1. CSC350: Learning Management Systems
COMSATS Institute of Information Technology (Virtual Campus)

2. Lecture # 13 Leadership

3. Review of the Previous Lecture
A fundamental understanding of influencing
Insights about emotional intelligence
An understanding of how communication works
Hints for communicating in organizations
Useful ideas for encouraging organizational communication

4. Topics of Discussion A working definition of leadership
An understanding of early approaches to leadership
An appreciation for more recent approaches to leadership
Insights into how leaders should make decisions
Hints on how leaders change organizations
How leaders should coach
An appreciation for emerging leadership concepts

5. DEFINING LEADERSHIP
The process of directing the behavior of others toward the accomplishment of an objective
Directing – causing individuals to act in a certain way or to follow a particular course of action
Central theme is getting things accomplished through people

6. Leader vs. Manager LEADERSHIP MANAGEMENT Subset of management
Emphasizes behavioral issues
Cares about and focuses on people doing the job
Focuses on concern for workers as people
Focuses on both nonbehavioral as well as behavioral issues
Makes sure job gets done
Focuses on organizational processes

7. Effective Managers are also Leaders

8. EARLY APPROACHES TO LEADERSHIP
Trait Approach
Assumed leaders are born and not made
Described leaders based on a set of characteristics
Showed inconsistency – no one set of qualities or traits could be used to differentiate leaders from nonleaders

9. Common Leadership Traits
Intelligence
Past achievement in scholarship & athletics
Emotional maturity & stability
Dependability, persistence, drive
Social and adaptive skills
Desire for status and socioeconomic position

10. Early Approaches to Leadership
Behavioral Approach
Looked at what good leaders do
Leaders exhibit two types of behavior
Ohio State
The OSU Studies
University of Michigan
The Michigan Studies

11. The OSU Studies Structure Behavior Consideration Behavior
Establishing well-defined procedures followers will adhere to when performing their jobs
Consideration Behavior
Developing and maintaining a good relationship between leader and follower
Reflects friendship, mutual trust, respect, warmth in leader/follower relationships

12. The OSU Studies

13. The OSU Studies Lore International Institute
Leaders need to demonstrate trustworthiness, honesty, and ability to collaborate
Trustworthiness is ruined when leaders’ behavior demonstrates they are:
Credit Hogs
Lone Rangers
Egomaniacs
Mules

14. The Michigan Studies Job-Centered Behavior Employee-Centered Behavior
Focus on work being done
Focus on how well subordinate is performing their job
Employee-Centered Behavior
Focus on subordinates as people
Focus on personal needs of subordinates and building cooperative work teams

15. Combining the Ohio State & Michigan Studies
Both point to two primary dimensions of leader behavior:
Work Dimension
Structure Behavior
Job-Centered Behavior
People Dimension
Consideration Behavior
Employee-Centered Behavior

16. Effectiveness of Leadership Styles
Research shows:
Desirable leadership behavior is associated with strong leader emphasis on both structure and consideration
Undesirable leadership behavior is associated with weak leader emphasis on both dimensions

17. Comparing Leadership Styles
Leadership situations are varied
Saying one style is most effective is oversimplification
Leaders need to link leadership styles to appropriate situations

18. MORE RECENT APPROACHES TO LEADERSHIP
Situational Approach
Life Cycle Theory
Fiedler’s Contingency Theory
Path-Goal Theory

19. Situational Approach to Leadership
Each instance of leadership is different and requires a unique combination of leaders, followers, and leadership situations
SL=f(L, F, S)
SL = successful leadership
f = function of
L = leader
F = follower
S = situation

20. Life Cycle Theory of Leadership
Based on relationship that leadership style should reflect maturity level of the followers
Maturity – Ability of followers to perform their jobs independently, assume additional responsibilities, and desire to achieve success
The more of these attributes the followers possess, the more mature they are said to be
Manager’s leadership style is only effective if it is appropriate for the maturity level of the followers

21. Life Cycle Theory of Leadership

22. Fiedler’s Contingency Theory
Proposed the solution for effective leadership is to change the organizational situation to fit the leader’s style
Three primary factors:
Leader-Member Relations
Task Structure
Position Power

23. Fiedler Contingency Theory

24. Fiedler Contingency Theory

25. Path-Goal Theory of Leadership
Basic premise:
Leader outlines goals for followers
Leader clears path that followers should take
Followers achieve goals and earn rewards contingent on doing so
Managers can facilitate job performance by showing employees how their performance directly affects receiving desired results

26. Path-Goal Theory of Leadership
Directive Behavior
Telling followers what to do and how to do it
Supportive Behavior
Being friendly with followers and showing interest in them as human beings

27. Path-Goal Theory of Leadership
Participative Behavior
Seek suggestions from followers regarding business operations to the extent followers are involved in making important organizational decisions
Achievement Behavior
Setting challenging goals for followers to reach and expressing/demonstrating confidence they measure up to the challenge

28. HOW LEADERS MAKE DECISIONS
Tannenbaum & Schmidt Leadership Continuum
One of the most quoted articles related to how leaders make decisions
Managers are successful decision makers only if the method they use to make decisions appropriately reflects the leader, the follower, and the situation

29. Tannenbaum-Schmidt Leadership Continuum

30. Tannenbaum-Schmidt Leadership Continuum
Forces Influencing Manager’s Decisions:
Forces in Manager
Values – Confidence in Subordinates – Personal Leadership Strengths – Tolerance for Ambiguity
Forces in Subordinates
Need for Independence – Readiness – Interest – Knowledge – Experience – Expectations
Forces in Situation
Organization Type – Group Effectiveness – Problem to Solve – Time Available

31. Vroom-Yetton-Jago Model (VYJ)
Focuses on how much participation to allow subordinates in decision-making process
Organizational decisions should be of high quality
Subordinates should accept and be committed to organizational decisions that are made

32. Vroom-Yetton-Jago Model Decision Styles

33. VYJ Decision Tree Model

34. VYJ Decision-Making Effectiveness
Research has shown evidence decisions consistent with the model are more successful than are decisions inappropriate with the model
Main challenge is the complexity of the model and difficulty in applying the model

35. LEADERS CHANGING ORGANIZATIONS
Transformational Leadership
Inspiring organizational success by affecting followers’ beliefs
Closely related to charismatic and inspirational leadership
Raise follower awareness of organizational issues
Create vision – Build commitment – Facilitate organizational change

36. LEADERS COACHING OTHERS

37. LEADERSHIP – EMERGING CONCEPTS FOR MODERN TIMES

38. Servant Leadership
Leader’s primary role is to help followers in quests to satisfy personal needs, aspirations, and interests
Places high value on service to others over self-interests
Good listeners – Persuasive – Aware of their surroundings – Empathetic - Stewards

39. Level 5 Leadership
Blends personal humility with intense will to build long-range organizational success

40. Authentic Leadership
Entails leaders who are deeply aware of their own and others’ moral perspectives
Leaders are confident, hopeful, optimistic, resilient, and of high moral character
Moral Courage – strength to take actions consistent with moral beliefs

41. Thank You