1. ADMINISTRATIVE LEADERSHIP (Part 3)
Session Eleven

2. Session Overview
Functions of a leader is as interesting as the leadership style discussed above. Oftentimes people misjudge leaders in their evaluation because they fail to understand the leadership dynamics in terms of the kind of function a particular has the capacity to perform and upon which he/she should be assessed. This session teases out the issues by examining some of scholarly perspectives regarding the functions different leaders perform. For a long time scholars have debated whether a leader and manager are the same or, they differ from each other. Others say that a leader is the same as a manager but others still say that the two are different.

3. Session outline These are the topics to be discussed:
Topic one: The Ideas of Taylor and Barnard
Topic two: Functions Perform by Expressive and Instrumental Leaders.
Topic three: Fundamental Difference between
management and Leadership.
Topic four: Qualities and Importance of Leadership.

4. The Ideas of Taylor and Barnard
Topic one

5. The Ideas of Taylor and Barnard
F. W. Taylor’s ideas
a leader seeks to set up and enforce performance criteria to meet organizational goals.
defines the purpose of the organization.
anticipates possible future outcomes in terms of the organization’s operations.
facilitates cooperation and ensures goal-attainment among his followers.

6. Taylor and Barnard
provides opportunity for employees’ personal growth and development.
focuses on individual needs.
defends institutional integrity and orders internal conflicts by acknowledging the presence of competing interests within the organization and tries to strike a balance between them.

7. Ideas of Chester. I. Barnard
A leader is concerned with the specialized work of maintaining the ‘organization in operation’.
establishes and maintains the system of communication in the organization;
secures the essential services from the employees by motivating them towards the organization’s goals’
formulates the goals and purposes of the organization in a clearly communicable way

8. Functions Performed by Expressive and Instrumental Leaders
Topic two

9. Functions of Expressive Leaders
They are responsible for setting the goals for the organization.
Are able to encourage adherence to the norms and objectives of the organization.
serve as organization-spokespersons.
nurture effective interpersonal relations within the organization,
are able to motivate members of the organization. As a result, the members tend to develop commitment to service organiz
have the capacity to rally men and women toward a common goal.

10. Functions of instrumental leaders
They are found to be more interested in the maintenance of the organization.
are concerned with the effective or judicious use and distribution of resources of the organization.
interested in coordination – ensure that all structures secure the needed support and resources to be able to operate their assigned roles.
they motivate workers by using legitimate channels to secure benefits for them.

11. Sample Questions
Critically examine the salient functions of a leader as exposed by F.W. Taylor and C.I Barnard.
Carefully distinguish between the functions performed by expressive and instrumental leaders.

12. reference
Paulinaidu, S. (2004). Public Administration, Galgotia Publications: New Delhi.

13. Fundamental Difference between management and Leadership
Topic three

14. Fundamental Difference between Management and Leadership
Management is the process of working with and through individuals and groups to achieve organizational goals.
It also involves mobilizing resources and utilizing them to accomplish objectives set by organizations.
The power of management comes with responsibility and accountability for the use of organizational resources.
Leadership, on the contrary, is influencing the behaviour of others as well as securing their cooperation to achieve some goals or tasks.

15. Fundamental Difference between Management and Leadership
Unlike management, leadership cannot be bestowed upon a person by a higher authority.
Although effective managers must be leaders, and it is true that many leaders become managers, the two differ in managerial tasks.
Long-term Perspective of the Organization
Some scholars have also tried to draw a line between a leader and manager on the basis of the vision and the future direction of the organization.

16. Fundamental Difference between Management and Leadership
Leader Manager *His concern is to conquer the context He surrenders to any situation *Leader brings about Innovations He only administers what is laid down *He is original A manager is a carbon copy *Leader has a long-range perspective He has a short-range view of the about the organization organization *His questions are about what and why He asks how and when questions *He challenges the status quo He accepts the established order * He can create and realize a vision Managers are not visionaries *He has his eyes on the horizon He has his eyes on the bottom

17. Fundamental Difference between Management and Leadership
Resourcefulness of the Manager and Leader
Leader Manager
*Focuses on people Focuses on system & Structure
*Inspires Trust Relies on control
*Strategize and facilitates performers individual managerial tasks
*He develops the organization Maintains existing structures
*Leader does the right things He does the thing right
*He influences attitudes and He influences his own actions & decisions opinions of people
The distinction is often blurred when we examine the role of a leader and manager more closely. This is because most managers are also leaders even though not all leaders are managers.  

18. Qualities and Importance of Leadership
Topic four

19. Qualities of Leadership
Intelligence, Integrity, Communication and Energy
An effective leader should be intelligent.
A good leader should also be a person of integrity.
The leader promotes fairness and fosters relationships that raise self-confidence among individual workers.
Effective communication is a hallmark of a good leader.
Physical energy is needed. He must demonstrate that he is fit to direct the organization.

20. Qualities of Leadership
Sound Judgment, Flexibility and Possibility of Success
A good leader is the one who has a sense of perception, insight and understanding of situations.
He maintains a detached and objective view of his subordinates.
Good leaders also develop a great deal of thought to understanding the nature of change.
He is able to adapt the organization to new developments and situations and steer it to a stable level.
Leaders always believe that their efforts will make a difference.

21. Importance of Leadership
To a large extent, success of any organization depends on the caliber of its leadership.
According to Paulinaidu, “without good leadership, an organization is only confusion of people and machine”
Good leadership helps people to appreciate others and to arrive at a better understanding of themselves and have a grasp of the issues at hand.
Effective leadership will ensure that organizations accomplish their goals with considerable ease.

22. Importance of Leadership
leadership is the barometer for measuring the credibility of an organization.
The effective leader sets high standards of integrity and performance and instills in his subordinates a pride in their work.
Good leaders are those who create an exciting work environment and a congenial climate for excellent performance.

23. Sample question
Identify a leader in your community and describe five special qualities that distinguish him from other people.
Discuss the importance of leadership in Ghana’s public sector.

24. Reference
Paulinaidu, S. (2004). Public Administration, Galgotia Publications: New Delhi