bring challenges to a team in order to work together
as a group towards a goal with intellectual reasoning. It is a problem- solving and
thought process of a team members to jointly tackle a difficult problem.
• 4)Team Bonding: This helps team members to develop strong working relationship
by knowing one another deeply. It is a way of bringing in-depth friendship and unity
among team members. e.g. when all team members go to relaxation centre to have
social gathering.
• STEPS IN A SUCCESSFUL TEAM BUILDING
• 1. Consider whether a team is the best option in terms of the quality of members,
objectives, mission and vision of the team
• 2. Think carefully about the nature of the project or tasks to be carried out relative
to the experience and skills of team members
• 3. Plan your team strategy relative to time, resources, tasks and roles, trust among
members and objectives of the team
• 4. Get the team together and establish operating rules to guide members.
• 5.Identify individual strengths and weaknesses relative to the tasks ahead and build upon
the strengths and correct the weaknesses
• 6.Establish atmosphere that will foster commitment among team members
• 7.Define the specific roles and responsibilities of each of the team members
• 8.Allow effective communication to spread among the team members and the team leader
• 9.Establish good working procedures, effective decision making and positive interpersonal
relationship.
• 10. Hold meetings regularly to review the progress made in a bid to achieve the stated
objectives.
Significance of Team Building
• It enhances better communication among employees in organization
• It motivates employees to remain committed to duty and perform excellently
• It is a strategy designed to develop problem solving skills among people
• It gives leaders the opportunity to see their subordinates as colleagues
working towards common goal
• It promotes employees morale in the workplace
• It promotes cordial relationship among team members thereby enhancing
high productivity
• It allows teams to initiate change by providing innovative ideas and feedback
to the organization.
LEADERSHIP AND
COMMUNICATION SKILLS
• Communication is the transfer of information from the sender to the recipient
(receiver) with the message being clearly understood by the 9 receiver)s recipient.
• It is a tool used by every leader in organisation to project the objectives, images,
mission, vision and direction to people within and outside the organisation.
• The degree of co-operation and unity existing among employees and between a leader
and his subordinates in an organisation and the relationship with the external
environment are based on effectiveness or otherwise of communication process.
• A leader needs communication because, it links an organisation to the outside world,
links every department of the organisation, explains what an organisation stands and
where it is going and what it hopes to achieves
• A leader uses communication to link the basic functions of management in work
organisation namely: planning, leading, co-ordinating, controlling, organising and
motivating
• Communication remains a binding force that unites the entire organisation
by linking every unit of the organisation.
• It is through effective communication by a leader that the management can
reach out to inform, influence or activate every stakeholder in the workplace.
• Organisational communication is the exchange of information, ideas and
views within and outside the organisation.
• Every organisation has major objectives and stakeholders. To achieve these
objectives, there must be successful communication with the respective
stakeholders and groups. Communication is, therefore, the process of
allowing free flow of information within a network of interdependent
relationship between a leader and his/her subordinates.
 Types of Communication
• Leaders use two major types of communication: verbal and non-verbal
communication
• 1) Verbal communication is the written or oral use of words to communicate.
• A)Written communication occurs through different means such as business
letters, reports, office memoranda, newsletters, policy manuals etc.
• B)Oral communication takes place largely through face-to-face conversation
with another individual, meetings with several individuals and telephone
conversations.
• 2)Non-verbal communication: This is expressed by means of elements and
behaviours that are not coded into words such as facial expressions, tone of
the voice, moody appearance etc.
 Channels of Communication
• Internal Operational Communication: This is a communication that occurs in order to carry out
operations of the organisation such as between and among workers, managers, board of directors,
members of trade unions. It may be in form of oral or written communication

• External Operational Communication: This is communication with external parties or groups such
as customers, suppliers, government agencies, regulatory authority, local community, general
public and special interest groups. This type of communication takes the form of letters, telephone
calls, business meetings, press releases, press conferences, product launch, publicity films etc.

• Vertical communication: This may be in form of upward or downward communication. Upward

Communication is the communication that moves from the bottom to top level of organisational
hierarchy. e.g. communication from employees to supervisors, supervisors to manage and
managers to the Chief Executive Office, while information from top management to the low level
is downward communication. e.g. communication from MD to a Sales Representative.
• Inter-organisational communication: Communication between two or more organisation
• Intra- organisational communication: Communication existing within an organisation among the
employees.
• TYPES OF COMMUNICATION SKILLS NEEDED BY A LEADER
• Active listening: A leader should always listen properly to any information passed to him/her from
the people for good understanding.
• Non-verbal communication: A leader must carefully observe the tone, eye contact, facial
expression, mood etc of the person he is communicating with in order to ensure understanding of
the message
• Asking questions: Questions can be asked during conversation which shows that you are
interested in the conversation
• The message passed across by leader must be clear, direct and simple for better understanding
• Clarifying and Summarising: Any information passed by a leader must be well clarified and
should not be lengthy to avoid confusion and foster understanding.
• Be emphatic: In the process of sending or receiving information, a leader should
be able to understand and share the feelings of the person he is communicating
with or receiving information from.
• Providing feedback: Reply should be given to any information sent by the sender
to the recipient.
• There must be development of trust and rapport between the sender and
recipient of the message to make such message sent to be properly understood
• Being present: That is, a leader must let his mind be in tune with the time and
content of the message passed across to other person or received in order to
avoid mistakes.
Forms of Communication
• Downward communication: Communication from the top to the lowest level of
organization.
• Upward communication: Communication from lowest to the top level of
organization
• Formal communication: Communication that follows laid down rules in the
organization.
• Informal communication: Communication that follows unstructured pattern
outside formal channel
• Lateral communication: Communication that takes place among equal peers in
the organization.
• Grapevine: Information that spreads in form of gossip or rumors in organization.
• Interpersonal Communication: Communication between two or more people or
groups. Intrapersonal Communication: Communication within oneself
 Functions of
Communication
• It helps a leader to provide necessary information and data in order to
assist subordinates complete their jobs.
• It helps a leader to change/ persuade the attitudes/ behavior of employees
positively towards the organization especially when communication is
effective
• It helps a leader in decision making process by identifying alternative
course of action
• It helps to promote cordial relationship between a leader and different
levels of employees.
• Communication is a major tool used by a leader to co-ordinate, control and
direct his subordinates.
• It helps a leader to build positive organisational culture among employees since
they are well informed about the activities of their workplace
• It helps to promote socialisation and interpersonal relations among employees
• It helps in controlling process by allowing leaders to know about grievances of
the subordinates and helps the subordinates to know about the policies of the
organisation
• The basic functions of management- planning, controlling, co-ordinating,
organising, directing, leading, motivating can only be effectively executed when
there is good communication network. It helps to build trust and relationship
especially when communication is clear, open, sincere and transparent.
• It helps to promote collaboration among employees to make them more
productive
 How a Leader can Ensure
Effective
Communication.
• It essential to plan, clarify and analyse his ideas before communicating.
• Examine the true purpose/ objective of each communication. Ask
yourself what you really want to accomplish with your message.
• Be sensitive to the total setting in which you communicate in terms of
timing, physical and socio-cultural environment.
• Consult others in planning your communication as this will add more to
the understanding and objectivity of your message.
• Be mindful of the tone and content of your message
• Follow up the communication by asking the receiver questions or
freedom to repeat what you have just said.
• Use simple and clear language to covey your message.
• Ensure that your actions support your communication for people to
believe in your message.
• Seek not only to be understood by others, but to understand others.
LEADERSHIP AND CONFLICT
MANAGEMENT
SKILLS
• One of the skills needed by a leader in any position is the capacity to manage conflict among his
subordinates and between him and his subordinates in order to succeed. If conflict is not well
managed, it can disrupt the plan and objectives of the such a leader and those of the entire
organisation
• Meaning: Conflict is an opposition among social entities( human beings or group of people)
directed against one another.
• Conflict is a situation in which incompatible goals, attitudes, emotions and behaviours exist
among people in an organization
• Conflict involves a direct opposition, a clash of interest or disagreement about allocation of
resources among people.
• Types of Conflict to be managed by Leaders in Organisations
• Interpersonal conflict: This is a conflict between two or more individuals as a result of differences
in opinion, motives and actions.
• Intrapersonal conflict: This occurs within a person as he takes
decisions on the use of time, choice of partner, moral issues, goals
aspirations. It occurs on daily basis both at work and outside the work
places.
• Intra- Group/Intra-Departmental conflict: This occurs within a group
or people within a department.
• Inter-Group/ Inter-Departmental conflict: This takes place between
two or more groups or departments.
• Intra- organisational conflict: It is a conflict that takes place by
employees within an organisation e.g conflict between workers and
management
• Inter-organisational conflict: This is a conflict between two or more
organisations.
• Dysfunctional conflict: This is an unhealthy, destructive and volatile
conflict between two or more people. It reduces group unity and
retards communication thereby causing disharmony of interests.
 Causes of Conflict under
Leadership in Work Organisation
• Structural factors:
• Work that requires interdependence among workers or departments
in an organisation can cause conflict when one department is causing
delay
• Common resources: Anytime multiple parties must share resources
that are scarce there is likely to be potential conflict
• Goal differences: When work groups have different goals to achieve
without having the knowledge of another department objectives,
conflict may ensue.
• Authority relationship: When authority relationship and reporting
system are not well clarified , it may promote conflict in an
organisation.
• Status inconsistencies: Where there is a strong status difference
between management and other workers in terms of access to good
working conditions , conflict may erupt.
• Communication problem: When there is no effective communication
network between and among the various units and employees of the
organisation , conflict is inevitable
• Personal factors:
• Personalities: We are not the same in terms of personalities. In the
workplace, some people lack interpersonal relations, some are
censorious, while some are lazy. All these may bring conflict with the
co –workers.
• Differences in perceptions among workers in a workplace . For
instance, what a manager considers to be a good reward system may
not be appreciated by some workers
• Cultural differences: People working in organistions are from diverse
cultures. Unless we understand very well the culture of people from
other tribes, we may find it difficult to relate or work with them.
• Emotions and mood of other people must be well understood in the
workplace. For instance, problems at home may spill over to
workplace that may be difficult for others to understand which can
lead to conflict.
• Poor working conditions may encourage the workers in an
organisation to get involved in conflict with the management for
improved working conditions
• Failure on the part of the management to honour collective
agreement with the workforce may ignite workplace conflict.
• Botched negotiations between the workers and the management may
equally generate workplace conflict
 Conflict Management
• Before delving into the analysis of conflict management, it is essential to
firstly define conflict resolution. Conflict resolution is a way of providing
lasting solution to the conflict at stake through conflict resolution mechanism
namely: mediation, conciliation, arbitration and national industrial court.
• Conflict management on the other hand is a concerted effort made to
prevent a conflict from becoming volatile and destructive.
• Conflict management requires exerting influence on the way a conflict is
handled in order to prevent violence.
• In conflict management, various strategies are implemented so that such
conflict does not escalate into violence and disruptions of peace among the
parties involved.
• In conflict management, open and clear dialogue are used to assist
the parties involved in conflict in order to avoid hostile attacks and to
comply with agreed peace making efforts and strategies.
• The importance of conflict management are:
• It promotes the development of sound and stable labour-
management relations or among groups.
• It prevents or reduces work stoppages
• It promotes relationship among workers in the workplace
• It prevents wastages and low productivity
• It helps to build trust and mutual understanding within a group and
between groups.
• It offers practical ways to end or handle disputes and preserves
relationship.
Conflict Handling Behaviours/Skills
Needed By Individuals in
Leadership Positions.
• In managing conflict, Blake and Mouton(1964) put forward some
strategies which were later developed by Thomas Kilman in 1976 &
1979.
• Kilman identified five main styles of dealing with conflict that may
vary in their degree of co-operativeness(concern for others) and
assertiveness (concern for oneself).
• The five modes identified are: competing, avoiding, accommodating,
compromising and collaborating.
• Each of the five modes is characterised by two scales: assertiveness
and co-operativeness
Conflict handling modes
LOW HIGH

ACCOMMODATING COLLABORATING
HIGH

Co-operativeness COMPROMISING
(concern for
others)

AVOIDING COMPETING

LOW

LOW Assertiveness (Concern for oneself) HIGH

• Accommodating: This style shows a behaviour to meet the needs of
others at the expense of the person’s needs.
• The mode is low assertiveness and high co-operativeness. It means
the person loses while the other party wins.
• The mode takes place when one has the desire to work towards a
common purpose than personal concern so as not to damage the
existing relationship.
• Avoiding: In this mode, there is no loser and no winner. It is low
assertiveness and low co-operativeness.
• Here, people withdraw from conflict by postponing or stepping-aside.
• This mode is used when conflict is small and relationship is at stake or
when you have no chance of getting your concerns or interest met or
satisfied.
• Competing: This is ‘I’ win, ‘You’ lose situation.
• It is a winner takes all approach by protecting one’s selfish interest
while emphasising high assertiveness and low co-operativeness.
• It involves imposing one’s power on another person, the interest of
others is not considered in conflict situation.
• It is otherwise called zero-sum situation where winner takes all.
• The winner does not consider the adverse effects of the conflict on
the opposing party. His/ Her major focus is acquire much gain or
benefit from the conflicting situation at the expense of the other
party.
• Compromising: People who prefer compromising style find a solution that
will at least partially satisfy everyone.
• All parties are expected to surrender something. It means winning
something and losing a little is not bad.
• Both ends are placed against the middle in an attempt to serve the
‘common good’ while ensuring each person can maintain something of
their original position.
• The five skills above are needed by every individual in leadership position
which can be applied on the basis of the nature of the conflict and people
involved.
 LEADERSHIP AND
EMOTIONAL
INTELLIGENCE SKILLS
• One of the skills needed by a good leader is ability to control/ manage his
and other people’s emotions in every situation he finds himself, otherwise,
such a leader may find it difficult to make a headway in life.
• Emotional intelligence is the ability to understand and manage your
emotions and those of other people around you. It is the ability to monitor
one’s emotions and those of other people, to understand the differences
between various types of emotions, label them appropriately and to use
emotional information to guide thinking and behaviour of other people.
• It is an obvious fact that people with high degree of emotional intelligence
know their feelings, what their emotions mean and how these emotions
can affect other people.
• Emotional intelligence, therefore, is your ability to process information both of your
own and others and come to sound decisions. Intelligent quotient on the other
hand is a measurement of your ability to process information and come to a sound
decision.
• To be emotionally intelligent is to have the ability to manage ourselves and
relationships effectively.
• TYPES OF EMOTIONAL INTELLIGENCE
• Self Awareness: This is the ability to read and understand your emotions as well as
recognize their impact on work performance.
• It involves accurate evaluation of your strengths and weaknesses
• Self awareness also implies self confidence which refers to strong and positive sense
of self worth
• Self management: This involves the following:
• Self control which is the ability to keep your disruptive emotions under control.
• Trustworthiness: That is, display of honesty and integrity
• Adaptability: This is a skill to adapt to changing situation
• Transparency: This involves being honest and open, being trustworthy and
interacting with integrity.
• Adaptability: Being resilience and ability to change action when necessary
• Optimism: Having a positive outlook, hoping for the best and preparing for success.
• Achievement orientation: The drive to meet standard of excellence
• Initiative: Readiness to seize opportunities anytime they emerge.
• Social awareness: This involves:
• Empathy: Ability to form connection with others, understanding and
acknowledging emotions of others
• Service orientation: Being helpful, contributing to group efforts and displaying
good listening skills.
• Organisational awareness: Ability to explain yourself well and be aware of how
you are being understood as well as sensing the level of comprehension of your
audience
• Relationship management: This involves:
• Inspirational leadership: Being a good mentor, role model and authority figure
• The use of influence: Articulating points I persuasive and clear ways that
effectively motivate others.
• Conflict management: Having the skills to improve relationship, negotiate and
lead, ability to settle disputes and differences of opinion
• Change catalyst: Recognising and supporting the need for change and make it
• Developing others, helping others to build their skills and knowledge.
• Teamwork and collaboration: These entail working with others in an effective
manner
• Social skills awareness and emotional resilience help us to maintain good
relationship with others.
• PRINCIPLES OF EMOTIONAL INTELLIGENCE
• There must be self and social awareness which means ability to recognize your
emotions and those of others
• Take a moment to stop and think before you speak out or act
• Learn to always control your thoughts to prevent you from becoming a slave to
your emotions.
• Give way for criticisms because you learn and benefits from the mistakes of others
• Show you authenticity by saying what you mean, stick to your values and
principles above any other thing
• Understand others’ thoughts and feelings that will help you to connect with them
• Show acknowledgement, praises and appreciation to others for good things done
• Reframe criticisms as constructive feedback so that the recipient sees it as helpful
instead of harmful
• If you offend anybody, say sorry to show remorse and humility that will entice
others to you
• When you are offended, learn how to forgive and forget and this will prevent
others from holding your emotions in hostage by allowing you to move forward
• Keep to your commitment and word in order to develop a strong reputation for reliability
and trustworthiness
• Help others in order to positively impact their emotions
• SKILLS NEEDED BY A LEADER TO DEVELOP EMOTIONAL INTELLIGENCE
• Practice self awareness: That is, understand your nature, your behaviour, what you are
doing and what you feel about it and your feeling. Avoid distractions and know your
anger very well and how to control it
• Channel your emotions well: Emotions are signals that tell us to pay attention to
something. You can then decide whether that thing is important or not and choose the
best line of action to address it if it is important or leave if not important
• Learn to motivate yourself: Depression can come anytime especially when bad
information comes in or when someone has offended you. Learn how to get over it quickly
and focus on the right thing to do in order to move forward.
• Be focused: Focus on productive things or basic objectives you intend
to achieve in life and do not allow anything to derail your
determination to succeed.
• Good human relations: Maintain good human relations with others in
order to stimulate co-operation, mutual understanding, friendship,
unity of purpose, team building, effective performance and target
achievement.
 LEADERSHIP AND COACHING
STYLES
• Coaching leadership skill/style is characterised by partnership and collaboration in which
hierarchy, command and control give way to co-operation and creativity. A leader using
coaching style allows employees to continue to work independently without removing
initiatives from them.
• It is a skill that encourages a leader to get the best out of his employees or team. It is a skill
used by a leader to develop/ improve the performance and competences of his employees.
The leader allows employees to perform their duties independently and makes them feel
supported and involved in their work.
• The basis of coaching leadership skill is dynamic interaction between the leader and the
employees. He gives insights and achieved results are discussed and analysed by providing
and receiving feedback, asking questions and conducting motivating conversations.
• He promotes responsibility and independence of the employees. He encourages to try
something new on their own. He helps people to see how their work fit into overall big
picture. They are successful when their teams are successful.
 Types of Coaching styles/
skills
• Autocratic coaching: The leader makes decision without input from the subordinates. The coach
articulates a vision for what needs to be accomplished by the players/ employees. It is a win- focus with
inflexible training structure.
• Democratic coaching: The coach facilitates decision making and goal setting with inputs from his
employees/players. Each employee/player shapes his own objectives under a framework set by the coach.
• Laissez faire coaching: The coach believes that happy team becomes a successful team. Very little is
offered in terms of structured training or positive feedback. Coach creates an environment where players/
employees feel comfortable, exploring and pursuing skills developed on their own time in their own way.
• CONDITIONS FOR EFFECTIVE COACHING LEADERSHIP
• Coaching leader must be close to his employees/players
• A coaching leader must look for where opportunities exist for employees to improve themselves
• A coaching leader must know exactly what is happening on the work floor and he knows what the role of a coached
person is
• There must be integrity in coaching leadership
• Good communication must exist between the coach and the employees/players
• The coach must give room for the plyers/ employees to ask question when they face difficulties
• There must be enough time for feedback between a coaching leader and a coach
• The coach must work in result- oriented manner.
• Merits of coaching style
• It produces a stable and positive workplace environment by helping others to improve their
personal performance
• It makes employees to know what is expected of them by allowing them to share their
expectations with the coach
• It increases individual skills due to high level of mentorship involved
• It helps a company to develop competitive advantage by reducing turnover through regular
training
• It helps to turn employees weaknesses into strength through regular coaching
• Demerits of coaching
• It takes along time and patience for coaching style to be effective
• It requires good skills from leadership involved for it to succeed,
• Each situation requires specific coaching style and once this is not
understood by a leader, coaching may fail.
 LEADERSHIP AND PLANNING
SKILLS
• Planning is the ability to forecast the future and make the right decision in the direction
of the organization. Every individual in leadership position must plan in order not to fail
since to fail to plan is to plan to fail.
• A leader needs planning skills because each job requires different skills and experience.
For goals to be achieved, there should be critical thinking strategy to give priority to the
set of activities to execute which is planning.
• Types of Plans
• Analytical Plan: This requires analysis and evaluation of company business plan by
attending to details, calculating costs for implementation, critical thinking, strategy
formulation and implementation.
• Strategic Plan: This is carried out by the top management in the organization such as
CEOs,MD, Board of Directors etc. It paints the picture of desired future long term goals of
the organization. It looks at where an organization wants to be in the next five years
• Tactical plan: This helps strategic plan by translating it to specific plans relevant to a distinct area of
organization. It is the responsibility of lower level departments to fulfil their parts of strategic plan
• Operational plan: Plan made by frontline or low level managers. It focuses on specific procedures and
processes that occur within the lowest level of the organization
• Contingency plan: This is a plan to back up any plan that fails.
• Planning skills needed by a Leader
• Analytical skill: This requires ability to attend to details by calculating the costs for implementation
through appropriate strategies. It entails analysis of a company business plan.
• Communication skills: This includes both verbal and non- verbal communication. Steps to be taken in
order to achieve targets must be communicated by a leader to every stakeholder. It extends to group
discussion
• Persuasion skills: This requires using diplomacy and wisdom to encourage or motivate subordinates or
colleagues to execute a particular assignment/task.
• Critical thinking skills: A leader needs fact based independent thinking, information gathering and
• Decision making skills: Following the right line of action and ensure its implementation. It means
priortising, establishing measurable objectives, building consensus and taking step or action to achieve
stated goals.
• Problem solving skills: These involve creativity, brainstorming, stress tolerance, evaluation problems
identification and finding solution appropriately.
• Collaboration skills: These involves engaging relevant team members in discussion on the way forward
by creating mission and vision and handling constructive criticism.
• Priortising skill: Tasks to be executed must be arranged in the order of importance and they should be
carried out in their order of hierarchy.
• Goal achievement skill: A leader must focus on how to achieve stated goals by trying to put necessary
machinery in motion and avoid distractions along his way.
• Delegating skill: Sometimes, for planning to attain result, a leader must assign works to subordinates to
carry out and later report to him especially if plan involves large tasks to carry out.
• Interpersonal relations skills: A leader must learn how to promote cordial relationship, co-operation,
 Leadership and Decision Making
Skills
• Decision making refers to the choice of action or step taken after considering different alternatives. Decision
making is one important skill a good leader must possess. This stems from the fact that right decisions must be
made at the right time by a leader in order to move an organization forward to achieve result. In addition, right
decision must not be made at the wrong time.
• When wrong decisions are made, it can lead to the failure of a leader. That is, a leader needs to make right
decision at the right time for success to be achieved.
• Types of Decision making skills needed by a Leader
• Logical reasoning skills: A leader needs to think logically by looking at various options before arriving at the best
option that will add value to the organization
• Interpersonal skills: Some decisions require the inputs from team members. In view of this, a leader must
maintain genuine interaction and co-operation with his group members to make reasonable decision in this
respect.
• Active listening skills: For good and right decision to be made, sometimes, a leader needs to listen to
suggestions, ideas and opinions of others before arriving at the nest decision
• Fact finding skills: Some decisions cannot be made unless concrete facts are established. It is therefore
imperative for a leader to possess facts finding skills in order to get the truth before making final decision
• Problem solving skills: A good decision can be made when the problem at hand is quickly resolved.
That is why a leader needs problem solving skills in order to make good decision
• Time management skills: Sometimes, some decisions must be made at the right time otherwise,
success may not be achieved. In view of this, a good leader needs to manage his time properly in order
to make right decision at the right time.
• Emotional intelligence skills: A good leader must be emotionally intelligent in order to make good
decision. That is, he needs to practice self awareness, channel his emotions towards something
important, learn to motivate himself always, be focused and maintain good human relations in order to
make right decision.
• Collaboration skills: A good leader must always recognize that he needs the support of others to
succeed in terms of good and timely decision making. In view of this, he must collaborate with others
and ensure consensus among his team so as to make right decision at the right time.
• Delegating skills: When the tasks of a leader are numerous, he needs to delegate some to his
subordinates. This will allow him to focus on important tasks thereby giving the opportunity to make
right decision at the right time.
 GENDER AND LEADERSHIP
• For better understanding of this topic, we must first differentiate between sex and gender. Sex refers to
basic biologically given physiological differences between males and females. Gender on the other
hand is a culture’s social construction of differences between the sexes.
• Three important questions that will be answered in this topic are: Why are there differences between
males and females in who become a leader? Do male and female leaders behave differently in
leadership positions? What are the factors affecting women in getting to leadership positions? What
are the various theoretical analyses of Gender?
• WHY DIFFERENCES IN MALES AND FEMALES IN WHO BECOMES A LEADER
• First of all, leadership involves inspiring, guiding and communicating with the subordinates to execute
the assignment at hand appropriately so as to achieve stated goals/objectives. The first answer to the
above question number one is that while majority of males are always domineering, aggressive and
autocratic in outlook and in leadership positions, females on the other hand are generally
approachable, cool headed, docile, considerate, mild and passive
• Secondly, males are generally active and ruthless in decision making whereas females are generally
reserved and meticulous by considering the effects of their decisions
• Females are generally afraid of taking risk due to its likely negative consequences,
whereas, most males are bold and are ready to take risk at any point in time
• While males generally are ready to take aggressive steps and face stiff competition,
most females are not ready to undertake aggressive steps and face stiff competition.
• Females are generally soft, unassuming and humane in leadership positions,
whereas, males are very tough, intolerant and blunt in positions of leadership.
• Most females are emotionally disturbed when they face tough situation, whereas,
males generally are more determined and fearless under tough situation.
• Females generally manage their time in leadership position due to their role as
mothers and wives that demand their presence at home to take care of the family.
Males on the other hand have more time to travel to many places to attend
meetings in many places at different periods.
 Differences between Males
and Females in
Leadership positions
• The differences between males and females in leadership position can be understood based on
the following variables:
• Time management: It is generally believed that due to domestic assignments that occupy most of
the time of females, males are able to manage their time in the work place than females. Males
have more time to concentrate on their corporate jobs than women
• Tasks accomplishment: This is based on how a leader initiates, organizes and defines work
processes and activities. In this respect, males are considered better than females in this respect.
• Interpersonal style: How a leader builds morale, relationships, satisfaction and commitment in the
organization. Females are generally better than males in this area.
• Decision making style: This centres on how a leader encourages participative democratic
approach as opposed to autocratic approach. Females employ democratic approach as opposed
to males with autocratic approach.
• Attitudinal drives: Females are generally more humane, approachable and ready to listen to
opinions of others than males in position of leadership.
 Factors affecting women in
getting to Leadership
positions
• The perception of people about females as ‘outsiders’ due to their physical differences,
stereotyping and exclusion from some social clubs and activities where important networks
are built and maintained.
• Childhood socialization of females that discouraged the development of essential qualities
and popular societal perception that males should ideally dominate the leadership position.
• Scarcity of females and males willing to mentor women into leadership position in the
modern society
• Job rotation on geographical mobility may hamper females in management position e.g. a
married women working in Lagos and her family in Lagos who is transferred to Kano to a
higher position. Only few married women can accept this. Majority of them prefer to stay
with their family.
• Females generally have little hunger and power to get to the top vis-à-vis their males
counterpart, perhaps due to the enormous challenges involved.
• Attitude of females: Generally speaking, females have negative view about leadership
position and this has contributed to their inefficiencies and incompetence.
• Self- confidence: Females always internalize second class attitude when they find
themselves in the midst of males and this affects their self confidence in aspiring to
leadership positions
• Corporate environment: In the corporate world, there are some positions at topmost
level of management that males are preferred to occupy vis- a- vis females due to
factors like time commitment, freedom to move about, domestic responsibilities and
control capacity of large number of people.
• Generally, males in leadership positions always adopt transactional, autocratic, business
oriented and instruction-giving styles, whereas, females adopt transformational,
participative, people-oriented and self-expressive styles which people consider to mild
for key powerful leadership positions in the society.
 Theories of Gender
• Structural functionalist theory
• The theory views family as the most integral component of the society. According
to the theory, gender roles are established well before pre -industrial era when
men took responsibilities out of their homes by engaging in hunting, farming,
fishing etc, while women took care of domestic responsibilities.
• These roles were considered functional because women are often limited by
physical restraints of pregnancy and nursing and unable to leave the home for a
long time.
• Once this is established, the roles are passed to subsequent generation since they
served as an effective means of keeping the family system functioning properly.
 Conflict theory
• According to this theory, society is a struggle for dominance among social groups
(like women versus men) that compete for scarce resources. Thus, men are
considered to be in dominant group while women are in subordinate group.
• According to the theory, social problems are created when dominant group
exploit or oppress subordinate group. Frederick Engel– a German Sociologist
studied family structure and discovered that the same owner- worker relationship
in capitalist society is equally seen in the household with women assuming the
role of proletariat due to women dependence on men for attainment of wages
which is even worse for women who are full housewives that depend on their
spouses for economic support. Men are considered to be the bourgeoisie that
control the means of production, distribution and exchange of goods and
services, while women are the proletariat(labourer).
 Feminist theory
• This theory examines inequality in gender related issues. It uses conflict approach
to examine the maintenance of gender roles and inequalities. The role of family is
meant to perpetuate male dominance according to radical feminists.
• In patriarchal societies, the contributions of men are seen as more valuable than
women. In view of this, the view point of women are silenced or marginalized to
the point of being discredited or considered insignificant in the society.
 LEADERSHIP AND TEAM
LEADING
• Team leading refers to the ability of a leader to control, co-ordinate and organise a group of
people or a team in order to achieve the team’s goals and objectives. A team leader must show
exemplary character for the team members to follow in order to succeed.
• A team leader must posses the following attributes:
• Effective communication: He must be able to communicate effectively to convey clearly the
mission, vision and objectives of the team to the team members and plan strategies to attain
those objectives. He must also give room for upward and downward communication.
• Approachable and available: He must always be approachable by the team members for
exchanging of ideas. He must be available at all times in order to handle issues quickly for the
avoidance of setback.
• Consistency: There must be consistency in his actions and words. He must be reliable in terms of
fulfilment of promises and reaching out to team members and outsiders
• Organising: He must be able to organize his team’s tasks into various departments and monitors
progress from time to time for goals to be achieved.
• Delegating: He should be able to delegate authority to the subordinates in order to lessen his burden and
promote effective performance of duties.
• Knowledgeable: He must be knowledgeable about the tasks ahead of his team, the strengths and weaknesses of
team members and how to convert those weaknesses to strength, the total understanding of his business
environment that his team is operating
• Innovative: He must be innovative in terms of bringing in new ideas and finding solutions to problems quickly.
He must have the capacity to inspire team members to perform excellently.
• Confidence and Trust: He must have absolute confidence and absolute trust in his team members to perform
and achieve the stated goals.
• Planning skills: He must have planning skills in terms of planning for the objectives and execute strategies that
will allow the team members to perform optimally.
• Integrity: He must have integrity among the team members in order to gain their trust and confidence in him.
• Respectful, fair and kind: Apart from being respectful to other team members, he must be fair and kind to
everyone to facilitate unity and co-operation between him and his team members.
• Skillful negotiator: He must be a skillful negotiator with other important bodies outside his team in order to get
 Functions of a Team Leader
• A team leader is responsible for managing, supervising and overseeing activities within his group
• He is a strategist responsible for how to approach tasks and develop a plan to accomplish them
• He is responsible for distributing information to team members and stakeholders
• He keeps track of and structuring various tasks, employees and documents among his team
members
• He is a goal getter by determining the goals team members will work towards
• He coaches the team regularly by identifying the team members’ strengths and weaknesses and
strive to convert those weaknesses to strengths
• He is responsible for conflict resolution among team members
• He identify team goals and evaluates constantly the progress of the team in achieving its goals.
• He organizes the team members and assign tasks for results to be achieved.
 Visionary Leadership
• A visionary leader is the one driven and inspired by what a company can become. He
has big picture with the hope of bringing new era of innovation and development.
• He promotes unity and tenacity to push through times of uncertainty. He helps to
take an organization out of its challenges to a new comfortable level.
• He brings cohesiveness to inspire everyone in order to be on the same page. To meet
objectives, he is often charismatic and determined. He sees himself as a confident
coach that can guide the organization through transition or difficult organizational era.
• Attributes of a Visionary Leader
• He must be favourable towards innovation at all times. He must have strong passion to
bring in new ideas and opinions that can bring progress
• Resilience: He has tenacity and determination to succeed by overcoming every
challenge along his ways.
• Open minded: He must be an extrovert who does not hide information relevant to the progress of the
organization. He must be free with all team members
• Strategic thinker: He prepares for what he wants the organization to look like and develop strategies
towards it.
• Intelligent risk taker: He takes risks when it is appropriate by putting many factors into consideration.
• Skillful communicator: He is diplomatic in passing information to his team members and carries
everybody along in decision making.
• Imaginative: He sees beyond what is in physical realm at the moment. He sees the future now and
make projections.
• Conflict resolution: He has the capacity to handle differences among members and emphasizes the
need for unity and co-operation among members
• Collaborative: He inspires others to harness their unique gifts and strengths to innovate and find
creative solutions.
• Bold: He has the audacity to face crowd to talk and present his ideas in logical way.
• Optimistic: He always looks forward into the future to achieve goals
• Magnetic: He is very inclusive by inviting others to make the vision of the team heir
own. He attracts talented people who are passionate about what they do and who
are inspired by the company’s big picture.
• Intensely focused and enthusiastic: He remains focused and eager about what to be
achieved by not allowing anything to deter him from getting results.
• Decisiveness: This entails making decisions quickly with the information at one’s
disposal
• Integrity: A visionary leader must be honest, trustworthy and reliable by the people.
This will justify the confidence people reposed in him
• A visionary leader must be charismatic and be a mentor to the subordinate at all
 Effective Leadership skills
• Leadership skills are skills used by a leader when organizing other people to reach a shared goal. Leadership skills are
used to motivate others in order to complete series of tasks.
• Effective leadership is the act of having passion for a cause larger than they appear to be. It involves having a dream and
vision that will better the society or organization by making necessary, courageous and different decisions and carry
them out.
• Effective leadership extends to provision of vision to a team so that they can work together towards the same goal and
understanding the talents and temperaments of each individual and motivating each person effectively to contribute
his/her talents towards achieving group goals.
• Effective leadership skills include the following:
• Communication in effective manner by carrying the followership along is very critical. There should be room for upward
and downward communication between a leader and followers.
• Motivation of the subordinates by the leader is very critical. The leader should have words of encouragement to gear up
the morale of subordinates for effective performance
• Effective leadership entails delegating some of the tasks of the organization to key individuals in the organization so as
to reduce his stress and these individuals must be accountable to the leader.
• An effective leader must always show positive attitude, by remaining optimistic to achieve goals and instigate the
• Effective leadership requires high level of trustworthiness from the subordinates and
people outside the organization. Such a leader must be sincere, transparent and straight
forward in all his actions. power –sanction= influence
• Creativity is needed in effective leadership. The leader must be able to think outside the
‘box’ and always come up with bright and new ideas to move the organization forward.
• Effective leadership needs regular feedback from subordinates on the various tasks
assigned to them and act promptly if there is laxity or under performance
• Effective leadership involves being able to responsible for the overall success and failure
of the organization. This is the reason why all employees under an effective leader
should be well coached, directed and supervised for the organization to succeed.
• Effective leadership skills involve patience, flexibility, reliability, integrity, risk taking,
team building, problem solving,s empathy, decisiveness, flexibility and ability to teach
 How to Develop Leadership skills
• Leadership skills are many and they require learning before a person can put them into practice. Some of
the ways to learn such skills are:
• Volunteer for new tasks: Any time your boss seeks for additional help, volunteer in order to develop new
skills and learn how to react when facing challenges.
• Teach and Share information: Teaching others helps to develop and train your patience and think from
other person’s perspective which will improve your knowledge of the subject matter.
• Understand your strengths and weaknesses. This will enable you to know your potentials and how to make
optimal use of them. Besides, it will make you identify your deficiencies and how to convert them to
strength for the best result
• Always aspire to be at the top. Don’t aim low, let your focus and imagination be big and work tirelessly
towards it.
• Learn how carry people along in critical areas because no leader can claim to have custodian of knowledge
• Always seek for more knowledge. Don’t be tired of knowledge acquisition in order to broaden your
horizon and exposure in life. Attend public lectures, symposia, conferences, seminars to heighten your
future
 Importance of Leadership Skills
• They provide focus and drives that can move a team forward
• They empower the team members to work at their full potentials
• They help leaders to take responsibility for decision making
• They stimulate team performance
• They help to direct a team and plan strategically
• They help a team to deliver/ achieve business objectives. With the application of
the right skills and proper co-ordination, organization can achieve most of its
objectives
• They provide reports and feedback to business
 Leadership, Power and
Authority
• Power is the capacity to change another person’s behaviour towards your side with
the threat of sanction. Sanction makes power to be effective, thus, without it, power
will remain ineffective. Influence refers to power minus sanction.
• Authority is the right someone has to exercise power. That is authority is legitimated
power. Authority is based on the position occupied and functions performed by
individuals in the society at any point in time.
• Leaders require power and authority to because they are the pillars needed to act,
perform effectively, recognized, respected and become well established in their
positions.
• Types of Power Needed by a Leader
• Legitimate power: Power of being lawfully/ legally placed in a position through laid
down procedure. e.g. In Nigeria, a Governor is elected by the citizens in a free and fair
• Information Power: Power to have access to good and latest facts, data and
evidence for a leader to perform certain tasks in his leadership position at the right
time
• Expert Power: Power gained from skills, experience and knowledge acquired
through education and training
• Reward Power: Power that a leader has to reward individuals for their compliance
with his wishes.
• Coercive Power: Power that is based on the use of force. Sometimes, leaders need
this kind of power where people want to be disobedient or lack co-operation.
• Charismatic Power: Power derived from supposedly unique qualities of a leader that
inspire obedience from the followers.
• Referent Power: Power derived from being trusted and respected by the followers.
• Types of authority needed by a leader:
• Traditional authority: This is the type of authority needed by traditional chiefs and kings.
It is the authority derived from the customs and traditions of the society to act.
• Charismatic authority: Authority derived from the exceptional ability of a leader that
inspires allegiance from the followers
• Legal rational authority: This is the authority based on the constitution of the country.
• Delegated authority: Authority assigned to subordinates to execute some tasks on behalf
of the leader
• Positional authority: Authority based on the position occupied by a leader at any point in
time
• Coercive authority: Authority based on the use of force which is common among the
military.
 Why leaders need power and
authority
• They are needed for leaders to assert effective control on the subordinates
• Leaders use power and authority to establish recognition and respect in their positions
• They are needed in order to confer legitimacy on their positions
• They help to expand leadership network of relationship
• With proper control by a leader of the subordinates, stress will be far away from such a leader.
• They create affiliation and attraction to leaders because well established leadership positions pool
crowd around the leaders
• They allow the voice of leaders to heard widely across large area e.g. President of a country.
• They build national and international images around the leaders. e.g. Presidents of Nigeria, USA,
Ghana and Prime Minister of Great Britain.
• It makes order given the leaders to be quickly obeyed without hesitation.
• They are needed by a leader in order to ensure effective co-ordination and organising the works of
the team members.
 ORGANISATIONATIONAL
LEADERSHIP
• Organizational leadership is a double management approach that works towards what is best for individuals and what
is best for a group as a whole simultaneously. It is also an attitude and a work ethic that empowers an individual in
any role to lead from the top, middle, or bottom of an organization. Five key components of organizational leadership
are identified below.
• Understanding the Worldview
• Organizational leadership requires developing an understanding of his own worldview as well as the worldviews of
others. Worldview is a composite image created from the various dimensions through which individuals view the
world. It incorporates everything an individual believes about the world, combining the tangible and the intangible.
An individual’s worldview is defined by that individual’s attitudes, opinions, beliefs, and the outside forces the
individual allows to influence them. It is imperative for an organizational leaders to have his own world view
• Strengths
• Successful leadership requires capitalizing on strengths and managing around weaknesses. Strength can be defined as
consistent, near perfect performance in an activity. Strength is not necessarily the same as ability. An ability is a
strength only if you can fathom yourself doing it repeatedly, happily, and successfully. The building blocks of strengths
are:
• Talents – naturally recurring patterns of thought, feeling, or behaviour
• Knowledge – facts and lessons learned
• Skills – the steps of an activity
• Ethics
• Organizational leadership requires ethics. Ethics are moral principles that govern human behaviour.
Ethics aids leaders in balancing truth and loyalty, individuals and communities, short-term and long-
term, and justice versus mercy. Ethics is not a compromise but a process and a means by which
leaders approach a problem situation. Ethics call on us to be impartial, yet engaged. Effective
leaders utilize ethics to look for the “hidden alternative” in ethically questionable situations. It is the
compass by which leaders navigate not only right versus wrong, but also right versus right.
• . The cornerstones of ethics in leadership are:
• Truth telling
• Promise keeping
• Fairness
• Respect for the individual
• These four cornerstones combined will determine how the individual leader is perceived by others,
• Integrity: Integrity, trust and credibility are the foundations of leadership. Leaders stand up for what they
believe in and keep to their promises. As a good leader, always determine how fair you can be when other
people are treating you unfairly.
• Once a leader loses integrity, the trust, confidence and support he receives from the subordinates will
diminish and this will affect his power of control and co-ordination.
• Self management: This involves the following:
• Self control which is the ability to keep your disruptive emotions under control.
• Trustworthiness: That is, display of honesty and integrity
• Adaptability: This is a skill to adapt to changing situation
• Transparency: This involves being honest and open, being trustworthy and interacting with integrity.
• Adaptability: Being resilience and ability to change action when necessary
• Optimism: Having a positive outlook, hoping for the best and preparing for success.
• Achievement orientation: The drive to meet standard of excellence
•
 Types of Organizational
leadership
• The Autocratic Leader
• The autocratic leader is the boss – end of statement. They're in charge, and their employees do what they're told. An
autocrat wields authority, makes decisions and doesn't worry about soliciting staff feedback.
• This style has the potential for problems. Workers may get fed up with having no input and decide to jump ship. Having
one person doing most of the thinking can lead to a shortage of ideas.
• The Laissez-Faire Leader
• Among the types of leadership in an organization, the laissez-faire leader is almost the opposite of the autocrat. This
hands-off leader sets the goals for employees and then lets workers find their own way across the finish line.
• A big plus of this leadership style is that workers report high job satisfaction. It's particularly effective with creative
workers or those who have a lot of experience at their job. The downsides?
• It may not work with inexperienced staff.
• Some workers need more guidance and constant feedback than others.

• The laissez-faire manager risks becoming too hands off. It's still important to monitor performance, communicate
expectations and provide the team with the tools they need to operate.
• Some managers may use laissez-faire with experienced employees whom they trust and exercise tighter control of others.
• The Transformative Leader
• Transformative or transformational leader is big-picture thinker. This type of leader doesn't just want
his staff to complete the current project; he wants to develop and improve the team to be even
better next time. Transformative leader has a vision of the future, and he aims the team toward it.
• Transformational leader is inspiring, stimulating and imaginative. He values his people and holds
both himself and his team accountable. Because he keeps his eyes on the future, he may need a
right-hand person to focus him on the present.
• The Democratic Leader
• A democratic leader makes the final decision but wants feedback from team members first. This type
of leader wants to know what the team thinks and takes the members' opinions into account.he
believes in collective participation in decision making
• Workers usually prefer this style to autocratic leadership. Their opinions matter, which keeps them
engaged in the project. Soliciting input and weighing it before deciding is slow, however, and may be
too inefficient when quick decisions are needed.
• The Bureaucratic Leader
• Bureaucratic leader derives his authority from the organization's hierarchy. The department chair or
project leader doesn't depend on personal charm to lead. The bureaucracy's rules assign the leader his
authority and duties, and that's good enough.
• This leadership style is often valuable in industries that have to be tightly regulated. It can actually be
efficient because the leader's role is clearly defined, and leader is accountable to his own boss.
• If decisions have to be vetted by several layers of management, however, bureaucracy can be slow and
cumbersome. Lower-ranked employees may find it difficult to get feedback or suggestions far enough up
the hierarchy to make a difference.
• The Charismatic Leader
• The charismatic leader sits at the opposite pole from the bureaucrat. His authority lies in his personality
and presence, not in the power the company assigns him.
• Leading by charisma can be effective and inspiring, much like a transformational leader. The difference is
that transformational leadership's effects last after the leader moves on. Charismatic leaders' inspiration
• The Transactional Leader
• To a transactional leader, running a team is about carrots and sticks. Employees are rewarded if they do well and are
disciplined or criticized if they don't. Transactional leader assumes that rewards and penalties coupled with clear
instructions should be enough to produce good results.
• For a simple, short task, a transactional approach can produce good results. It often comes off as inflexible, which
employees find frustrating.
• The Servant Leader
• For the servant leader, the needs of the team come first. He values the team's input, shares power willingly and puts a
high priority on employee satisfaction. It is sometimes described as "altruistic leadership."
• Servant leadership boosts employees’ satisfaction with their jobs and can increase their commitment. Critics of this style
say it's misplaced in valuing the employees' needs over the company's. It isn't a good fit for all organizations.
• The Situational Leader
• The situational leader shifts styles whenever it's necessary. When talking with top management, he may solicit input and
feedback. When addressing workers on the assembly line, he is more bureaucratic or authoritarian. He may be laissez-
faire with established employees and more involved with new ones.
• The drawback to situational leadership is that not everyone is comfortable with it. If you're naturally drawn to
• Benefits of organizational leadership :
• Improved productivity of the workforce is guaranteed with his capacity to control and co-ordinate the employees
• He helps to improve ability of the subordinates to succeed under pressure through proper coaching method
• He uses increased emotional intelligence to understand the behaviours and attitudes of the subordinates and react
wisely to issues bordering on work arrangement.
• He improves charisma and seriousness in business operations through effective supervision and capacity to control
• He develops confidence in his team that encourages team members to perform excellently
• He demonstrates listening and communication skills to promote network of relationship among the employees
• He promotes increased awareness of diversity in the workforce that enhances workplace unity and co-operation for
effective performance
. He improves innovation and creativity in the workplace by bringing in new ideas, suggestions and ways to achieve
the best result
• He nurtures and achieves dependable, reliable and competent workforce for the success of the organization.

•
 Leadership and Negotiating skills
• Negotiation is a process of dialogue between two or more people or groups in
order to resolve their differences and reach agreement (Salamon, 2000).
• Negotiation refers to the process of bargaining between employer or employers’
organisation and workers’ representatives or workers’ organisation.
• From these two definitions, it is apparent that negotiation is when two or more
people find an acceptable solution to their common problem through discussion.
• Skill implies an ability or proficiency or capacity acquired through systematic and
sustained effort in order to perform a task or do a particular job. Skill is affected
by individual’s level of education, experience, personality and training.
• Negotiating skills are, therefore, the capacities or abilities acquired in order to
find an acceptable solution to a shared problem between two or more people or
groups.
• In leadership positions, witnessing conflict or disagreement between parties is
unavoidable, hence, negotiating skills are needed to enhance and formalise
bargaining and reach agreement.
• Negotiating skills are also the methods and means adopted through which
divergent opinion and interests expressed between two or more people or
groups are resolved for an agreement to be reached.
• When negotiating skills are understood issues of difference can be resolved
quickly by the two parties involved.
• Negotiation may be in two dimensions:
• Competitive Negotiation: This takes place when there is a need to divide limited
resources between two parties. It involves the use of a win – lose approach/
strategy in which the negotiating parties have opposing interests. Emotional
tactics, concession and harsh words are used to gain result. It is otherwise called
adversarial negotiation.
• Co-operative negotiation: It is a problem solving approach based on win- win
situation. It involves joint solution to the problem at stake that will eventually
benefit both parties
 Conditions for effective
Negotiating skills
• There must be parties who are willing to sit down and discuss properly.
• The participants must be dependent on one another to have their respective
needs met or interests satisfied.
• Participants must be ready to dialogue and get information that can assist to
resolve their differences.
• Negotiators must have some means to influence the attitudes or behaviour or
other negotiators by asking important questions and providing needed
information.
• Participants must be ready to agree on some common issues for progress to be
made
• There must be willingness to settle indifferences among participants.
• Since the outcome of negotiation is unpredictable, it is important that
negotiators must have urgency to reach agreement.
• Negotiators must believe that there are acceptable settlement options that are
possible as a result of participation in the process.
• Participants in negotiation must have authority to make decision that is
satisfactory to all parties.
• The agreement must be reasonable and capable of implementation.
• There must be adequate interpersonal skills, money and time to engage fully in
dialogue process
 Techniques for negotiation

• Techniques of Negotiating include:

• Issue- by- issue approach: Issues for negotiation are taken one after another.
• Package approach: All items for consideration are treated as a package
• Rap- up approach: When management considers some out of all issues presented
by the employees
 Outcomes of negotiation

• According to Venkatta (2006), a negotiation could lead to any of these outcomes:

• Win- Lose: This is when one party achieves most and the other party loses or
gains very little
• Lose-Lose: Both parties lose or do not get what they want and reflect the attitude
of ‘leave it or take it’ or ‘nothing for nothing’.
• Win- Win: When both parties get what they want by having belief in mutual gain.
 Steps involved in Negotation
• Planning or Preparation stage: There must be proper planning by stating issues to
be discussed, points must be itemised and assessment of most likely settlement
on each side.
• Definition of ground rules: This centres on who will do the negotiating? Where will
it take place? What is the time constraint? What are the procedures to follow?
• Exchanging information: Information must be exchanged by both parties based on
objectives, commitment and intentions.
• Agreement or persuasion stage: Adopt simple questions in order to avoid
confusion and parties must focus on what they have in common.
• Signalling: There must be a time when one party shows to the other party interest
that it is ready to move on an item in order to help arrive at agreement.
• Proposing stage: Proposals must be flexible and modified in order to reach
agreement.
• Packaging stage: All items are brought together for common discussion and solution.
• The bargaining stage: At this stage, a party has to gain something for the loss of
something popularly known as ‘zero sum bargaining’.
• Closing: All issues that emerged during negotiation can be summarized skillfully
with reference to concession.
• Agreement: Issues contained in the agreement must be written down, signed,
sealed and respected by both parties
 Qualities of a Good
Negotiator needed by a
Leader
• He must have good planning and preparation skills.
• He must have in-depth knowledge of the issue to be discussed.
• He must have the ability to think clearly and rapidly under tension.
• He must have ability to express his thoughts verbally and effectively.
• He must possess integrity that will earn him respect.
• He must be ready to listen very well to the views of the other party.
• He must be able to persuade others diligently.
• He must be intelligent with capacity to make sound judgement at any point in
time.
 Effective negotiating skills in
leadership- followership relationship
• There must be effective communication skills in order to convey your message
clearly to the other party.
• Ability to listen diligently to the views of other party is critical.
• You must keep your emotions in check during negotiation to avoid aggression.
• Be ready to build rapport with your opponents in negotiation.
• Get prepared for negotiation through proper planning
• Show patience by not rushing into agreement that may have negative effects
later.
• Always endeavour to reduce misunderstanding in discussing with your opponent
• There must be collaboration and team work, that is power to work together as a
team is fundamental.
• There must be power to solve problem quickly and peacefully.
• Ability to maintain good relationship with your opponent is crucial.
• There must be capacity to deal with difficult situations at any point in time.
• There must be ability to take action at the right time and develop self-
confidence.
• Ability to make right decisions at the right time is very important
• Both parties must believe in ethics and reliability, which means having trust in
each other in making promises fulfilled.
 TEN LAWS OF LEADERSHIP
• According to John Haggai, leadership is the discipline of deliberately exerting special
influence within a group to move it towards goals of beneficial permanence that
fulfill the group real needs.
• Howard Hendericks perceived leadership as a process of causing people to take
effective action in order to attain stated objectives. The laws that guide individuals
leadership positions are:
• LAW OF VISION
• The greatest tragedy to befall a person is to have sight but lack vision—Helen Keller.
• Vision is a comprehensive sense of where you are, where you are going, how you
are going to get there and what you will do after getting there
• Vision creates power. Good vision comes from being quiet and remain focused
• Don’t allow your vision to escape you
• Vision is the basis for your success and it does not allow you to accept negative
• Vision helps you to set achievable goals.
• LAW OF DISCIPLINE
• Nothing significant or worthwhile is possible without discipline
• Discipline is mandatory for leaders to achieve their goals in life
• With discipline, a leader works tirelessly and effectively to achieve reasonable
goals
• A leader must believe in the principle of work before success. It is only in the
dictionary where success comes before work and that must not affect your focus
• With discipline, a leader always strives for excellence by making high quality achievement
his magnificent focus
• As a leader attack the root causes of poor quality.
• LAW OF WISDOM
• Wisdom is the ability to apply knowledge and experience to any given situation
• For a leader to get wisdom, he must always seek for knowledge
• Leaders are readers. A leader with wisdom always demonstrates integrity.
• Integrity is the most important quality in the life of a successful leader
• A leader with wisdom seeks good counsel from others since no person is an island of
knowledge.
• Wisdom helps a leader to control and co-ordinate a group towards success in the face of
• LAW OF COURAGE
• Courage is not the absence of fear, it is the mastery of it.
• Courage means valour, bravery, fearlessness, audacity and chivalry to perform a task
• Courage is inner strength, presence of mind against odds, determination to hang in
there to withstand hardship.
• A leader must be courageous, because, courage destroys distractive worry. It
controls fear and keeps your dreams vividly before you act at all times.
• LAW OF HUMILITY
• An important element of greatness is humility
• A leader must build a reservoir of goodwill by placing the interest of other people
above his own
• A leader must not allow pride to override his actions because pride goes before a fall
• With humility, a leader becomes team centered and a good listener
• Remember that the first test of a truly great person is his/ her humility.
• A humble person can neither be put down nor exalted; he can never be humiliated
nor honoured; he remains the same person under all circumstances.
• LAW OF DECISION MAKING
• You are a product of your decision
• As a leader, organize your decision making process by gathering facts, get good
counsel and determine the results of the decision in the future
• In making decision, a leader must ask himself: Is this decision legal, right, ethical,
moral, sensible and appropriate? Is my heart at peace with this decision?
• LAW OF DEVELOPING FRIENDSHIP
• No one makes it alone. We need someone we can open our mind to.
• Success in life depends on the support and help of other people. A tree does not make a
forest.
• Talk with close friends about your cares and worries.
• Remember that shared joy is a double joy and shared sorrow is a half sorrow
• We need someone we can open up with. He/ She will know our hiding places, our soft spots,
our hopes and dreams. This is what real friendship is all about.
• Associate yourself with people of good quality if you want to get high esteem and reputation.
This is because it is better to be alone than in bad company—George Washington.
• To choose a good friend, develop attitude of acceptance, mutual attraction, commitment and
genuine openness
• LAW OF TACT AND DIPLOMACY
• Lead your team with a dream and help them to achieve it.
• As a leader , you need loyalty of your team members
• Always help people to be successful in their jobs, provide training and get extra help
when needed, provide best working environment and resolve disagreement quickly
• Confide in people you can trust, recognize and show appreciation for all the team
members.
• LAW OF EXECUTIVE ABILITY
• Unless you try to do something beyond what you have already mastered, you will
never grow
• Cultivate in yourself the qualities you admire most in others.
• Maintain good confidence and control your stress.
• Make your appearance your asset and always renew yourself with motivation.
• Always think about success, maintain your standard and don’t stop learning.
• LAW OF INSPIRATIONAL POWER
• Leaders have a sense of purpose and destiny. Leaders inspire, create commitment,
act as role model and evoke highest level of competence possible from their team.
• Leaders have sense of purpose– know where they are going. Leaders are always
enthusiastic and demonstrate determination to succeed.
• Leaders must always embrace 5 Ds of success: Desire, Determination, Dedication,
Discipline and Drive.
• Leaders always have future focus.