HOPE BUSINESS SCIENCE AND

TECHNOLOGY COLLEGE(HBST)

DEPARTMENT OF MANAGEMENT
BY Yakob Hedeto

Course Title: Introduction to Leadership

 Chapter One

Definition of Leadership Skill

Definition of leadership
We will read from different books about many effective organizational
leaders. The common characteristics of these leaders is their ability to
inspire and stimulate others to achieve worthwhile goals. Thus we can
define leadership as
influence that particular individuals (leaders) exert upon the goal
achievement of others (subordinates) in an organizational context.
Cont….
• Leaders have an ability to see how different aspects of a situation fit
together and influence each other.
• They seek out alliances, opportunities, and approach goals in a
proactive way.
• Defines leadership as “a process whereby an individual influences a
group of individuals to achieve a common goal. Peter Northouse
Cont…..
• Leadership as a process suggests that leadership is not a characteristic
or trait with which only a few, certain people are endowed with at
birth.
• Defining leadership as a process means that leadership is a
transactional event that happens between leaders and their
followers.
• Viewing leadership as a process means that leaders affect and are
affected by their followers either positively or negatively.
Cont…….
• Defining leadership as a process makes it available to everyone—not
just a select few who are born with it. More important, it means that
leadership is not restricted to just the one person in a group who has
formal position power (i.e., the formally appointed leader).
• Leadership includes the act of exerting influence, motivating and
inspiring, helping others realize their potential, leading by example,
selflessness and making a difference.
Cont….
• A major point about leadership is that it is not found only among
people in high-level positions. Leadership is needed at all levels in an
organization and can be practiced to some extent even by a person
not assigned to a formal leadership position.
• An act that causes others to act or respond in a shared direction. The
art of influencing people by persuasion or example to follow a line of
action
Cont…..
• A willingness to take the blame (as defined by legendary football quarter back
Joe Montana)
• Where do you need leadership?
1. Family 2. society 3. institution 4. business
5. Gov’tal 6. church
Reasons for leadership shortage
A. Ruler model instead of servant model
B. Confusion b/n leaders and management
C. Conflict b/n existing and potential leaders
D. Luck of trust in new people
• Leadership is creativity in action. It is the ability to see the present in
terms of the future while maintaining respect for the past. Leadership is
based on respect for history and the knowledge that true growth builds
on existing strength. Leading is in part a visionary endeavor, but it
requires the fortitude & flexibility necessary to put vision in to action &
the ability to work with others & to follow when some one else is the
better leader.
• Leadership represents an abstract quality in a man. It is a psychological
process of influencing followers or subordinates & providing guidance
to them. Thus, the essence of leadership is “followership”. It is the
followers who make a person a leader.
• There is no single definition for leadership.
• The art of leadership can be defined in many ways, that is ,different
scholars define it differently.
 Leadership is an action not a position.
 It is the act of making difference.
 A leader is someone who can visualize a better world in the future and is
able to convince others to join him/her on the journey.( Deborah &Allen).
 Leadership is the ability to guide and motivate a group of people to a
common purpose (Bruce Bagley)
 Cont…
• Leadership means making a difference,
creating a positive change; providing the
impetus that creates an atmosphere of
change that improves the world, or at least
the small part of the world around us.
• Leadership is the ability to listen, translate,
decide and motivate others. (John
Bucholtz).
Cont…
• Commitment to a cause or organization and
undertaking the responsibility to see positive change
in that organization.
• Leadership is not the office that you hold or the job
you do, but rather the attitude with which you
approach your involvement in a project.
• Leadership is about having the foresight to see the
future needs of an organization, the commitment to
providing whatever effort is necessary to move the
organization in that direction and the grace to do so
because it is what is best for the organization and not
in an effort to gain personal glory or accolades.
(Gretchen Dickson).
Cont…
• Leadership is the act of influencing the behavior of
others in an intended direction. A leader may
influence by rhetoric, logic, action and/or personal
example.( Robert Graham)
• My definition of leadership is that it is an opportunity
for a person to assume a role in which they can
interact with colleagues to achieve a certain end or
goal. (Pat Harr ) .
• Leadership is the ability engage, inspire, and motivate
others towards accomplishing a shared visions and
goals( Michael King).
Cont…

• Leadership can be defined as a group of abilities, attributes and

qualities that assist individuals in moving forward to achieve a
shared vision (Louis Nasmith).
• Leadership is focusing the team on the correct objective, bringing
your team together to achieve their collective goals for the
betterment of the organization.
• It is based in honor and integrity.
• It often involves making difficult decisions that may be unpopular
but which are best for the entire team in the long run.
• A leader takes the team where they need to go, not where they
might instinctively initially want to go, and instills the group with
confidence that they are moving in the right direction( Maureen
Padden) .
• Leadership is the ability to get a group of persons to achieve
what they cannot do Individuall (Robert Taylor)
• Leadeship is the procese of influencing people to achieve an
organizational goal.
• The primary definition of leadership that we are focusing on is
based on one’s ability to influence the others.
• Leadership has been described as the “process of
social influence in which one person can enlist the aid and
support of others in the accomplishment of a common task.
• Leader is a person who influence others to be more effective in
working to achieve an objective. (David W. Johnson,2006).
• Leadership is organizing a group of people to achieve a common goal.
Eg.Nelson Mandela from South Africa has influenced many people ,
Mahatma Gandhi, a thin old man from India was the source of
inspiration for Peaceful movements around the world.
• A Leader should have a loud and commanding voice.
• There are four major factors in leadership (U.S. Army, 1983)
Leader
• You must have an honest understanding of who you are, what you
know, and what you can do.
• Also, note that it is the followers, not the leader or someone else
who determines if the leader is successful.
• If they do not trust or lack confidence in their leader, then they will
be uninspired.
• Leadership is the function of
• The Leader
• The Follower and
• The Situation
• L= f(L,F,S)
• Despite the multiple ways in which leadership can be conceptualize the following
components can be identified as central to the definition.
Leadership is a process.
Leadership involves influence.
Leadership occurs in group.
Leadership involves common goals.
Leadership as a Partnership
• The current understanding of leadership is that it is a long-term
relationship, or partnership, between leaders and group members.
• According to Peter Block, in a partnership the leader and the group
members are connected in such a way that the power between them
is approximately balanced.
• Block also describes partnership as the opposite of parenting (in
which one person—the parent—takes responsibility for the welfare of
the other—the child).
Cont…..
Four things are necessary for a valid partnership to exist:
• 1. Exchange of purpose. In a partnership, every worker at every level is responsible for defining
vision and values.
• 2. A right to say no. The belief that people who express a contrary opinion will be punished runs
contrary to a partnership. Rather, a person can lose an argument but never a voice.
• 3. Joint accountability. In a partnership, each person is responsible for outcomes and the current
situation. In practice, this means that each person takes personal accountability for the success
and failure of the organizational unit.
• 4. Absolute honesty. In a partnership, not telling the truth to one another is an act of betrayal.
When power is distributed, people are more likely to tell the truth because they feel less
vulnerable.
Leadership as a Relationship
• A modern study of leadership emphasizes that leadership is a
relationship between the leader and the people being led. In the
words of popular leadership theorist Ken Blanchard, “Leadership isn’t
something you do to people. It’s something you do with them.”
Cont….
12.Leadership motivates people--Management provides structure for
people
13.Leadership determines true culture--Management follows true
culture
14.Leadership embraces and adapts to change--Management provides
the process of change
15.Leadership is about having confidence in people--Management
defines performance accountabilities
16.Leaders review position--Management measures achievement
Formal Leadership
Does Not Make a Difference
• Substitutes for Leadership At times competent
leadership is not necessary, and incompetent
leadership can be counterbalanced by certain factors
in the work situation.
1. Closely knit teams of highly trained individuals
2. Intrinsic satisfaction
3. Computer technology
4. Professional norms
Cont….
LEADERSHIP ROLES
• Leading is a complex activity, so it is not surprising that Mintzberg and
other researchers identified nine roles that can be classified as part of
the leadership functionof management.
• 1. Figurehead. Leaders, particularly high-ranking managers, spend
some part of their time engaging in ceremonial activities, or acting as
a figurehead.
CONT…..
2. Spokesperson. When a manager acts as a spokesperson, the
emphasis is on answering letters or inquiries and formally reporting to
individuals and groups outside the manager’s direct organizational
unit.
3. Negotiator. Part of almost any manager’s job description is trying to
make deals with others for needed resources.
4. Coach and motivator. An effective leader takes the time to coach
and motivate team members, and sometimes to inspire large groups
of people inside the organization.
Cont….
5. Team builder. A key aspect of a leader’s role is to
build an effective team.
6. Team player. Related to the team-builder role is that
of the team player.
• Three behaviors of team players are:
a. displaying appropriate personal conduct
b. cooperating with other units in the organization
c. displaying loyalty to superiors by supporting their
plans and decisions fully
Cont….
7. Technical problem solver. It is particularly important for supervisors
and middle managers to help team members solve technical
problems.
8. Entrepreneur. Although not self-employed, managers who work in
large organizations have some responsibility for suggesting innovative
ideas or furthering the business aspects of the firm.
9. Strategic planner. Top-level managers engage in strategic planning,
usually assisted by input from others throughout the organization.
THE SATISFACTIONS AND
FRUSTRATIONS OF BEING A LEADER
Satisfactions of Leaders
Leaders often experience seven sources of satisfaction.
1. A feeling of power and prestige. Being a leader automatically
grants you some power.
2. A chance to help others grow and develop.
3. High income
4. Respect and status
Cont…..
5. Good opportunities for advancement.
6. A feeling of “being in on” things
7. An opportunity to control money and other resources.
Dissatisfactions and Frustrations of Leaders
• Many individual contributors refuse to accept a leadership role
because of the frustrations they have seen leaders endure
Cont...
1. Too much uncompensated overtime
2. Too many “headaches.”
3. Facing a perform-or-perish mentality
4. Not enough authority to carry out responsibility
5. Loneliness
6. Too many problems involving people
7. Too much organizational politics
8. Being perceived as unethical, especially if you are a corporate
executive
A FRAMEWORK FOR UNDERSTANDING
LEADERSHIP
• Many different theories and explanations of leadership have been
developed because of the interest in leadership as a practice and as a
research topic. Several attempts have been made to integrate the
large number of leadership theories into one comprehensive
framework.
• The basic assumption underlying the framework can be expressed in
terms of a simple formula with a profound meaning:
• L = f (l, gm, s)
• The formula means that the leadership process is a function of the
leader, group members (or followers), and other situational variables.
Cont….
• leadership can best be understood by examining its key variables:
leader characteristics and traits, leader behavior and style, group
member characteristics, and the internal and external environment.
• leadership effectiveness refers to attaining desirable outcomes such
as productivity, quality, and satisfaction in a given situation.
• Leader characteristics and traits refers to the inner qualities, such as
self-confidence and problem-solving ability, that help a leader
function effectively in many situations.
Cont…..
• Leader behavior and style refers to the activities engaged in by the
leader, including his or her characteristic approach, that relate to his
or her effectiveness.
• Group member characteristics refers to attributes of the group
members that could have a bearing on how effective the leadership
attempt will be. Intelligent and well motivated group members, for
example, help the leader do an outstanding job.
FOLLOWERSHIP: BEING AN EFFECTIVE
GROUP MEMBER
2.Followers
• Different people require different styles of leadership. For example, a
new hire requires more supervision than an experienced employee.
• A person who lacks motivation requires a different approach than
one with a high degree of motivation. You must know your people!
• The fundamental starting point in leadership is having a good
understanding of human nature, such as needs, emotions, and
motivation. You must come to know your employees' be, know, and
do attributes.
Cont…..
• To be an effective leader, one needs good followers. Leaders cannot exist
without followers.
• the word followers suffers from political incorrectness, yet it is a neutral
term as used by leadership researchers.
• Three key aspects of being an effective group member:
• Types of followers, the personal characteristics of productive followers,
and the importance of collaboration between leaders and followers.
1. Types of Followers
• A major challenge in being a leader is to recognize that followers differ
substantially in talent and motivation
Cont….
• Barbara Kellerman offers a typology that helps explain
how followers differ from one another.
• She focuses on the defining factor of the level of
engagement with the leader or group to arrive at five
types of follower
1. Isolates are completely detached, and passively
support the status quo by not taking action to bring
about changes.
• Isolates need coaching, yet sometimes firing them is
the only solution.
Cont…..
• 2. Bystanders are free riders who are typically detached when it fits
their self-interests.
• Bystanders have low internal motivation, so the leader has to work
hard to find the right motivators to spark the bystander into action.
3. Participants show enough engagement to invest some of their own
time and money to make a difference, such as taking it on their own
to learn new technology that would help the group.
Cont…..
• Participants are sometimes for, and sometimes against, the leader
and the company. The leader has to review their work and attitudes
carefully to see if the participant is being constructive.
• 4. Activists are considerably engaged, heavily invested in people and
processes, and eager to demonstrate their support or opposition.
• They feel strongly, either positively or negatively, about their leader
and the organization and act accordingly
Cont….
• 5. Diehards are super-engaged to the point that they are willing to go
down for their own cause, or willing to oust the leader if they feel he
or she is headed in the wrong direction. Diehards can be an asset or a
liability to the leader.
• Leaders have to stay in touch with diehards to see if their energy is
being pointed in the service of the organization
Cont….
Essential Qualities of Effective Followers
As observed by Robert E. Kelley, effective followers share four essential
qualities:
1. Self-management. The key to being a good follower is to think for
oneself and to work well without close supervision. Effective group
members see themselves as being as capable as their leaders.
2. Commitment. Effective followers are committed to something
beyond themselves, be it a cause, product, department, organization,
idea, or value. To a committed group member, the leader facilitates
progress toward achieving a goal.
Cont….

3.Competence and focus. Effective followers build their competence

and focus their efforts for maximum impact. Competence centers on
mastering skills that will be useful to the organization.
4. Courage. Effective followers establish themselves as independent,
critical thinkers and fight for what they believe is right.
Collaboration Between Leaders and
Followers
• A key role for followers is to collaborate with leaders in achieving
organizational goals.
• When high-level leaders do not make all of the decisions but solicit
input from knowledgeable group members, leaders and followers
work together more closely.
• Great leaders are made by great groups; every organizational member
needs to contribute energy and talent to help leaders carry out their
roles successfully.
• 3.Communication
• You lead through two-way communication. Much of
it is nonverbal.
• For instance, when you “set the example,” that
communicates to your people that you would not
ask them to perform anything that you would not be
willing to do.
• What and how you communicate either builds or
harms the relationship between you and your
empioees.
4. Situation
• All situations are different.
• What you do in one situation will not always work in another.
• You must use your judgment to decide the best course of action and
the leadership style needed for each situation.
• For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late or too
early, too harsh or too weak, then the results may prove ineffective.
• Also note that the situation normally has a greater effect on a
leader's action than his or her traits.
• This is because while traits may have an impressive stability over a
period of time, they have little consistency across situations
(Mischel, 1968).
From the above definitions it can be concluded that leadership is the
processes of influencing followers to achieve common goal.
Leadership versus Management
• The terms “leadership” and “management” are seen very differently by
diverse people.
• Some individuals see these terms as synonyms and frequently use them
interchangeably throughout phrases and sentences.
• Others approach them as extreme opposites; so extreme, in fact, that they
would argue that you can­not be a good manager and a good leader at the
same time.
• Still other people reside somewhere in the middle and realize that while
there is a difference between leadership and management, with the right
knowledge an individual can successfully navigate both from the same
position
Cont…..
• Today’s groups, organizations, and teams need both effective leaders and
effective managers to run a successful operation.
• While some obvious similarities (i.e. they both involve influencing
constituents or employees; authority and power are generally given with
both positions) can be found between leadership and management,
• there are also some striking differenc­es (i.e. management is often more
task-oriented; leadership is often consid­ered more inspirational and
visionary).
• For the purposes of this publication, leadership and management are
defined somewhat differently; novertheless, it is still understood that one
person can work efficiently in mastering both fields
• In this document, we will address fundamental definitions of
leadership and management, behaviors consistent with effective
leadership and man­agement, and the specific types of skills that
contribute toward effective management.
• To conclude, a table will compare and contrast the major
compoenents within each field.
• Ideally, with the right training and development, anyone can
successfully navigate the fields of management and leadership.
Leadership 
• For a quick review, the definition of leadership is a process whereby an
individual influences a group of individuals to achieve a common goal.
• Breaking this down even more, while there are a variety of leadership
definitions out there, there are specific components that are central to
the majority of these definitions.
• Leadership:Is a process ,Involves influence Occurs in a group context and
Involves goal attainment.
• No matter how you operationalize leadership, these components play
some small role in the definition or theory utilized.
 Management 
• For most, the definition of management is seen quite differently.
• This doesn’t mean that an individual can’t hold both management
and lead­ership responsibilities simultaneously, but management is
considered a term separate from leadership.
• The definition of management is to exercise executive, administrative,
and supervisory direction of a group or organization.
• Leadership and management share many similarities
Cont…
Cont…..
Essential Management Skills
  Because management responsibilities are generally much more task-
oriented than some leadership respon­sibilities, one important way to
operationalize effective management is to discuss necessary skills.
• Skills are different from traits or characteristics in that they are the
ability to use one’s knowledge and competences to accomplish a set
of objectives.
• Effective administra­tion depends upon three personal skill sets:
technical, human and conceptual
Cont…
A Comparison of Management and Leadership Competencies. 
 Management Produces Order & Consistency
• Planning and Budgeting
• Establishing agendas
• Setting timetables 
• Allocating resources
Cont…
• Organizing and Staffing
• Provide structure
• Making job placements
• Establishing rules and procedures
• Controlling and Problem Solving
• Developing incentives
• Generating creative solutions
• Taking corrective action
Cont…
Leadership Produces Change & Movement
• Establishing Direction
• Creating a vision
• Clarifying the big picture 
• •Setting strategies
• Aligning People
• Communicating goals
• Seeking commitment
• • Building teams and coalitions
• Motivating and Inspiring
• Inspiring and energize
• Empowering subordinates
• Satisfying unmet needs
Cont….
Differences Between Leadership And Management
1. Leaders work from an elected base __Managers are appointed to
position
• 2.Leadership continually thinks beyond the horizon-Management
strives to reach the horizon
3.Leadership is a quality-Management is a science and an art
4.Leadership provides vision-Management provides realistic
perspectives
Cont….
5.Leadership deals with concepts--Management relates to functions
6.Leadership exercises faith--Management deals with facts
7.Leadership seeks for effectiveness--Management strives for efficiency
8.Leadership challenges the status quo--Management administers
9.Leadership provides direction--Management is concerned with
control
10.Leadership thrives on finding opportunity--Management succeeds
on accomplishment
11.Leadership determines policy--Management devises procedures