Leadership Lecture 6 PDF

Leadership Lecture 6 Prepared by: Dr.Safi Abualazm  Chapter Outlines - The administrative leader :. "Leader Director", "Administrative Leader" - Contemporary Leadership studies : University of Ohio. University of Michigan. Harvard University.  The administrative leader An administ...

Leadership Lecture 6 Prepared by: Dr.Safi Abualazm  Chapter Outlines - The administrative leader :. "Leader Director", "Administrative Leader" - Contemporary Leadership studies : University of Ohio. University of Michigan. Harvard University.  The administrative leader An administrative leader is a person who is responsible for the day-to-day operations of an organization. They are responsible for ensuring that the organization runs smoothly and efficiently, and that all of its goals are met.  Key Responsibilities of an Administrative Leader: (1) Strategic Planning: Developing and implementing long- term goals and objectives for the organization. Operational Management: Overseeing the day-to-day operations of the organization, including budgeting, staffing, and scheduling. Human Resources: Hiring, training, and managing employees. Financial Management: Managing the organization's finances, including budgeting, accounting, and reporting. Key Responsibilities of an Administrative Leader: (2) Communication: Communicating effectively with employees, stakeholders, and the public. Problem-Solving: Identifying and resolving problems that arise within the organization. Decision-Making: Making sound decisions that are in the best interests of the organization. Contemporary Leadership studies: University of Ohio. University of Michigan. Harvard University. Robert Blake and Jane Mouton. William Redden. Rensis Lackert.  1 University of Ohio The Ohio State Studies aimed to understand leadership behavior by analyzing how leaders act. Researchers used questionnaires to gather information about leaders' behaviors, focusing on two key dimensions: 1.Initiating Structure: This involves task-oriented behaviors like organizing work, setting goals, and providing clear directions. 2.Consideration: This focuses on relationship-oriented behaviors such as building trust, respecting followers, and showing concern for their well-being. The studies found that these two dimensions are independent, meaning a leader can be high or low on either or both. The optimal mix of these behaviors varies depending on the specific situation. The Ohio State Studies have significantly influenced leadership research, providing a foundation for understanding the complexities of effective leadership. 2 The University of Michigan Studies The University of Michigan studies also focused on leadership behavior, but with a particular emphasis on its impact on small group performance. Two primary leadership behaviors were identified: 1.Employee Orientation: This involves a human relations approach, focusing on the individual needs and well-being of followers. 2.Production Orientation: This emphasizes task-oriented behaviors, prioritizing productivity and efficiency.  The University of Michigan Studies Initially, these two orientations were seen as opposite ends of a single continuum. However, later research suggested that they are independent dimensions, meaning a leader can be high or low on both. While the Michigan studies provided valuable insights into leadership behavior, they did not yield a definitive answer to the question of the optimal leadership style. The findings were often contradictory, and the effectiveness of a particular style was found to depend on various situational factors.  3 Harvard University Harvard Business School, in particular, has been at the forefront of research and teaching on leadership. Harvard scholars have explored a wide range of leadership theories and practices, including: Situational Leadership: This theory suggests that effective leadership varies depending on the situation and the readiness of followers. Servant Leadership: This approach emphasizes putting the needs of others before one's own. Authentic Leadership: This focuses on leaders who are true to themselves and their values. Emotional Intelligence: This is the ability to understand and manage one's own emotions and the emotions of others.  Rensis Likert's Contributions to 3 Contemporary Leadership Studies (A) Focus on Leadership Styles and Organizational Effectiveness: Likert's research delved into the connection between different leadership styles and their impact on organizational performance. Four-System Model of Leadership: He proposed a model categorizing leadership styles into four systems: exploitative-authoritative, benevolent- authoritative, consultative, and participative group. Emphasis on Employee Involvement: Likert strongly advocated for involving employees in decision-making processes, believing it fosters a more positive and productive work environment.  Rensis Likert's Contributions to 3 Contemporary Leadership Studies (B) Creating a Positive Organizational Climate: His work highlights the role of leadership in shaping a positive organizational climate, characterized by trust, open communication, and teamwork. Enhancing Employee Satisfaction and Productivity: Likert's research emphasizes the importance of leadership in boosting employee morale, job satisfaction, and overall productivity. Enduring Influence on Leadership Theory and Practice: His ideas continue to shape contemporary leadership theories and practices, promoting human-centered and participative leadership approaches.  Different skills of the administrative leader Leadership depends on four basic personal skills: - Technical Skill - Human Skill - Organizational Skill - Conceptual Skill Technical Skill: Technical skill is knowledge about and proficiency in a specific type of work or activity. It includes competencies in a specialized area, analytical ability, and the ability to use appropriate tools and techniques  For example In a computer software company, technical skill might include knowing soft ware language and programming, the company’s software products, and how to make these products function for clients. Similarly, in an accounting firm, technical skill might include understanding and having the ability to apply generally accepted accounting principles to a client’s audit. In both these examples, technical skills involve a hands-on activity with a basic product or process within an organization. ▪Technical skills play an essential role in producing the actual products a company is designed to produce. -Human Skills for leaders: People Skills: Human skills differ from technical skills, focusing on interacting effectively with others for organizational success. Collaboration: Leaders with human skills facilitate teamwork and cooperative goal achievement. Empathy: Effective leaders understand both their own perspectives and those of others, adapting ideas accordingly. Trust Building: They foster a trusting environment where employees feel comfortable and involved. Emotional Intelligence: Sensitivity to employee needs and motivations is crucial. Decision-Making: Human skills ensure others' needs are considered in decision- making. Interpersonal Skills: The ability to get along with others is key for successful leadership. Organizational Skills for Leaders Planning and Goal Setting: Effective leaders are skilled at setting clear and achievable goals, as well as creating detailed plans to reach those objectives. Time Management: Leaders must be able to prioritize tasks, manage their time efficiently, and meet deadlines. Task Allocation: They are adept at assigning tasks to team members based on their skills and strengths. Resource Management: Leaders must be able to allocate resources, such as budget and personnel, in a way that maximizes productivity. Organizational Skills for Leaders Process Improvement: They continuously look for ways to streamline processes and eliminate inefficiencies. Problem-Solving: Organizational skills help leaders identify problems, analyze potential solutions, and implement effective strategies. Decision-Making: Leaders must be able to make timely and informed decisions based on available information. Adaptability: Effective leaders can adapt to changing circumstances and adjust their plans accordingly. Attention to Detail: Leaders with strong organizational skills pay attention to the details and ensure that tasks are completed accurately. Delegation: They are able to delegate tasks to team members, empowering them to take ownership of their work. Conceptual skills Conceptual skills are the ability to work with ideas and concepts. Whereas technical skills deal with things and human skills deal with people, conceptual skills involve the ability to work with ideas. A leader with conceptual skills is comfortable talking about the ideas that shape an organization and the intricacies involved. He or she is good at putting the company’s goals into words and can understand and express the economic principles that affect the company. A leader with conceptual skills works easily with abstractions and hypothetical notions. Factors affecting the style of the administrative leader. Properties of: Administrative Leader Subordinates Organizational structure. The mission Properties of Administrative Leader: Personal charisma, decisiveness, vitality, and empathy. (These traits emphasize the leader's ability to inspire, make tough choices, bring energy, and understand others.) Values and beliefs. (These form the foundation of a leader's decision-making and actions.) Ideas and experiences. (These shape a leader's perspective and problem-solving abilities.) Ambitions and goals. (A leader's aspirations drive their actions and the direction of their team.) Drive for achievement. (This is the motivation that pushes leaders to excel and accomplish goals.) Subordinate Characteristics: Educational level. (The academic qualifications of the team members.) Characteristics of previous leaders. (The qualities of past leaders that have shaped the team's expectations and work style.) Values and beliefs of subordinates. (The shared or differing values within the team.) Willingness to take responsibility. (The degree to which subordinates are proactive and accountable.) Behavior towards the leader. (How subordinates interact with and respond to the leader.)  Characteristics of the organizational system Characteristics of the organizational system, which include the following elements:- -Organizational culture -Size of the organization and workgroup -Goal of the organization -Organizational structure - Administrative communications Characteristics of the mission - Is the task repetitive or does it require innovation and creativity - Is the task temporary or permanent - Does it require Collective or individual performance - How clear is the task The distinction between the forces used by the leader in influencing. : The power of the administrative leader's influence is that the administrative leader affects the feelings and behavior of subordinates varies according to his possession of leadership powers or according to the subordinates' perception of his possession of them. As for the influential powers, it may Expose many things, which are: 1 - Reward power 2- Coercive Power 3- Legitimate Power 4- Referent Power 5- Expertise Power