INFS 212 Principles of ManagementThe difference between leadership and management (although sometimes they may be synonymous) is that management involves coordinating activities to

College of Education

School of Continuing and Distance Education2014/2015 – 2016/2017

INFS 212

Principles of Management

Session 9 – Leadership

Lecturer: Dr. Emmanuel Adjei Department of Information StudiesContact Information: [email protected]

Session Overview

The job of manager normally involves some leadership

ability, but not all leaders are managers. The difference

between leadership and management (although

sometimes they may be synonymous) is that management

involves coordinating activities to achieve organisational

goals, whereas leadership is more generally concerned

with acting as a guide and motivation for others. For

some time now management theorist have tried to

answer the question: What makes a good leader? At the

same time most people believe that great leaders were

born with ability to inspire others. Slide 2

Session Overview

Today though, we accept the notion that anyone can be

a great leader if the circumstances are right. It is now

generally believed that effective leadership depends on

selecting the right style of management for a particular

situation rather than possessing certain personality traits.

In this Session we will explore the various approaches to

leadership. Areas to be discussed are the nature of

leadership; qualities of leadership; leadership style;

and Likert’s leadership classifications

Slide 3

Session Objectives

Objectives

At the end of the session, the student should be able to

• Define and explain leadership

• Discuss the qualities of a good leader

• Explain the types of leadership styles

• Explain Rensis Likert’s leadership classification

Slide 4

Session Outline

The key topics to be covered in the session are as follows:

• Topic One: Leadership

• Topic Two: Historical Perspective on Leadership

• Topic Three: Traits of Successful Leaders

• Topic Four: Leadership Styles

• Topic Five: Leadership Classification

• Topic Six : Information and Leadership

Slide 5

Reading List

1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of

Management: Essential concepts and applications, (Sixth

Edition), Pearson, Prentice Hall: Upper Saddle River,

NJ. (Read Chapter 11 pages 130-151)

2. Chandan JS (2002). Management: Concepts and

Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read

Chapter 13 Pages 298-320).

Slide 6

LEADERSHIP

Topic One

Slide 7

Google Confidential and Proprietary

What is Leadership?

It is the art of influencing others to act in order to accomplish

specific objectives

In order to achieve any objectives of any group, leaders must

have the following skills

1. The understanding that people’s motivation varies at

different times

2. The ability to inspire

3. The ability to create a climate for motivation

Leadership

Slide 8


Leadership

HISTORICAL PERSPECTIVE ON LEADERSHIP

Topic Two


The Great Man Theory

• “The great man” theory is the earliest theory of leadership.

• It dates back to the ancient Greeks but stayed popular into the early 20th century.

• Under the, theory an effective leader had two dissimilar characteristics

1. They were capable of instrumental behavior

2. They showed concern for their subordinates and fostered sound group interrelationship

Historical Perspective on Leadership


After the testing of the theory in the 1900s as a result

of the emergence of behaviourial school of

psychology, studies showed one leadership style might

not be equally appropriate in all situations.



• Behavioural theory of leadership therefore became the

basis for identifying who a leader was.

• This theory suggested two distinct styles of leadership:

1. Task Oriented (Production centered)

2. Employee-Oriented (People centered)

In more recent times, theories of an effective leader is said to

be a function of the interaction of several variables in an

environment or situation.

Examples of such theories are the Contingency Model or

Situational Model.


TRAITS OF SUCCESSFUL LEADERS

Topic Three


Studies designed to pinpoint the specific character traits of

leaders often yield conflicting results

According to Ralph Stogdill’s studies,

1. Leaders are somewhat more intelligent than their

followers are

2. They are sensitive to their subordinates’ needs

3. They actively partake in group functions

4. They possess high level of communication skills

Traits of Successful Leaders


While According to Edwin Ghiselli’s studies,

intelligence and self actualization are important for

success, other important things are supervisory ability,

relationships, occupational achievements and

decisiveness.

Traits of Successful Leaders

LEADERSHIP STYLES

Topic Four


What is leadership style?

Leadership style refers to the pattern of behavior of

leaders by which they influence their subordinates to

achieve an objective

There are basically three types of leadership styles. These

are

Autocratic leadership style

Participative leadership style

Laissez-faire leadership style

Leadership Styles


Leadership Styles


Autocratic Leadership• Autocratic leaders do not seek the opinions of their

subordinates

• This action holds conflict and creativity to a minimum

• They also supervise closely

• They motivate by incentives and fear

Leadership Styles


• Formal authority is the basis of legitimate leadership for

autocrats

• They are task-oriented.

• They place little value on showing consideration to

subordinates

• They consider superfluous developing close interpersonal

relationship with subordinates

Leadership Styles


Participative leadership styleThis leadership style does not imply democratic governance or majority rule.

• Participative leaders involve subordinates in making organisational decisions.

• Subordinates take part in decision making process through consultation

Leadership Styles


Laissez-faire Leadership style or Free-rein leadership style

• Free-rein leaders do little supervising as possible

• They maintain hand-off policy, where each subordinates task is clearly defined

• They make few attempts to increase productivity and develop their subordinates

Leadership Styles

Google Confidential and ProprietaryLEADERSHIP CLASSIFICATION

Topic Five


According to Likert, Leadership can be classified as

System I: Exploitative Autocratic

System II: Benevolent Autocratic

System III: Consultative

System IV: Participative

Leadership Classification


System I: Exploitative Autocratic• In this approach, a manager makes all decisions

and informs subordinates about them.

• He relies on threats and intimidation to get tasks

accomplished.

• There is extremely low level of confidence

between the manager and subordinates

• Subordinates are subservient



System II: Benevolent AutocraticThis approach to leadership can be best described as paternalistic.

• The manager makes more decisions and he attempts to convince subordinates that he or she is looking out for their interests

• There is relatively low trust between the manager and subordinates.

• Employees are expected to be subservient, compliant and loyal

• Despite the harmonious social atmosphere, they are never involved in decision making



System III: Consultative• In this approach the manager asks subordinates for

inputs in decision making

• He exercises general supervision

• There is fairly high level of trust between manager and

subordinates.

• Reliance on threats to motivate workers is absent

• Two way communication is not stifled



System IV: Participative• This approach emphasizes group participation

• It integrates workers in the decision-making process

• The level of trust among manager and subordinates is

high

• Subordinates feel comfortable discussing matters with

their managers

• Decision making occurs throughout the organisation

• The overall level of productivity and job satisfaction is

high


INFORMATION AND LEADERSHIP Slide 30

Topic Six

Slide 31

• Information about task requirements, methods and resources required

• Information on staff skills, abilities, motivation

• Information on needs of employees to work in particular conditions, methods, teams etc.

• To indicate employees’ needs and wants, so they can be offered appropriate motivator

• To ensure that all rights of employees are being fulfilled

• To supply the information required for agencies and internal system: manpower planning, employee appraisal and reward, training etc.

Leadership

Purpose Source

Information and Leadership

Summary

• Leadership is the art of influencing other people to act

in order to accomplish organisational objectives.

Effective leadership has three key components:

1. Understanding that people’s motivation varies from

time to time.

2. Being able to inspire others and

3. Establishing an environment in which people are

motivated to excel.

Slide 32

Summary

The earliest theory of leadership is the “great man” theory which was later challenged by the behavioral and situational / contingency models.

Ralph Stogdill and associates identified several personality traits associated with successful leadership, including sensitivity, intelligence, and self- actualiaation.

Leadership style can be classified as autocratic, participative, and laissez- faire. Another classification was presented by Rensis Likert:

1. Exploitative Autocrat

2. Benevolent Autocrat

3. Consultative

Slide 33

Summary con’t

4. Participative

Modern theorists believe that a leader’s effectiveness is

influenced by situational factors that affect all managers

including: the characteristics of subordinates, the nature

of the task, the overall climate of the work environment,

the perceived power of the leader, and how much

subordinates like and trust their leader.

Slide 34


1. Describe and explain some of the personal

characteristics of a successful leader. Which of these

characteristics are important and why?

2. Leaders are born, not made. Comment on this

assumption.

3. Explain in detail the contingency theory of leadership

Sample Questions for Consideration


1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of

Management: Essential concepts and applications, (Sixth

Edition), Pearson, Prentice Hall: Upper Saddle

River, NJ. (Read Chapter 11 pages 293-316)

2. Chandan JS (2002). Management: Concepts and

Strategies. New Delhi, Vikas Publishing House, PVT Ltd

(Read Chapter 13 Pages 298-320).

References

Documents

INFS 212 Principles of ManagementThe difference between leadership and management (although sometimes they may be synonymous) is that management involves coordinating activities to