LEADERSHIP

Dr. Gurnam Kaur Sidhu

Institut Aminuddin Baki
Genting Highlands
 “MANAGERS WHO ARE
NOT LEADERS CAN ONLY
BE FAILURES”
Leonard Sayles
“Leadership:
Managing in
Real Organizations”
“The Working Leader”
LEADERSHIP THEORIES
• Great Man Theory • Contingency Theory
• Trait Theory • Transactional
• Power and Theory
Influence Theory • Attribution Theory
• Behaviourist • Transformational
Theory Theory
• Situational Theory
 GREAT MAN THEORY
• Late 19 th. & 20 th. Century
• Leader is born with innate,
unexplainable and, for mere
mortals incomprehensible
leadership qualities
• Elevated as heroes
 TRAIT THEORY
• Based on great men you can examine
their personalities and behaviour to
develop traits of leaders
• Plausible BUT flawed
• Little correlation – in attempting to
identify and model behaviours
 POWER & INFLUENCE
THEORY
• Approach concentrates on networks of
power and influence generated by the
leader
• Based on assumption that all roads
lead to the leader
• Negates role of followers & strength of
organizational culture
BEHAVIOURIST THEORY
• Emphasizes what leaders do rather
than their characteristics
• So we look at what they do and how
they behave
• Advocates- Blake and Mouton (creators
of the Management Grid) and Rennis
Likert
 SITUATIONAL THEORY
• Views leadership as specific to a situation
rather than a particular sort of personality
• Based on plausible notion – different
circumstances require different forms of
leadership
• Champions – Kenneth Blanchard & Paul
Hersey “Situational Leadership Theory”
CONTINGENCY THEORY
Developing from Situational Theory,
contingency approaches attempt
to select situational variables
which best indicate the most
appropriate leadership to
suit the circumstances
TRANSACTIONAL THEORY
• Emphasizes relationship between
leaders and followers
• Examines the mutual benefit from an
exchange-based relationship
• Leader offers certain things like rewards
or resources, in return leaders get
followers’ commitment or acceptance of
leader’s authority (extrinsic motivation)
 ATTRIBUTION THEORY
• Elevates followers to new importance
• Concentrates on factors which lie
behind the followers’ attribution of
leadership to a particular leader
 TRANSFORMATIONAL
THEORY
• In contrast to Transactional (extrinsic
motivation) this theory emphasizes intrinsic
motivation
• Emphasis on commitment rather than
compliance from the followers
• Transformational leader – proactive and
innovative visionary.
 VALUES-BASED
LEADERSHIP
• Helps to rebuild employee commitment,
performance and productivity
• Offers a vision to reinvigorate and restore the
heart and soul of organizations
• Employees need a reason to believe in the
values and mission of an organization if not
profits and productivity will decline.
 VA LU ES- BAS ED LEA DERS HI P
Susan Smith Kuczmarski & Thomas D. Kuczmarski
• How to replace the feeling of anomie –
disillusionment, isolation and hopelessness
• How to reenergize employees with a renewed
sense of belonging, commitment and connection
to their organizations.
• How to reduce employee problems like lack of
motivation, low morale, “I don’t care attitude”,
and low productivity
• How to eliminate 10 factors that decrease
employee satisfaction
• Tools to help employees and employers to work
together for a more satisfying relationship.
 MODERN LEADERSHIP
• Suggest leadership as a skill or characteristic is
distributed generously among the population
• “Successful leadership is not dependent on the
possession of a single universal pattern of inborn
traits and abilities. It seems likely that leadership
potential is broadly rather than narrowly
distributed in the population” Douglas Macgregor
The Human Side of Enterprise
 Warren Bennis
Each of us contains the capacity for
leadership and has leadership experience
Becoming an effective leader is not d ut
translating is not straightforward but it can be
done given time and application
Leaders: The Strategies for Taking Charge (with
Burt Nanus) 1985
• On Becoming a Leader, 1989
• Why Leader can’t Lead, 1989
• An Invented Life: Reflections on leadership and
Change, 1993
 THE NEW LEADER
• “Today’s leaders understand that you
have to give up control to get results –
they act as coaches not as ‘the boss’”
• Robert Waterman – “The Frontiers of
Excellence”
 MANAGEMENT STYLES
• Exploitative Authoritarian – management by fear
• Benevolent Autocracy – top-down with emphasis
on carrots rather than sticks
• Consultative – UP-down communication with
decisions coming mainly from the top
• Participative – decision-making based on working
groups that communicate with each other
• (Rennis Likert –1903-1981)
The Learning Organization
• The new recipe for • In the learning
leadership centres organization the act of
on five key learning is continuous
areas:Learning, and affects , and
Energy, Focus, involves everyone
Inner Sense - Stuart Crainer -
- Phil Hodgson - Key Management Ideas
1996
The Learning Organization
• WHY? – People are taking broader ranges of
responsibility e.g Managers today are faced with
new environment – responsible for more people
working in a process-oriented organization
• Growth of ‘knowledge workers’-marketplace
is teeming with highly qualified people
• Need to constantly develop skills with
changing times-recruiting, retaining,
retraining, motivate, develop skills etc,
NOTHING DIES
FASTER THAN
A NEW IDEA IN
A CLOSED MIND
NEVER STOP
LISTENING

NEVER STOP
LEARNING

NEVER STOP
TRAINING
 REFERENCES
• Crainer, S. (1996). Key Management Ideas
• Bennis, W & Nanus, B (1985) Leaders
• Ghosal,S. (1990). Organizational Theory and the
Multinational Corporation
• Handy,C (1994). The Empty Raincoat
• Kuczmarski, S.S. & Kuczmarski, T.D. (1995).
Values-Based Leadership
• Macgregor,D. (1960) The Human Side of
Enterprise
• Pascale, R. (1990). Managing on the Edge
 THANK YOU
FOR YOUR KIND ATTENTION