Chapter 1

The Nature of Leadership

Lectured by : CHHOUN SOKHA

I-Introduction of Leadership 1-Definition

Definitions of Leadership
What does Leadership mean to you? Past definitions have included behaviors, influence, interaction role relationships, and occupation of an administrative position.

I-Introduction of Leadership 1-Definition

Leadership Definition
Definition 1: Leadership is the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the objectives. Definition 2: Leadership is the process of influencing and organized group toward accomplishing the objectives.
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I-Introduction of Leadership
2-Leadership vs. Management.

Leadership vs. Management

What is the difference between leadership and management?

A person can be a leader without being a manager. A person can be a manager without leading.
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Ex: an informal leader

Ex: A manager of financial accounts

I-Introduction of Leadership 2-Leadership vs. Management

Leadership vs. Management

Managers are concerned about how things get done and they try to get people to perform better. Leaders are concerned with what things mean to people and they try to get people to agree about the most important things to be done.
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I-Introduction of Leadership 2-Leadership vs. Management

Leadership vs. Management

Managers are people who do things right and managers value stability, order and efficiency. Leaders are people who do the right thing and leaders value flexibility, innovation and adaptation.

I-Introduction of Leadership 3-Leadership process scope

Leadership Processes Scope

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(,)

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External event interpretation Choice of strategies Motivation of members Member trust Work activity organization

Member skills and confidence development Member learning and sharing of knowledge Support from outsiders
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II-Leadership variables and styles 1-leadership variables

Leadership effectiveness
Key Leadership Variables 1-Characteristics of the leaders 2-Characteristics of the followers 3-Characteristics of the situations

Figure
Situational Variables Leader Behavior Influence Processes Follower Attitudes and Behaviors

Leader Traits and Skills

Performance Outcomes

II-Leadership variables and styles 1-leadership variables

Characteristics of the Leaders

Traits, (motives, personality, values) Confidence and optimism Skills and expertise Behavior Integrity( ) and ethics( ) Influence Attributions() about followers
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II-Leadership variables and styles 1-leadership variables

Characteristics of the Followers

Traits (motives, values, self-concepts) Confidence and optimism Skills and expertise Attributions about the leader Trust in the leader Task commitment and effort Satisfaction with leader and job
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II-Leadership variables and styles 1-leadership variables

Characteristics of the Situations

Type of organization unit Size of unit Position power and authority Task structure and complexity Task independence Environmental uncertainty External dependencies
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II-Leadership variables and styles 2-Leadership style

Leadership Styles
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Autocratic Leadership Styles Persuasive Leadership Styles Consultative Leadership Styles Participative/ Democratic Leadership Styles Laissez-Faire Leadership Styles

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II-Leadership variables and styles 2-Leadership style

Autocratic Leader

An autocratic leader makes decision and announce it to followers. Work methods are dictated by leader Knowledge/information is not shared with followers. This leadership style is often found in organizations which have a high power distance and high uncertainty

avoidance.

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II-Leadership variables and styles 2-Leadership style

Persuasive Leader

Manager always shares decision to subordinates. Explain and outline situation and decision Try to convince subordinates to work more effectively.

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II-Leadership variables and styles 2-Leadership style

Consultative Leader

Leader consults with followers. Present problem and listen to suggestions, ideas of followers to solve problem effectively. Manger then makes decision

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II-Leadership variables and styles 2-Leadership style

Participative/Democratic Leader

Leader sets general goals/limits. Allow group/followers to make decision. Work methods determined by group/followers.

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II-Leadership variables and styles 2-Leadership style

Laissez-Faire Leader

Leader gives complete freedom to followers (group/individuals). Minimum participation by leader. Ex: This method works well with highly motivated professionals (research scientists, computer programmers, engineers, etc.). This type of leadership style is often found in organizations which have a very low power distance & low uncertainty avoidance.
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II-Leadership variables and styles 3-Factors affecting style

Factors Affecting Style

Leadership style may be dependent on various factors:
Risk - decision making and change initiatives based on degree of risk involved Type of business creative business or supply driven? How important change is change for changes sake? Organisational culture may be long embedded( ) and difficult to change Nature of the task needing cooperation? Direction? Structure?
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III-Leadership theory

Figure

The 4 Leadership Theory Classifications

Trait
Behavioral

Contingency

Integrative
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III-Leadership theory 1-leadership trait theory 2-Behavioral leadership theory

Leadership Trait Theory

attempts to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess.

Behavioral Leadership Theories

attempt to explain distinctive styles used by effective leaders or the nature of their work.
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III-Leadership theory 3-Contingency leadership theory 4-Behavioral leadership theory

Contingency Leadership Theories

attempt to explain the appropriate leadership style based on the leader, followers, and situation.

Integrative Leadership Theories

attempt to combine the trait, behavioral, and contingency theories to explain successful influencing leader follower relationships.
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IV-Change in leadership

Change Leadership
The most challenging aspect of business is leading and managing change The business environment is subject to fast-paced economic and social change Modern business must adapt and be flexible to survive Problems in leading change stem mainly from human resource management
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IV-Change in leadership

Change Leadership
Leaders need to be aware of how change impacts on workers: Series of self-esteem states identified by Adams et al and cited by Garrett
Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

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