LEADERSHIP
Chapter 1:
OVERVIEW
OF
LEADERSHIP
AND
LEADERS
LEARNING
OUTCOMES
▪ Acquire a basic knowledges
about leadership
▪ Visualize the portrait of a
leader
▪ Overview leadership
approaches
▪ Understand relationship of
task, team and individual in
leadership
Content
Important notes
Functional approach
What leaders need to
to leadership do
What leaders have
to know
A leader
Qualities &
leadership traits
Definition
Leadership
Introduction
• Leadership is a theme that has
been in discussion and also in
people's interest from the ancient
days itself.
• It is said that, in this transforming
world, leadership not only help in
giving solutions for firms and
individual but also provide solutions
to nations, sectors, and regions.
Leadership in simple terms
• Understanding vision.
• Lead and enable others to cooperate
in achieving it.
“Leadership is the ability to direct the
others, more important, to have those
people accept that direction”.
(Lombardi, 2001)
1. Definition
The ability to positively influence
people and systems to have a
meaningful impact and achieve
results.
❖ Leading People
❖ Influencing People
❖ Commanding People
❖ Guiding People
Characteristics of Leadership
1. Leader must have followers
2 The relationship between leader and
followers is working together
3. Purpose is to achieve some common goals
4. A leader influences his/her followers by
willingly not by force Content here
5. Leadership is exercised in connection with
certain situations
6. Leadership is a power relationship
Content here
7. It is a continuous process
2. Leaders
o Being nominated as a supervisor doesn't make
you a leader.
o Being a leader means that you influence
people by providing purpose, direction, and
motivation.
“Leadership is the art of accomplishing
more than the science of management
says is possible.”
(Secretary of State Colin Powell)
Essential
qualities
These qualities are necessary
for you to be a leader, but
they are not in themselves
sufficient to make you be
seen as one.
➢ Qualities
We Create are very much
anchored in particular
Professional fields
Presentation
➢ Some generic qualities
participate in building your
leadership potential
Enthusiasm, integrity,
toughness, fairness, warmth,
humility and confidence
3. What do you have to know
❑ Situational leadership theory
suggests that no
single leadership style is
best. Instead, it depends on
which type of leadership and
strategies are best suited to
the task.
❑ there are four primary leadership styles:
+ Telling (S1): In this leadership style, the leader tells people what
to do and how to do it.
+ Selling (S2): This style involves more back-and-forth between
leaders and followers. Leaders "sell" their ideas and message to get
group members to buy into the process.
+ Participating (S3): In this approach, the leader offers less
direction and allows members of the group to take a more active
role in coming up with ideas and making decisions.
+ Delegating (S4): This style is characterized by a less involved, .
Group members tend to make most of the decisions and take most
of the responsibility for what they’ve done.
The right style of leadership depends greatly on
the maturity level (i.e., the level of knowledge
and competence) of the individuals or group.
+ M1: Group members lack the knowledge,
skills, and willingness to complete the task.
+ M2: Group members are willing and
enthusiastic, but lack the ability.
+ M3: Group members have the skills and
capability to complete the task, but are unwilling
to take responsibility.
+ M4: Group members are highly skilled and
willing to complete the task.
Leadership styles may be matched with maturity
levels. The Hersey-Blanchard model suggests that
the following leadership styles are the most
appropriate for these maturity levels:
+ Low Maturity (M1)—Telling (S1)
+ Medium Maturity (M2)—Selling (S2)
+ Medium Maturity (M3)—Participating (S3)
+ High Maturity (M4)—Delegating (S4)
4. What do you need to do
The three variables of leadership
Group
approach: The The
leader situation
“What has to be
done”
The group
What do you need to do
Overlapping needs
Working
groups have
certain needs Task need
in common
Three areas of
Team need overlap and
Individual
maintenance
needs influence one
need
another
What you need to do
➢ Task need
Working groups come into being because there is a
task to be done that is too big for one person
➢ Team maintenance need
Create and promote group cohesiveness
➢ Individual needs
Working groups help individuals satisfy their needs.
5. Towards the functional approach to
leadership
➢ In order to achieve the common Defining the task
Functions
task and to maintain teamwork, Planning
certain functions have to be Briefing
performed Controlling
➢ A function is what you do Evaluating
➢ Learn to provide the functions of Motivating
leadership that are called for by Organizing
task, team, and individual needs Providing an example
Your role as leader
A role can be defined as the
expectations that people have of
you
Leaders aren't expected to act
outside their roles in the context of
work.
6. Leadership functions
THE ROLE Defining the task
Planning
Achieving the
TASK Leading
Controlling
Evaluating
Building and Developing Motivating
maintaining the
the TEAM INDIVIDUAL Organizing
Providing an example
help them to achieve the common task;
build the synergy of teamwork; and
respond to individuals and meet their needs
Towards the functional approach to
leadership
The leadership skills development path
Leadership compentence
Leadership skill
At first, with
competence Leadership excellence
After practice, with
skill
Through self-
development and
continuous
improvement, with
excellence
7. Important notes
Whether in team, operational or
organizational leadership, what matters is:
o Theleader – qualities of personality and
character.
o The situation – partly constant, partly
varying.
o Theteam – the followers: their needs and
values.
EXERCISE:
CHARACTERISTICS OF A LEADER
THANK YOU