Do You know Applications and Theories of Leadership?
Hassssan
Chapter13.pptxChapter 1 Part One: Individuals As Leaders
Who Is a Leader and What Skills Do Leaders Need?
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Learning Outcomes
Briefly describe the five key elements of leadership.
Identify and define the managerial leadership skills.
List the ten managerial roles based on their three categories.
Explain the interrelationships among the levels of leadership analysis.
Describe the major similarity and difference between the trait and behavioral leadership theories, and the interrelationships between them and contingency theories.
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Leadership Described
Leadership Development.
Leadership is everyone’s business.
Why leadership development is important.
Leadership is a key issue in management.
Organizations invest heavily in leadership development.
Viewed as a competitive advantage.
Critics state that new graduates lack the skills to lead people.
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Why Study Leadership?
Leadership applies to your professional life.
The need for good leadership skills in management is self-evident.
The old work place (managers telling employees what to do) is gone.
Today, employees want to be involved in management and share in decision-making.
Leadership applies to your personal life.
You interact with others every day.
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Discussion Questions
Should leadership be the manager’s job, or should leadership be a shared process?
Are you interested in sharing leadership, or do you prefer to be a follower?
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Need for Self-Assessment
“Know Thyself” or self-awareness is leadership’s first commandment.
So, the first step to leadership development is self-awareness of leadership competencies.
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Leadership Definition Key
Exhibit 1.1
Leadership is the influencing process of leaders and followers to achieve organizational objectives through change.
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Leaders-Followers
Leadership is shared.
The influencing process happens between leaders and followers.
Organizations and managers or employees.
Context here is a formal, organizational setting.
Managers or leaders and followers?
A manager is a person with title and authority.
A leader does not have to be a manager.
Followers are people influenced by a leader.
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Influence
Influencing is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change.
The essence of leadership is influencing.
Your ability to influence others can be developed.
Leaders gain the commitment of followers willing to be influenced as they share leadership.
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Objectives, Change and People
Organizational Objectives.
Effective leaders influence followers to accomplish shared objectives.
Change.
Influencing and setting objectives is about change.
People.
Leadership is about leading people through relationships.
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Leadership Skills
Are leaders born or made?
Both, they are born with some leadership ability and then develop that ability.
Can leadership be taught and skills developed?
Yes, research supports that leadership is learnable as people develop their knowledge, skills, and ability (KSAs).
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Technical Skills involve the ability to use methods and techniques to perform a task.
Interpersonal Skills involve the ability to understand, communicate and work well with individuals and groups through developing effective relationships.
Decision Making Skills are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.
Management Skills
Exhibit 1.2
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Discussion Question
Some say the hard skills (e.g., finance, quantitative analysis) are more important for managers than soft skills (e.g., interpersonal skills), and some say the opposite is true.
What is your view?
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Needed Skills and Management Level
The need for each skill varies based on the level of management.
Top-level managers have a greater need for interpersonal and decision-making skills.
Middle managers have a balanced need for all three skills.
First-level managers have a greater need for technical and interpersonal skills.
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Leadership Managerial Roles
Henry Mintzberg identified ten managerial roles leaders perform to accomplish organizational objectives.
He grouped them into three categories.
The managerial role categories are interpersonal, informational, and decisional.
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Managerial Roles
Exhibit 1.3
The interpersonal leadership roles include leader, figurehead, and liaison.
The leader role uses management functions to effectively accomplish organizational objectives.
The figurehead role is used in legal, social, ceremonial and symbolic activities.
Leaders perform the liaison role when interacting with people outside their unit.
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Managerial Roles
Exhibit 1.3
The informational leadership roles include monitor, disseminator, and spokesperson.
Leaders perform the monitor role when gathering information.
The disseminator role is used when sending information within the unit, also called knowledge management.
Leaders perform the spokesperson role when providing information to people outside their organizational unit.
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Managerial Roles
Exhibit 1.3
The decisional leadership roles include entrepreneur, disturbance-handler, resource-allocator, and negotiator.
The entrepreneur role innovates new and improved products.
The disturbance-handler role takes action during crisis.
The resource-allocator role schedules, authorizes, and budgets activities.
The negotiator role is used in transactions with no set boundaries.
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Levels of Analysis of Leadership Theory
The three levels of analysis of leadership theory are individual, group, and organizational.
Individual level of analysis.
Also called the dyadic process – focus on leaders’ relationships with individual followers.
Group level of analysis.
Also called group process – focuses on how a leader contributes to group effectiveness.
Organizational level of analysis.
The organizational process focuses on the organization.
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Interrelationships among the Levels of Analysis of Leadership Theory
Exhibit 1.4
The individual is at the bottom because group and organizational performance are based on individual performance.
The group side supports the organizational side, productive groups means productive individuals and organizations.
Working for a winning organization tends to motivate individuals to perform at their best to stay on top.
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Leadership Theory Paradigms
Leadership theory:
is an explanation of some aspect of leadership; theories have practical value because they are used to better understand, predict, and control successful leadership.
Leadership theory classifications:
include trait, behavioral, contingency, and integrative.
Leadership paradigm:
is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership.
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Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness.
Behavioral leadership theories attempt to explain distinctive styles used by effective leaders, or to define the nature of their work.
Trait
Behavioral
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Trait
Behavioral
Contingency
Contingency leadership theories attempt to explain the appropriate leadership style based on the leader, followers, and situation.
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Integrative leadership theories attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships.
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Trait
Behavioral
Contingency
From the Management to the Leadership Theory Paradigm
The old command-and-control model of management no longer works.
Today, managers must be able to lead as well as manage.
Moving from the management to the leadership theory paradigm is a shift from the older autocratic management style to the newer participative leadership style of management.
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Three-Pronged Approach: Features of the Book
Exhibit 1.5
Objectives of this book:
To teach you the theory and concepts of leadership.
To develop your ability to apply leadership theory through critical thinking.
To develop your leadership skills in your personal and professional life.
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Discussion Questions
Should leadership courses focus on teaching students about leadership or on teaching students to be leaders?
Can college students really develop their leadership skills through a college course?
Why or why not?
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Leadership Theory
The theories and concepts you will learn are based on research.
Evidence-based management (EMB) means that decisions and organizational practices are based on the best available scientific evidence.
The Association to Advance Collegiate Schools of Business (AACSB) gives accreditation to business schools.
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Application of Leadership Theory
Students need to learn to think critically.
A common criticism of management education is the focus on theory but not on application of theory to practice.
Thus, students lack the ability to apply knowledge.
Students need to be given the opportunity to practice applying what they learn.
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Leadership Skill Development
This book offers features to help develop your leadership skills:
Models versus Exhibits.
Purpose of both – help improve your performance.
Behavior modeling leadership skills training.
Read the models, watch the videos, practice the skills.
Practice.
You must continually practice your leadership skills.
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Discussion Question
Is leadership ability universal, or is a good leader in one environment also effective in another?
For example, can a leader in one industry (a hospital) be successful in another industry (a bank)?
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Organization of the Book
Exhibit 1.6
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Key Terms
behavioral leadership theories
contingency leadership theories
decisional leadership roles
decision-making skills
evidence-based management (EBM)
influencing
informational leadership roles
integrative leadership theories
interpersonal leadership roles
interpersonal skills
leadership
leadership paradigm
leadership theory
leadership theory classifications
leadership trait theories
levels of analysis of leadership theory
management to the leadership theory paradigm
managerial role categories
technical skills
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