1. LEADERSHIP Hussin J. Hejase
MAY 4, 2005
Hussin J. Hejase
Contemporary Management Presentation – MBA Program
American University of Science & Technology

2. What do they have in Common?

3. Presentation Map Nature of leadership Approaches to Leadership:
Trait and Behavior Models
Contingency Models
Contemporary Models

4. What is Leadership?
An interpersonal influence directed toward the achievement of a goal or goals

5. Leadership versus Management
“Managers are people who do things right, while leaders are people who do the right things”
Warren Bennis

6. Power: The Key to Leadership
Reward
Expert
POWER
POWER
Legitimate
Referent
Coercive

7. Empowerment
Giving employees the authority to make decisions, improve quality, cut costs and be responsible for their actions

8. Benefits of empowerment
increases manager’s ability to get things done
increases employee’s motivation and commitment
More time to concentrate on important issues

9. Leadership and Cultures
Leaders must understand the differences among cultures to be able to motivate people of different backgrounds and generations

10. Leadership and Gender
Women hold 12% of top corporate jobs in Fortune 500 companies
Women are effective leaders: interpersonal skills, perseverance, and strive for success.

11. Obstacles that Hinder Women’s advancement
Persistence of male stereotypes
Woman’s success is attributed to external conditions
Glass Ceiling   

12. Leadership and Emotional Intelligence
The ability to understand and manage one’s own behavior as well as people’s behavior under pressure.

13. Benefits of Emotional Intelligence
manager’s ability to work under pressure
ability to develop a vision and motivate employees to achieve that vision.
helps to understand the impact of emotions in the workplace

14. The Trait Model
Discover the personal characteristics that constitute effective leadership
Traits are the distinguishing characteristics of a person.

15. Basic traits for leader’s success
Intelligence
Decisiveness
Courage
Endurance
Knowledge and expertise
Self confidence
Initiative
Integrity and honesty

16. The Behavior Model
Assumes that leadership is central to performance and other outcomes.
It is based on two studies:
The Ohio State studies
The leadership Grid

17. Ohio State Studies
This study was conducted between 1940s and 1950s on industrial and military employees
Two basic dimensions of leader behaviors were identified: consideration and initiating structure.

18. The Managerial Grid (Blake and Mouton)
Source: Robbins, S.P. Organizational Behavior 2005

19. Major Situational Contingency Theories:
Fiedler’s leadership contingency theory
House’s path-goal theory of leadership
Fiedler’s cognitive resource theory
Hersey and Blanchard’s situational leadership model
Leader Substitute Model

20. What is Fiedler’s leadership contingency theory?
Initiated the situational contingency approach in the mid-1960s
Contingency theory: Emphasizes that group effectiveness depends on an appropriate match between the leader’s style and situational demands

21. Fiedler’s Two Leader’s Styles:
Perform Better
Task Oriented Leader
My People I Do Care about YOU
Relationship-Oriented Leader

22. Fiedler’s model: Defining the Situation:
Leader-member relations : How well do the manager and the employees get along?
Task structure: Is the job highly structured, fairly unstructured, or somewhere in between?
Position power: How much authority does the manager possess?

23. Application: Fiedler’s Effective leadership
Source: Robbins, S.P. Organizational Behavior 2005

24. Application: Fiedler’s Effective leadership
managers should be placed in situation that matches with their styles OR
situations should be changed to suit the manager

25. What is Fiedler’s Cognitive Resource theory?
Leader’s Performance
Intelligence
Experience
STRESS

26. Application: Directing or Non-Directive
Stress, Leader’s or Subordinates group members’ ability or competency, experience, and group support of the leader ??
Non Directive Behavior
Directing Behavior
Stressful Situation
Rely on Experience to have interpersonal skills and provide emotional support
Intellectual abilities of the group
Relaxed Leader
Intelligent Competent Leader
Intellectually demanding task
Supported

27. What is House’s path-goal theory of leadership?
Path Clarification
Increasing Value of work outcome
Defines what follower must Do
Learns followers’ needs
Supports/ Increases knowledge & confidence of follower
Matches Needs to Rewards if outcomes are accomplished
Motivation of Followers
Organizational Goals are Accomplished

28. Application: Path-Goal Theory
Directive Leadership
“Provides guidance
& psychological
structure”
Dogmatic
Authoritarian
Ambiguous
Unclear rules
Complex
Supportive Leadership
“Provides nurturance”
Unsatisfied
Need affiliation
Need human touch
Repetitive
Unchallenging
Mundane & mechanical
Participative Leadership
“Provides involvement”
Autonomous
Need for control
Need for clarity
Unclear
Unstructured
Achievement Oriented
“Provides challenges”
High expectations
Need to excel
Challenging
LEADER
BEHAVIOR
GROUP
MEMBERS
TASK
CHARACTERISTICS

29. What is Hersey and Blanchard’s Situational Leadership Theory (SLT)?
A contingency theory that focuses on followers’ readiness or maturity
R4: Able and Willing
R1: Unable and Unwilling
R2: Unable but Willing
R3: Able and Unwilling
Follower readiness: ability and willingness
Leader: decreasing need for support and supervision
Supportive Participative
Directive
High Task and Relationship Orientations
Monitoring

30. Application : Decision Making Styles Let’s talk, we’ll decide
(High)
S3 - Supporting
Let’s talk, we’ll decide
S2 – Coaching
(Selling)
Let’s talk, I’ll decide
Supportive Behavior
S4 - Delegating
You decide
S1 – Directing
(telling)
I’ll decide
(Low)
(High)
Directive Behavior

31. What is Leader Substitute Model?
Substitutes for leadership making a leader’s influence unnecessary
Characteristics of Subordinates:
Individuals’ experience, ability, motivation, knowledge and training
Individuals’ professional orientation.
Characteristics of the Situation:
Intrinsically interesting , enjoyable , and satisfying jobsHighly structured/routine jobs.
Empowerment, self –managed team

32. Applying Leader Substitute Model:
Increases organizational efficiency and effectiveness
Free up some of manager’s valuable time
Neutralizes Leadership:
Individual indifference toward organizational rewards
Low leader position power

33. Five Contingency Models:
Emphasis
Contingencies
Fiedler’s contingency theory
2 enduring styles Situations
Effectiveness of style is contingent to situation (subordinate & work)
Fiedler’s cognitive resource theory
2 alternating behaviors
Stress, Leader’s or Subordinates’ competency, experience, and group support
Path-Goal Situations
Leader motivate followers; 4 behaviors
Nature of subordinates and work task
Hersey and Blanchard’s SLT
4 Behaviors
4 Readiness Stages for subordinates
Leader Substitutes Model
Leadership unnecessary
Characteristics of subordinate and work

34. New Approaches to Leadership
Charismatic Leadership
Transformational Leadership
Transactional Leadership
Comparisons
Applications

35. Charismatic Leadership
Charisma- a spiritual power or personal
quality that gives an individual influence or
authority over large numbers of people.
Source: Random House Unabridged Dictionary

36. Charismatic Leadership
Charismatic leaders gather followers through power of personality and charm, rather than any form of external power or authority.
Charismatic Leaders use many ways to improve and manage their image
It is played in a theatrical sense.

37. Charismatic Leadership
The characteristics of charismatic leaders include:
High need for power.
High feelings of self-efficacy.
Conviction in the moral rightness of their beliefs

38. Transformational Leadership
They transform/change subordinates
Aware of importance
of their job
Aware of their
own needs for
development
Work for good
of the org.

39. Transformational Leadership
Transformational Managers
Charismatic
Intellectually stimulate sub.ord
Consider
development

40. Transformational Leadership
Seven principles
Clear & practical vision
1.Simplification
Challenge & reward
2.Motivation
Facilitate learning
3.Facilitation
Anticipate change
4.Innovation
Empower others to fulfill the vision
5.Mobilization
“Leaders are learners”
6.Preparation
Finish the race
7.Determination

41. Transactional Leadership
It's based on the exchange process: managers exchange wages for the work effort of the employee.
Motivates the followers by appealing to their own self-interest
Results in a marginal improvement in the quality and quantity of performance.

42. Transactional Leadership
It is used by most leaders to some extent, but
“if the only tool in your workbox is a hammer, you will perceive every problem as a nail"

43. Comparisons Transformational Charismatic
Basic focus of transforming the organization and, their followers
May be more concerned with himself more than anyone else
Believe in others
Believe in themselves

44. Comparisons Transformational “selling style” Transactional
“telling style”
founded on the principle that leader and followers can raise each other to higher levels of motivation and morality
seeks to motivate the followers by appealing to their own self-interest
Collaborative and people oriented
tend to be directive and action oriented.

45. Applications Charismatic Transformational Transactional
works especially in times of crisis.
works if change and transformation are needed in the organization
works where the organizational problems are simple, clear and technical in nature
Expressive emotionally
Frames holistic issues
Personal Charisma
Sets new Goals Promotes Learning
Promotes Teamwork
Shared values
Existing system
Accepts Org. Goals
Uses extrinsic motivators

46. Applications
Charismatic
Transformational
Transactional

47. .... Leadership: Making A Dream Come True