Leadership for leaders

LEADERSHIP Leadership is the process of influencing individuals or groups to achieve goals. It can be correlated to the following: authority, direction, motivator, reinforce, persuasion, cheerleader, coach, nurturer and delegate. Leading- means to guide, to go before and show the way. Leader- essential person in a group/organization. Leadership according to Fiedler 1. Distinguished people in an organization or group 2. An ability 3. A relationship *Leadership refers to those who provide direction and guidance (Fiedler) *Leadership as “the art of inducing subordinates to accomplish their assignments with zeal and confidence.” (Koontz & O’ Donnell) *Leadership as “the relationship in which one person (the leader) influences others to work together willingly on related tasks to attain goals desired by the leader and, or group” (Terry & Franklin) Further, it is planned process, which results in the following: 1. Challenging people to work collaboratively toward an ever-expanding vision of excellence in the achievement of organizational and personal/professional goals and objectives. 2. Creating a threat-free environment for growth, so that the creative talents and skills are used to the best knowledge. 3. Encouraging and building working relationships that are individually and organizationally satisfying, unifying and strengthening in the realization of mutually determined goals and objectives. Such relationship results in effective group problem solving. 4. Optimizing available material and human resources. Function of Leadership 1. Providing Vision – as a leader, it is expected of you to develop a vision for the organization through participatory management. It is also better for you to involve your teammates, because several heads are better than one. 2. Achieving Goals –It is your task to see to it that the objectives you have set are achieved. Your team members will have a good performance if you know how to motivate them. 3. Initiating Camaraderie and Smooth relationship – All organizations cannot avoid conflicts or disagreements, because of the presence of individual differences. It is the task of the leader that this misunderstanding be immediately resolved, so that it will not become worse. Leadership Qualities 1. A leader possesses a striking physical personality and is energetic. 2. A leader possesses a sense of purpose and direction. A leader knows his/her own personal objectives and those of the group. He or she is able to set goals and move towards that direction. 3. A leader has the power of ready to speech. He or she is able to communicate in both written and spoken language. 4. A leader is enthusiastic about the purpose of the group and is devoted to its cause. 5. A leader has keen insight into the human nature of people. He or she has faith and trust in the people he/she leads. 6. A leader displays courage and persistence even in the face of opposition. 7. A leader is decisive. He or she uses independent judgment and does not hesitate to consult others when needed. 8. A leader is cheerful and even-tempered. 9. A leader shows technical mastery that inspires others to do average performance in their jobs. 10. A leader is intelligent, versatile and has sense of humor. 11.A leader has moral vision, integrity and idealism. Leadership Styles • AUTOCRATIC LEADERSHIP  Sometimes called directive and bureaucratic.  Most extreme form-- it implies a leader who uses coercion in the exercise of his/her powers  High concern for task accomplishment but low concern for the people who perform these tasks.  Seldom gets ideas and opinions from their subordinates in solving work problems.  It is also called “centric” because the leader makes decision for the group. He is the center of attention.  Also called THEORY X by Mcgregor. Boss-centered. The leader thinks all workers are lazy, need to be coerced, threatened with punishment, indifferent to organizational goals, resistant to change, not very bright and cannot be trusted, want to avoid responsibility and are more interested in financial incentives than personal achievement. • DEMOCRATICC, PARTICIPATIVE OR CONSULTATIVE LEADERSHIP  People oriented  Focus in human aspects and build effective teamwork  Interaction between the leader and subordinates is open, friendly, trusting.  It allows governance through group participation in decision making  The leader consults his/her subordinates in solving problems and work related decisions are made by the group.  Sometimes called “ consultative” style of leadership  According to Mcgregor this style of leadership is called THEORY Y. The leader considers workers as ambitious. He or she does not resist change, is creative, and exercises self-direction and self-control.  This style will satisfy higher human needs resulting in greater employee responsibility which in turn leads to high productivity. • PERMISSIVE, ULTRALIBERAL OR LAISSEZ-FAIRE LEADERSHIP  Laissez-faire or “let alone” style of leadership is one in which the leader who is appointed manager abdicates leadership responsibility and leaves worker without direction, supervision or coordination.  The worker lacks central direction and control  This FREE-REIN leader avoids responsibility by relinquishing power to subordinates.  He permits his followers to engage in managerial activity such as decision making, planning, structuring the organization, setting goals and controlling the organization.  This style is effective in highly motivated professionals, like those in research, where independent thinking is rewarded.  This kind of leader is permissive with little or no control; motivates by support when requested by the group or individual, puts emphasis on the group, does not criticize, disperses decision-making within the group, and provides little or no direction at all. TRAITS OF A LEADER 1. Adaptability 12. Kindness 2. Considerateness 13. Knowledge 3. Dedication 14. Loyalty 4. Dignity 15. Strong personality 5. Faith 16. Persuasiveness 6. Experience 17. Poise. 7. Honesty 18. Resourcefulness 8. Initiative 19. Tact 9. Integrity 20. Thoughtfulness 10. Judgment 21. Unselfishness 11. Justice LEADERSHIP SKILLS 1. Skills in personal behavior- requires sensitivity to the feelings of others, identification with the needs of the group, acceptance of other people’s suggestion rather than criticizing or ridiculing them and helping others feel important and needed. 2. Communication skills – ability to listen attentively to the opinions of others, establish positive communication within the group and make sure everyone understands what are expected of them. 3. Organizational skills – includes willingness to assist the group in making short and long range plans and objectives; to share responsibilities and opportunities; to implement plans, follow-up and evaluate results and to participate in problem-solving. 4. Skills in Self analysis – means awareness of personal motivations of own strength and weaknesses and willingness to improve them. THEORIES • SITUATIONAL THEORY OF LEADERSHIP  Leader behaves according to a given situation which may vary from one setting to other. The theory considers a person’s qualities and motivations, the role expectations of the group, and the social forces at work such as the external factors that bring forth the leadership potential.  The situational or “contingency” style of leadership is one in which the leader’s style matches the situation and its needs.  There are 5 kinds of leader under this theory 1. Natural leader - who becomes a leader in spite of himself. He or she does not seek the role but the group thrusts the leadership upon him/her by the tide of events. 2. Charismatic leader – who is an authentic hero in the eyes of his followers. To them he/she can do no wrong. He/she inspires people to make sacrifices for the cause they represent. 3. Rational leader – who is consistent and persistent in what he/she thinks is right. 4. Consensus leader – who is perceived to be acceptable to all, he/she rises in the absence of the above three. 5. Leader by force – who dominates by force and fear. He/she is ruthless in suppressing opposition. • TRAITS THEORY OF LEADERSHIP  Describes the personal, physical and mental characteristics which are associated with successful leaders  Based on the belief that leaders are born with certain qualities that are properly developed to enable them to be successful leaders  According to this theory, leaders are gifted with certain qualities that are developed and shown in their ability to get along with people, persuade them to a course of action, have forceful personalities, possess integrity and are efficient in their work.  A broad classification of six categories of traits is as follows: 1. Physical characteristics such as age, build, height , weight, bearing 2. Background information which includes education, social status, experience 3. Intelligence – knowledge, judgment, ability 4. Personality – decisiveness, autho ritarianism, extroversion, alertness, aggressiveness, enthusiasm, independence, self-confidence. 5. Task-oriented characteristics-persistence, responsibility, achievement need, initiative. 6. Social characteristics-supervisory activity, popularity, prestige, tact, diplomacy. • THEORY Z  This theory has humanistic viewpoint and focuses on developing better ways of motivating people. 1. Collective decision-making 2. Long term employment 3. Slower promotion 4. Indirect supervision 5. Holistic concern Prepared by: Ms. Joyce Agullana--SUMULONG COLLEGE OF ARTS AND SCIENCES Note: I just copied from the paper presentation of Dr. Tano for Myanmar Leadership Seminar in Manila