Lecture # 3

The Supervisor as the Leader

LEADERSHIP & MANAGEMENT

1
 Leadership Goals

“Leadership is not about the Leader, it is about

how he or she builds the confidence of
everyone else. Leaders are responsible for both
the big structures that serve as the
cornerstone of confidence, and for the human
touches that shape a positive emotional
climate to inspire and motivate people....
LEADERSHIP

MOTIVATE
 Leadership... How?

Leaders deliver confidence by espousing (high)

standards in their messages, exemplifying these
standards in the conduct they model and
establishing formal mechanisms to provide a
structure for acting on those standards”
(Rosabeth Moss Kanter, 2004).
 Leadership....Defined
There are so many definitions that one author said
“it is a veritable minefield of misunderstanding
and difference through which theorists and
practitioners must tread warily”. It is therefore
difficult to generalise about leadership.

SIMPLY, FOR OUR PURPOSE, IT IS “A

RELATIONSHIP THROUGH WHICH ONE PERSON
INFLUENCES THE BEHAVIOUR OR ACTIONS OF
 Who is a Leader?
• A Leader is someone who discerns and shares
his/her vision for the group/organization/team
and equips and enables the
group/organization/team to reach that vision.
We generally think of leading from the top down,
however, it is important that we incorporate
“bottom-up” leadership and lateral leading in
our thoughts about leadership. 6
 Leadership as a Function of
Management
Leadership in the four functions of management.

7
Leadership as a Function of Management
• Leadership and Management are often used
interchangeably, however:

1. Management is usually seen as getting things done

through others to achieve stated organizational
objectives.

2. Managers are more concerned with solving short

term problems within a structured organization
 Leadership as a Function of
Management
• The emphasis of leadership, though, is on
interpersonal behaviour in a broader context.

1. Leadership is often associated with the willing

and enthusiastic behaviours of followers

2. Leadership does not necessarily take place

within the hierarchical structure of the
 Leadership as a Function of
Management
Increasingly, management and
leadership are being seen as inextricably
linked. It is one thing for a leader to
propound a grand vision, but this is
redundant unless the vision is managed
so it becomes real achievement
 Leadership as a Function of
Management
Leadership in Management takes the
behavioural approach. This approach
focuses on the kinds of behaviours of
people in leadership situations.

Studies in this approach show two major

Leadership, a Function of Management

1. Consideration: reflects the extent to which

the leader establishes trust, mutual respect
and rapport with the group and shows
concern, warmth, support and consideration
for subordinates. This is associated with the
human relations approach to leadership.
Leadership, a Function of Management

2. Structure: reflects the extent to which the

leader defines and structures group interactions
towards attainment of formal goals and
organises group activities. This is associated with
efforts to achieve organizational goals.
 Leadership a Function of
Management
Studies of the behavioural approach also show that
effective supervisors have four common
characteristics:
1.Delegation of authority (and avoid close supervision)
2.An interest and concern in their subordinates as
individuals.
3.Participative problem-solving

4.High standards of performance

Leadership a Function of Management

The terms used to describe these individuals are:

employee-centered and production-centered
supervisors.

These terms incorporate the dimensions of

consideration and structure
Leadership a Function of Management
• The general consensus is that both dimensions
need to be balanced and that there is no single
behavioural category of leadership that is
superior. There are many types of leadership
behaviours and their effectiveness depends upon
the variables in any given situation. The
employee-centered supervisor who gets good
results need to realise that one of his/her main
 Some Leadership Styles
Leadership Style

The recurring pattern of behaviours exhibited by a

leader:

• Autocratic Style: this type of leader is someone

who is focused almost entirely on results and
efficiency. They often make decisions alone or
with a small, trusted group and expect 17
 Leadership Styles
• Democratic Style: A democratic leader is
someone who asks for input and considers
feedback from their team before making a
decision.

• Laissez-faire Style (Hands off): leadership type,

focusing mostly on delegating many tasks to
team members and providing little to no
 Leadership Styles
• Human Relation Style: Servant leaders live by
a people-first mindset and believe that when
team members feel personally and
professionally fulfilled, they’re more effective
and more likely to produce great work
regularly.
 Leadership Styles
• Coaching: This is a style that defines a leader
as someone who can quickly recognize their
team members’ strengths, weaknesses and
motivations to help each individual improve.
 Leadership Approaches
Universal Approach
• The failure to find a universal approach to
leadership which could be seen as “the effective
approach” in all situation led researchers to focus
on leadership situations. The basis of this
decision is that behaviour effective in some
circumstances might be ineffective under
different conditions.
 Leadership Approaches
Contingency Approach (“it depends”):
One thing depends on other things, therefore, for
a leader to be effective there must be an
appropriate fit between the leader’s behaviour
and style with the conditions in the situation. This
approach seek to outline the characteristics of
situations and followers and examines the
leadership style t hat can be used effectively.
 Leadership Approaches
• The two basic leadership behaviours which can
be adjusted to addresses various contingencies
are task behaviour and relationship behaviour. A
leader can adapt his/her style to be high or low
on both task and relationship behaviour.
 Leadership Approaches
Fiedler’s Contingency Theory
Suggests that the best leadership style depends on
the situation

24
 Leadership Approach
• Fielder’s model is designed to diagnose whether
a leader is task-oriented or relationship-oriented
and match leader and style to situation.

• Fielder’s idea is to match the leader’s style with

the situation most favourable for his/her success.
 Leadership Approach - Fielder
High Task-Low High Task-High
Relationship Relationship
• Authoritative Style • Coaching toward
• Plan short-term activities achievement style
• Clarify tasks, objectives • Combine task and
and expectations relationship
• Monitor operations and behaviour
performance
 Leadership Styles - Fielder
Low Task-Low High Relationship-
Relationship Low Task
• Delegating style • Participative or supportive
• Provide support and
• Low concern for both
encouragement
tasks and relationship
• Develop follower’s skill
and confidence
• Consult followers when
making decisions and
solving problems
Leadership Approach – Robert House
⚫In this contingency approach, the leader’s
responsibility is to increase subordinates’
motivation by clarifying the behaviours necessary
for task accomplishment and rewards.
⚫Follower motivation is increased by:
1.Clarifying the follower’s path to the rewards that
are available
 Leadership Approach – House
This approach consists of three sets of contingencies
- Leader style
- Follower and situation
- Rewards to meet followers’ needs

Feilder’s theory assumes that a new leader could

take over as situations change while House’s theory
proposes that leaders change to match the situation.
 Leadership Approaches
House – Path Goal Model
The Path-goal Model suggest a fourfold
classification of behaviour. Types of behaviours
leaders can adopt
1.Directive Leader: lets others know what is
expected; gives directions, maintains standards.

2. Supportive Leader: makes work more pleasant;

treats others as equals, acts friendly, shows
 Leadership Approaches
House – Path Goal Model
3. Achievement-oriented Leader: sets challenging
goals; expects high performance, shows
confidence.
4. Participative Leader: involves others in decision
making; asks for and uses suggestions.
 Leadership Approaches
• Hersey and Blanchard’s Situational Theory
focuses on the characteristics of followers as the
important element of the situation, and
consequently, of determining effective leader
behaviour.
• The Vroom-Jago Contingency Model focuses on
varying degrees of participative leadership and
how each level of participation influences quality
 Trends In Leadership Development
• Transformational Leadership inspires enthusiasm
and extraordinary performance.
• Emotionally intelligent leadership handles
emotions and relationships well.
• Interactive leadership emphasizes
communication, listening, and participation.
• Moral leadership builds trust from a foundation
of personal integrity. 33
 Trends In Leadership Development
Characteristics of a Transformational Leader
Vision - Has ideas and a clear sense of direction;
communicates them to others; develops
excitement about accomplishing shared dreams.

Charisma - Uses power of personal reference and

emotion to arouse others’ enthusiasm, faith,
loyalty, pride, and trust in themselves.

Symbolism - Identifies “heroes” and holds 34

 Trends In Leadership Development
Characteristics of a Transformational Leader

Empowerment - Helps others grow and develop by

removing performance obstacles, sharing
responsibilities, and delegating truly challenging
work.

Intellectual stimulation - Gains the involvement of

others by creating awareness of problems and
stirring their imaginations.
35
 Trends In Leadership Development

Interactive Leadership
is strong on motivating, communicating, listening,
and relating positively to others.

Emotional Intelligence (EI)

is the ability to manage our emotions in social
relationships.
36
Trends In Leadership Development

37
Trends In Leadership Development
Moral Leadership
Builds trust from a foundation of personal
integrity
Ethical Leadership
Has integrity and appears to others as “good”
and “right” by moral standards

Integrity
38
 Trends In Leadership Development
Servant Leadership
Means serving others, helping them use their
talents to help organizations best serve society

Empowerment
Gives employees job freedom and power to
influence affairs in the organization
39
“EFFECTIVE LEADERSHIP IS NOT ABOUT HOW
SMART OR STRONG YOU ARE, ITS ABOUT
EXAMINING YOURSELF, UNDERSTANDING
YOUR STRENGHTS AND WEAKNESSES THEN
TAKING THE STEPS NECESSARY TO MITIGATE
AGAINST THEM RESULTING IN ACTIONS
DETREMENTAL TO SUBORDINATES”
Managers are people who do things
right
Leaders are people who do the right
thing
Warren Bennis

End of Lesson