Saturday, 4 December 2021
Leadership
Different leaders behave in different ways, depending upon their individual
differences as well as their followers’ needs and the organisational situation.
It is one of the most important issues in business; impacts goals, policy and
organisational culture.
• Many different styles of leadership can be effective
What is leadership?
• Leadership is an increasingly important management function. It is the:
o Activity of generating effort and commitment towards meeting objectives
o Use of influence to motivate employees to achieve organisational goals
o In addition to goal communication and motivation, it can shape the culture of an
organisation.
Leadership is, thus, the ability to influence people toward the attainment of
organisational goals.
- Influence is the effects that a person’s action have on the attitudes, values,
beliefs, or behaviour of others.
- Many different styles of leadership can be effective.
- There is no one ideal leader personality.
Contemporary leadership
• Leadership evolves as the needs of the organisation change and responds to the
turbulence and uncertainty of the environment.
• 4 major approaches to leadership:
- Level 5 leadership (executive)
- Servant leadership
- Authentic leadership
- Interactive leadership
• Other approaches: transformational/transactional; contingency; behavioural;
fellowship
1
, Saturday, 4 December 2021
Level 5 leadership
Servant leadership
• Servant leaders transcend self-interest to serve others; the organisation and
society (selfless)
•“The best test, and difficult to administer, is: Do those served grow as persons? Do
they, while being served, become healthier, wiser, freer, more autonomous, more
likely themselves to become servants? And, what is the effect on the least privileged
in society; will they benefit, or, at least, not be further deprived?”
Greenleaf (1970): The servant as leader.
•Servant leaders give away power, ideas, information, recognition, credit, and
money
E.g.
Captain Phillips
•Willing to risk being taken as a hostage
•Goal to free ship and crew
Authentic leadership
Leaders who:
- Know and understand themselves
- Inspire trust and commitment
- Act with high order ethical values
2
, Saturday, 4 December 2021
- Stay true to their values and beliefs
- Respect diverse viewpoints
- Encourage collaboration
- Help others learn, grow and develop as leaders
E.g. Martin Luther King Jr.
Interactive leadership
Leadership style characterised by:
• Values such as inclusion, collaboration, relationship-building
• Favouring a consensual and collaborative process
• Influence deriving from relationships rather than position of power and formal
authority
Transitional/
leadership
• Transactional leaders: Influence follows by means of a bargain/exchange; tend
to support the status quo.
• Transformational leaders: visionary and often charismatic; inspire followers by
appealing to higher ideals and moral values; aim to change the status quo.
E.g. Mahatma Gandhi
Contingency approach: House’s path-goal model
•Four styles of leadership (directive, supportive, achievement oriented,
participative), the most appropriate depending on the situation.
“I varied my approach from player to
player. I still challenged everyone
and made them uncomfortable, I just
did it in a way that was tailored to
them. To learn what would work and
for who, I started doing homework
and watched how they behaved. I
learned their histories and listened to
what their goals were. I learned what
made them feel secure and where
their greatest doubts lay. Once I
understood them, I could help bring
3
Leadership
Different leaders behave in different ways, depending upon their individual
differences as well as their followers’ needs and the organisational situation.
It is one of the most important issues in business; impacts goals, policy and
organisational culture.
• Many different styles of leadership can be effective
What is leadership?
• Leadership is an increasingly important management function. It is the:
o Activity of generating effort and commitment towards meeting objectives
o Use of influence to motivate employees to achieve organisational goals
o In addition to goal communication and motivation, it can shape the culture of an
organisation.
Leadership is, thus, the ability to influence people toward the attainment of
organisational goals.
- Influence is the effects that a person’s action have on the attitudes, values,
beliefs, or behaviour of others.
- Many different styles of leadership can be effective.
- There is no one ideal leader personality.
Contemporary leadership
• Leadership evolves as the needs of the organisation change and responds to the
turbulence and uncertainty of the environment.
• 4 major approaches to leadership:
- Level 5 leadership (executive)
- Servant leadership
- Authentic leadership
- Interactive leadership
• Other approaches: transformational/transactional; contingency; behavioural;
fellowship
1
, Saturday, 4 December 2021
Level 5 leadership
Servant leadership
• Servant leaders transcend self-interest to serve others; the organisation and
society (selfless)
•“The best test, and difficult to administer, is: Do those served grow as persons? Do
they, while being served, become healthier, wiser, freer, more autonomous, more
likely themselves to become servants? And, what is the effect on the least privileged
in society; will they benefit, or, at least, not be further deprived?”
Greenleaf (1970): The servant as leader.
•Servant leaders give away power, ideas, information, recognition, credit, and
money
E.g.
Captain Phillips
•Willing to risk being taken as a hostage
•Goal to free ship and crew
Authentic leadership
Leaders who:
- Know and understand themselves
- Inspire trust and commitment
- Act with high order ethical values
2
, Saturday, 4 December 2021
- Stay true to their values and beliefs
- Respect diverse viewpoints
- Encourage collaboration
- Help others learn, grow and develop as leaders
E.g. Martin Luther King Jr.
Interactive leadership
Leadership style characterised by:
• Values such as inclusion, collaboration, relationship-building
• Favouring a consensual and collaborative process
• Influence deriving from relationships rather than position of power and formal
authority
Transitional/
leadership
• Transactional leaders: Influence follows by means of a bargain/exchange; tend
to support the status quo.
• Transformational leaders: visionary and often charismatic; inspire followers by
appealing to higher ideals and moral values; aim to change the status quo.
E.g. Mahatma Gandhi
Contingency approach: House’s path-goal model
•Four styles of leadership (directive, supportive, achievement oriented,
participative), the most appropriate depending on the situation.
“I varied my approach from player to
player. I still challenged everyone
and made them uncomfortable, I just
did it in a way that was tailored to
them. To learn what would work and
for who, I started doing homework
and watched how they behaved. I
learned their histories and listened to
what their goals were. I learned what
made them feel secure and where
their greatest doubts lay. Once I
understood them, I could help bring
3
