QUALITAS SYSTEMS

LEADERSHIP SKILLS
COURSE OBJECTIVE:
To:

Explain the meaning and importance of leadership in work

organization.

Recognize the nature of the leadership relationship.

Detail patterns of managerial leadership and the main studies of

leadership.

Examine leadership as an aspect of behavior, and different styles of

leadership.

Examine contingency theories of leadership and situational factors,

which determine the characteristics of leadership.

Appreciate the
leadership.

variables,

which

determine

effective

managerial

DEFINITION OF TERMS:
1. LEADERSHIP:

Leadership is an attribute relevant to managerial

functions but in an all different style.

2. GROUP:

A bunch of people in an organization, formed to have

the specific task(s) completed.

3. SYSTEM:

A pattern which is to be followed to run the usual and

special chores of an organization.

THEORETICAL FRAME WORK:

There are many ways of looking at leadership and many interpretations of
its meaning. Leadership may be interpreted in simple terms, such as
getting others to follow or getting people to do things willingly or
interpreted more specifically, for example as the use of authority in
decision making. It may be exercised as an attribute of position, or
because of personal knowledge or wisdom.
Leadership may be based on a function of personality, or it can be seen as
a behavioral category. It may also be viewed in terms of the role of the
leaders and their ability to achieve effective performance from others.
Leadership is related to motivation, interpersonal behavior and to the

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process of communication, good leadership also involves the effective
process of delegation.
A.Gower, Motivational Leadership - 1984
The leadership relationship is not limited to leaders behavior resulting in
subordinate behavior. Leadership is a dynamic process. The leaderfollower relationship is reciprocal and effective leadership is a two-way
process which influences both individual and organizational performance,
as Leadership is virtually important at all levels with in the company, from
main board to shop floor, leadership is the moral and intellectual ability to
visualize and work for what is best for the company and its employees.
The most vital thing the leader does is to create team spirit around him
and near him, not in a school boy sense, but in realistic terms of mature
adults.
Sief Marcus. Management, the Mark and Spencerway 1991
Good management leadership helps to develop teamwork and the
integration of individual and group goals. It aids intrinsic motivation by
emphasizing the importance of the work that people do.
MANAGEMENT ASPECT OF LEADERSHIP:
The focal point or main question is that, what is the relationship between
leadership and management. Sometime they seem as synonymous. There
is, however, a difference between the time and it does not follow that
every leader is a manager.
Management is usually viewed as getting things done through people in
order to achieve stated organizational objectives. The manager may react
to specific situation and be-more concerned to solve short-term problems.
The emphasis of leadership is on interpersonal behavior in a broader
context. It is often associated with the willing and the enthusiastic
behavior of followers. Leadership does not necessarily take place with in
the hierarichal structure of the organization. Many people operate as
leader without their role ever being clearly established or defined.
The are other differences between leadership and management as:

Managers tend to adopt interpersonal or passive attitudes towards

goals, leaders adopt a more personal and action attitude towards
goals.

In order to get people to accept solutions, the manager needs

continually to coordinate and balance in order to compromise
conflicting values. The leader creates excitement in work and develops
choices that give substance to image that excite people.

In their relationships with other people, manager maintains a low level

of emotional involvement. Leaders have empathy with other people
and give attention to what events and actions mean.

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Managers see themselves as more conservators and regulators of the

existing order of affairs with which they identify and from which they
gain rewards. Leaders work in, but do not belong to, the organization.
Their sense of identity does not depend upon membership or work
roles and they search our opportunities for change.

THE 7-S ORGANIZATIONAL FRAME WORKS:

The difference between leadership and management has been applied by
watson to the 7-S organizational framework of:
Strategy, structure, systems, style, staff, skills and super-ordinate
(or shared goals). Watson suggests that whereas managers tend toward
reliance on:
-

Strategy
Structure
Systems;

Leaders have an inherent inclination for utilization of the soft S of

-

Style
Staff
Skills and
Shared goals

Watson also suggests that, although continuously, that 7-S management

can be seen as the province of leaders managers will not ordinarily be
capable of achieving sufficient mastery of all seven factors to attain a
consistently high level of organization and performance.
C.M. Wastson, Leadership, Management and Seven Keys, Business
Horizons, March April 1983.

THE LEADERSHIP INTEGRATION:

A leader may be imposed, formally appointed or elected, chosen
informally, or emerge naturally through the demands of the situation or
wishes of the group. Leadership may be attempted, successful or
effective.

Attempted leadership is when an individual in the group attempts to

exert influence over other members of the group.

Successful leadership is when the influence brings about the behavior

and results that were intended by the leader.

Effective leadership is when successful leadership results in functional

behavior and the achievement of group goals.

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QUALITAS SYSTEMS
The leader may exercise authority as an attribute of position. In this care
the manger is seen as a leader because of a stated position in the
hierarchy. Leadership, however is more than just adherence to a formal
role prescription. It is more than eliciting mechanical behavior, which
results from a superior subordinate relationship in a hierarchical structure.
Leadership always work/act in an integrated way the formal infrastructure
of leadership style is to guide the on-line employees actions and counter
the reactions all the way. As the directives are shot from the top level but
the working setup does not swallow all of it without having discussions on
group meetings.
Leadership provides a freedom of having thought shared to be at the real
point of understanding to do the task. The relationship is not directive
issuing relationship but thought sharing one. Since that the art of
leadership sometimes seems as complex and variable in nature, there are
many ways of analyzing leadership. It is helpful, therefore to have some
framework, in which to consider different approaches to study of that
object. One way is to examine managerial leadership in terms of:

The Qualities or trait approach

The Functional or group approach

Leadership as a Behavior category

Styles of leadership and

The situational approach and contingency model

THE QUALITIES OR TRAIT APPROACH:

The first approach is that leaders are borne not made. Leadership consists
of certain inherited characteristics, or personality traits, which distinguish
leaders from their followers: the so-called great-person theory of
leadership. The Qualitas approach focuses attention on the man or woman
in the job and not the job itself. It suggests that attention be given to the
selection of leader rather than to the training of leadership. There have
been many studies into the common traits of leadership. However,
attempts at identifying common personality, or physical or mental,
characteristics of different good or successful leaders have met with
little success.
The are few limitations with this approach:

First, there is bound to be some objective judgement in determining

who is regarded as a good or successful leader.

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QUALITAS SYSTEMS

Second, the list of possible traits tend to be very long and there is not
always agreement on the most important.

There is not always agreement on the most important. The Qualitas or

trait approach gives rise to the questions:
Whether leaders are borne or made? And whether leadership is an art or
science? The important point, however is that there are not mutually
exclusive alternatives. Even if there are certain in bore Qualitas which
make for a good leader, these natural talents needs encouragement and
development. Even if leadership is something of an art, it still requires the
application of special skills and techniques.
THE FUNCTIONAL OR GROUP APPROACH:
This approach of leadership focuses attention not on the personality of the
leader, nor on the man or woman in the job, but on the functions of the
leadership. Leadership is always present in any group engaged in the task.
The functional approach views leadership in terms of how the leadership
behavior affects, and is affected by the group of followers. This approach
concentrates on the nature of the group the followers or subordinates. It
focuses on the content of leadership.
To help understand the process of leadership it is necessary to analyze the
role of the leader and the functions and the responsibilities of leadership.
These functions emphasis in different situations according to the nature of
the group. The same leadership position may also charge over a period of
time. It is possible, however to list a range of general functions which are
served by the leadership position. A useful summary is provided by Kerch
who identifies fourteen functions.

The leader as executive, top coordinator of the group activities and

overseer of the extention of policies.

The leader as planner: Deciding the ways and means by which the
group achieve its ends. It may involves both short-term and long term
planning.

The leader as policy maker: The establishment of group goals and

policies.

The leader as expert: A source of readily available information and

skills, although there will be some reliance on technical expertise and
advice from other members of the group.

The leader as external group representative: The official spokes person

for the group, the representative of the group and the channel for both
out going and incoming communications.

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The leader as controller of internal relations: determine specific aspects

of the group structure.
The leader as purveyors of rewards and punishment: Control over
group members by the power to provide rewards and apply
punishment.

The leader as arbitrator and mediator: Controls interpersonal conflict

within the group.

The leader as example: A model of behavior for the members of the

group, setting an example of what is expected.

The leader as symbol of the group: Enhancing group units by providing

some kind of cognitive focus and establishing the group as a distinct
entity.

The leased as substitute for individual responsibility: Relieves the

individual members of the group from the necessity of and
responsibility for personal decision.

The leader as ideologists: Serving as the sources of beliefs, values and

standards of behavior for individual member of the group.

The leader as father figure: Serving as the focus for the positive
emotional feelings of individual members and the object for
identification and transference.

The leader as an escape goat: Serving as a target for aggression and

hostility of the group, accepting blame in the case of failure.

These fourteen functions can readily be consolidated into a shorter

number of move general functions. But they help to illustrate the range of
roles and responsibilities that the leader may be expected to fulfil, and the
complexity of nature of the leadership.
It is important to note that leadership resides in the functions and not a
particular person. The various functions of leadership can be shared
among members of the group. If a member provides a particular function
which is relevant to the activities of the group, and accepted by group
members, then is those circumstances it can become a leadership
functions.
Kretch D.Crutchfueld, Individuals in Society, Me-Graw Hill 1962
ACTION CENTERED LEADERSHIP:
A general theory on the functional approach is associated with the work of
John Adair and his ideas on action centered leadership. The effectiveness
of leader is dependent upon meeting three areas of need with in the work
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QUALITAS SYSTEMS
group. The need to achieve the common task, the need for team
maintenance, and the individual needs of group members Adair
symbolizes the need by three overlapping circles.
Task function involves:
a) Achieving the objectives of work group
b) Defining group tasks
c) Planning the work
d) Allocation of resources
e) Organization of duties and responsibilities
f)

Controlling quality and checking performance

g) Reviewing progress
Team functions involves:
a) Maintaining morale and team building spirit
b) The cohesiveness of group as a working unit
c) Setting standards and maintaining discipline
d) Systems of communication within the group
e) Training the group
f)

Appoint of sub-leaders

Individual functions involve:

a) Meeting the needs of individual members of the group
b) Attending to personal problem
c) Giving praise and status
d) Reconciling conflicts between group needs and needs of the individual
e) Training the individual

Task needs

Team
maintenan
ce needs

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Individual
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QUALITAS SYSTEMS

The action by the leader in any one area of need will affect one or both of
the order areas of need. The ideal position is where complete integration
of three areas of need is achieved. In any work group the most effective
leader is the person who sees that the task needs, the needs of the group
and those of the individuals are all adequately met. The effective leader
elicits the contribution of the group and draws out other leadership from
the group to satisfy the three interrelated areas of need.
Adair J. Effective leadership, Pan Books (1983)
LEADERSHIP AS BEHAVIORAL CATEGORY:
This approach draws attention to the kinds of behavior of people in
leadership attentions. It indicates two major dimensions of leadership
behavior, labelled, consideration and initiating structure.

Consideration reflects the extent to which the leader established trust,

mutual respect and rapport with the group and shows concern,
warmth, support and consideration for subordinates. This dimension is
associated with tow-way communication, participation and human
relations approach to leadership.

Structure reflects the extent to which the leader defines and structures
group interactions toward attainment of formal goals and organize
group activities. This dimension associated to achieve organizational
goals.

Consideration and initiating structure were found to be uncorrected and

independent dimensions. They are separate behavior categories and give
rise to four types of leadership behavior leaders may be:

Low on consideration low on structure

Low on consideration and high on structure

High on consideration and high on structure

High on consideration and low on structure

Leadership behavior can, therefore, be shown on two separate axes

instead of along a single continuum. As a result four Quadrent were
developed which illustrated the different combinations of consideration
and structure.

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QUALITAS SYSTEMS

High

Structure

Low
Consideration
and high
structure

High
consideration
and high
structure

Low
consideration
and low structure

High
consideration
and low structure

Low
Consideration

High

STYLE OF LEADERSHIP:
Attention to leadership as a behavior category has drawn attention to the
importance of leadership style. Leadership style is the way in which the
functions of leadership are carried out, the way in which the manager
typically behaves towards the members of the group.
There are many dimension to leadership and many possible ways of
describing leadership style, but the style of managerial leadership towards
subordinate staff and the focus of the power can be classified with in a
broad three fold headings.

The authoritarian (autocratic) style is where the focus of the power is

with the manager, and all interactions with in the group move towards
the manger. The manager alone exercise decision making and
authority of determining policy, procedures for achieving goals, work
tasks and relationships, control of rewards or punishment.

The democratic style is where the focus of power is move with the
groups as a whole and there is greater interaction within the group. The
leadership functions are shared with the groups and the manager is
move part of a team. The group members have a greater say in
decision making, determination of policy implementation od systems
and procedures.

A genuine Laissez - Faire style is where the manager observes that

members of the group are working well on their own. The manager
consciously makes a decision to pass the focus of power to members,
allow them freedom of action and not to interfere; but is readily
available if help is needed. There is often confusion over this style of
leadership behavior. The word genuine is emphasized because it is to

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QUALITAS SYSTEMS
be contrasted with the manager who cannot care, who deliberately
keeps away from the troubled spots and does not want to get involved.
The manager just lets the members of the group get on with the work
in hand. Members are left to face decisions, which rightly belong with
the manager. It is move a non-style of leadership or it can perhaps be
labeled as abdication.
Attention to the managers style of leadership has come about because of
a greater understanding of the needs and expectations of people at work.
It has also been influenced by such factors as:

Change in the value system of society

Broader standards of education and training

The influence of trade unions

Pressure for a greater social responsibility towards employees, through

scheme of participation in decision making and the quality of work life
and

Government legislation, for example in the area of employment

protection.

All these factors have combined to create resistance against purely

autocratic style of leadership.
FUNDAMENTAL CYCLE OF MANAGEMENT AND LEADERSHIP:
To understanding the working mechanism of leadership it is so far needed
to understand the fundamental cycle of management and its connection
with the leadership as:
Step-1: The manager reviews the basic purpose of the work unit for which
he or she is responsible. What is the reason for its existence? What is it
really trying to do?
Step-2: The management then sets a direction for the work unit as a
whole and makes sure there are specific, reasonable targets on standards
identified for pursuit during a specified time into the future.
Step-3: The manager provides leadership to make sure that the work unit
accomplishes the work targets set in Step-2. It is the longest, most
important step, for it is here that the work is totally accomplished.
Step-4: Once the work specified in Step-2 is accomplished (or not), the
manager leads the work unit through a review of the experience in order
to learn form it.

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QUALITAS SYSTEMS
There steps are carried out over the course of a period, then are repeated
during the following period and every period after that, thus it is a cycle.
At this point we see the fundamental cycle in parallel with the series of
steps as 1,2,3 and 4.
Step-1:

REVIEW YOUR BASIC PURPOSE:

Purpose:
To define what you and your work unit are responsible for and how your
performance will be evaluated, also to make sure that the working unit is
organized appropriately for those responsibilities.
Key Questions:
1. Do you clearly understand what you and your work unit is responsible
for?
2. Do you clearly understand how your performance will be evaluated?
3. If you ask your boss, would be give the some answer to the above
question as you?
4. Are the responsibilities of your direct subordinate clear in your mind?
5. Are the responsibilities of your direct subordinate clear in their minds?
And is their understanding essentially the same as yours? (How do you
know?)
6. Are you and each of your subordinate in agreement about how his/her
performance be evaluated?
7. Is your work units as a whole generally adequate for its purpose? Does
it possess the overall skills and resources required? If not, you must go
back to the beginning and rethink your purpose or find additional
resources.
8. Is your work unit organized effectively? That is:

Are the right people in the right jobs?

Does each position report to the most appropriate position?

REVIEW YOUR ANSWER AND NOTE ANY OPPORTUNITIES FOR

IMPROVEMENT

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Step-2

SET A DIRECTION:

Purpose:
To identify the specific accomplishments you and your work unit will
achieve in the next period.
Key Questions:
1. Do you operate now based on some define regular planning period a
year, a half year, quarter or month? If so, what is it?
2. As the beginning of each period, do you work out a general direction
and set some overall targets or standards (with your bosss agreement)
for your work unit?
3. Do you communicate those overall directions (targets/standards to
your immediate subordinates and ask them to work out related targets
in their individual area of responsibility.
4. Do you review specific action plans and budgets developed by your
subordinates for their targets, wherever that is appropriate? Do you
consistently make sure that adequate resources are available for
implementing the plan?
5. Are others in your organizations who need to know your plans
adequately aware of them?
REVIEW YOUR ANSWER AND NOTE ANY OPPORTUNITIES FOR
IMPROVEMENT
Step-3:

PROVIDE LEADERSHIP

Purpose:
To lead your work unit, so it can successfully implement the plans, and
achieve the targets in Step-2.
Key Question:
1. Do you systematically keep track of key check points and deadlines for
each.
2. Have you and your subordinates identified the basic information and
analysis needed to keep track of progress toward each target?
3. Do you meet regularly with each subordinate to discuss progress
towards targets?

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4. Do you strain to make your units plans work, and are you milling to
revise plans or reallocate resources when necessary?
5. Do you report periodically and regularly to your boss on your units
progress?
REVIEW YOUR ANSWER AND NOTE ANY OPPORTUNITIES FOR
IMPROVEMENT
Step-4:

LEARN FROM EXPERIENCE

Purpose:
To learn and improve by reviewing what was and was not accomplished
during the period and why.
Key Questions:
1. At the end of every period, do you review your units overall
performance and write a formal report?
2. Do you ask each subordinate to appraise in writing his or her own
performance at the end of each period?
3. Do you appraise each subordinate in writing and then meet with them
to review your appraised and compare it with the subordinates self
appraisal? Is the purpose of these meetings to find ways your
subordinates can improve their performance?
4. Do you review your unit performance with your boss?
5. Do you use what was learned during each period to improve your units
performance in succeeding periods?
REVIEW YOUR ANSWER AND NOTE ANY OPPORTUNITIES FOR
IMPROVEMENT
TADE THEORY:
It is a famous theory encircles the art of leadership very briefly and
defines the needed skill a leader must have in order to complete the task.
T = Task:
There must always be a task to accomplish in order to formulate the work
structure and operational network. Usual daily jobs should be interpreted
as task and put a time frame to complete them. It will take away the
boredom and enhance skills to come forward with new ideas.
A = Action:
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The entire work atmosphere should be action-oriented, no one should be

allowed to do isolate jobs. The interrelation of each and everyone must be
designed and drafted that are follows that integration to have the job done
with an enthusiasm and skill.
D = Deputation:
Right man for the right job is a self-style of motivation. If a person is not
capable to handle are job the he must be shifted to other section related
to the job be can successfully do. Deputation or delegation of
responsibilities and authorities must be in a live and in relation with man
and mechanism
E = Evaluation:
After fulfillment of one task, the performance must be evaluated in order
to see the involvement and efficiency of are person.
EXPERIENCE LEARNING:
There are many ways of looking at leadership, but essentially it is a
relationship through which one person influences the behavior of other
people. The leader-follower relationship is reciprocal and effective
leadership is a two-way process. Leadership is related to motivation, the
process of communication, the activities of groups and the process of
delegation. There is a close relationship between leadership and
management, especially in work organizations. However, there are
differences between the two, and it does not follow that every leader is a
manager. Leadership may be viewed in more general terms with emphasis
on interpersonal behavior in a broader context.
Leadership is dynamic form of behavior and there are many variables,
which affect the nature of the leadership relationship. Within an
organization, leadership influence will be dependent upon the type of
power, which the leader can exercise over other people. Leadership may
be examined in terms of the qualities of traits approach; the functional or
group approach; as a behavioral category and styles of leadership; and the
situational approach and contingency models. There is a wide range of
general functions and responsibilities served by the leadership position.
Leadership resides in the functions and not a particular person. The
various functions of leadership can be shared among members of the
group.

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