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Pembangunan Eksekutif Sektor Awam Negeri (PESAN)
Managerial Leadership
16 June 2014
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Sa’adilah Haji AbdillahInstitut Latihan Sektor Awam Negeri(INSAN)
Jabatan Ketua Menteri
Managerial Leadership
Managerial Leadership
The activities surrounding the creation, maintenance and development of an appropriate development of an appropriate infrastructure for management operation, including that which involves organising the work of other people
Management includes leadership
“Doing things right”
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The Nature of Leadership
Leadership The process by which a
person exerts influence person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.
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The Nature of Leadership
Leader
An individual who isable to exertable to exertinfluence over otherpeople to helpachieve group ororganizational goals
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Personal Leadership Style and Managerial Tasks
Personal Leadership Style
The specific ways in which a manager chooses to influence others
Shapes the way that manager approaches the other principal tasks of management.
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Personal Leadership Style and Managerial Tasks
Servant leader
A leader who has a strong A leader who has a strong desire to serve and work for the benefit of others.
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Leadership Across Cultures
European managers tend to be more people-oriented than American or Japanese managers.
Japanese managers are group-oriented, while U.S managers focuses more on profitability.
Time horizons also are affected by cultures.
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Sources of Managerial Power
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Figure 14.1
Power: The Key to Leadership
Legitimate Power
The authority that a manager has by virtue of his or her has by virtue of his or her position in the firm.
Reward Power
The ability of a manager to give or withhold tangible and intangible rewards.
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Power: The Key to Leadership
Coercive Power The ability of a manager to
punish others
Limited in effectiveness and Limited in effectiveness and application; can have serious negative side effects
Examples: verbal reprimand, pay cuts, and dismissal
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Power: The Key to Leadership
Expert Power Power that is based on
special knowledge, skills, special knowledge, skills, and expertise that the leader possesses.
Tends to be used in a guiding or coaching manner
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Power: The Key to Leadership
Referent Power Power that comes from
subordinates’ and coworkers’ subordinates’ and coworkers’ respect , admiration, and loyalty
Possessed by managers who are likable and whom subordinates wish to use as a role model
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Empowerment: An Ingredient in
Modern Management
Empowerment The process of giving The process of giving
employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs
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Leadership Models
Trait Model Focused on identifying
personal characteristics that cause effective leadership.cause effective leadership.
Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
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Traits and Personal Characteristics Related to Effective Leadership
14-15Table 14.1
Leadership Models
Behavioral Model
Identifies the two basic types of behavior that many leaders engaged in many leaders engaged in to influence their subordinates
Consideration, initiating structure
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The Behavior Model
Consideration
Behavior indicating that
Initiating structure Behavior that
managers engage a manager trusts, respects, and cares about subordinates.
managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and
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Contingency Models of Leadership
Contingency Models
Whether or not a manager is an effective leader is the result of the interplay between what the manager is interplay between what the manager is like, what he does, and the situation in which leadership takes place
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Contingency Models of Leadership
Fiedler’s Model
Effective leadership is contingent on both the characteristics of the leader and of the situation.
Leader style is a manager’s characteristic approach to leadership
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Fiedler’s Contingency Model
Relationship-oriented style
leaders concerned with developing good
Task-oriented style
leaders whose primary concern is to ensure that subordinates perform at a high level relations with their
subordinates and to be liked by them.
perform at a high level so the job gets done.
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Fiedler’s Model Situation Characteristics
Leader-member relations
extent to which followers like, trust,
Task structure
extent to which the work to be performed is clear-cut so that a leader’s subordinates and are loyal to their
leader
leader’s subordinates know what needs to be accomplished and how to go about doing it
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Fiedler’s Model Situation Characteristics
Position Power
Amount of legitimate, reward, and coercive power that a leader has by virtue that a leader has by virtue of his or her position in an organization
Determinant of how favorable a situation is for leading.
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Fiedler’s Contingency Theory of Leadership
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Figure 14.2
House’s Path-Goal Theory
A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by:1. Clearly identifying the outcomes that
subordinates are trying to obtain from their jobs.
2. Rewarding subordinates with these outcomes for high-performance and attainment of work goals
3. Clarifying the paths leading to the attainment of work goals14-24
Path-Goal Leadership Behaviors
Directive behaviors
setting goals, assigning tasks,
Supportive behavior
expressing concern assigning tasks,
showing subordinates how to complete tasks, and taking concrete steps to improve performance.
concern for subordinates and looking out for their best interests.
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Path-Goal Leadership Behaviors
Participative behavior
give
Achievement-oriented behavior
setting challenging give
subordinates a say in matters and decisions that affect them.
challenging goals, expecting that they be met, and believing in subordinates’ capabilities.
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The Leader Substitutes Model
Leadership Substitute
characteristic of a subordinate or of a situation or context that acts in place of the influence of a in place of the influence of a leader and makes leadership unnecessary.
Members of an organization sometimes can perform highly without a manager exerting influence over them
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The Leader Substitutes Model
Possible substitutes can be found in:
Characteristics of the subordinates: their skills, subordinates: their skills, experience, motivation.
Characteristics of context: the extent to which work is interesting and fun.
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Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance of their jobs are for the jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals 14-29
Transformational Leadership
2. Makes subordinates aware of their own needs for personal growth, development, and development, and accomplishment
3. Motivates workers to work for the good of the organization, not just for their own personal gain or benefit
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Being a Charismatic Leader
Charismatic Leader
An enthusiastic, self-confident confident transformational leader able to clearly communicate his vision of how good things could be14-31
Being a Charismatic Leader
Charismatic Leader
Being excited and clearly communicating excitement to excitement to subordinates.
Openly sharing information with employees so that everyone is aware of problems and the need for
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Intellectual Stimulation
Intellectual Stimulation
Behavior a leader engages in to make engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision.
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Developmental Consideration
Developmental Consideration
Manager supports and encourages subordinates, giving them opportunities to enhance them opportunities to enhance their skills and capabilities and to grow and excel on the job
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Transactional Leadership
Transactional Leaders
Leadership that motivates subordinates motivates subordinates by rewarding them for high performance and reprimanding them for low performance.
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Emotional Intelligence and Leadership
The Moods of Leaders:
Groups whose leaders experienced positive experienced positive moods had better coordination
Groups whose leaders experienced negative moods exerted more effort
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Emotional Intelligence and Leadership
Emotional Intelligence
Helps leaders develop a vision for their firm.
Helps motivate subordinates to commit to the vision.
Energizes subordinates to work to achieve the vision.
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Example – Coach Roy Williams
Roy Williams is the Men’s basketball coach at the University of North Carolina – Chapel Hill. He has three guiding principles of leadership:guiding principles of leadership:
1. Everyone on the team must focus on the same goal. It's my job to effectively communicate those goals to the team.
2. Emphasize those goals every day.
3. Understand that although everyone has a common goal, individuals also have goals, needs, and dreams that
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Content
Concluding
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ConcludingComments
Concluding Comments
Our Training for the Future,Leaders Growing Leaders, and“Succession Planning & ManagementProgramme” identified the need tofocus on leadership work-related
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focus on leadership work-relatedcompetencies at individual andorganisational level
Competencies are required for allmanagers, senior executives andleadership roles and as well as forhighly successful performancewithin our State Public Service
Concluding Comments
Hence, the need on profilingleadership competencies iscrucial in the learning, training,
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crucial in the learning, training,and development of our current& future Public Servicemanagers, senior executives &leaders
Concluding Remarks
The future is in our own hands
FutureFuture
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• The question is:
Not to beTo be or
• The choice is ours
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