Communication and Leadership: Jean-Regis Nduwimana

Communication and
Leadership
Jean-Regis Nduwimana
BA., MA. PhD?
UNIVERSITE LUMIERE DE BUJUMBURA
Lectures in Communication & Leadership
Table of Contents
LECTURE 1: GENERAL THEORIES OF LEADERSHIP.........................................................................3
Introduction ...................................................................................................................................................3
LECTURE 2: EARLY LEADERSHIP THEORIES ......................................................................................5
Introduction........................................................................................................................................................5
A. Great Man Theory (Classical Theory) Hackman and Johnson (2006) ..........5
B. The Personality Traits Theory .............................................................................................6
C. Behavioural Styles Theory..........................................................................................................7
D. Servanthood Leadership Theory ........................................................................................7
LECTURE 3: TEAM CONCEPT AS A LEADERSHIP TOOL .................................................................9
LECTURE 4: COMMITTEE SYSTEMS AS LEADERSHIP TOOL ..................................................... 12
LECTURE 5: THE CONCEPT OF EMOTIONAL AND SOCIAL INTELLIGENCE (EI) AND
INTELLIGENT QUOTIENT (IQ) IN LEADERSHIP APPLICATION ............................................... 17
LECTURE 6: TOTAL QUALITY LEADERSHIP AND TOTAL QUALITY MANAGEMENT
CONCEPTS ........................................................................................................................................................ 20
LECTURE 7: CHANGE TRIGGERS ............................................................................................................ 24
LECTURE 8: NEGOTIATION CONCEPTS .............................................................................................. 26
LECTURE 9: ORGANIZATIONAL STRUCTURES AND CULTURE ................................................ 28
LECTURE 10: DELEGATION ...................................................................................................................... 31
LECTURE 11: DECISION MAKING .......................................................................................................... 33
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LECTURE 1: GENERAL THEORIES OF LEADERSHIP
Introduction
Jesus’ model of leadership was emphasized as the cogent and effective model of
leadership – servant leadership. To become greater, one must serve. Interestingly,
different versions of the Bible put it differently emphasizing the weight of the principle
of servant leadership (c.f. KJV, NIV, NKJV, ELT, GNB, etc.). The understanding of this
philosophy is key so far as leadership is concern. It is primal and inconsequential.
Leadership is about servanthood/servantship; a concept contrary to what prevails in
the world.
Several definitions of leadership are offered by scholars and writers alike. One scholar
notes, “The first responsibility of a leader is to define reality – the last is to say thank
you – in-between the two the leader must become a servant and a debtor” (Max
Depree). Another writer has noted, “Leadership is using tasks to complete people”. The
essence of leadership is not only to lead but to create leaders.
Some Biblical Examples of Using Tasks to Complete Individuals
The Holy Scripture is replete with instances where God used tasks to complete some
individuals. Below are some of the instances:
 The case of Abraham (Genesis 12)

 The event of the delivery of the Israelites from Egypt to complete Moses
(Exodus 3-40)
 God used Jesus Christ to complete sinners (the Gospels)
 God used problems in the early church to complete Stephen (Acts 6:1-7)
These scriptural instances provide key principles of leadership. Note the following:
1. one cannot conceive of leadership without the existence of a task

2. the appointment of people to do that task
3. the assignment of roles for the delegation of duties
4. the setting free of the appointees to perform their duties
“Leadership is helping people to feel good about themselves”. “The image of the
referee- pointing out only mistakes is a common phenomenon associated with many
leaders”.
Leadership is concerned with creating a vision. A vision is an idea that is futuristic and
goal minded. It is the role of the leader to create such a vision and lead his/her
followers to buy into that vision. Leaders must dream and this dream must be shared
with the other members of the group. People must be enabled to own the vision of the
group through participatory and democratic approaches. This creates a sense of
ownership and responsibility. People are tenaciously empowered to contribute their
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skills and expertise towards the realization of the dreams. Leadership thrives on
shared vision.
Leaders must be focused and never be satisfied with the status-quo. Leadership is
about creating alternatives by engaging creativity of the future. Leadership again asks
the question, “Where do we want to go from here, and with whom we are going?
What Makes a Good Leader? (Warren Burns)
1. Leadership of attention:
This is the ability of the leader to draw others to himself/herself so that people are able
to identify with him/her.
2. Management/leadership of meaning:
This is to make dreams apparent to people so that they can share and own your vision
(c.f. Nehemiah 2:18)
3. Management of trust:
Trust is an essential element of leadership in all organizations. The main determinant

of trust is reliability (trustworthiness) (c.f. I Corinthians 4:1-3). The followers must be
able to wholly trust the leader; this results in commitment from the group.
4. Management of self:
This is crucial because without it a leader can destroy people. Self-management

includes how the leader dresses, his time management, and his verbal and nonverbal
cues, interpersonal relationships, among others.
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LECTURE 2: EARLY LEADERSHIP THEORIES
Introduction
Prior to 1900s, many leadership works were based on observation, commentary and
moralization. According to Hackman and Johnson (2006), the increasing use of
“scientific” procedures and techniques to measure human behaviour which blossomed
in the early 20th century, changed the way scholars looked at leadership. They argue
that over the past 100 years, four approaches to understanding and explaining
leadership evolved: (1) the traits approach, (2) the situational approach, (3) the
functional approach and (4) the transformational approach.
A. Great Man Theory (Classical Theory) Hackman and Johnson (2006)
Early social scientists believed that leadership qualities were innate; an individual was
either born with the traits needed to be a leader, or he or she lacked the physiological
and psychological characteristics necessary for successful leadership. This approach is
known as the “traits approach”; it suggested that nature played a key role in
determining leadership potential. The idea that inherent leadership traits could be
identified served as the impetus for hundreds of research studies between 1900s and
the end of World War II. Since the 1940s, the popularity of the traits approach has
steadily declined. For the most part, present-day researchers no longer accept the
notion of the “born leader”.
There are historical leaders like Caesar, Alexander the Great, Mandela, Nkrumah,
Kenyatta, Haile Selassie, and others who have shaped the destiny of their people in
their generations. There is no doubt that some of the great people modelled as great
leaders.
In the turn of the 20th century, leaders were perceived to be superior individuals with
peculiar qualities from two main sources – either by inheritance (born with
leadership) or by social conditions precipitated by time and spatial circumstances.
Arising out of this historical context emerged the question, “Are leaders born or
made?” Responding to such a question was difficult since a number of factors come to
play in the choice of leaders. Whereas some leaders are born, one cannot conveniently
rule out the place of training and formation as necessary ingredients for effective and
successful leadership. This means that in either way, leaders are born but as well made.
Classical leadership revolves around a powerful leader or elite group, who derive
power largely from fear or respect. This command and control style represents a
pervasive stereotype of what leadership is about for many people.
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How Leaders are Elected or Appointed
 Emergent
 By appointment
 By election
 By hereditary
Limitations of the Great Man Theory
1. The theory fails to provide us with positive steps in understanding of leadership.

2. It became evident that the theory had limited value
3. It does not help Christian leadership development. A classic example of Moses’ rise
to leadership.
4. Followers have very low power, beyond the power to withdraw their labour in
some cases.
5. Followers are expected to assume little or no responsibility and accountability for
outcomes, most of this falling to the leaders.
B. The Personality Traits Theory
This theory was to identify specific qualities of a leader that makes him/her different
from a follower. In 1948, Ralph N. Stogdill published a review of 124 studies that
examined traits and personal factors related to leadership and had appeared in print
between 1904 and 1947. Stodgill’s review uncovered a number of inconsistent findings
with earlier research. Leaders were found to be both young and old, tall and short,
heavy and thin, extroverted an introverted, and physically attractive as well as
physically unattractive.
Stogdill concluded that “A person does not become a leader by virtue of the possession
of some combination of traits, but the pattern of personal characteristics, activities and
goals of the followers” (Stogdill 1948 as cited in Hackman & Johnson 2006, p. 65). Thus
both personal traits and situational factors influenced leadership. In the article, Stogdill
classified the traits that make one a leader. They were as follows:
a) Physical characteristics of a leader: e.g. huge stature, pre-eminently expose an

individual to leadership
b) Social background: was the individual expose to leadership before? The emphasis is
on exposure rather than qualities or potentials.
c) Intelligence: is the person intelligent?
d) Personality: is the person outgoing, reserved or antisocial?
e) Task oriented: is the person task oriented? Does the person want the job done?
f) Social characteristics: what kind of social skills does the person possessed?
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Limitations of the Personality Traits Theory
1. The approach ignored the relationship between the leader and the followers.
The context was not also taken into consideration.
2. It focused on one culture, particularly Western culture overlooking other
cultural values and traits.
C. Behavioural Styles Theory
Leadership styles refer to the different approaches to leadership. According to this

theory, leadership styles refer to a way a leader help the followers and the objectives of
the group. Behaviourists try to quantify the differences between charismatic and non-
charismatic leaders. By describing charisma as a set of behaviours, they hope to clarify
what charisma is and predict the effects of charismatic leadership. Researchers have
discovered that leaders are usually oriented in one of two ways:
1. Towards task-orientation (job oriented)

2. Toward relationship (people oriented)
The behavioural style theory became acceptable in the organisational context. Whether
task oriented or people oriented styles, three key principles are worth noting:
i. How does a leader use his or her authority?

ii. How do you view your human resources?
iii. How to do you relate to others?
JR Clinton – A Christian Theory of leadership.
JR Clinton describes a leader from the biblical perspective. This is how Clinton presents
his ideal Christian leader model:
A leader is a person
With God given capacity
And with God given responsibility
To influence a specific growth of God’s people
Towards God’s purpose for the group
D. Servanthood Leadership Theory
At the core of Greenleaf’s message is that only leaders who are trusted will gain
followers in our time and only leaders who demonstrate that they have other people’s
interest at heart will be trusted. The process of change starts in here – in the servant,
not out there. Greenleaf defines servant leadership as “a management style grounded
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in the character of God as servant sovereign. Such a style flourishes in all institutions
from a commitment to care for persons while insisting on productivity”.
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LECTURE 3: TEAM CONCEPT AS A LEADERSHIP TOOL
Team work produces “synergy” – i.e. doing what an individual could not do or
accomplish (Ecclesiastes 4:9-13; I Corinthians 12:15-20; Mark 6:7-13). Dave Francis
and Don Young have defined teams as follows:
Team is an energetic group of people who are committed to achieving common

objectives, who work well together and enjoy doing so and who produce high quality
results.
A good team should allow each member of to use their different God-given talents and
gifts. A team is not an option for hard work and does not make work any easier but
makes it possible. A team work is not an accident; it is a by-product of good leadership.
The power of a team to accomplish its mission is directly related to how the leader
selects and develops its members. Myron Rush defines a team as, two or more people
moving along a path interacting towards a common goal. The purpose of a team helps
people accomplish more than they could, working individually. A team allows people to
use their gifts, skills and talents more effectively.
What the team members bring to bear on the team:
1. They need to use skills and gifts and creativity to assist the effort of the team
2. The need to be accepted by the team members
3. The need of their personal goals to be compatible with the team’s goals.
4. The need to be allowed to represent others not on the team.
As leaders, we must be able to identify the needs of the group so that they can be
integrated into the group’s goals and values. In the team context, people bring needs
that could be psycho-socio-cultural orientations that may be different from the teams’.
These include time orientations, stereotyping, ego, prejudices, among others.
Terms Used in Team Work
Diffusion of Responsibility
This is a social phenomenon which tends to occur in groups or teams of people above a
certain critical size when responsibilities are not explicitly assigned. This situation is
sometimes referred to as “by-stander” syndrome. To ensure that such situation is
avoided, a leader must assign roles to members of the group. The DoR also occurs
among group of peers (e.g. Mob psychology).
Group Think
This term always carry’s a negative connotation. Group think (GT) is a phenomenon
where people want to behave as members of a particular group by conforming to the
decisions of the group. This occurs when a group makes a faulty decision because a
group pressure leads to deterioration of mental efficiency. Groups affected by GT
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ignore alternatives and tend to take irrational actions that dehumanize other groups. A
GT is especially prevalent in a group where members share similar background, motif,
and when the group is insulated from outside opinions and when there are no clear
rules for decision making.
The term “Group Think” was coined by a social psychologist Irving Janis (1972) in a
book titled, “Victims of Group Think”. Irving (1972) defines GT as a psychological drive
for consensus at any cost that suppresses disagreements and prevents the appraisal of
alternatives in cohesive decision making groups.
The Symptoms of Group Think:
a) They have great excessive optimism that encourages taking extreme risks
b) Believe in inherent morality because members believe in the rightness of their
course and therefore ignore the ethical or moral consequences of their
decisions
c) Stereotype views of outer groups – they have negative views of perceived
enemies
d) Collective rationalization – members discount warnings and do not reconsider
their assumptions
e) Direct pressure on dissenters – members are under pressure not to express
arguments against any of the group’s views
f) Self-censorship – doubts and deviations from the perceived group are not
expressed.
g) Self-appointed mind guards – members protect the group and the leaders from
information that is problematic or contradictory to the group’s cohesiveness,
view or decision.
Remedies of Group Think
1. The leader should avoid stating preferences and expectations at the outset.
2. Each member of the group should discuss with others within the committee in
respect of the preparation of the meeting.
3. The leader should make sure that a sizeable block of time is set aside to survey
warning signals from rivals’ intensions.
Centuries ago, an ideal composition of a group was 20 members, but in contemporary

times, one can talk of a group of over hundred members. The danger is when a group
increases beyond 20 members the tendency to collaborate naturally reduces. Larger
teams can achieve high level of cooperation but creating the proportions of strangers
and greater diversity of background and experience the less likely the team members
are to share knowledge or exhibit other collaborative behaviour. To achieve effective
cooperation, the team must be diverse.
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Research has found that the greater the proportion of experts a team has, the more
likely it is to disintegrate into non-productive conflict or staleness. As teams become
more virtual (use to each other), the cooperation tend to decline unless the
organization had taken measures to establish collaborative culture.
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LECTURE 4: COMMITTEE SYSTEMS AS LEADERSHIP TOOL
Meetings are tools of change. At meetings, decisions are made and new agendas are set
that affect the group. It is therefore important to understand.
Effective meetings
1. Clear role definition

2. Time control
3. Members sensitivity to each other
4. Relaxed atmosphere
5. Good preparation
6. Members be part of the meeting
7. Good records
8. Members’ recognition
9. Group assessment
Ineffective meetings
1. Poor leadership
2. Unclear goals
3. Lack of commitment to assignment
4. Group recommendation often ignored
5. Waste of time
6. Domination
7. Lack of preparation
8. No action taken
9. Hidden agenda: some members come with personal axes to grind
Handling Effective Meetings
1. Managing talkatives during meetings:
Allow them to speak and contribute relevant ideas. However, do not allow them to
monopolize. Use polite and courteous language to silent members who go overboard.
2. Low-minded Members Type:
Sometimes in a meeting, you have people who cannot express tacit and
straightforward ideas; for such people, try and fill-in the gap to summarize their
opinion.
3. Silent Members Type:
Two categories are identified. Either they have no ideas (shy) inferiority complex or
their ideas concerning the issue at stake have been expressed
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4. Quibbler Members:
They concentrate on minor points/issues. In such a situation, the leader should direct
the question to the entire members. Under no circumstance should the leader treat
such input as irrelevant.
5. Persistent Questioners:
If they genuinely don’t understand try to help them.
6. Objectors:
They are often quarrelsome. They keep objecting without recourse to alternative ideas
and suggestions. They are simply fond of raising objectives.
7. Dominating Types:
Tactfully try to hold back their contribution until others have had their say. Example:
“Susan, you usually have a lot of ideas to offer, but could you please hold back for a few
minutes . . .”
AGENDA
The following guideline for developing agenda is based on corporate policy making
meetings:
A. Opening Prayers/welcome address

B. Apologies
C. Confirmation of Minutes of the previous meeting
D. Matters arising from the previous minutes (itemised the issues, e.g. a, b, c, etc.)
E. Reports (financial, human resource, academic board, etc.)
F. Agenda 1 (new)
G. Agenda 2 (new)
H. Date for next meeting (where necessary)
I. Any other business (AOB)
J. Closing
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Agenda: The items to be discussed
Purpose:
 To guide the meeting in a logical order

 To be able to focus on the goal of the meeting
 To make participant to prepare for the meeting
 To make sure that all important business of the meeting are there
 To maintain a structured minute recording system and create history for future
references
 To eliminate time washing and enable a chair to control meetings.
Why meeting fail?
 Meeting is held for wrong reasons

 The purpose is unclear
 The wrong people are in the meeting
 The meeting has no proper controller
 Poor environment
Time for meeting: Know the time and season for discussion (time of the day for meeting). Ex
from 1-3 PM
Effective meetings:
Every meeting is peculiar

The success of the meeting is determined by the activities undertaken from it.
Leadership of meeting is the sole responsibility of the chair with the cooperation of the
whole group of the committee of members
PREPARE AN AGENDA
1. Opening (prayer); 9purpose of the meeting); Remarque
2. Apologies ( those who are not there a part of meeting members)
3. Confirmation of the minutes of the previous meeting
4. Matters arising from the minutes
5. Report (from department, sections, etc…)
6. Current issues business of the day (no more than 2 new items)// substantial
pre…meeting
7. AOB (Any Other Business)
8. Next meeting (date)
9. Closure
Minute writing should be done within 24h or 14 days before the next meeting
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7 characters find in meeting
1. Problem people (Talkative type)

2. Long minded type (those in need of help to express their mind
3. Silent members (Why are they silent? U need to find out as a leader)
4. Quibblers (people who are concentrate on mine opinion)
5. Persistent questioners (Those who ask Q every time or to test the chairman)
6. Object (Always ask for their reason)
7. Dominating types(Need to be tactically hold back)
Words to use:
1. Briefly // As a leader don’t dominate, be brief or just re-brief those who didn’t
catch hat you have said
2. Slowing // Speak slowly, try to be much easier understood
3. Clearing // B clear in what you are saying
Warn: Never open a meeting by your own opinions!!!
LEAD OF QUESTIONS
Avoid people to answer by yes or not. That is you want them to be open by open-
ended. How, what, who, & where. Those Q are no judgmental, require explaining, and
provoke thinking. They make people in meeting to be more thinkers.
TAKING MINUTES OF A MEETING
0. Opening statement
1. Present (people physically there)
2. In attendance
 Invited guest
 Chief executive staff (Non member of the committee)
 Those who cannot vote for example
3. Apologies
4. Absent without apology or with apology
5. Matters arising: (Most of case they are numbered)
6. Recording decisions. The meeting decided: …
Other technique:
Not use attribute minute. So and so say this and that…it used when a member of a
committee decide to be noted during the meeting.
Minute should always written in the 3rd person (it is the person who is writing the
minute on behalf of the committee)
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Neutrality: the minute should be written in neutral form. Reflecting what was decided.
The writer must take himself away from the rest.
What is the purpose of a committee “two heads are better one”
 They are called to make decisions and take actions

 To be able to direct organization
 To evaluate the progress, objectives, and goals of an organization.
 To inform members what is going on within the organization
 Called to make a policy (framework, principles) Notice that decisions are made
based on policy
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LECTURE 5: THE CONCEPT OF EMOTIONAL AND SOCIAL INTELLIGENCE

(EI) AND INTELLIGENT QUOTIENT (IQ) IN LEADERSHIP APPLICATION
Emotional intelligence is often measured as Emotional Quotient (EQ). The term

“Quotient” describes the ability, capacity or skills to perceive, to assess and to manage
the emotions of oneself, of others and groups. Emotional intelligence is a relatively new
area of psychological research. The most widely accepted intelligence theory is
“Psychosomatic Testing” (IQ).
The traditional view is that “IQ” measures “G” which uses mathematical methods of
factor analysis.
In 1924, Charles Spearman developed “GG” which used mathematical methods of factor
analysis.
G=has two concepts namely “gf” and “gc”.
gf=the amount of fluid in the brain
gc= crystallised intelligence.
Basically, IQ measures mental capacity. IQ is useful in education and military which is

highly associated with successful training and outcomes. People with high IQ are
normally successful in job performance.
Daniel Goleman and colleagues claimed that “Emotional intelligence is at least as

important as more traditional source of intelligence.”
The concept has grown from observations of human development and brain injury
victims who demonstrated acute loss of a particular cognitive function such as ability
to think numerically or understand written language without showing any loss in other
cognitive areas.
What is Emotional Intelligence?
Emotional Intelligence is the ability of a person to detect and manage emotional cares
and information in an organization.
What is Emotions?
Emotions are intense feelings that are directed at something or somebody/someone.
How to Manage Emotions (human abilities)
a) Cognitive ability as indicated by IQ=a leader must use his/her IQ to be able to

lead the group to read and differentiate between variables.
b) Social ability to relate to other people as indicated by basic human ability.
c) Emotional ability to identify, understand and manage emotions, tempers and
moods.
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d) Cultural awareness of cross-cultural differences and the ability to function

successfully in cross-cultural contexts.
Attributes of Emotional Intelligence (by Daniel Goleman)
1. Self-awareness:
The leader must be aware of his/her own emotions, strengths, limitations,
capabilities and how they affect others.
2. Social management:
The leader must be able to sense how the group develop.
3. Self management:
Being result oriented and pursuing goals beyond what is required.
4. Relationship management:
These are social skills or all ability of a person to influence others.
Sources of Emotional Imbalance
Internal sources
 Personality traits differ: some people are born calm, others are born emotional
depending on the day of the month and the time of the day.
External sources
 Cultural influences on the way a person behaves
Importance of Emotional Intelligence
Studies in organizational performance have showed the following importance in

Emotional Intelligence:
1. Persuasion: the ability to persuade and understand others is an important

factor in EI
2. Conflict management: how conflict is resolved in organizations is an important
factor in EI
3. Selection of employees: people who are emotionally balanced will be able to
select good or the right calibre of employees for an organization
4. Rationalization: people who are emotionally balanced are able to make
rationally balanced decisions.
5. Creativity: a staff who is emotionally balanced is creative and productive.
6. Motivation: EI balanced groups have higher expectations for good task
performers.
7. Leadership: EI helps in solving interpersonal conflicts promoting job
satisfaction and improving job attitudes.
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Emotional Competencies
A. Self Awareness
This is the ability to recognize and understand your mood, emotions and drives
as well as how they affect others.
o To become self confident
o To be realistic
o Self assessment
o Self duplicating sense of humour
B. Self Regulating
This is the ability to control all indirect disruptive impulses and moods
suspending judgements to think before acting.
C. Motivation
This is the passion to work for reasons that go beyond money and status; a
propensity to pursue goals with energy and persistency.
D. Empathy
This is the ability to understand the emotional make-up of other people; skills in
treating people according to their emotional reaction.
E. Social Skills
This is the proficiency in managing relationships and building networks- the
ability to find common ground in building rapport.
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LECTURE 6: TOTAL QUALITY LEADERSHIP AND TOTAL QUALITY

MANAGEMENT CONCEPTS
In Total Quality Management, the product is the focal point for the organization
purpose and management.
Quality in the product is impossible without quality in the process.
Quality in the process is impossible – right organization
The right organization is meaningless – proper leadership
Therefore strong bottom-up commitment is the pillar for all the rest. This requires that
the leader be always aware of the product
According to Bill Creech, Total Quality Management can be conceptualised as follows:
Product or services Process
Organization
Quality leadership Commitment
Figure 1. The Pillars of Total Quality Management
Total quality management is a method by which management and employees can

become involved in the continuous improvement of the production of goods and
services. It is a combination of ability and management tools aimed at increasing
profit/products and reducing losses due to wasteful practices. The concept of TQM was
developed by W. Edwards after the Second World War. The aim was to improve
production, quality of goods and services in an organization. The concept was rejected
by the Americans but was embraced and practiced by the Japanese. This contributed to
the economic and industrial growth of the Japan economy.
The central principle of TQM is that “mistakes may be made by people but most of
them are caused or at least allowed by faulty systems and processes.” TQM aims at
rectifying faulty systems. This suggests that the root cause of such mistakes can be
identified and corrected and the reputation can be enhanced by changing the process.
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Key Principles of TQM
 Management commitment: this management commitment include things like

plans, directions, support and participation of all people on board
 Empowerment of employees: this will include training employees, employee
recognition and providing them with excellent terms of service.
 Facts-based decision making: this will include sufficient research, statistical
tools, problem solving mechanisms, and team oriented methods of leadership.
 Continuous improvement: this will include systematic measuring of the
activity of the company, maintaining and improving standards, etc.
 Customer focus: this will include supplier relationship, service relationship;
never compromise on quality.
1. Organization
TQM is mainly concerned with continuous improvement in all areas of work – from the
level of planning, decision making up to the workshop floor/team level. It is informed
by the belief that mistakes can be avoided and defects can be corrected.
2. Improvement
Improvement must deal with only results but more particularly with improving
capabilities to produce better services.
Note:
Five major Areas of improving capabilities
1. Demand generation
2. Technology – using technology to achieve effective results
3. Peoples capabilities – employing the right calibre of staff
4. Operations – knowing where to concentrate your activities
5. Supply generation
3. Leadership
Successful implementation of TQM depends on the leadership of the organization.
 Ethics
 Integrity
 Trust
 Training
 Team work
 Communication
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Fishbone diagram
People Procedure
Policies Products
This is a problem analysis tool started by Dr. Kaoru Ishikawa, a Japanese who was a
quality control statistician. This diagram is commonly referred to as Ishikawa diagram.
The Fishbone diagram simply shows a process with certain events. It was first used in
the 1960s and is considered one of the seven basic tools of Quality Management.
The Seven basic Total Quality Management tools:
 Pareto chart
 Histogram
 The Check sheet
 Control chart
 The Scattergram
 Fish bone
 Flow chart
When to use the fishbone chart
When there is the need to study a problem to determine the root cause
When you want to study all the possible reasons why a process is beginning to
have difficulties or breakdowns
When you need to identify an area for data collection
When you want to study why a process is not performing properly or
producing the desired results
The 4/6 M’s (recommended for manufacturing industries)
1. Materials
2. Machines
3. Methods
4. Money power
5. Measurement (extra)
6. Mother nature (extra)
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The 4 P’s
1. Place
2. Procedure
3. People
4. Policies
The 4 S’s (recommended for service industries)
1. Surroundings
2. Suppliers
3. Systems
4. Skills
The 8 P’s (recommended for administration and service industry)
1. Price
2. Promotion
3. People
4. Process
5. Place
6. Plant
7. Policies
8. Procedures
9. Product or service (extra)
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LECTURE 7: CHANGE TRIGGERS
Peter Drucker on change leaders:
“A change leader sees changes as an opportunity. A change leader knows how to find
the right changes and how to make them effective both outside and inside. One cannot
manage change one can go ahead of it.”
Change leaders dream ahead of others. However the dream must be shared with the
group. Change leaders must be able to abandon today and yesterday. “Yesterday is no
more and today may not last forever”.
Every organization must be designed for change and to create change rather than react
to it. The centre of modern society, economy and community is not technology, nor
information nor productivity but it is the managed institutions as the organs of society
to produce results.
How to Manage Change
1. Say goodbye: people must let go the things and the way they traditionally do things
2. Shift into the neutral
3. Move forward: some people fail to get through the transition because they do not
forget the past and embrace the new challenge
How to Resist Change
According to Pat Morley writes (“Weekly briefing” Vol. 125)
a) People resist what they don’t like

b) People resist because they tried that before and it did not work
c) People resist just because they want to resist
d) People resist change for several reasons
 Fear
 Oppression
 Insecurity
 Prejudice
 Stereotype
 Cost
Change Management Systems
A. Active Resistance-people will openly question the change; indicate lack of

support for the intended change. This type is easier to deal with.
B. Passive Resistance- this may be difficult to detect. It takes time to discover
signs of resistance in people. They may initially express support but when
change gets nearer to implementation, the resistance rears its ugly heard.
24
SINA
Spearhead:
Opinion leaders who are ready and willing to take risks.
Identity group:
How do we change the organization without changing its identity and core values?
Necessary:
Why is change needed now? These groups doubt everything. These members are much
older in age and experience in the organization.
Achieved:
What would we achieve when we make changes? What changes would change, change?
This group constitute the “die hard”. Although they constitute a minority group in
organizations, they have the potential to frustrate change initiatives.
Definition of SINA
SINA is an organization change dynamic tool employed to deal with change resistance
in organizations.
25
LECTURE 8: NEGOTIATION CONCEPTS
Successful negotiators have positive attitude. They are able to view conflict as normal
and constructive.
Some types of Negotiations
1. Everyday negotiation:
This is casual in nature. It happens all the time and frequently.
2. Informal negotiation:
This type of negotiation does not need formal arrangement. Parties agree as and
when the occasion calls for it.
3. Formal negotiation:
As the name implies, formal negotiations are normally planned and follow a set
agenda and may as well require representatives such as lawyers. They may
continue for some days.
4. Facilitated negotiation:
This also referred to as “mediation”. This type requires a neutral party to help the
key parties to reach an agreement. The role of the third party is restricted to mainly
facilitating role. Thus the mediator empowers the key parties to reach an
agreement.
5. Critical negotiation:
This type often involves on outsider or intervener such as a pastor, policeman,
mentor, etc. This will include negotiations undertaken during war, national
emergencies or crisis. The element of intervention distinguishes between facilitated
and critical negotiation.
Negotiations should be seen as a beginning and not an end. Thus negotiation is a

process. People not facts determine the success of each negotiation.
Seven Basic Steps in Negotiation
1. Getting to know the negotiator including yourself

2. Making a statement of goals and objectives
3. Starting the process
4. Ability to review conflicts and disagreements
5. Iron out differences to reduce negotiation differences
6. Communication to find alternatives for solution.
7. Reaching agreement in principle and acknowledging the decision.
ATTITUDE STYLE RESULTS
Research shows that about 50% of working time is used on negotiation. Negotiation is
confronting with another in order to come to terms or reach an agreement (Heritage
Desk Dictionary-Fisher, Ury, & Patton).
26
Different Negotiation Styles
A. Forcing/Adversarial style (Win/Loose)

B. Accommodating style (Loose/Win)
C. Compromising style (Give/Get)
D. Collaborative style (Win-Win)
Attitudes of Win-Win
1. It de-emphasizes personalities in favour of emphasizing the issues. Thus it

separates the person from the problem
2. It focuses on common concerns rather than understated demands
3. It is often best on establishing fair standards for all parties.
4. Its focus on finding common grounds means that both sides can come away
winners.
27
LECTURE 9: ORGANIZATIONAL STRUCTURES AND CULTURE
Introduction
At the heart of every organization are the core values that define it. Values are norms
(this is the way we do things here). They are perceived truths. They can also be
regarded as beliefs; the very things we hold dear; they are in essence moral principles.
Values again are ethics; they are motivating forces that compel us to act the way we do.
Values are the spirit and heart of an organization.
Value statements identify how an organization conducts itself and what systems or
values it wishes to operate under with both internal and external stakeholders.
Organizational values are the values that bring people together and therefore are
fundamental to the vision. Values of an organization are the basis and the motif for the
organization’s mission and existence.
ENVIRONMENT/CLIMATE
REPORTING
REWARD SYSTEM
RELATIONSHIP
GOALS
ACCOUNTABILTIY COMMUNICATION
SYSTEMS
CORE SYSTEM
VALUES
DECISION MAKING
SYSTEM NORMS
Figure 2: Culture and structure of an organization
Organization structure is defined as the ability of an organization to divide labour,

assign roles, and responsibilities to individuals and groups in an organization. As well
as a process by which the organization attempts to coordinate its labour and groups. It
is also concerned with relative relationship between the division of labour and capital.
It addresses the issue of “who has authority over whom”? How and why should an
organization divide labour to individuals and groups? How should the organization
28
coordinate their work to maximise the benefits of the divisions of labour? Who do
people look for to indicate that their problems of either structural in nature or human?
The Levels of Management:
1. Strategic level (strategic plans) – the strategic level is concerned with policy
making and are not involved in the day to day affairs of the organization.
2. Operational level (tactical plans) – at this level, the operational manager are
directly involved in implementing the policies of the strategic level. The
interpret the policy direction of the board
3. Team level (production plans) – teams are the down level employees who are
grouped according to tasks. For instance in a manufacturing firm, a team could
be regarded as those packaging, labelling, producing, etc.
VISION
A vision is a statement of what an organization envisions to look like, in say 20 years or

so beyond the planning horizon.
Features of a vision:
1. It should be clear without ambiguity

2. It should describe hope for future
3. It should be memorable
4. It should be easy to remember
5. It should be engaging
6. It should be inspiring
7. It should be realistic
8. It should be achievable
9. It should be real
A vision should align itself with the organization’s culture and rationale. It should be
time bound when defined by specific objectives.
MISSION
A mission statement is a statement of purpose of what an organization exist to

accomplish. It is the organization’s expression of how it intends to realize its vision.
The mission statement again is a statement of a fundamental unique purpose that sets
an organization apart from other organizations of its type and identifies the scope of its
operations. It is a statement of attitude, outlook and orientation; not one of details and
targets.
29
Features of a Mission
1. A mission statement should clearly state which business the organization

intends to be in and who will constitute its clientele
2. What are the responsibilities of the organization towards their clients
3. What would be the main objectives that support the organization in
accomplishing its mission
4. The purpose and values of the organization
STRATEGIC PLAN
This is a formal consideration or an organization’s course. A strategic plan answers the

following questions;
1. What do we do?
2. For whom do we do it
3. How do we excel?
Strategic plan is an organizations process of refining its strategy or direction and

making decisions on allocating its resources. Strategic plans are the task of higher
management.
TACTICAL PLAN
30
LECTURE 10: DELEGATION
Read Numbers 11:17
What is delegation?
1. It is involving others directly in decision making

2. Entrusting those below you with authority and responsibility
3. Creating obligation and accountability for results
4. Sharing one’s authority and responsibility to others
5. Assigning jobs to people and giving them the necessary authority to get the job
done.
Delegation is a top-down approach
Good leaders use delegation to build the capacities of their followers by assigning them
proportionate responsibility and authority.
Improper delegation
1. Leaders who do not delegate anything

2. Leaders who do not trust anyone (suspicious leaders)
3. Leaders who do everything
4. Leaders who want full control
5. Leaders who delegate everything : such leaders want to achieve two things (1)
want prestige and (2) leaders who do not want corresponding responsibility
6. Leaders who fail to relinquish full power to enable those they have been
delegated to carry out their task
7. Leaders who fail to share the glory when job is well done . . .blame when job is
poorly done
Importance of Delegation
1. To free time for other equally important work.

2. To increase results
3. To improve staff knowledge and motivation
4. To develop sense of responsibility in staff
5. To increase job satisfaction
6. To enlarge general understanding
31
Effective delegation involves the following
1. Assigning responsibility
 Clear descriptions of the duties
 Specify the expected results
2. Granting authority
 The right to issue valid instructions for others to follow
3. Creating accountability
 The staff (delegate) must be obligated to the leader to achieving results
4. Delegate Wisely
 Delegate the right person
 Delegate the right portion of task
 Delegate the right amount of authority for a given amount of
responsibility
5. Grant the appropriate level of authority
6. Provide the appropriate level of support
7. Monitor the delegation
8. Evaluate the delegation
The Delegators Check List
1. The delegator must develop good attitude

2. Decide what to delegate
3. Select the right person
4. Communicate responsibility
32
LECTURE 11: DECISION MAKING
Managers make decisions all the time. Decisions are made concerning what actions to
take on disciplinary issues, employment, delegation, promotion and so on. Good
decision making does not just happen. It takes certain skills and expertise to select well
informed choices. In addition, decision making involves much effort and cognitive
action.
Factors to consider in decision making
1. Knowledge
2. Experience
3. Skills
4. Discipline and foresight of a leader
5. Techniques
6. Right attitude
Elements of Decision making
1. What is the issue?

2. Define the issue?
3. Analyze the problem of that issue
4. Gather enough information before you decide
5. Line up alternative solutions
6. Compare the various alternatives
7. Calculate the risk of each alternative
8. Select the best solution
How to Make Effective Decisions
a. Don’t decide under stress

b. Avoid crisis decisions
c. Provide time for constructive and creative thinking
d. Do not confuse opinions and facts
e. Base your decision on good judgement
f. Cultivate decisiveness
Two levels of Decision Making
a. Strategic Decision
b. Tactical Decision
33
What is Decision Making?
Decision making is choosing between two alternatives. As Christian leaders, God

always promises to guide us in making decisions. We should never hasten to go before
the Lord because of our limitations (Psalm 25:12; Romans 12:1-2; Jeremiah 25:11).
34
Volunteerism and volunteers

Volunteerism is the willingness of people to work on behalf of others without being
motivated by financial gains.
Although important service volunteerism is, it has been excluded from the UN
accounting. In the 90’s a few have attempted to collect systematic data in the extent of
volunteerism economic value. A survey conducted in Europe in 1994 found an average
proportion rate in volunteerism across Europe continent to be 23%. Another survey
included 22 counties done by John Hopkins Institute in 1998, found that the volunteer
involvement was 28% equivalent to 10.5 m full time employees. It has been generally
very difficult to quantify volunteer contributions. Harambee is a part of quantity
volunteerism in Kenya.
There is no statistics for Harambee:
It cannot be precise on what the concept of volunteerism is. It is a multifaceted concept

that has numerous conflicting definitions and perceptions. Different people look at it
differently depending on their background and environment.
Equally it is to define what constitutes a voluntary activity in purely secular

environment, volunteerism is a social exchange and it is not forced labour.
The most outstanding products of volunteerism is that the beneficiary is somebody

else or a group of people not the volunteer himself/herself
What a volunteer is not:
1. A cheap labourer
2. An unqualified or inexperienced person
3. Volunteering is not a hobby but serious business
Who is a volunteer??
A man or woman who has responded to a call without being influenced or compelled
by others. A volunteer is a gentleman/Lady, a dignified person who is doing a dignified
job.
Two major benefits of volunteerism:
1. Economic activities undertaken by volunteers would otherwise have to be paid

for by the overall economic output of a country, reducing the burden on
government spending
2. Social volunteering helps to build no cohesive communities improve leadership,
exchange of ideas and improve ...while enhancing peace and assisting the
disadvantaged people to regain their social status
35
REFERENCES
Straus, D., & Doyle, M. ( ) How to make meetings work.
Stanko, J. W. ( ). So many leaders: So little leadership
Rush, M. (). Management: A biblical approach.
Gutmann, J. ( ). Taking minutes of meetings.
Depree, M. ( ). Leadership is an art.
Adair, J. ( ). How to grow leaders.
Myles, M. ( ). Becoming a leader.
36

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Communication and

LECTURE 1: GENERAL THEORIES OF LEADERSHIP

Some Biblical Examples of Using Tasks to Complete Individuals

 The case of Abraham (Genesis 12)

1. one cannot conceive of leadership without the existence of a task

What Makes a Good Leader? (Warren Burns)

Trust is an essential element of leadership in all organizations. The main determinant

This is crucial because without it a leader can destroy people. Self-management

LECTURE 2: EARLY LEADERSHIP THEORIES

A. Great Man Theory (Classical Theory) Hackman and Johnson (2006)

How Leaders are Elected or Appointed

Limitations of the Great Man Theory

1. The theory fails to provide us with positive steps in understanding of leadership.

B. The Personality Traits Theory

a) Physical characteristics of a leader: e.g. huge stature, pre-eminently expose an

Limitations of the Personality Traits Theory

C. Behavioural Styles Theory

Leadership styles refer to the different approaches to leadership. According to this

1. Towards task-orientation (job oriented)

i. How does a leader use his or her authority?

JR Clinton – A Christian Theory of leadership.

D. Servanthood Leadership Theory

LECTURE 3: TEAM CONCEPT AS A LEADERSHIP TOOL

Team is an energetic group of people who are committed to achieving common

What the team members bring to bear on the team:

Terms Used in Team Work

The Symptoms of Group Think:

Remedies of Group Think

Centuries ago, an ideal composition of a group was 20 members, but in contemporary

LECTURE 4: COMMITTEE SYSTEMS AS LEADERSHIP TOOL

1. Clear role definition

Handling Effective Meetings

1. Managing talkatives during meetings:

2. Low-minded Members Type:

3. Silent Members Type:

If they genuinely don’t understand try to help them.

A. Opening Prayers/welcome address

Agenda: The items to be discussed

 To guide the meeting in a logical order

Why meeting fail?

 Meeting is held for wrong reasons

Every meeting is peculiar

7 characters find in meeting

1. Problem people (Talkative type)

Warn: Never open a meeting by your own opinions!!!

TAKING MINUTES OF A MEETING

What is the purpose of a committee “two heads are better one”

 They are called to make decisions and take actions

LECTURE 5: THE CONCEPT OF EMOTIONAL AND SOCIAL INTELLIGENCE

Emotional intelligence is often measured as Emotional Quotient (EQ). The term

G=has two concepts namely “gf” and “gc”.

gf=the amount of fluid in the brain

gc= crystallised intelligence.

Basically, IQ measures mental capacity. IQ is useful in education and military which is

Daniel Goleman and colleagues claimed that “Emotional intelligence is at least as

What is Emotional Intelligence?

Emotions are intense feelings that are directed at something or somebody/someone.

How to Manage Emotions (human abilities)

a) Cognitive ability as indicated by IQ=a leader must use his/her IQ to be able to

d) Cultural awareness of cross-cultural differences and the ability to function

Attributes of Emotional Intelligence (by Daniel Goleman)

Sources of Emotional Imbalance

 Cultural influences on the way a person behaves