UNIT 10 - Leadership and Management

Question 1

What is Leadership?

Answer 1

1. Yukl (2012) defines leadership as:
   “Influencing and facilitating individual and collective efforts to accomplish shared objectives.”
2. Robbins & Judge (2012) define leadership as:
   “The ability to influence a group toward the achievement of a vision or a set of goals.”

Question 2

Key Aspects of Leadership

Answer 2

• Leadership is fundamentally about influence.
• Leaders can motivate and inspire followers without formal authority.
• Followers are usually driven by intrinsic motivation, believing in the value of their work and their contribution.
• Team members work toward the shared vision or goal voluntarily, for the benefit of the team or organization.

Question 3

Formal vs. Informal Influence

Answer 3

• Formal Influence: Derived from official position in the organizational hierarchy.
• Informal Influence: Emerges from personal characteristics like charisma, expertise, or trust.
• Informal influence is often as important as—or more important than—formal authority.

Question 4

Yukl’s Model of Leadership Behavior

Answer 4

Yukl (2012) organizes leadership behaviors into four categories, each contributing to effective leadership in different ways:

1. Task-Oriented Behaviors
   Focus on accomplishing goals and maintaining productivity.
   Examples:
   - Defining roles and responsibilities
   - Planning and organizing work
2. Relations-Oriented Behaviors
   Focus on supporting and developing team members.
   Examples:
   - Building trust
   - Providing recognition and feedback
3. Change-Oriented Behaviors
   Focus on leading innovation and adapting to change.
   Examples:
   - Encouraging creativity
   - Identifying and implementing improvements
4. External Leadership Behaviors
   Focus on managing relationships with external stakeholders.
   Examples:
   - Building networks outside the team or organization

Question 5

Managership vs. Leadership

Answer 5

Manager:
- Formal
- Top-down
- Imposed (formally)
- Organizational goals and rules
- Compliance

Leader:
- Informal
- Bottom-up
- Chosen
- People and purpose
- Commitment

Question 6

Classical vs. Contemporary Views on Management Roles

Answer 6

1. Classical View (Henry Fayol, 1916):
   - Management involves: Planning, Organizing, Coordinating, and Controlling.
2. Contemporary View (Henry Mintzberg, 1990):
   Based on empirical observation of how managers actually spend their time.
   Identifies 3 broad categories of managerial roles, broken into 10 specific roles

Question 7

10 Categories of managerial roles

Answer 7

Interpersonal Roles:

1. Figurehead: Performs symbolic and ceremonial duties.
   - Greet visitors; present gifts; open premises.
2. Leader: Guides, motivates, and supports team members.
   - Hiring / staffing; developing / coaching; provide challenging tasks.
3. Liaison: Maintains external and internal relationships and networks.
   - Staff / professional meetings; lunches with clients.

Informational Roles:

4. Monitor: Seeks and receives information to understand the organization.
   - Receive info from subordinates / other contacts / conferences / magazines.
5. Disseminator: Transmits internal information to others within the organization.
   - Phone calls / emails / memos / reports / meetings.
6. Spokesperson: Shares organizational information with external stakeholders.
   - Press conferences / media interviews / speeches / weekly status reports.

Decisional Roles:

7. Entrepreneur: Initiates change and innovation.
   - Develop new products / processes / procedures; reorganize departments.
8. Disturbance Handler: Resolves conflicts and unexpected problems.
   - Deal with strikes; deal with customer complaints; deal with conflicts
9. Resource Allocator: Decides where to allocate resources and attention.
   - Schedule programs; assign personnel budgets; strategic plans; set targets.
10. Negotiator: Represents the organization in negotiations.
    - Negotiate supplier contracts / merger details / wage disputes

Question 8

What Defines a Managerial Role?

Answer 8

A role is a set of expected behavior patterns attributed to someone in a given position.
Mintzberg’s model shows that managers must be versatile, shifting between roles depending on circumstances.

Unlike the classical model, Mintzberg’s typology reveals the complexity and variety of the manager’s actual day-to-day responsibilities.

Question 9

Critical Perspectives on Managerial Roles

Answer 9

1. Limited Sample
   Based on a small group of mostly Western male managers — not reflective of global, diverse, or modern workplaces.
2. Leadership Understated
   Only one formal “leader” role, despite leadership traits appearing in others (e.g., spokesperson, entrepreneur, negotiator).
3. Ignores Informal Influence
   Focuses on formal authority, overlooking the power of networks, relationships, and influence without position.
4. Lacks Diversity Lens
   Doesn’t consider how gender, race, or culture shape managerial expectations, especially emotional or relational labor.
5. Outdated Roles
   Misses modern roles like remote team leads, agile facilitators, and network connectors essential in today’s work.

Question 10

Goleman’s Emotional Intelligence Competencies for Leaders

Answer 10

1. Self-Awareness: Recognizing your own emotions and their impact on others.
2. Self-Regulation: Controlling or redirecting your emotions and impulses.
3. Motivation: A passion to work beyond external rewards.
4. Empathy: Understanding and responding to others’ emotions.
5. Social Skills: Managing relationships and building networks.

Question 11

Types of Empathy

Answer 11

• Cognitive Empathy: Understanding how others think.
• Emotional Empathy: Feeling what others feel.
• Empathetic Concern: Caring about others’ well-being.

Goleman (2020) emphasized that empathy remains one of the most misunderstood but powerful components of emotional intelligence.