Fundamentals of

Management
Dr. Islam Ali Elhadidy

Lecturer of Business Administration

Faculty of Commerce – Mansoura University

Robbins & Judge
Fundamentals
OrganizationalofBehavior
Management
14th Edition
Fourteenth Edition, Global Edition

Being an Effective Leader

Kelli J. Schutte
William Jewell College
Who Are Leaders?
&
What is Leadership?

3
 Who Are Leaders?
Leaders:

 someone who can influence others and who has managerial authority.
 Ideally, all managers should be leaders, realistically, many are not.

 A manager’s role is assigned by the organization: planning, organizing,

controlling, and ensuring work gets done.

 Leadership is about influence, vision, motivation, and inspiring others.

 What is Leadership?

 Leadership is frequently defined as a social (interpersonal)

influence relationship between two or more persons who depend
on each other to attain certain mutual goals in a group situation.

 Leadership is the ability of a manager to induce subordinates

(followers) to work with confidence and zeal.
 Importance of Leadership
1. Clarity and Communication
 Provides a clear organizational vision.
 Ensures the vision is communicated to all employees.

2. Motivation
 Uses appropriate motivation techniques for different individuals.
 Motivated employees work harder and improve overall performance.

3. Change Management
 Helps employees understand the need for change.
 Reduces resistance to change and supports adaptation to internal and external shifts.
 Importance of Leadership
4. Planning
 Leaders with clear vision contribute to effective planning and goal-setting.

5. Employee Relations
 Builds strong, positive relationships within the team to enhance coordination.

6. Crisis Management
 Keeps the team focused during crises.
 Reminds employees of past achievements and inspires them to set and reach new goals.
The Leadership Process

8
The Leadership Process
 The Leadership Process

1. The Leader
 Guides and coordinates group activities.

 Sets the tone, provides direction, and helps

the group meet task and maintenance needs.
 The Leadership Process

2. The Follower
 Not passive—followers shape leadership.

 Their needs, expectations, and perception determine what

leadership style is effective.
 Readiness to follow varies by:
 Locus of control
 Personality (e.g., authoritarian vs. participative preference)
 Self-esteem and self-efficacy

 Follower performance also influences leader behavior.

 How followers shape leadership?
 Internal locus of control → respond well to participative leadership

 Internal locus of control is a psychological concept that refers to the degree to

which a person believes that they have control over the events and outcomes in
their life, rather than external forces like luck, fate, or other people.
 How followers shape leadership?
 Internal locus of control → respond well to participative leadership

 Authoritarian personality → respond well to directive leadership

 High self-esteem → prefer participative leadership

 Low self-esteem → perform better with supportive leadership

 Self-esteem is a psychological term that refers to a person’s

overall sense of self-worth or personal value—how much they
like, respect, and feel confident about themselves.
 How followers shape leadership?
 Internal locus of control → respond well to participative leadership

 Authoritarian personality → respond well to directive leadership

 High self-esteem → prefer participative leadership

 Low self-esteem → perform better with supportive leadership

Follower performance affects leader behavior:

 High-performing followers → leaders act more considerate

 Poor performers → leaders become more directive
 The Leadership Process

3. The Context (Situation)

 The situation or environment in which leadership occurs.
It affects how leaders and followers interact and which
leadership style is most appropriate.

The context includes:

 Task clarity: structured vs. unstructured tasks
 Goal clarity: clear vs. ambiguous goals
 Environment: stable vs. unstable, simple vs. complex
 Task characteristics: boring, stressful, or satisfying
 The Leadership Process
4. The Leadership Process
 A complex, interactive relationship built over time. A mutual
exchange between leader and followers.

Based on exchange:
 Leader provides: Guidance, resources, support
 Followers provide: Trust, cooperation, respect, compliance

Leadership involves mutual influence:

 Leader influences followers
 Followers influence leader
 Context influences both
 The Leadership Process

5. Consequences (Outcomes)
 Outcomes appear at both group and individual levels:

Group-Level Outcomes Individual-Level Outcomes

Strong relationships Motivation
Performance
Shared values
Satisfaction
Team cohesion Trust
Goal achievement Organizational citizenship
 The Leadership Process
 These components continuously interact over time;
each one influences the others.

 As any component changes, leadership itself changes.

Example: changes in context or follower needs

reshape how leadership is practiced.
 Formal and Informal Leaders
Formal Leader Informal Leader
 Officially recognized by the organization.  Not officially appointed by the organization.

 Appointed to serve as an agent of the  Recognized by group members as influential.

organization.

 In self-Managed Teams, Team members can  In fact, most work groups contain at least one
select a leader; when sanctioned, they informal leader. Often present in teams, sports
become formal leaders. groups, or workplaces.

 Examples: Jack Welch at General Electric  Influence can help or harm organizational
goals depending on how it is used.
 Manager Leaders
 An official designated authority  Gains influence and respect from followers

 Controls and supervises subordinates  Builds trust and confidence among followers

 Receives and follows directions  Provides vision and strategic alignment

 Provides instructions  Trains, guides, and empowers people

 Focuses on employee achievements  Focuses on employee growth and development

 Avoids risk  Takes calculated risks when opportunities appear

 Focuses on events and decisions  Focuses on process and how decisions are made

 Negotiates and coerces  Develops fresh approaches to problems

Leadership Theories

22
 Leadership Theories

We will discuss three major topics:

1. Early Leadership Theories.

2. Contingency Theories Of Leadership.

3. Contemporary Views Of Leadership.

(1) Early Leadership Theories

24
 1. Early Leadership Theories.

These early leadership theories focused on:

1. The leader (Leadership Trait Theories).

2. How the leader interacted with his or her group members (Leadership
Behavior Theories).
(A) Leadership Trait Theory.

26
Trait theory:
According to trait
theory of leadership,
those who become
leaders must possess a
special set of traits
which distinguishes
them from followers.
 Those
traits
include:
Readiness
Dominance
Honesty
Bravery
Intelligence
 Job-
related
knowledge
1. Trait Theories (1920s -1930s).

Eight Traits Associated with Leadership

 Eight Traits Associated with Leadership

1. Drive
 Leaders exhibit a high level of effort and energy.
 They have a strong desire for achievement and ambition, and they persist
tirelessly in reaching their goals.
 They show initiative and work actively and continuously.

2. Desire to Lead
 Leaders have a strong desire to influence and lead others.
 They demonstrate a willingness to take responsibility and make decisions.
 Eight Traits Associated with Leadership

3. Honesty and Integrity

 Leaders build trusting relationships with their followers through
truthfulness and non-deceit.
 They show consistency between their words and actions, which enhances
team respect for them.

4. Extraversion
 Leaders are usually energetic and lively.
 They are sociable, confident, and rarely silent or withdrawn.
 Eight Traits Associated with Leadership

5. Intelligence
 Leaders need to be intelligent enough to gather, analyze, and interpret
large amounts of information.
 They can solve problems, make correct decisions, and develop strategic
visions.

6. Proneness to Guilt
 A sense of responsibility toward others enhances leadership effectiveness.
 It makes leaders feel a strong obligation toward the welfare and success
of their team.
 Eight Traits Associated with Leadership

7. Self-confidence
 Followers expect leaders to be confident and free from excessive doubt.
 Self-confidence helps leaders convince others of the correctness of their
goals and decisions.

8. Job-relevant Knowledge
 Effective leaders possess a high degree of knowledge about the company,
industry, and technical aspects.
 Deep knowledge helps them make well-informed decisions and understand
the consequences of those decisions.
 Problems with trait theory:
1) In many cases it’s difficult to determine weather traits make
the leader or the opportunity for leadership produces traits.

For example: Do dominant individuals tend to

become leaders ? Or do employees become more
dominant after they occupy leadership roles ?
 Problems with trait theory:

2. The most crucial problem of the trait

theory to leadership is it’s failure to
consider the situation in which leadership
occurs.

o It seems reasonable to say that top

executives and first level supervisors
might require different traits to be
successful.
(B) Leadership Behavioral Theories.

42
 Behavioral Theories

Behavioral theories – leadership theories that identify behaviors that

differentiated effective leaders from ineffective leaders.
 Behavioral Theories

The 4 main leader behavior studies are:

1. University of Iowa Studies.

2. The Ohio Sate Studies.

3. University Of Michigan Studies.

4. The Managerial Grid.

 (1) University of Iowa Studies
1. Autocratic Style:
 A leader who dictates work methods, makes unilateral decisions, and
limits employee participation.

2. Democratic Style:
 A leader who involves employees in decision-making, delegates authority,
and uses feedback as an opportunity for coaching employees.

3. Laissez-faire Style:
• A leader who lets the group make decisions and complete the work in
whatever way it sees fit.
 (1) University of Iowa Studies
What the Iowa Studies found?
 The University of Iowa Studies yielded mixed results, failing to provide a
clear-cut conclusion about which leadership style was universally the most
effective.

 While democratic leadership led to higher employee satisfaction, the study

didn’t establish its superiority in all contexts, leaving ambiguity regarding
when each style should be applied.
 (2) The Ohio State Studies

The Ohio State Studies :Identified two dimensions of leader behavior:

 Initiating structure: the leader defines his or her role and the roles of
group members, sets goals, organizes work, and establishes clear patterns of
communication. Focus: task orientation.

 Consideration: the leader’s mutual trust and respect for group members’
ideas and feelings. Focus: people orientation.
 A leader who was high in consideration helped group members with personal
problems, was friendly and approachable, and treated all group members as
equals.
 (2) The Ohio State Studies
What the Ohio State Studies found?

 Research found that a leader who was high in both initiating structure and
consideration generally, but not always, achieved high scores on group task
performance and member satisfaction.

 Evidence indicated that situational factors

appeared to strongly influence leadership
effectiveness.
 (3) University of Michigan Studies

Identified two dimensions of leader behavior:

 Employee oriented: emphasizing interpersonal relationships

 Production oriented: emphasizing task accomplishment

 Results:
 Leaders who are employee oriented are strongly associated with high
group productivity and high job satisfaction.
 (4) Blake and Mouton’s Managerial Grid

(4) Managerial Grid :

 a two-dimensional grid for appraising leadership styles.

 It used the behavioral dimensions:

- “concern for people” (the vertical axis)
- “concern for production” (the horizontal axis).

 It evaluated a leader’s use of these behaviors, ranking them on a scale from

1 (low) to 9 (high).
(4) Blake and Mouton’s Managerial Grid
 (4) Blake and Mouton’s Managerial Grid

What is the best?

 The Blake and Mouton Managerial Grid shows that the most
effective leadership style is Team Management (9,9), where leaders
demonstrate high concern for both people and production.

 Leaders who use the 9,9 style create motivated teams and achieve
sustainable results, making it the ideal style for most organizational
settings.
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