Chapter 1 the Nature of Leadership

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Chapter 1

The Nature of Leadership

Lectured by : CHHOUN SOKHALectured by : CHHOUN SOKHA

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Definitions of Leadership

Past definitions have included behaviors, influence, interaction role relationships, and occupation of an administrative position.

What does Leadership mean to you?

I-Introduction of Leadership 1-Definition

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Leadership Definition

Definition 2:Leadership is the process of influencing and organized group toward accomplishing the objectives.

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.

I-Introduction of Leadership 1-Definition

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Leadership vs. Management

A person can be a leader without being a manager.

Ex: an informal leader A person can be a manager

without leading. Ex: A manager of financial accounts

I-Introduction of Leadership 2-Leadership vs. Management.

What is the difference between leadership and management?

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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.

I-Introduction of Leadership 2-Leadership vs. Management

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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 2-Leadership vs. Management

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Leadership Processes Scope( រយះ�, ព្�ដែ�ន)

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

I-Introduction of Leadership 3-Leadership process scope

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Leadership effectiveness

Key Leadership Variables1-Characteristics of the leaders2-Characteristics of the followers3-Characteristics of the situations

II-Leadership variables and styles 1-leadership variables

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Figure

Situational Variables

LeaderBehavior

InfluenceProcesses

Follower Attitudesand Behaviors

Leader Traitsand Skills Performance

Outcomes

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Characteristics of the Leaders

Traitsស្ថា� នការ,លក្ខ�ណះ� (motives, personality, values) Confidence and optimism Skills and expertise Behavior Integrity(សេ�ចក្ខ��ច�រ �ត) and ethics(ចរ �យាមាយាទ)

Influence Attributions(ការក្ខ�ណះត ឲ្យ") about followers


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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

Characteristics of the Followers


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Type of organization unit Size of unit Position power and authority Task structure and complexity Task independence Environmental uncertainty External dependencies

Characteristics of the Situations


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Leadership Styles Autocratic Leadership Styles Persuasive Leadership Styles Consultative Leadership Styles Participative/ Democratic

Leadership Styles Laissez-Faire Leadership Styles

II-Leadership variables and styles 2-Leadership style

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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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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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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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Participative/Democratic Leader

Leader sets general goals/limits. Allow group/followers to make

decision. Work methods determined by

group/followers.


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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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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 change’s sake?

– Organisational culture – may be long embedded(បង្ក%ប )

and difficult to change– Nature of the task – needing cooperation? Direction?

Structure?

II-Leadership variables and styles 3-Factors affecting style

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BehavioralBehavioral IntegrativeIntegrative

TraitTrait ContingencyContingency

The 4 Leadership The 4 Leadership Theory ClassificationsTheory Classifications

The 4 Leadership The 4 Leadership Theory ClassificationsTheory Classifications

III-Leadership theory

Figure

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

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

Behavioral Leadership Theoriesattempt to explain distinctive styles used by effective leaders or the nature of their work.

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Contingency Leadership Theories

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

III-Leadership theory 3-Contingency leadership theory 4-Behavioral leadership theory

Integrative Leadership Theories

attempt to combine the trait, behavioral, and contingency theories to explain successful influencing leader follower relationships.

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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

IV-Change in leadership

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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

IV-Change in leadership

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Chapter 1 the Nature of Leadership