1. Leadership Dr. Fred Mugambi Mwirigi JKUAT

2. Introduction Leaders People who can influence the behaviors of others without having to rely on force People who are accepted as leaders by others What leaders actually do Using non-coercive influence to shape the group’s or organization’s goals Motivating others’ behavior toward goals Helping to define organizational culture

3. Leadership

4. Leadership Styles Autocratic: Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively

5. Leadership Styles Democratic: Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

6. Leadership Styles Democratic: May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas and experiences within the business Can delay decision making

7. Leadership Styles Laissez-Faire: ‘Let it be’ – the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time- consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

8. Leadership Styles Paternalistic: Leader acts as a ‘father figure’ Paternalistic leader makes decision but may consult Believes in the need to support staff

9. Types of Power in Leadership Legitimate power is granted through the organizational hierarchy Reward power is the power to give or withhold rewards Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma Expert power is derived from the possession of information or expertise

10. How Power is used Legitimate request Compliance by a subordinate with a manager’s request because the organization has given the manager the right to make the request Instrumental compliance A subordinate complies with a manager’s request to get the rewards that the manager controls Coercion Threatening to fire, punish, or reprimand subordinates if they do not do something Rational persuasion Convincing subordinates that compliance is in their own best interest

11. Contd. Personal identification Using the referent power of a superior’s desired behaviors to shape the behavior of a subordinate Inspirational appeal Influencing a subordinate’s behavior through an appeal to a set of higher ideals or values (e.g., loyalty) Information distortion Withholding or distorting information (which may create an unethical situation) to influence subordinates’ behavior

12. Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

13. Managers vs. Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities

14. Common Activities Planning Organizing Directing Controlling Staffing

15. Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision

16. Organizing Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks

17. Directing Work Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader

18. Controlling Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment

19. Leadership Traits Intelligence More intelligent than non-leaders Scholarship Knowledge Being able to get things done Physical Doesn’t see to be correlated Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability

20. Leading for Results Stay on top of how well things are going Stay current with internal and external information, reports, etc. Communicate regularly with colleagues, subordinates and customers Keep abreast of rivals’ initiatives MBWA

21. Leading for Results Establish a strategy-supportive culture Stakeholders are king Challenge the status quo Management must listen to customers Sell the strategic initiatives to groups and individuals throughout the organization Recognize and reward those who lead the change

22. Leading for Results Keep the organization responsive and innovative Empower “champions” Encourage creativity and innovation Allow champions to fail Offer organizational support Make rewards large and visible Lead the process to develop new capabilities

23. Leading for Results Exercise ethics leadership Lead by example Have written policies and guidelines Enforce compliance Encourage whistleblowers Promote good corporate citizenship Make corrective adjustments as needed

24. Theories of Leadership Trait theories: There is a set of characteristics that determine a good leader. These include: Personality Dominance and personal presence Charisma Self confidence Achievement Ability to formulate a clear vision

25. Theories of Leadership Behavioural theories: Imply that leaders can be trained – focus on the way of doing things Structure based behavioural theories – focus on the leader instituting structures – task orientated Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated

26. Theories of Leadership Contingency Theories: Looks at leadership as being more flexible – different leadership styles used at different times depending on the circumstance. Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts

27. Theories of Leadership Contingency leadership may depend on: Type of staff History of the business Culture of the business Quality of the relationships Nature of the changes needed Accepted norms within the institution

28. Theories of Leadership Invitational Leadership: Improving the atmosphere and message sent out by the organisation Focus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internally Review internal processes to reduce these Build relationships and sense of belonging and identity with the organisation – that gets communicated to customers, etc.

29. Theories of Leadership Transactional Theories: Focus on the management of the organisation Focus on procedures and efficiency Focus on working to rules and contracts Managing current issues and problems

30. Thank you