LEADERSHIP Flashcards
LEADERSHIP
- Leaders are often presented as heroes or villains depending on the outcomes of their actions.
- Leaders are believed to possess special qualities and characteristics that differentiate them from others, such as vision,
decision-making skills, decisiveness, and influence. - They carry high levels of responsibility and accountability for their actions and decisions, which can have significant
impacts on an organization’s success. - Effective leadership is essential for an organization’s success, as it can provide direction, inspire employees, and drive
change. - Leaders are often rewarded with high remuneration and other incentives for their contributions to the organization.
CHURCHILL
- Great speaker: Churchill was known for his powerful speeches that inspired and motivated people, particularly during
World War II. - Statesman: He was a skilled politician who played a central role in shaping Britain’s foreign policy and alliances during
the war. - Visionary leader: Churchill had a clear vision of the future and was able to communicate it effectively to others.
- Courage: He displayed courage in the face of adversity, including during the war when he refused to surrender to Nazi
Germany. - Innovation: Churchill was willing to take risks and embrace new technologies, such as radar and the cracking of the
German Enigma code.
However, there are also criticisms of Churchill’s leadership, including his imperialist views and policies, his controversial
decisions during the Bengal Famine, and his sometimes erratic behaviour.
INDIVIDUALISTIC, GREAT MAN, AND TRAIT THEORY
- Leadership seen as something innate or inborn in a select few individuals
- Leadership is about the characteristics, traits, and qualities of an individual leader
- The focus is on the leader rather than the context in which they operate or the followers they lead
- Theories suggest that great leaders possess specific traits such as charisma, intelligence, confidence, courage, and
vision - The theories suggest that these traits are transferable and can be learned or developed by aspiring leaders
- The focus on individualism downplays the importance of situational and contextual factors, such as the organization’s
culture, external environment, and the followers’ characteristics - This approach assumes that leadership is a stable and fixed phenomenon rather than a dynamic and evolving process
that is influenced by the changing environment and circumstances.
JOHN GARDNER (1989)
those are the 14 leadership traits identified by John Gardner in his 1989 book “On Leadership”:
1. Physical vitality and stamina
2. Intelligence and action-oriented judgement
3. Eagerness to accept responsibility
4. Task competence
5. Understanding of followers and their needs
6. Skill in dealing with people
7. Need for achievement
8. Capacity to motivate people
9. Courage and resolution
10. Trustworthiness
11. Decisiveness
12. Self-confidence
13. Assertiveness
14. Adaptability/flexibility
These traits were based on Gardner’s observations of effective leaders and are often cited in discussions of trait theory.
However, it is important to note that not all successful leaders possess all of these traits, and there is ongoing debate over the
extent to which personal characteristics and traits can truly predict leadership effectiveness.
INDIVIDUALISTIC LEADERSHIP ASSESSED
STRENGTHS:
* Provides a clear framework for evaluating leadership potential and identifying traits that are desirable in leaders.
* Offers a simple and straightforward approach to leadership that is easy to understand and communicate.
* Emphasizes the importance of personal qualities such as trustworthiness and courage, which can be essential for
effective leadership.
WEAKNESSES:
* Oversimplifies the complex nature of leadership and assumes that a few specific traits can determine success or failure.
* Ignores the importance of situational factors and context in shaping leadership effectiveness.
* Fails to account for the role of followers in determining the success of a leader.
* Ignores the possibility that leadership can be developed and improved through learning and experience.
BEHAVIOURAL LEADERSHIP
In contrast to individualistic leadership theories, behavioural leadership theories focus on what leaders actually do and how they
behave rather than innate traits or characteristics. Behavioural theories consider leaders’ actions and their impact on followers,
and emphasize the role of learning and conditioning in shaping behaviour.
This approach assumes that leadership behaviour can be learned, and that leaders can be trained to modify their behaviour in
order to better meet the needs of their followers and achieve organizational goals. Behavioural leadership theories can be
categorized into two main types: task-oriented and people-oriented behaviours.
Task-oriented behaviours include:
* Defining goals and objectives
* Planning work activities
* Organizing resources
* Monitoring progress
* Providing feedback
People-oriented behaviours include:
* Building relationships
* Supporting followers’ personal and professional development
* Encouraging participation and collaboration
* Fostering a positive work environment
* Recognizing and rewarding achievement
Strengths of behavioural leadership theory include:
* Emphasizes the importance of the leader’s behaviour in shaping the work environment and influencing followers’
behaviour
* Considers the role of learning and conditioning in shaping behaviour, which suggests that leaders can be trained to
modify their behaviour
* Recognizes that different situations may require different types of leadership behaviours
Weaknesses of behavioural leadership theory include:
* Fails to account for individual differences in leadership style and effectiveness
* Does not fully explain how leaders learn and develop their behaviour
* Overlooks the influence of situational factors on leadership behaviour
LEWIN’S THREE LEADERSHIP STYLES
- Autocratic Leadership: In this style, the leader makes all decisions without consulting their team members. The leader
has complete control and authority over the team and their work. Communication is one-way, from the leader to their
subordinates, and the team members have limited autonomy. - Participative Leadership: Also known as democratic leadership, this style encourages input and feedback from team
members in decision-making. The leader considers the team’s suggestions and opinions before making decisions. This
style fosters a collaborative and inclusive environment where team members feel valued and engaged. - Laissez-faire Leadership: In this style, the leader is hands-off and provides minimal guidance or direction. The team
members are responsible for making decisions and managing their own work. This style works best when the team is
highly skilled and motivated, but it can also lead to confusion and lack of direction without clear communication and
guidance from the leader
STRENGTHS AND WEAKNESSES OF BEHAVIOURISM
STRENGTHS:
* Focuses on what leaders do and how they behave in specific situations.
* Provides a set of concrete and observable leadership behaviours that can be taught and learned.
* Avoids speculation about personality traits or inherent qualities of leaders.
* Can be used to diagnose leadership problems and identify areas for improvement.
WEAKNESSES:
* Ignores the role of individual differences in leadership effectiveness.
* Tends to oversimplify complex leadership situations by reducing them to a set of behaviours.
* Does not account for the context or environment in which leadership occurs.
* Can be too prescriptive in terms of what leaders should do, rather than allowing for flexibility and adaptation.
CONTINGENCY THEORIES
➢ Contingency theories propose that different leadership styles are effective in different situations. These theories
recognize that the effectiveness of leadership is contingent on various factors, such as the task, people, organization,
and timeframe. Some of the key contingency theories are:
➢ Fiedler’s contingency theory: According to Fiedler, the effectiveness of a leader depends on three factors - leader
relations with employees, high/low task structure, and position of power. Fiedler’s model suggests that leaders should
adopt either a task-oriented or a relationship-oriented style based on the situation.
➢ Situational leadership theory: Developed by Hersey and Blanchard, this theory proposes that the maturity of a group
and the nature of the task determine the leadership style that will be most effective. Hersey and Blanchard identified
four leadership styles - directing, coaching, supporting, and delegating - which should be applied based on the maturity
level of the group.
➢ Contingency theories acknowledge that there is no one-size-fits-all approach to leadership and that different situations
require different leadership styles. However, these theories have also been criticized for oversimplifying the complexity
of leadership and for placing too much emphasis on situational factors while neglecting the importance of personal
qualities of the leader.
SITUATIONAL LEADERSHIP MODEL
The Situational Leadership Model, developed by Hersey and Blanchard, proposes that the effectiveness of a leader’s style
depends on the readiness or maturity of the followers. The model has four leadership styles and four levels of follower
readiness, resulting in 16 potential combinations.
Leadership styles:
➢ Directing - high task, low relationship
➢ Coaching - high task, high relationship
➢ Supporting - low task, high relationship
➢ Delegating - low task, low relationship
Follower readiness levels:
➢ R1 - Unable and unwilling to do the task
➢ R2 - Unable but willing to do the task
➢ R3 - Able but unwilling to do the task
➢ R4 - Able and willing to do the task
Strengths:
➢ Accounts for the situational factors that influence leadership effectiveness
➢ Provides a framework for leaders to adapt their leadership style to the needs of their followers
➢ Easy to understand and apply in practice
Weaknesses:
➢ Overly simplistic and may not fully capture the complexity of leadership
➢ Ignores individual differences in followers that may impact their readiness level
➢ Assumes that followers move linearly through the readiness levels, when in reality readiness is dynamic and can
fluctuate
STRENGTHS AND WEAKNESSES OF CONTINGENCY THEORY
STRENGTHS OF CONTINGENCY THEORY:
➢ Recognizes the complexity and diversity of leadership situations and acknowledges that a single leadership style is not
universally effective.
➢ Emphasizes the importance of adapting leadership style to the situation at hand.
➢ Provides a framework for leaders to assess and analyse their situation and determine the most appropriate leadership
style.
➢ Has practical applications in leadership training and development programs.
WEAKNESSES OF CONTINGENCY THEORY:
➢ Overemphasizes the situational factors and underemphasizes the personal qualities and characteristics of the leader.
➢ Critics argue that it is difficult to accurately assess situational factors and determine the most appropriate leadership
style.
➢ Has limited explanatory power as it does not account for the long-term effects of leadership style on organizational
culture and performance.
➢ Does not account for the role of follower characteristics in shaping leadership effectiveness.
TRANSFORMATIONAL LEADERS
- Bass and Avolio, 1994: transformational leaders possess four key components: idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration. - Idealized influence: Leaders act as role models to their followers, creating a sense of respect, admiration, and trust
towards them. - Inspirational motivation: Leaders inspire their followers to perform beyond their expectations and capabilities by
setting ambitious goals and instilling a sense of purpose and meaning in their work. - Intellectual stimulation: Leaders encourage creativity and innovation among their followers by challenging the status
quo, encouraging new ideas, and fostering a culture of learning and development. - Individualized consideration: Leaders provide personalized support and guidance to their followers, catering to their
individual needs, strengths, and weaknesses. - Transformational leaders create a shared vision that is inspiring, meaningful, and appealing to their followers, thereby
increasing their engagement, commitment, and loyalty to the organization. - Transformational leaders empower their followers by delegating decision-making authority, providing autonomy, and
fostering a sense of ownership and accountability. - Transformational leaders develop their followers’ skills and abilities, enhancing their self-efficacy, and creating a sense
of personal and professional growth. - Transformational leaders facilitate organizational change by creating a culture of innovation, adaptability, and
continuous improvement. - Strengths: transformational leaders are highly effective in enhancing followers’ job satisfaction, motivation,
commitment, and performance, creating a positive work environment, and fostering organizational growth and
success. - Weaknesses: transformational leadership may not be suitable for all situations, as some followers may not respond
positively to the leader’s charismatic or visionary style, and may prefer a more directive or hands-on approach.
Moreover, transformational leadership may create dependency on the leader, and may be difficult to sustain in the
absence of the leader
CONTEMPORARY THEORIES
Servant leadership:
* Leaders focus on the needs of their followers
* Prioritizes the well-being and development of employees
* Encourages collaboration and community building
* Emphasizes the importance of empathy and emotional intelligence
Environmental leadership:
* Emphasizes sustainability and environmental responsibility
* Encourages employees to adopt environmentally-friendly practices
* Prioritizes the creation of a sustainable, ethical business model
* Promotes transparency and accountability in environmental practices
Leadership through partnership working:
* Leaders collaborate with stakeholders to achieve common goals
* Prioritizes effective communication and relationship-building
* Encourages trust and mutual respect
* Emphasizes the importance of shared values and vision
Celebrity CEO:
* Focus on a single individual as the face of the company
* Emphasizes the importance of personal charisma and leadership
* Can lead to a lack of focus on the contributions of other employees and stakeholders
* Can lead to a focus on short-term gains rather than long-term sustainability
Overall, contemporary theories of leadership tend to emphasize collaboration, sustainability, and a focus on the well-being of
employees and stakeholders. However, there is still a tendency to focus on individual leaders, which can lead to a lack of focus
on the contributions of others and a focus on short-term gains.
QUESTIONING LEADERSHIP
Critical voices on leadership and management:
* Uneven distribution of income
* Existing power structures and hierarchy
* Dependency and subservient attitude
* Lacks democracy and reduces autonomy and creativity
Post-heroic perspective:
* Overemphasis on leaders as heroes
* Underemphasis on the role of followers
* Importance of followership
* Leadership as a process
* Feminine vision of leadership emphasizing empathy, community, vulnerability, and collaboration
Alternative theories:
* Anarchist theories
* Co-operatives and communes
* Participative democracy
* Anti-capitalist movement
* Non-western societies
Non-hierarchical organizations:
* Work without a leader
* Consensus-based decision-making
* Equal pay for everyone
* Requires greater individual responsibility and commitment
* Can increase participation and ownership
DIFFERENCES BETWEEN ORGANIZATIONS
WORKER-RUN ORGANIZATIONS:
* Also known as co-operatives, these organizations are managed and owned by the workers who work in the
organization.
* Workers have an equal say in decision-making and participate in management.
* Workers typically have a greater sense of ownership and commitment to the organization.
* Profit-sharing is common, and workers are typically paid similarly.
SHAREHOLDER MANAGEMENT-RUN ORGANIZATIONS:
* These organizations are typically run by a board of directors who represent the interests of shareholders.
* Shareholders own the company and typically hold the power to make key decisions.
* The primary focus is on maximizing profits for shareholders.
* Workers may not have much say in decision-making and may feel less connected to the organization.
* Overall, the main difference between worker-run and shareholder management-run organizations is the level of control
that workers have over the organization. In worker-run organizations, workers have a greater sense of ownership and
participation in decision-making, while in shareholder management-run organizations, the focus is on maximizing
profits for shareholders.
