E-portfolio DYNAMICS OF LEADERSHIP Lecturer: Associate. Professor Dr Jamilah Ahmad Jackson UHPS6013 SECTION 01 SUNITA JETHNANI MATRIC NUMBER: MHP221076
Content Student profile Acknowledgement Introduction List of presenters Course topics Weekly reflections Overall reflection
Student profile Hello! My name is Sunita Jethnani. My roots are Indian, I was born in Kuwait and after my high school moved to Mumbai where I did my Bachelors degree in Business (1987-1990) and then followed that with a Bachelors degree in Law (1990-1993). I practised law for few years in Mumbai High Court. I always felt very inclined to study further and get a Masters in Psychology but for many personal reasons could not. Last year, when my youngest daughter finished her high school and left home for university is when I felt it was my time, so I decided to enrol myself in Masters of Educational Psychology with UTM JB.
Acknowledgement I have really enjoyed doing this course Dynamics of Leadership with Associate Professor Dr Jamilah Ahmad. She has been such a wonderful Mentor. I like her style of delivering the lectures and always being supportive of each and everyone of us. She has guided as well and I am very grateful to her for her support and guidance. May god bless her always. I love her words: “Stay positive.” and “What you give, you get back". I would also like to thank my group members, who have been so helpful during our group presentation. 1. Hudzaifah Shakawi Abg 2. Sia Ivy 3. Syaimaa Finally I like to thank all fellow course mates for all the sharing and learning. May you all be blessed with success and abundance health always.
Introduction This course is intended to encourage us to discover and develop our personal leadership qualities. We were exposed to leadership theories so that we could develop an insight that leadership itself is a dynamic relationship based on mutual influence and common purpose between leaders and followers. We were asked to choose a group for the topic presentation every week and from week 3 onwards besides the lecture from Dr. Jamilah Ahmad Jackson there was a group presentation too.
List of presenters Group 1 - Leadership Behaviour and Motivation 1. Syaima binti Aripin 2. Sia Ivy 3. Sunita Jethnani 4. Abang Mohammad Hudzaifah Abang Shakawi Group 2 - Power, Politics, Networking, and Negotiation 1. John Carlo 2. Mohd Firdaus Bin Ab Razak 3. Wang Ping
List of presenters Group 3 - Contingency Leadership Theories 1. Puteri Mairina Nellisa binti Murad 2. Fong Zhen Ni 3. Nur Atiqah binti Mohd Subhe 4. Nur Syakirah binti Romli Group 4 - Communication, Coaching and Conflict Skills 1. Ainun Mardhiah 2. Alysa Nur 3. Shahrul Izwan 4. Nurhaziqah Syazwina
List of presenters Group 5 - The Leader-Follower Relationship 1. Zhang Jiaqi 2. Lee Lie Feei 3. Shanthie A/P Krishnan 4. HuangHao 5. Zhang Jiaqi 6. Zhou Chunshan
List of presenters Group 6 - Team Leadership 1. Syarifah Syahidah binti Sy Sulaiman 2. Liu Jiatong 3. Sun Zhaokun 4. Lyu jinshu Group 7- Transformational Leadership 1. Ng Bangxuan 2. Liew Thien Hee 3. Li Bohong 4. Thavamalarroup
List of presenters Group 8 - Level 5 Leadership 1. DarrenTan Ming Hao 2. Lim Chun Leong 3. Gobinath 4. Naavalan Group 9 - Authentic Leadership 1.Nurul Syaheeda Binti Nordin 2.Maziratul Balqis Binti Zainal 3. Jehan Adiba Binti Ahmad Taha 4.Maxwell Chambakata 5. Qi Guanglan
Course topics 1. Course Introduction 2. Introduction To Leadership 3. Leadership Traits and Ethics 4. Leadership Behavior and Motivation 5. Power, Politics, Networking, and Negotiation 6. Contingency Leadership Theories 7. Communication, Coaching and Conflict Skills 8. The Leader-Follower Relationship 9. Team Leadership 10. Transformational Leadership 11. Level 5 Leadership 12. Authentic Leadership
Introduction On the first day of Dynamics of Leadership class Dr Jamilah asked all the students to introduce themselves. Students from different faculties with different backgrounds joined this course. It was interesting to meet people virtually from different walks of life. Then the class continued with explanation of the Dynamics of Leadership course information. The Professor explained house keeping rules, the course, teaching and learning methods and assessment methods. She also briefly gave us information on the various topics to be covered throughout this course. She also informed us there will be no examination in this course. There will be 4 assignments on different methods. Assignment 1 is a weekly reflection starting from week 9 till week 15. Assignment 2 is short video to be made on the topic given. Assignment 3 is a group assignment presentation. Assignment 4 is E Portfolio, comprising of student profile, weekly reflections and overall learning takeaways from this course.
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Week 1 - Introduction to Leadership The Professor started the course with an Introduction to Leadership, in which we explored the definition of a leader, characteristics of an effective leader and why leadership is important 5 Key Elements of Leadership – People, Change, Organizational objectives, Influence, Leaderfollowers Leaders vs. Managers Managerial roles – interpersonal, informational, decisional 3 Levels of leadership analysis – Group, Individual & Organizational. 4 Types of Leadership theories – Trait, Behavioural, Contingency, Integrative
• Leadership is setting and achieving goals, tackling the competition, and solving problems decisively and quickly. • Leadership also refers to the tone a company's management sets in terms of the corporate culture. • Some people with strong leadership skills in the business world rise to become the CEO, COO, CFO, president, or chair of their companies. • Leadership is also about setting a positive example for staff to follow, by being excited about the work, being motivated to learn new things, and helping out as needed in both individual and team activities. Effective Leadership includes exhibiting a strong character. Leaders exhibit honesty, integrity, trustworthiness, and ethics. Leaders act in line with how they speak and earn the right to be responsible for others’ success in the company.
Empathy, communication, decision making, resilience and delegation are important characteristics of effective leadership. 5 elements of leadership – communication, knowing your people, your team members strengths, weaknesses, what motivates them. Knowing your organization, your own strengths and weaknesses, how to be a positive influence and build mutual trust with your followers. Difference between a leader and a manager. Leadership is about building a vision for people to follow, management is looking after the day to day operations of a business.
Types of leadership theories: Trait theories- suggests that certain inborn or innate qualities and characteristics make someone a leader. Theses include personality and intelligence factors. Behavioural theories focuses on how leaders behave and assumes that these traits can be copied by other leaders. This theory suggests that leaders aren’t born but created based on learnable behaviours. Contingency theories- states that effective leadership is contingent upon the situation at hand. In other words an individual’s leadership style befits the situation. Integrative theories of leadership encourages a shared vision and an acknowledgment that achieving individual, departmental, and organizational goals require cooperation. If a leader can’t engage the followers and inspire great group dynamics, no one will be successful.
Week 2 - Leadership Traits and Ethics Traits Theory: Benefits of classifying personality traits. A combination of traits that classifies an individual’s behaviour and what values do they have in the study of Leadership Big Five Model of Personality: Surgency, Agreeableness, Adjustment, Conscientiousness, Openness to experience. 9 traits of effective leader: Dominance, High energy, Self confidence, Locus of control, Stability, Integrity, Intelligence, Flexibility, Sensitivity Achievement Motivation Theory & Great Man Theory. The Leader Motive Profile (LMP) Two Leadership styles – Theory X & Theory Y
6 reasons for executive derailment- bullying style, arrogant, betrayed personal trust, self centred, specific performance problems, over managed. Pygmalion Effect, Positive Self concepts, What are ETHICS. 4 leadership styles- Autocratic, Democratic, Laissez-faire, Transformational Kohlberg's Three levels of Moral Development Theory – Pre-conventional, Conventional, Postconventional Stakeholders approach to Ethics Ways to test Ethical behaviour
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Achievement Motivation Theory attempts to explain and predict behaviour and performance based on a person’s need for achievement, power and affiliation. The achievement Motivation Theory is also referred to as the Acquired Needs Theory or the Learned Needs Theory. Great Man Theory of Leadership espouses that great leaders are born, not made. These individuals come into the world possessing certain characteristics and traits not found in all people. Leader motive profile- McClelland introduced the concept. A motivational configuration found to contribute to leader performance in traditional bureaucratic organizations. Theory X explains the importance of heightened supervision, external rewards and penalties while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision.
Pygmalion Effects explains that people tend to perform up to the level that others expect of them. Pygmalion effect in an organization refers to managers attitude, expectations and treatments of employees explain and predict behaviour and performance. Kohlberg developed three levels of moral development. Theory focuses on the thinking process that occurs when one decides whether a behaviour is right or wrong. Thus, the theoretical emphasis is on how one decides to respond to a moral dilemma, not what one decides or what one actually does. There are 3 levels of moral development 1. Pre-conventional: leader develop moral based on self-interests 2. Conventional: leader develop moral based on expectations of others. 3. Post-conventional: leader develop moral based on moral principles regardless of leader or group ethics
Week 3 - Leadership behaviour and Motivation theories University of IOWA Leadership style University of Michigan Leadership Models Ohio State University Leadership Model. The Leadership Grid The Motivation Theories
Leadership styles is the combination of traits, skills, and behaviours leaders use as they interact with followers. University of Iowa Leadership style - Autocratic, Democratic, Laissez-faire University of Michigan leadership Model- two leadership styles, one dimension includes job centred leadership style and employee centred leadership style The Ohio State University Leadership Model: four leadership styles, two dimensions. There is no one best leadership style that works for an individual leader in all situations, employees are more satisfied with a leader who is high in consideration.
Motivation – anything that affects behaviour in pursuit of a certain outcome. The motivation process starts with a need-motive-behaviour-consequence- satisfaction or dissatisfactionfeedback. Motivation Theories: 1. Content/ Need Motivation Theory including Maslow Hierarchy of needs, Herzberg two factor Theory and Mc Cleland acquired need theory 2. Process Motivation Theories: Equity theory of Motivation, Expectancy Theory, Goal setting Theory 3. Reinforcement Theories also known as Behaviour Modification Theory, Types of ReinforcementPositive, Avoidance, Extinction, Punishment
Week 4 - Influencing, Power, Politics, Networking and Negotiations Position power is derived from top management and Personal power is derived from the follower based on leader’s behaviour. Nine Influencing Tactics, according to Bauer and Erdogan :- Inspirational Appeals, Consultations, Ingratiation, Personal Appeals, Exchange, Coalitions, Legitimization, Pressure, Rational, Persuasion. Three possible outcomes from influence attempts: Resistance, Compliance of InfluencingProcess of affecting others attitude and behaviour to achieve an objective or a desired result.
Seven types of Powers:- Referent, Expert, Coercive/Punishment, Legal/Legitimate, Reward, Information/Resources, Connections Politics in organization → politics is the process of gaining and using power, the role of politics can be good or bad Three common political behaviours: Networking, Reciprocity, Coalitions What is Networking? It is the key to promote to higher management. It requires good social skills. It is about building professional relationships and friendships. and the Process of Networking which is to perform self assessment and set goals, create your one minute self sell, develop your network, and conduct networking interviews. What is negotiations? A process when two or more parties are in conflict and working to reach an agreement and what is included in the negotiation process: Plan, Negotiations, Postponement, Agreement, Disagreement.
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Week 5 - Contingency leadership Model The Contingency theory of leadership effectiveness states that leadership styles are dependent on the situation. There are three main factors: Traits, Behaviour, Situation. This theory emerged in 1960’s. It is based on the principle that no single leadership style is appropriate for every circumstances. The approach emphasizes the importance of – the leader’s personality and the situation in which the leader operates. In other words, an individual’s leadership style befits the situation. According to this theory someone can be effective leader in one circumstances and ineffective in another circumstances.
Fiedler’s contingency theory states that, for a leader to be effective, their leadership styles must fit the situation. In other words, leaders do not change styles, they change the situation THE LEADERSHIP CONTINUUM MODEL suggests that autocratic leaders are more like to make their own decisions and not engage their subordinates/ team members, whereas a more democratic leader gives the subordinates / team members greater degree of delegation in decision making process. Their model focuses on who makes the decision PATH-GOAL LEADERSHIP MODEL states that a leader’s traits and behaviours can directly affect the satisfaction, motivation and performance of their team members The normative leadership style has a time driven and development-driven models. It assist leaders in determining the extent to which they should involve subordinates in the decision making process based on the nature of the situation and the subordinates. The leader to select one of the five leadership styles by VROOM (decision, consult individually, consult group. Facilitate and delegate) appropriate for the situation (seven questions/variables) to maximize decisions.
The contingency approach to management is multifaceted and has many implications. The primary advantage of the contingency theory include. It provides a realistic view of management and organization. Managers are situation oriented and not stereotyped Contingent theories are very useful for businesses in today’s environment. They are useful in many ways like planning current business and expansion. The contingency approach to management also known as situational approach, holds that there is no single textbook rule for the best way to manage an organization. In each company’s case the best approach will be contingent upon the company’s internal and external needs. Effective leader should have an ability to inspire and motivate his team members and show flexibility, adaptability to constant changes in the situation and work environment, see challenges as opportunities, anticipate crisis and to learn skills to deal with these challenges.
21ST Century is the Technology evolution era so leaders need to prepare themselves and their team members for effective use of technology. As seen In the recent pandemic, business were affected due to prolonged lockdowns. Businesses that could sustain this pandemic prove that the contingency leadership theory is very much applicable in this century of constant changes. For example, some of the retail leaders displayed a resilient mindset showing passion, innovation and relationship development. Big organization leaders handled the WORK FROM HOME situation and managed the teams effectively and were able to work ONLINE and achieve the targets. Contingency leadership theory is valuable in this ever changing world. https://youtu.be/x5YzpVJACsg
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Week 6 - Communication, Coaching and Conflict skills Definition of Communication → True communication only happens when all the parties involved are on the same page and understanding. Communication not only includes speaking but also listening to others perspective which makes one an Effective Leader. There is a positive relationship between communication, competency and leadership performances. Mutual understanding of the message by both parties is the key to effective communication. Two key aspects of communication are sending/speaking and receiving/listening messages When you want to send a message the first important step is to plan your message to effectively to be communicated to your group or team members, develop a rapport with your receiver. Consider a few aspects like purpose of the message, the goal or the result expected from your message, timing to send the message, the mode of sending the message and the understanding level of the receiver of the message for the message to be received effectively, use paraphrasing. Pay attention to your own style of conveying the message, the language used, the clarity in the message, the receiver knows the expectation from the message. Get a commitment & follow up. To ensure the task is done in its time frame with positive results.
Three aspects of the message receiving process includes listening, analysing, checking understanding. Listening with your undivided attention. Analysing is the process of thinking about, decoding and evaluating the message. Checking understanding is the process of giving feedback. Feedback helps us to verify the messages and way to understand the goal of the messages have been met. Asking questions, comments suggestions, paraphrasing are forms of feedback. Feedback can be negative or positive, but one needs to handle negative feedback/criticism by understanding themselves as to how to improve rather than there is a problem in me. But it motivates employees towards their performance levels. Feedback is an important tool to measure the performance levels
Paraphrasing means same thing written or spoken using different words, often in a simpler form that makes the original meaning clearer is a nice way to make sure that your team has understood your thoughts and ideas. COACHING focuses on improving performances and developing an individual skill. Coaching activities have both organisational and individual goals. It helps individual to better assess their own strengths as well as develop in areas of weakness. Leader can be COACH OR A MENTOR. To be an effective leader one should develop their coaching skills
Attribution theory and the performance formula affect the coaching model. Attribution theory which supposes that people attempt to understand the behaviour of others by attributing feelings, beliefs, and intentions to them. In other words, how managers perceive the causes of everyday performance /experience as being either external reasons (resources) or internal reasons (ability and/or motivation). Managers are less critical of those employees whose poor performance is attributed to external reasons beyond their control. Effective leaders try to avoid this problem. The performance formula explains PERFORMANCE is a function of the interaction between an individual’s MOTIVATION, ABILITY AND OPPORTUNITY/ RESOURCES.
Ability which refers to the capacity to perform, is closely connected to knowledge and skills. Motivation includes attitudinal variables and refers to an individual’s willingness to perform. Opportunity/ Resources reflects the means through which abilities and motivation can be converted into outcomes.
Steps in coaching model: 1. Describe current performance/ describe the current behaviour that needs to be changed 2. Describe desired performance 3. Get a commitment to the change 4. Follow up
CONFLICT exists when people are in disagreement and /or opposition. Organizational conflict can occur between colleagues or leaders or within a team. How well the leader can resolve this conflict will speak about the success of the organization. Conflict management skills can be developed with appropriate training. Open communication, collaboration and respect towards each other’s perspectives will go a long way towards conflict management There are five conflict management styles, which are based on two dimensions of concern: concern for others needs and concern for your own needs.
Conflict management styles 1. Collaborating produces the best long-term results, it is often the most difficult and time consuming to reach. Each party’s needs are considered and a win-win solution is found to the conflict. 2. Forcing rejects compromise and involves not giving in to others viewpoints or wants. 3. Avoiding aims to reduce conflict by ignoring it , removing the conflicted parties from the project or evading the situation somehow. 4. Accommodating means putting the other parties needs before one’s own. You allow them to win and get their way. 5. Negotiating/Compromising seeks to find the middle ground by asking both parties to concede some aspects of their desires so that a solution can be agreed upon.
Effective leaders encourage conflict resolution and build collaboration throughout the organization. The model of conflict management can be used to develop conflict skills. An initiator is a person who confronts the other party to resolve the conflict in the organization. Confrontation can be more positive than avoiding or accommodating. The initiating conflict resolution model using collaborating style: 1. Plan a BCF statement that maintains ownership of the problem 2. Present your BCF statement and agree on the conflict 3. Ask for, and/or give alternative conflict resolutions 4. Make an agreement for change
This model is a part of behaviour modelling. A meditator is a neutral third party who helps to resolve the conflict. A mediator can be from the organization or a professional from outside the organization. An effective leader should do their best to resolve the conflict internally first. If the conflict still is not resolved then an arbitrator may be used.
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Week 9 - Dyadic Relationship, Followership and Delegation The concept of a dyadic relationship in leadership, is that leaders form relationships with each of the followers at a personal level. Dyadic leadership theories consider how and why a leader’s behaviour may vary across individuals. Dyadic relationship affects the quality of individual performance in the team and also enhances the over all quality of the organizational performances Four stages of development/dyadic approach Vertical Model linkage Theory suggests that how the leader individual dyadic relationships formed with each of their subordinates. Which means the leader can either treat all the followers in a same way or different followers differently. Originally the theory has been developed by Fred Dansereau, George Graen and William J Haga in 1975. The dyadic relationships may develop at an informal or formal level but within the formal organizations. This is sort of relationships with the followers can then be divided into two groups called the in-group and the out-group.
LEADER-MEMBER EXCHANGE(LMX) This theory suggests that the leader’s and followers develop unique relationships based on their social exchanges, and the quality of these exchanges within an organization can influence employee outcomes. Which means the leaders are usually unable to keep high exchange relationships with all the employees within the team due to limited time and resources, so the leaders have an inclination to treat followers differently. High quality LMX (more support, reward power, involvement in decision making) Low quality LMX (low consideration, formal supervision, less support, coercive influence, compliance, authoritative behaviour, lesser involvement in decision making)
Stages/Life cycle model of LMX 1. Role taking: in this initial stage where the subordinates become a part of the team, they take up their individual work on the project assigned to them and then the leader judges them whether they are dedicated trust worthy, loyal and capable to the role assigned to them. In this phase the leader and the subordinates are strangers to each other. Mostly the members are self-motivated and eager to achieve goals by themselves to prove themselves to the leaders in a favourable way. 2. Acquaintance Phase: In this phase there is more focus on the group rather than the self-interest work. They have developed mutual trust, loyalty and respect towards each other. Hence their performance is a form of group. 3. Partner Phase: In this phase the level of trust between the subordinates and the team leaders is very much high. There is a mutual commitment towards the organizational goals. The team members are praised for their valuable contribution and it can lead to in-groups and out-groups.
An effective leader should establish relationships with all members of the team not just few individuals. The characteristics of high quality LMX is greater level of loyalty to the organization, mutual trust and confidence and respect towards each other. High levels of commitment. For this the attitudes of the followers, the work environment and the perception & attitude of the leaders and followers’ matter. LMX scale is used to understand the quality of each dyadic relationship and its effect on organizational goals and achievements. A favourable LMX relationship is more likely to exist if the followers are treated in a way by the leader that’s positive and encouraging and nurturing towards the subordinates. More chances of the performance levels going up.
Dyadic approach systems & network view: Leader relationships are not limited to an employee but include peers, customers, suppliers and other relevant stakeholders in the organization. Effective leaders need to understand it’s important to develop relationships with other groups and external members to gain support and resources required for the achievement of goals. The leader role attitude is very important to make sure all departments are on the same page to create a healthy work environment. Pygmalion Effect: It’s a phenomenon in which high expectations lead to improved performances in an given task. So, when the subordinates excel in loyalty, commitment, trust and dedication and prove themselves then eventually getting praise and positive feedback from the leader. The followers are the people who are positively influenced by a leader, there can be no effective leader if they don’t have followers and the followers tend to copy or integrate the characteristics of the good leader.
Styles of followership: 1. Alienated follower is the one low on involvement and high on critical thinking. They are often cynical or sceptical, they could be upset about something with the situation they are in. They might have good ideas but rather than sharing their ideas accept what is happening, in a way quietly opposing the leader’s efforts 2. Conformist follower is someone high on involvement and low on critical thinking. They feel that the leader’s idea is perfect and will just follow the role given. They are generally active members but they totally rely on the rely on the leader for inspiration. A conformist will do anything to avoid conflict. 3. Passive followers is someone who is neither high on critical thinking nor involvement. They depend on the leader to spoon feed them, they have no self-initiative, they just go with the flow.