Our Leadership [LDR101] University Notes are the perfect study companion for any student looking to develop their leadership skills and knowledge. These notes cover the fundamentals of leadership, including theories, styles, and best practices. They are designed to help students understand the key ...
, IMPORTANCE OF LEADERSHIP
→ leadership = act of leading & the role, style and effectiveness of leaders, regardless of how they came to
lead
2 MODELS / PILLARS : THEORIES OF LEADERSHIP
TRADITIONAL THEORIES NEW GENRE THEORIES
→ focus on managerial tasks & functions > → interpersonal dynamics occurring within the
individual characteristics of the leader leadership process > drive of followers to go
beyond expectations
THE GREATMAN THEORY TRANSFORMATIONAL
→ leaders and followers are fundamentally different in → focuses on the behaviour of the leader as
terms of personal attributes and the way they act and transformational leadership seeks to change the status
proposes that some people are born leaders quo
Z Appealing to followers’ values & sense of higher
purpose
Z Reframing issues > align with leader’s vision &
followers’ values
Z Operating @ higher stage of moral development
than their followers
TRANSACTIONAL FRAMEWORK
→ characterised by how the leader and follower is in an
exchange relationship
THE BIG FIVE MODEL SERVANT LEADERSHIP
→ some personality traits correlate with leadership → leading as they want to serve others; they are
success such as dominance and extraversion, followed freely because they are trusted but it must be
sociability and warmth, achievement orientation, tested whether the people served grow
organisational ability and self-acceptance and self-
control
CONTINGENCY THEORIES ORGANIC / SOCIAL CAPITAL LEADERSHIP
→ effective leadership is related to the SITUATION and → leader task is to build social capital in organisations
the leader’s behaviour is related thereto or to the and build relations based on trust, loyalty, connectivity
abilities & characteristics of the followers and communication (internal & external)
→ facilitate change and recognises that it must be
driven by others
CHARISMA AUTHENTIC LEADERSHIP
→ to leaders who can develop particularly strong → focus is on the leader’s intent, willingness and
emotional attachment with their followers, it is either ability to be true to themselves → behaviour on the
derived from the social crises or it can be a function of basis on leaders’ self-knowledge and genuine beliefs
the leader’s extraordinary qualities
LEADERSHIP ROLES
LEADERSHIP
→ a process of influencing others to achieve an objective
ROLES, TASKS / FUNCTIONS:
Z Create vision, direction, goals
Z Communicating with followers
Z Motivating & empowering
Z Affirming and reaffirming values
Z Aligning people, management of meaning & achieving workable unity
Z Serving as a symbol
Z Management of trust
Z Self-management
,CHARACTERISTICS to be observed : judge effectiveness of a leader:
Z Focus attention through a compelling vision
Z Communicate meaning through their followers
Z Develop trust through reliability & integrity
Z Manage themselves through self-awareness & positive self-regard
TASKS & ROLES OF LEADERS [John Gardner > “On Leadership”]:
Z Envisioning goals
→ future > create a vision, identify goals & provide solutions to problems
→ provide focus > unite various individuals & groups in action
Z Affirming values
→ revitalise shared beliefs & values > important in Africa = societies rushing from tribal to industrial & post-
industrial societies over short period of time
Z Motivating
→ effective leaders = identify motives > collective action
Z Managing
→ goals achieve = leadership & management REQUIRED [if the leader does not manage = ensure someone
else does]
Z Achieving workable unity
→ reduce conflict & develop a level of mutual tolerance
→ requires leaders to have the capacity to inspire trust
Z Explaining
→ explain WHAT they want and WHY > enlightening & requires the leaders to be clear themselves about
WHAT it is they want to achieve
Z Serving as a symbol
→ reflection of their leadership & group they lead [expectations will be ↑ & unavoidable]
Z Representing the group
→ tasks that involve dealing with external groups
Z Renewing
→ foster the process of renewal, challenge the status quo & encourage responsiveness to change
LEADERSHIP PRODUCES MOVEMENT!
LEADERSHIP EXPECTATIONS
MOST SIGNIFICANT ABILITIES & ATTRIBUTES OF MANAGEMENT [in order of importance]
Z Ability to see long term
Z Ability to communicate well AFRICAN LEADERS [BROAD RANGE OF
Z Self-awareness ABILITIES]
Z Trustworthiness u Personal characteristics of determination
Z ability to create a vision u Self-confidence
Z understanding of the organisation culture u Self-awareness > concern for others
Z enthusiasm u Vision
Z integrity u Ability to communicate
Z optimism u Inspiration
Z ability to give & take feedback
2 of top 10 most important = Self-awareness & ability to give & take feedback
ATTRIBUTES ADMIRED IN LEADERS:
Z ability to communicate a vision & set direction > inspirational way
Z ability to motivate & encourage teamwork and co-operation & the presence of technological and
management skills [PROFESSIONAL COMPETENCE]
, PERSONAL CHARACTERISTICS:
Z self-confidence
Z self-awareness
Z enthusiasm
Z determination
Z integrity
Z clear values
Z honesty
Z ability & willingness to take risks
Z change & learn from mistakes
CHALLENGES OF LEADERSHIP
[LEADERS HAVE FOLLOWERS → PEOPLE WHOM THEY INFLUENCE]
RANGE OF CHALLENGES:
Z operating in a social & environmentally responsible manner
Z confronting long-standing poverty & disadvantage
Z limited education & health infrastructure
Z great disparity in access to technological innovation & sophisticated communication systems
Z cultural diversity
Z history of colonisation > people are looking back to blame rather than forward to achieve
Z wide division within societies between haves & have nots
Z confusion > how to blend existing cultural values with those of the West [promise > economic
prosperity]
Z economic colonialism
BENEFITS : LEADERSHIP DISADVANTAGES : LEADERSHIP
u Feeling of power & prestige u Very long hours
→ leadership = use of power = prestige [possibility → conflict > other commitments in a leader’s life
of abuse of power & attitude of being different and [family & community responsibilities]
better than others = poor decision making] u Not enough authority
u Opportunity to help others grow & develop → carry out responsibility > unusual for leaders to be
→ leader works directly with people = opportunity to expected to produce high-quality service with too few
help others develop skills & grow as individuals resources
u High income u Loneliness
→ other rewards > intrinsic & extrinsic → leadership LIMITS the number of people in whom
u Respect & status you can confide
→ status = being in a leadership position in a range u Problems involving people
of contexts > individual’s personal qualities match → number of HR problems requiring attention
the position = status ↑ u Organisational politics
u Feeling of inclusiveness → understand the role of politics in organisations &
→ leader = central to a whole range of activities & aware from all directions [below, sideways, upward]
decisions > satisfaction in being part of the process u Conflicting goals
of bringing about change → navigation among conflicting goals of followers >
u Being able to bring about / achieve a goal more complex the organisation = more different goals
→ bringing about an envisaged change / solving a [ABILITY TO ACHIEVE WORKABLE UNITY]
problem whose solution has eluded others = intrinsic
satisfaction
FRAMEWORK : UNDERSTANDING LEADERSHIP
[3 ELEMENTS OF LDR PROCESS]
Z Leader’s characteristics & traits and resulting behaviour
→ enable leader to undertake leadership roles & determine how these roles are fulfilled
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