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Management: Arab World Edition Robbins, Coulter, Sidani, Jamali
Chapter 16: Managers As Leaders
Lecturer: [Dr. Naser Al-Khdour]
Learning OutcomesFollow this Learning Outline as you read and study this chapter.
16.1 Who Are Leaders and What Is Leadership
• Define leaders and leadership.
• Explain why managers should be leaders.
16.2 Historical Leadership In The Middle East
• Ibn-Khaldun Conception of Leadership
• The role of Asabiya (Group-bond in fostering leadership)
• The Prophetic-Caliphal Model of Leadership
16-3 Copyright © 2011 Pearson Education
16.3 Early Leadership Theories
• Discuss what research has shown about leadership traits.
• Contrast the findings of the four behavioral leadership theories.
• Explain the dual nature of a leader’s behavior.
16.4 Contingency Theories of Leadership
• Explain Fiedler’s contingency model of leadership.
• Describe situational leadership theory.
• Discuss how path–goal theory explains leadership.
Learning Outcomes
16-4 Copyright © 2011 Pearson Education
16.5 Contemporary Views of Leadership
• Differentiate between transactional and transformational leaders.
• Describe charismatic and visionary leadership.
• Discuss what team leadership involves.
16.6 Leadership Issues in the Twenty-First Century
• Describe the five sources of a leader’s power.
• Discuss the issues today’s leaders face.
Learning Outcomes
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1. Define leaders and leadership.
2. Explain why managers should be leaders.
Who Are Leaders and What Is Leadership
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Who Are Leaders and What Is Leadership
Leader
Someone who can influence others and who has managerial authority
Leadership
What leaders do; the process of influencing a group to achieve goals
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Who Are Leaders and What Is Leadership
Although groups may have informal leaders who emerge, those are not the leaders we’re studying.
Leadership research has tried to answer:
What is an effective leader?
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1. Ibn-Khaldun Conception of Leadership
2. The role of Asabiya (Group-bond in fostering leadership)
3. The Prophetic-Caliphal Model of Leadership
Historical Leadership In The Middle East
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Ibn-Khaldun Conception of Leadership
He was born in Tunis in the year 1332. He was mainly interested in political leadership, but his
conceptualization is important for understanding leadership in any context, business or non-business.
Ibn Khaldun emphasizes the personal qualities of the leader. He calls those qualities “perfecting details”.
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Perfecting Details Include:
1. Generosity
2. Forgiveness of error
3. Patience and perseverance
4. Hospitality toward guests
5. Maintenance of the indigent
6. Execution of commitments
7. Respect for the religious law
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Perfecting Details Include:
8. Reverence for old men and teachers
9. Fairness
10. Meekness
11. Consideration to the needs of followers
12. Avoidance of deception and fraud
13. Kindness to, and protection of, subjects.
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The role of Asabiya
Asabiya (“group feeling” or “group bond”).
Asabiya stems from blood ties and alliances, with the former having the most weight in fostering the leadership bond.
Blood ties may be an unimportant factor in the West as a source of leadership, but they are important in the Arab region.
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The Prophetic-Caliphal Model of Leadership
Four elements of the model:
(1) Personalism
(2) Individualism
(3) Lack of institutionalization
(4) The importance of the great man
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The Prophetic-Caliphal Model of Leadership
Personalism refers to the degree that a person insists on his personal opinion and the degree of concern and emphasis he has on himself.
Individualism means making decisions or actions that do not take into account the opinions of the group.
The combination of personalism and individualism leads to a lack of institutional development.
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The Prophetic-Caliphal Model of Leadership
In cases of conflict or succession, there is no institution to fill the vacuum.
The vacuum is alternatively filled by an expectation of the “great man”.
If the expected great man really turns out to be a great man, then we have a prophetic type of leader whose relationship with followers depends on love and compassion and voluntary compliance.
If the expected great man turns out to be an ordinary man then the only way to ensure follower compliance is through coercion and authoritarianism.
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Exhibit 16–1 Khadra’s Model of Leadership
Personalism
VacuumLack of institutionalism
Individualism
Expecting great man
Great Man
Ordinary ManFear, coercion,
strife
Strong attachment to
the leader
Social Origins Leadership Climate Two Conditions Two Models
Prophetic Model
Caliphal Model
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1. Discuss what research has shown about leadership traits.
2. Contrast the findings of the four behavioral leadership theories.
3. Explain the dual nature of a leader’s behavior.
Early Leadership Theories
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Early Leadership Theories
Trait Theories (1920s–1930s)
• Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful.
• Later research on the leadership process identified seven traits associated with successful leadership ( the process , not the person)
• Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
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Exhibit 16–2 Seven Traits Associated with Leadership
Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
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Behavioral Theories
1. University of Iowa Studies
2. Ohio State Studies
3. University of Michigan Studies
4. The Managerial Grid
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Behavioral Theories
University of Iowa Studies (Kurt Lewin)
• Identified three leadership styles:
– Autocratic style: centralized authority, low participation
– Democratic style: involvement, high participation, feedback
– Laissez faire style: hands-off management
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Behavioral Theories
University of Iowa Studies (Kurt Lewin)
• Research findings: mixed results
– No specific style was consistently better for producing better performance.
– Employees were more satisfied under a democratic leader than an autocratic leader.
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Ohio State Studies
• Identified two dimensions of leader behavior:
– Initiating structure: the role of the leader in defining his or her role and the roles of group members.
– Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.
Behavioral Theories (cont’d)
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Ohio State Studies
• Research findings: mixed results
– High-high leaders generally, but not always, achieved high group task performance and satisfaction.
– Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.
Behavioral Theories (cont’d)
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University of Michigan Studies
• Identified two dimensions of leader behavior:
– Employee oriented: emphasizing personal relationships
– Production oriented: emphasizing task accomplishment
• Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
Behavioral Theories (cont’d)
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The Managerial Grid
• Appraises leadership styles using two dimensions:
concern for people and concern for production
• Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management
Behavioral Theories (cont’d)
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Exhibit 16–3 Behavioral Theories of Leadership
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Exhibit 16–3 (cont’d) Behavioral Theories of Leadership
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