1. LEADERSHIP DEVELOPMENT (DCE3408)
SEMESTER TWO 2015/2016
Leadership Theory
Assoc. Prof. Dr. Azizan Asmuni Department of Professional Development & Continuing Education (JPPPL) Faculty of Educational Studies, Universiti Putra Malaysia

2. LEARNING OUTCOME Identify and describe Leadership Theory
Recognize the importance of Leadership Theory in real practices

3. LEADERSHIP – DEFINITION (DCE3408)
THE CAPABILITY TO CHANGE OTHERS TOWARDS DOING SOMETHING (ACTIVITIES) FOR CERTAIN PURPOSE (Azahari, 1997)
IS A GROUP PHENOMENON - influencing a group of people
among people, use of influence, to attain goals
people activity, different from administrative paper job/problem-solving activities
dynamic and involves the use of power

4. LEADERSHIP – DEFINITION (DCE3408)
KEUPAYAAN UNTUK MEMPENGARUHI ORANG LAIN UNTUK MELAKUKAN SESUATU (AKTIVITI) KE ARAH MENCAPAI MATLAMAT TERTENTU (KUMPULAN ATAU ORGANISASI)

5. LEADERSHIP – 5 functions
management of group
setting of direction
management of tasks
development of members
evaluation

6. leader a person who performs leadership function
a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen.
one who inspires, motivates and leads people to accomplish organizational goals

7. Leadership Theories
Discuss differing theories and approaches to defining and understanding leadership

8. LEADERSHIP THEORIES
KNOWLEDGE OF THE THEORIES CAN HELP US TO BECOME A BETTER LEADER BY PROVIDING INSIGHT INTO OUR OWN LEADERSHIP BEHAVIOUR.

9. Theory…. a body of organized and tested knowledge
a statement that explain how or why something occurs. .
fact-based framework for describing a phenomenon
allows us to explain what we see and to figure out how to bring about change.
tool that enables us to identify a problem and to plan a means for altering the situation
explains how some aspect of human behavior/performance is organized and enables us to make predictions about that behavior

10. Leadership Theories Trait Theories Behavioral Theories
Contingency Theories
Situational Approaches
Transactional leadership
Transformational leadership
Servant leadership
Authentic leadership
Inclusive leadership
Charismatic leadership

11. 1. Trait Theory
the leader is different from the average person (in terms of personality traits such as intelligence, perseverance, and ambition)
Assumptions
– People are born with inherited traits.
– Some traits are particularly suited to leadership.
– People who make good leaders have the right (or sufficient) combination of traits.

12. 1. Trait Theory
Traits - leadership success focused on leader’s personal characteristics
Great man approach - leaders who had achieved a level of greatness
Find out what made them great
Find people with same traits

13. Leadership Traits and Skills (Stogdill, 1974)
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
Underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders

14. 2. Behavioral Theories Assumptions
– Leaders can be made, rather than are born
– Successful leadership is based in definable, learnable behavior
Description
– Behavioral theories do not seek inborn traits or capabilities – they look at what leaders actually do
– Success can be defined in terms of describable actions easy for other people to act in the same way
Implication:
Leadership capability can be learned

15. Behavioral Theories
Two general types of behavior exhibited by leaders: • Concern for People • Concern for Production

16. Theory X and Theory Y (McGregor, 1960)

17. 3. Situational Leadership
Assumptions
The best action of the leader depends on a range of situational factors.
When a decision is needed, an effective leader
does not just fall into a single preferred style.
Emphasizes situational factors (e.g., nature of work performed, attitudes of subordinates) that promote the occurrence of leadership

18. Situational theory
focus more on the behaviors that the leader should adopt, given situational factors (often about follower)
behavior)
3 forces :situation, follower, leader
leader's style is highly variable
Many factors can influence decisions made in the work place.

19. 4. Contingency theory Assumptions
- The leader's ability to lead is contingent upon various situational factors (leader, followers and other situational factors).
Description
there is no one best way of leading
a leadership style that is effective in some situations may not be successful in others
leaders who are very effective at one place and time may become unsuccessful in another situation

20. Contingency v. Situational Theory - Both assume that there is no simple one right way
• Situational theory tends to focus more on the behaviors that the leader should adopt, given situational factors (often about follower behavior). • Contingency theory takes a broader view that includes contingent factors about leader capability and other variables within the situation. (Leaders who are very effective at one place and time may become unsuccessful either)

21. 5. Transformational Leadership
Transformational Theory (Bass and Avolio, 1994)
Leadership is the process of inspiring a group to pursue goals and attain results.
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.

22. Transformational Leadership
Assumptions • People will follow a person who inspires them. • A person with vision and passion can achieve great things. • The way to get things done is by injecting enthusiasm and energy. (enhances motivation and morale by connecting the employee's sense of identity to a project and the collective identity of the organization)

23. Transformational Leadership - Process
Developing the vision - the leader buys into it, hook, line and sinker.
Selling the vision - takes every opportunity and will use whatever works to convince others to follow, create trust
Finding the way forwards - leaders know the way, and simply want others to follow them - Leader guides along the course- an ongoing process of monitoring and evaluation
Leading the charge - leader always visible & will stand up to be counted, show by their attitudes and actions, sustain motivation

24. Transformational Leaders
Motivate followers to go beyond normal expectations by pushing their comfort zone.
seek to transform
When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated
given the right situation they come into their own and can be personally responsible for saving entire organization
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

25. 7. Servant Leadership Theory
leaders should be servants first
leaders must place the needs of followers, customers, and the community ahead of their own interests
it is difficult to describe it as a theory - a set of beliefs and values that leaders are encouraged to embrace.

26. 8. Authentic leadership
emphasizes building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation.
authentic leaders are promote openness
building trust and generating enthusiastic support from the followers
able to improve individual and team performance.
alternative to leaders who emphasize profit and share price over people and ethics

27. 9. Inclusive Leadership Doing Things With People , Not To People
effective communication and dependability are sought in both leader and follower roles at all levels in organizations.
Followers are entitled to good leadership, two essentials of which are respect and responsibility, that yield positive outcomes
two-way communication and influence between a leader and followers are vital to developing mutual trust and loyalty.
accounts for the needs and expectations of followers, and their perceptions of a leader’s actions, attitudes and motives

28. 10. Charismatic leadership
relies on the charm and persuasiveness of the leader.
driven by their convictions and commitment to their cause.
Charismatic leaders (=transformational leaders) because they share multiple similarities. Difference – is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader’s vision.
Dr. Martin Luther King, Jr. – charismatic leader - used powerful oratory, an engaging personality, and unwavering commitment to positive change

29. THEORIES DEVELOPMENT- KNOWLEDGE OF THE THEORIES CAN HELP US TO BECOME A BETTER LEADER BY PROVIDING INSIGHT INTO OUR OWN LEADERSHIP BEHAVIOUR.
EARLIEST – FOCUS CHARACTER AND PERSONALITY OF SUCCESSFUL LEADERS AND HOW THEY BEHAVED.
RECENT – WHAT LEADERS ACTUALLY DO RATHER THAN ON THEM NEEDING TO HAVE CERTAIN INNATE QUALITIES OR TRAITS
EARLIEST – CREATE LIST OF LEADERSHIP QUALITIES AND BEHAVIOR ASSOCIATED WITH THE GOOD LEADERS - THESE QUALITIES MUST BE POSSESS TO BE SUCCESFUL LEADER. – 6 BASICS – HONESTY&INTEGRITY, EMOTIONAL MATURITY, MOTIVATION, SELF-CONFIDENCE , COGNITIVE ABILITY AND ACHIEVEMENT DRIVE
RECENT- EFFECTIVE LEADER – RELY ON BEHAVIOUR THAT CAN BE LEARNED RATHER THAN TRAITS THAT A PERSON EITHER DOES OR DOES NOT HAVE. 4 THEORIES - CONTIGENCY, SITUATIONAL, TRANSSACTIONAL OR EXCHANGE THEORIES AND TRANSFORMATIONAL
SOURCE: