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MAN101 SNIPPET 5
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LEADING

Chapter 9 describes the:

• The nature of leadership
• Leadership and Management
• Components of the leading function
• Leadership theories

Leading is an important aspect of management and implementation of plans. Ensure that you understand and know each aspect
discussed in this chapter. An important debate is about whether leadership is different than being a manager? Or are they the
same?
You also need to focus on leadership theories as that inform us on best ways to lead a team or for a manager to lead her/his
section.
.
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LEADING

Managers who are not Leaders who are not Good managers who are
leaders managers good leaders

LEADING VERSUS MANAGEMENT:

• A leader influences employees, have followers and lead to wards a specific goal. Leadership is the process of influencing
employees towards achieving organizational goals. Influencing means to communicate ideas, inspire employees and develop
sound relationship with employees
• Management mainly refers to planning, budgeting, organising, staffing and develop systems to monitor and control activities.
• The aim of Management is to close the gap between leaders and managers:
 • Coercive power (enforce/fear)
• Reward power – give or withhold rewards
• Legitimate power – power attached to a potion SOURCE
• Referent power – characteristics of a leader that demands respect S OF
• Expert power – power based on expertise, knowledge POWER
• Position power – it is attached to the position held by a manager/leader -
(coercive/reward/legitimate power) POWER
LEADERSHIP THEORIES
• Personal power – it is attached to person regardless of position held in an organisation
(Referent/Expert power)
LEADING
AUTHORI
• It is the right to give direction and demands action TY
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• Authority may be delegated without giving away accountability
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LEADING

LEADERSHIP THEORIES Contemporary

Traditional approaches New approaches
approaches
• You need to know, understand and be able to compare theories with each other./ The theories discussed are divided into three
categories as in the figure.
• Trait theory Please noteleadership
• Charismatic that each of the Traditional
• Ethicalapproaches
leadership may be based on the work of more than one
researcher.
• Behavioural theory It is therefore also important
• Visionary to differentiate between
leadership the contributions made by these researchers within a specific
• Cross-Cultural
theory
• Contingency theory • Transactional and leadership
Transformational • Managing Diversity
leadership • Servant leadership
. • Emotional Intelligence • Peer-to-Peer leadership
• Agile leadership
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• It is the assumption that strong leaders have specific traits
Trait theory • Physical appearance, temperament, values
LEADING

• Successful leaders behave differently than unsuccessful leaders

• University of Iowa – three basic styles: autocratic, democratic and laissez-
TRADITIONAL APPROACHES
faire
Behavioural theory • Ohio State University – two leadership styles: Initiating which refers to way a
leader structures his/her role; and relationships characterised by mutual trust
and respect
• University of Michigan – production-oriented; and employee oriented leaders
• Blake and Mouton – Two styles: Concern for people and concern for
• The focus here is on a leadership style that fits the situation the best.
production
• Fiedler: two possible styles – task oriented and relationship oriented. His
Contingency theory view is that the style of a leader is fixed, it cannot change
• Robert House developed the path-goal model –four leadership styles are
possible: directive, supportive, participative and achievement-oriented
behaviour
• Hersey and Blanchard based their model on employee readiness to do a job
successfully (work maturity) – Telling, selling, participating and delegating
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• Self-confidence, vision, strong convictions
and values
LEADING • You will find charismatic leaders in politics,
Charismatic leadership religion and unusual business organisations

CONTEMPORARY APPROACHES

• This leader has the ability to create a vision

which grows out of the present.
• S(he) creates enthusiasm and brings energy to
the organisation
Visionary leadership • S(he) recognises that problems are real, but can
be resolved – a positive approach
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• Transactional leaders motivate employees by
appealing to their self-interest by exchanging
LEADING pay for work done.
• Transformational leaders raises employees to
Transactional and higher levels of morality and motivation
CONTEMPORARY • The theory of transformational leadership
APPROACHES
Transformational leadership describes leadership as creating trust,
admiration and loyalty

• EQ is the ability to monitor one’s own and others’ feelings and

emotions (Salvoy and Mayer)
• Goleman add to this definition the notion of emotional
Emotional Intelligence competence in the workplace
• Emotional competence is learned capability based on
emotional intelligence to perform well
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• Leaders must maintain high ethical standards
Ethical leadership • New technology in the workplace creates ethical challenges that need to
LEADING be resolved

• Leaders should have a cultural awareness when working in different

parts of the world
NEW APPROACHES • Skills need are interpersonal skills, nonverbal skills and truthfulness
Cross-cultural leadership • Leaders must know own prejudices and flexibility to adjust own
culture
• Listening skills are important
• The workforce becomes more and more diverse
• Leaders need to prevent conflict which could arise when diversity is not
managed well
Managing diversity • Leaders should be be agile to manage flexible working arrangements
• Organisational culture should change in terms of values, rituals and
assumptions where current cultures do not support diversity
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• A servant leader is a servant first, not a leader first (Greenleaf)
Servant leadership • The focus is on growth and well-being of people
• A servant leader shares power with employees
LEADING
• The type of leadership applies to organisations which work using a central network
• An individual computer connected to the network is known as a node and all working
from nodes are know as a node-community
NEW APPROACHES • The relationship between the nodes is known as relational dynamics or peer-to-peer
Peer-to-peer leadership leadership
• Everyone in the node-community is a sender, receiver; a leader and a follower

• It is the ability of a leader to lead in a variety of circumstances

• Within uncertainties, they find opportunities
• Agile leaders can work in any system of thinking
Agile leadership • Agile leaders are willing to learn and they are humble and adapt to new
circumstances or new information
• They are experts in dealing with complexity
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LEADING

MOTIVATION
• Leaders and managers need to motivate employees to achieve organizational goals
• Motivation is defined as an inner desire to satisfy an unsatisfied need – it is therefore an intrinsic process for example: An
employ wants promotion; it is a desire that is not yet satisfied.
• From an organizational perspective, motivation is the desire to achieve organisational goals A work environment and
systems created should motivate employees.
• Satisfaction is short-lived as people do have many needs and desires - as soon as one desire is met, another develops
• Managers need to understand the desires of their employees
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LEADING

GROUPS AND TEAMS

• A group is two or more people who regularly interact to work towards a common purpose. The reason for joining a group
could vary.
• There are a number of types of groups – informal groups (social groups); formal groups (work groups, task group)
• Characteristics of groups – size, composition, norms, cohesiveness, status and a formal leader is elected.
• A Team or work group consists of small number of people to perform a specific task (project). They have complementary
competencies which contributes to achieve the goal of the team.
• Team members work collectively, they depend on each other sharing information.
• They have a positive energy and are accountable for own and group’s performance
• The purpose of a work groups is usually to solve a workplace problem - read the problem areas on p 284
• Types of teams – Problem-solving teams; self-managed teams; cross-functional teams; and high performance e teams
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LEADING

COMMUNICATION
• The brief discussion on Communication should not be underestimated. The information is important as no manager/leader
can manage and lead without communicating appropriately.
• Communication is defined as the ‘transfer of information from one person to another
• The communication model illustrated on page 286. Ensure that you know and understand the process.
• Another important aspect of communication is ‘listening’. Please read the grey block on page 286.
• Read also the small business perspective on 287
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