Lecture 2 Leadership

Garden City University
Faculty Of Business Administration
5
Foundations of Teamwork and Leadership
Lecture Two
The Character and Skills of the Leader
Presented by:Dr.Ashraf Elsiddig Babiker
Understanding Leadership
What is leadership?
Why is leadership important –
why do we need leaders?
Leaders – born or bred?
Leadership
Leadership is the process where a person

exerts influence over others and inspires,
motivates and directs their activities to
achieve goals.
Effective leadership increases the firm’s
ability to meet new challenges.
"Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective
action to realize your own leadership
potential."
Leadership Theory
Early Theories:
Great Man Theories

Leaders are exceptional people, born
with innate qualities, destined
(designed) to lead
Term 'man' was intentional - concept
was primarily male, military and
Western
Trait Theories
Research on traits or qualities associated
with leadership are numerous
Traits are hard to measure.
For example, how do we measure
honesty or integrity?
Leadership Traits and Skills
Traits
 Adaptable to situations
 Alert to social environment
 Ambitious and achievement orientated
 Assertive
 Cooperative
 Decisive
 Dependable
 Dominant (desire to influence others)
 Energetic (high activity level)
 Persistent
 Self-confident
 Tolerant of stress
 Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
 Leaders will also use:
 Integrity
 Honesty
 Compassion,
 Humility
Functional Theories
Leader is concerned with the interaction of 3 area
Task – goal setting, methods and process
Team – effective interaction/communication,
clarify roles, team morale
Individual – attention to behaviour, feelings,
coaching
ehaviourist Theories
Leaders behaviour and actions, rather than their traits
and skills e.g. production orientated or people
orientated
Different leadership behaviours categorised as
leadership styles’ e.g. autocratic, persuasive,
onsultative, democratic
Doesn’t provide guide to effective leadership in
different situations
Situational/contingency Leadership
Leadership style changes according to the 'situation‘ and in
response to the individuals being managed – their
competency and motivation
Competency Low competence Some High competence High competence

competence
Low Variable Variable High

Motivation commitment/ commitment/ commitment/ commitment/
Unable and Unable but Able but Able and willing
unwilling or willing or unwilling or or motivated
insecure motivated insecure
Leadership style DIRECTIVE COACHING SUPPORTIVE DELEGATORY

(Telling) (Selling) (Participating) (Observing)
New Leadership Theory
Transformational Theory
Leaders inspire individuals, develop trust, and
encourage creativity and personal growth
Individuals develop a sense of purpose to benefit
the group, organisation or society.
This goes beyond their own self-interests and an
exchange of rewards or recognition for effort or
loyalty.
Leadership Philosophies
Ethical Leadership
CSR, sustainability, equality, humanitarianism
Four P’s - Purpose, People, Planet, Probity
(Integrity)
Key Team Leader Responsibilities
1. Guide/coordinate team members –
encourage teamwork and motivate individuals
2. Provide structure for team – set mission
and purpose, clarify roles and responsibilities,
allocate tasks and set objectives
3. Clarify working methods, practises and
protocol
4. Focus on performance – anticipate
challenges, monitor performance, delegate
and provide CPD continuing professional
devolopment support
Accountability, Responsibility, and
Authority
Accountability
The state of being accountable, liable, or
answerable
Responsibility (for objects, tasks or people) can
be delegated but accountability can not – blame
stops with you!
A good leader accepts ultimate responsibility:
will give credit to others when delegated
responsibilities succeed
will accept blame when delegated responsibilities
fail
Accountability can not operate fairly
without the leader being given full authority
for the responsibilities concerned
Authority is the power to influence or
command thought, opinion or behaviour
Cross-functional team – less authority -
more difficult to manage
Team Leader Authority
Team Leader authority will vary from role to
role dependent on the scope of duties and
organisational structure
A Team Leader may refer to line management or

other authorities for the following:
 HR (staff recruitment and training, performance
and discipline, racism or bullying)
 Policy and procedures (Health and Safety,
changes to working practises)
 Budget & resources (allocation and
management)
 Organisational objectives (strategy,
targets)
 Managing change (department
restructure, office move)
 Line management (support and advice,
own CPD)
thanks

Lecture 2 Leadership

Uploaded by

Copyright:

Available Formats

Lecture 2 Leadership

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lecture 2 Leadership

Uploaded by

Copyright:

Available Formats

Garden City University

Faculty Of Business Administration

Leadership is the process where a person

Great Man Theories

Competency Low competence Some High competence High competence

Low Variable Variable High

Leadership style DIRECTIVE COACHING SUPPORTIVE DELEGATORY

A Team Leader may refer to line management or

You might also like