Leadership

Alecia Ngai
Leadership skills are central to the
success of any organization.
Whether that organization is a
project, a program, a company, or
even a nation, leadership is
essential.

(Prieto, B. 2013)
 What is Leadership?
Defined as: The activity of leading a group of people or an
organization or the ability to do this
Can be official managers/supervisors or informal leaders
A multifaceted process of identifying a goal, motivating other
people to act, and providing support and motivation to
achieve mutually negotiated goals (Porter-OGrady, 2003)
 What is Leadership?
Leading and influencing the development of shared values,
vison and expectations to enhance their organization's
planned goals and overall effectiveness (Feather, 2009)
Involves influencing others and creating visions for
change/empowerment
Use m0re a charismatic or democratic style
Difference between leadership and management
 What is Management?
Managing means to accomplish activities and manage routines,
usually within a set of contractual exchanges. (Mary, 2005)
Typically are assigned to an official position of authority
Focus on planning, organization, establishing rules and procedures,
providing structure, and problem solving
Tend to use more of an authoritarian style, focusing on power and
control
 Born Vs. Made

Twin Studies
3 Key components for leader emergence:
Heritability
Shared environment
Unshared environment
 Human Capital of a Leader

An individuals knowledge, skills, experiences, and abilities that are

acquired through education, employment, habits, and activities
Organization Specific: specific and only useful to a particular
organization; non-transferable
Industry Specific: useful and transferable within a certain
industry/sector
General: useful and transferable across all organizations and industries
 Essential Characteristics of a
Leader
Passion
Persistence
Patience
Sense of Self
 Vision Focus Drive

Essential Characteristics of Leaders

Passion Persistence Patience

Integrity/Trust Commitment Calm Focus
Competence Resilience Sense of Time
Broad Perspective Risk Taking
Tolerance and Decision Making
Respect
Sense of Self
Self-Confidence
Self-Motivation
Self-Esteem

(Prieto, 2013)
 Path-Goal Theory of Leadership Behaviors

Directive Leader Behavior

Supportive Leader Behavior
Participative Leader Behavior
Achievement Oriented Behavior
 Directive Leader Behavior

Leaders provide a rigid structure for their followers by:

Letting them know the expectations
Coordinating schedules, work and deadlines
Being specific and constant in their guidance
Making the policies, procedures, and rules are clearly explained and
followed
Communicate the amount of effort that is needed to be successful in
completing high quality work
Motivate through the establishment of rewards for superior performance
 Supportive Leader Behavior

Leaders focus on ensuring the satisfaction of their followers needs,

preferences, and experience in everyday work by:
Showing genuine concern for their well-being, security, and happiness
Creating a work environment that is professional, but still friendly and
supportive
Establishing a professional relationship that ensures they feel supported,
respected, and valued for their efforts
 Participative Leader Behavior

Leaders aim to encourage their followers to be involved and have

influence in the decision making processes
Discuss their followers opinions, ideas, and suggestions when
considering what courses of action to take
 Achievement Oriented Behavior

Leaders focus on encouraging their followers to meet high standards of

performance in their work by:
Setting challenging goals
Consistently seeking improvement
Communicating the importance of achieving excellence in their
performance
Displaying confidence in their followers ability to attain high standards of
performance
 Leadership Styles
Many different styles/methods of leading:
Laissez-Faire
Transactional
Transformational
Participative
Instrumental
Situational
 Laissez-Faire Leadership
A hands off approach to leadership
Leaders dont put much effort into helping their followers satisfy their
needs
Only intervene when necessary
Provide minimal direction
 Transactional Leadership
Based on transactions between managers/leaders and employees
Leaders motivate employees to perform well by making and fulfilling
promises of recognition/rewards
Employees who do not perform well or meet expectations are
penalized by leaders
Tend to display more directive leader behavior
Display more directive leader behavior
 Transformational Leadership
Tend to use a more democratic approach to leading by guiding them
instead of controlling
Recognize their followers potential
Strive to help them develop their skills, abilities, and confidence in
order to reach their full potential
Influence, inspire, empower and motivate their followers
Develops a group/organizational vision and the strategies needed to
unite followers to achieve it
Aim to meet the needs of their followers and promote job satisfaction
 Transformational Leadership

Factors:
Charisma
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Leadership Style/Factor
1. Laissez-Faire Style
2. Transactional Style
a) Contingent Reward Factor
b) Management by Exception Factor
3. Transformational Leadership Style
a) Charisma
b) Idealized Influence
c) Inspirational Motivation
d) Intellectual Stimulation
e) Individualized Consideration
Definition
The absence of leadership, after the French hands-off
Leaders and followers exchange things, resulting in subordinate
compliance
Leader obtains agreement from followers on what needs to be done; then
rewards followers for doing it
Active: Leader watches for mistakes; quickly corrects
Passive: Leader intervenes only after performance has not been met
Leader has high moral standards and a vision for the organization
Leaders are strong ethical role models; followers want to emulate
Leaders motivate followers to have high expectations and commit to the
organization
Leaders challenge followers to be creative, innovative and to challenge
the norm
Leaders provide supportive climate to assist followers to be fully
actualized
 Participative Leadership

One determinant of work engagement of employees

a non-directive form of role-clarifying behavior which is gauged by
the extent to which leaders allow subordinates to influence decisions
by requesting input and contribution (Ogbonna and Harris, 2000, p.
776)
 Instrumental Leadership

akin to directive or transactional leadership and is designed to

measure the extent to which leaders specify expectations, establish
procedures, and allocate tasks (Ogbonna and Harris, 2000, p. 776)
 Situational Leadership

Leaders will adapt their style/approach depending on what best

matches the situation they are dealing with
Important for leaders to be flexible and adaptability is paramount
Must recognize that varying leadership situations are complex
Crucial for leaders to be able to consider multiple factors before
deciding which is the best course of action
 Work Engagement Dimensions

Dedication
Vigor
Absorption
Work Engagement Dimensions & Leadership Styles

(Sarti, 2014)
 Application to SCOPE
Succession Planning
Leader Development Programs/Training
 5 Steps of Succession Planning
1. Identify what key roles may need a replacement in the next few
years
2. List determine the required and recommended job competencies
and personalities of each role
3. Assess current staff based on their status now and their potential.
List any concerns for each person.
4. Identify potential talent first internally, then externally
5. Actively develop key people to prepare them for future
advancement
 Internal Candidates for Succession

Advantages:
Possess firm-specific human capital
Better alignment with the organization
Established knowledge of the organizations systems, services, mission, values,
policies, and procedures
Disadvantages:
Often have not been in a leadership position prior, therefore less experienced
in this type of role
Tend to perform worse than outside successors
Disgruntled employees who feel overlooked when a coworker is picked instead
of them
External Candidates for Succession (Established
Leaders from other Organizations)
Advantages:
Experience in a leadership position prior to hiring
Bring new ideas and changes that can be beneficial and positively effect
organizational performance
Potential to boost employee moral
Disadvantages:
May be difficult for new leader to implement new ideas due to
entrenched cultures and practices
Disrupt the status quo and
 Elements of Leadership Development
Programs
1. Determine best leadership style for the organization
2. Identify internal current and potential leaders
3. Identify leadership gaps in the organization
4. Develop succession plans for critical roles
5. Develop career planning goals for potential leaders
6. Develop a skills roadmap for future leaders
7. Develop retention programs for current/future leaders
 Multifactor Leadership Questionnaire
Measures leadership based on seven factors related to
transactional and transformational leadership:
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Contingent Reward
Management-by-exception
Laissez-faire Leadership
 Learnable Leadership Skills

Communication
Motivation
Empowerment
Sense of Team
Doing/Taking Action
Continuous Development and Learning
 Vision Persistence Patience

Learnable Leadership Skills

Communication Continuous Learning Empowerment

Sense of Team Doing Motivation
Team Building Coaching
Team Development Mentoring
Teamwork