Topic 10 Leadership

Leadership is what leaders do. Leaders are people who can influence others
and who have managerial authority.
Ideally all managers should be leaders. But they both do not have to necessarily
have the skills to be each other.
What leaders can influence
The choice of objectives and strategies to pursue
The motivation of members to achieve their objectives
The organisation and coordination of work activities
The development of member skills and confidence
Early Leadership Theories
1. Trait theory 1920-1930s (focussed on this theory).
Attempt to identify characteristics of leaders from non-leaders was unsuccessful
Later 7 traits associated with leadership were developed
-

Drive exhibit a high level effort; ambitious

Desire to lead leaders have a strong desire to lead and influence
others
- Honesty build trusting relationships by being truthful
- Self-confidence followers look to leaders for absence of self-doubt.
- Intelligence leaders need to be intelligent to gather synthesis and
interpret it
- Job-relevant knowledge effective leaders have a high job knowledge
- Extraversion leaders are energetic, lively people.
2. Behavioural theories explored behaviours that differentiated leaders
from non-leaders.
KURT LEWIN STUDY 3 leadership styles 1. Autocratic leaders who
leaded centrally, direct work methods, unilateral decisions.
2.
Democratic involve employees in decision making, delegate authority,
encourage participation.
3. Lassiez Faire- leader generally gave the group
complete freedom to do whatever they want.
Ohio State Studies 2 dimensions of leader behaviour
Initiating structure: the role of the leader in defining his or her role and the
roles of group members
Consideration: the leaders mutual trust and respect for group members
ideas and feelings.
University of Michigan Studies

 Identified two dimensions of leader behaviour

Employee oriented: emphasising personal relationships
Production oriented: emphasising task accomplishment
3. Contingency leadership theories Theories that seek to define leadership
style and answer: if this situation, then this is the best style to use.
4 types of contingencies
a) The Fiedler model proposed that effective group performance
depends on the proper match between a leaders style of interacting
with their followers and the degree to which the situation allows the
leader to control and influence.
KEY FACTOR Individuals basic leadership style should be either task
oriented or relationship oriented.
Fiedler developed least preferred co-worker questionnaire which asked
people to rate their co-worker on scale of 1-8 for 18 criteria to determine
leadership style.
Situational factors for determining leader effectiveness.
- Leader-member relations: the degree of confidence, trust and respect
employees had for their leader
- Task structure: the degree to which the job assignments were
formalised and procedurised
- Position power the degree of influence a leader had over power based
activities such as hiring, firing, discipline, promotions and salary
increases.
b) The Hersey Situational Leadership Model successful leadership is
achieved by selecting the right leadership style, which is contingent on
the level of the followers readiness.
Leaders evaluate subordinates and adopt an appropriate style
Uses same task or behaviour orientated approach as fiedler.

c) Leader Participation Model (Vroom and Yetton) Argues that

leader behaviour must be adjusted to reflect the task structure
(whether it is routine, non-routine, or in between) based on a
sequential set of rules (contingencies) for determining the form and
amount of follower participation in decision making in a given situation.
d) Path goal theory it is the leaders job to assist the followers in
attaining their goals, and to provide the direction or support needed to

ensure that their goals are compatible with the overall objectives of the
group.
Identified 4 leadership behaviours
Directive leader: Lets subordinates know what is expected of them,
schedules work to be done, and gives specific guidance on how to
accomplish tasks.
Supportive leader: Is friendly and shows concern for subordinates
needs.
Participative leader: Consults with subordinates and uses their
suggestions before making a decision.
Achievement-oriented leader: Sets challenging goals and expects
subordinates to perform at their highest level
ASSUMED LEADERS ARE FLEXIBLE.

Credibility (of a leader)

Assessment of a leaders honesty, competence, and ability to inspire by his or
her followers
Trust Belief of followers and others in integrity, character, and ability of
leader
Dimensions of trust:
Integrity: Honesty and truthfulness
Competence: Technical and interpersonal knowledge
Consistency: Reliability, predictability, and good judgment
Loyalty: Willingness to protect and save face for a person
Openness: Willingness to share ideas and information freely
FACTORS THAT MAKE LEADERSHIP LESS CRITICAL
Substitutes for leadership
Follower characteristics
Experience, training, professional orientation, or the need for independence

 Job characteristics
Routine, unambiguous, and satisfying jobs
Organisation characteristics
Explicit formalised goals, rigid rules and procedures, or cohesive work groups
NATURAL CULTURE affects leadership style because it influences how followers
will respond. Leaders cannot just choose their styles randomly.
Males and females use different styles:
Women tend to adopt a more democratic or participative style unless in a
male-dominated job.
Women tend to use transformational leadership.
Men tend to use transactional leadership.

Topic 11 Power and conflict

Power is capacity to produce intended and foreseen effects on individuals.
Influence the process of altering the attitudes and behaviours of others, using
your source of power.
Formal/Position based power Legitimate power a leader has as a result of the position they hold.
Reward power a leader has because they have the ability to reward
employees.
Coercive the power held because of the leaders ability to punish or control.
Personal power

Expert influence based on the leaders expertise in the field.

Referent (includes persuasion) power due to a persons desirable

characteristics.

Networks/Relationships

Expert power + Legitimate power + Persuasiveness = Compliance

Common Influence tactics
Rational appeal
Ingratiation
Assertiveness
Sanctions
Blocking
Upward appeal
Exchange
Coalitions
Credibility is the objectively determined truthfulness, follow through, and
accuracy of a person (Nesler et al, 1993)
The amount of credibility you have is determined by how much belief, confidence
and faith other people have in you. A person with high credibility is consistently
both honest and accurate in his/her communications. People with high credibility
are perceived to have more power.

4 factors that affect your credibility

1. Rank
2. Goodwill
3. Expertise
4. Common ground
Team Conflict: Brief review
1. Task conflict: Differences in backgrounds, information and skills solution
Share knowledge
2. Relationship conflict: Differences in valuessolution Compromise
3. Process conflict: Differences in interests and goalssolution Transparent
process
Conflict is a natural and inevitable part of life, yet most people find it difficult to
handle.
WHY WE HATE IT

Provokes anxiety
Breaks down relationships
Pushes people to positions
Can provoke violence

WHAT IS THERE TO LIKE ABOUT IT

Prevent stagnation
Stimulates interest and curiosity
Encourages dialogue
Releases tension

IT IS POSSIBLE THAT ONLY ONE PERSON MAY FEEL THE DISAGREEMENT OR

CONFLICT.
WHY DOES CONFLICT OCCUR

Individual Differences
o Differences in personality
o Gender, generational and cultural differences
o Power differences
o Task interdependence
o Incomplete information
Organisational issues
o Cant choose who you work with
o Ongoing workplace changes that do not improve anything
o weak system for conflict resolution
Outside influences

o The wider social, economic and political environment

Organisational situations
o Employees kept in the dark
o Competition for advancement
o Unclear grievance procedures.
o Scarcity of resources, such as money, people, supplies or time.
Individual issues
o Existing psychological conditions
o Personal stresses outside work impacting at work.

Fight: Attack mode

Flight: Avoid the conflict situation
How we respond, whether we fight, or run, reflects:
Our genetic make-up,
Our childhood experiences.
Role modelling by adults, parents, family members, teacher and others
Our culture
Our values, beliefs, and methods we learned how to deal with conflict from our
earlier life
Our ingrained attitudes and coping mechanisms
WAYS OF CLASSIFYING CONFLICT
TASK CONFLICT structural positive outcomes
Relationship conflict persona; bad outcomes
ESSENTIAL INGREDIENTS FOR BUSIENSS CONFLICT
-

Parties involved are interdependent

Parties see each other as the problem
Emotions are involved

IMPACT OF CONFLICT
-

Wasted time
Bad decisions
Lost employees
Sabotage
Motivation goes down
Increased absenteeism
Legal costs
Violence

Dispute resolution
Litigation: using legal proceedings to settle a conflict.

Arbitration: an adversarial process involving the hearing and determining of a

dispute by a person or persons chosen or agreed to by both parties, and
producing a legally binding decision.
Mediation: an attempt to bring about a peaceful settlement or compromise
between disputants through the objective intervention of a neutral party.
Negotiation: a discussion intended to produce a mutually acceptable solution to
a complex transaction.
MEDIATORS
-

Urge participants to talk to each other

Carry messages
Help parties agree on an agenda
Maintain order
Defuse unrealistic expectations
Help negotiate
Suggest solutions

WHEN TO MEDIATE?
-

When intense emotions are prolonging conflict

Poor communication is beyond the ability of those involved to fix it
Misperceptions or stereotypes inhibit productive interactions
When unnecessary values differences divide the parties
When there is difficulty getting dialogue started.

Negotiation
-

The crux of negotiation is obtaining something that you need from

someone else, usually for something they need.
We negotiate when we want or need something from another person
When we think we can do better by negotiating than by simply accepting
what the other side will voluntarily give us