Leadership and Management: Understanding Organizational Behavior in BBA 420, Study notes of Organization Behaviour

Download Leadership and Management: Understanding Organizational Behavior in BBA 420 and more Study notes Organization Behaviour in PDF only on Docsity!

Lecture 6

Leadership and Management in Organisations. BBA 420 Organisational Theory & Behaviour University of Lusaka

Learning Objectives

Part I.  (^) Definition of Leadership;  (^) Importance of Leadership?  (^) Sources of Power  (^) Approaches to Leadership  (^) Types of Managerial leadership  (^) Broad Classification of Leadership Styles  (^) Five Essential Attributes of the Next Generation Leader by Andy Stanley  (^) Leadership Challenges in the Global Context Part II.  (^) Management  (^) What is the Relationship between Leadership and Management?  (^) Four Basic Functions of Management  (^) What is the Relationship between Leadership and Management?

Leadership - Definition

 Definition of Leadership An attempt to use influence to motivate individual to accomplish some goal. The Handbook on Leadership defines Leadership as an interaction between members of a group. Leaders are agents of change, persons who se acts affect other It is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. Leaders should not just push people but they should cultivate the free willingness among the people.

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Prof. Warren Bennis

Why leadership is important in the workplace?

 WHAT MAKES LEADERSHIP SKILLS IMPORTANT IN THE WORKPLACE?  Goals and explaining objectives so that every member on the team understands the end goal they are working to achieve. They also keep the team on track and moving forward by setting and enforcing deadlines.

Sources of Power

Approaches to

Leadership

Approaches to Leadership

Qualities and Trait Approach of

Leadership

Functional or Group Approach



Leadership as a Behaviour Category

Approach



Leadership Styles



Situational Approach and Contingency

Models



Transformational and Transactional

Leadership



Functional or Group Approach  (^) Attention focussed on the functions and responsibilities of leadership, what the leader actually does and the nature of the group.  (^) Krech et al identified 14 functions performed by leaders whereby the leader can be an executive, planner, policy- maker, expert, an external group representative, controller of internal relations, giver of rewards and punishment, an arbitrator and mediator, setting examples, a symbol of the group, substitute for individual responsibility, an ideologist, a father figure, and as a scapegoat to accept blame in the case of failure

Leadership as a Behaviour Category Approach  (^) The premise of this stream of research was that the behaviors exhibited by leaders are more important than their physical, mental, or emotional traits.  (^) Behavioral theories focus on how leaders behave and assume that leaders can be made, rather than born and successful leadership is based on definable, learnable behavior.  (^) Behavioral theories of leadership are classified as such because they focus on the study of specific behaviors of a leader

Situational Approach and Contingency Models

According to the

situational

approach,

leadership is

affected by the

situation from which

the leader emerges

and in which he or

she operates. It is

also known as the

contingency

approach

 (^) Researchers began to turn to the contexts in which leadership is exercised – and the idea that what is needed changes from situation to situation.  (^) Some looked to the processes by which leaders emerge in different circumstances – for example at moments of great crisis or where there is a vacuum.  (^) Others turned to the ways in which leaders and followers viewed each other in various contexts – for example in the army, political parties and in companies

Transformational and Transactional Leadership  Transformational leadership is exercised when the leader intellectually stimulates the subordinates, excites, arouses and inspires them to perform far beyond what they would have thought themselves capable of.  By providing a new vision, the transformational leader transforms the followers into people who self-

Characteristics of Transformational Leader: i) Charisma : Provides vision, and sense of mission, instills pride , gains respect and trust ii) Inspiration : Communicates high expectations, use symbols to focus efforts, expresses important purposes in simple way iii) Intellectual stimulation: Promotes intelligence, rationality and careful problem solving iv) Individual Consideration : Gives personal attention, treats each employee individually, coaches, advises.