Leadershipn

Architect your own leader
An interactional framework for analysing leadership
Leader
Personality,
position,
expertise
Followers
Situation
Values, Task ,stress,
norms, environment
cohesiveness
Source: Adapted from

E. P. Hollander, Leadership
Dynamics: A Practical Guide
to Effective Relationships,
New York: Free Press, 1978.
• A leader may need to respond to various followers differently in
the same situation.
• A leader may need to respond to the same follower differently in
different situations.
• Followers may respond to various leaders quite differently.
• Followers may respond to each other differently with different
leaders.
• Two leaders may have different perceptions of the same followers
or situations.
So , What is Leadership
Please define the word leadership

Leadership is.....................
“the process of influencing

an organized group toward
accomplishing its goals”
5
Leadership and management
• The word management suggest words like efficiency,

planning, paperwork, procedures, regulations, control,
and consistency.
• Leadership is more associated with words like risk taking,

dynamic, creativity, change, and vision
6
Some other distinctions between
managers and leaders
• Managers administer; leaders innovate.
• Managers maintain; leaders develop.
• Managers control; leaders inspire.
• Managers say go; leaders say let’s go
• Managers are transactional; leaders are transformational
• Managers have a short-term view; leaders, a long-term view.
• Managers take credit; leaders give credit
• Managers imitate; leaders originate.
• Managers accept the status quo, leaders challenge it.
8
Part one: focus on the leader
1. Appropriate use of power
2. Communicating the organization’s vision
3. Conducting a GAPS analysis
9
1. Appropriate use of power
"I suppose leadership at one

time meant muscles; but
today it means getting
along with people."
Indira Gandhi
(Indian politician)
A taxonomy of social power
French and Raven identified five sources of power by which an
individual can potentially influence others including expert
power, referent power, legitimate power, reward power, and
coercive power
• Expert power. Is the power of knowledge. A surgeon may wield
considerable influence in a hospital because others depend on
her knowledge, skill, and judgment, even though she may not
have any formal authority over them
• Referent Power. power refers to the potential influence one has due to
the strength of the relationship between the leader and the followers.
When people admire a leader and see her as a role model, we say she
has referent power
• Legitimate power. It depends on a person’s organizational role. Some
people make things happen because they have the power or authority to
do so
• Reward power. This can include the power to give raises, bonuses, and
promotions, and so on. Many corporations use rewards to motivate
employees
• Coercive power. This is the opposite of reward power. It is the potential
to influence others through the administration of negative sanctions or
the removal of positive events. Examples of coercive power include
police giving tickets for speeding, a teacher detaining disruptive students
after school, and so forth
How can power be misused in
organizations?
13
Quotes from great leaders
14
2. Communicating the organization’s vision
“The task of leadership is to communicate clearly and

repeatedly the organization's vision.”
James O'Toole - Leadership from A to Z
15
Tips on communicating the organization’s Vision
Tactics To Effectively Communicate the Organization’s Vision:
1. Assessing the team’s current strengths and weaknesses

2. Describing leader’s expectations for team member behavior
3. Being enthusiastic about team performance
4. Telling personal stories that could color the team’s future
picture
16
3. Conducting a GAPS analysis
The specific steps for conducting a GAPS analysis are as follows:
Step 1: Goals. Identify what you want to do or where you want to go
with your career over the next year or so.
Step 2: Abilities. Determine your strengths and weaknesses.
Step 3: Perceptions: How do your boss, peers, and direct reports see
you?
Step 4: Standards: What does your boss or the organization expect?
17
The Curphy followership model
This model is based on two dimensions:
• critical thinking and engagement. Critical thinking is
concerned with a follower’s ability to challenge the status
quo, ask good questions, detect problems, and develop
situations.
• Engagement is concerned with the level of effort people put
forth at work.
Part two: focus on the followers
1. Influencing others
2. Motivating others
3. Delegating
20
1. Influencing others
• Rational persuasion occurs when an agent uses logical arguments or factual
evidence to influence others.
• Agents make inspirational appeals when they make a request desired to arouse
enthusiasm or emotions in targets.
• Consultation occurs when agents ask targets to participate in planning an activity.
• Ingratiation occurs when the agent attempts to get you in a good mood before
making a request.
• Personal appeals occur when agents ask another to do a favor out of friendship.
• Coalition tactics are used when agents seek the aid or support of others to
influence the target.
• Legitimizing tactics occur when agents make requests based on their position or
authority.
21
2. Motivating your subordinates
People don’t leave companies,
they leave bad bosses.
Beverly Kaye,
CEO
What is motivation?
Motivation is the process by which a person’s efforts are

energized, directed, and sustained toward attaining a goal.
23
Leaders who used to motivate
their employees
“if you make your employees
happy, your customers will be
also happy.”
John Willard
Marriott-Founder of Marriott
Corporation
Marriott’s attention to detail and care for his employees fueled
his success. His son Bill Jr. once said of him, “In establishing the
culture of the company, there was a lot of attention and tender
loving care paid to employees. When they were sick, he went
to see them. When they were in trouble, he got them out of
trouble. He created a family loyalty.”
Motivated employees are more
satisfied with their jobs. More
satisfied followers are more likely
to remain with the company and
engage in activities that help
others at work (organizational
citizenship behaviors).
How to increase Motivation?
• Uniting Vision
27
• Setting SMART Objectives
• Interesting & Challenging Work
• Building Morale
• Training & Development
• One – to – one communication & Feedback
3. Delegation
• Research has shown that leaders who delegate authority more frequently
often have higher-performing businesses, but followers are not necessarily
happier when their leaders frequently delegate tasks.
• The latter findings were due to subordinates who felt they were not
delegated the authority needed to accomplish delegated tasks, monitored
too closely (i.e. micromanagement), or delegated only tasks leaders did not
want to do.
33
8 Techniques for Effective Delegation
1. Pick the right delegate

2. Describe the task to be delegated
3. Be clear about the level of authority
4. Specify the deadline
5. Give the delegate the resources
6. Ask if there are any questions
7. Encourage and express confidence
8. Get out of the way
34

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Architect your own leader

An interactional framework for analysing leadership

Source: Adapted from

Please define the word leadership

“the process of influencing

• The word management suggest words like efficiency,

• Leadership is more associated with words like risk taking,

"I suppose leadership at one

“The task of leadership is to communicate clearly and

James O'Toole - Leadership from A to Z

Tactics To Effectively Communicate the Organization’s Vision:

1. Assessing the team’s current strengths and weaknesses

Motivation is the process by which a person’s efforts are

1. Pick the right delegate

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