LEADERSHIP IN ORGANIZATION

I N STRUC TOR: P H D. TA T H U P H UONG

D E PT. OF E N TERPRISE MA N AGEMENT
FAC ULTY OF B U SI NES S MA N AG EMENT
E MAI L: TATHUPHUONG@NEU. EDU.VN
COURSE OBJECTIVES
After finishing the course, students will achieve the
following knowledge & skills:
➢Understanding perspectives in leadership theory:
leadership approachs and definitions
➢Knowing leadership models in organization: the roles and
function of leader, teams, individuals and knowing how to
become an effective ones
➢Knowing and practicing leadership skills by studying
theory and participating in class activities
➢Exploring your leadership styles
 TEACHING METHODS & GRADING POLICY

 Teaching Methods
◦ The learner-centered method, the question-making method, the
problem statement method
◦ Study teams, Case studies, video clips, surveys, discussion
 Student’s responsibilities
◦ Read the required materials, complete the assigned task.
◦ Give ideas; Participate enthusiastically in the activities of class as well as
study teams
◦ Grading policy: Score scale: 10
 Final exam: 50%
 Team assignment: 20%
 Individual test: 20%
 Attendance: 10%
 COURSE CONTENT
Session 1: Introduction
Management vs Leadership
PART 1 UNDERSTANDING LEADERSHIP
Session 2 Leadership: Definitions, Approachs,
Session 3 Leadership Theory
Session 4 Case studies & Team Presentation
PART 2 LEADERSHIP SKILLS & LEADERSHIP STYLES
Session 5, 6 Model of Leadership
Defining Task; Building effective teams;
Developing Individuals
Session 7 Video Clips & Presentation
Session 8 Leadership Styles: Surveys
Session 9 Revision
TEXTBOOKS & REQUIRED MATERIALS

 Textbooks
- Peter G. Northouse (2021): Introduction to Leadership: Concepts & Practice, 5th Edition,
SAGE Publications
- Neil Thomas (2004). The John Adair Handbook of Management and Leadership,
Thorogood
 References
1. - David A. Whetten & Kim S. Cameron (2017). Developing Management Skills, 9th Edition,
Pearson.
2. Stephen P.Robbins, David A.Decenzo & Mary Coulter (2011). Fundamentals of
Management. Essential Concepts & Applications, Pearson.
3. Robert F. Lynch and Thomas J.Werner (2012). Team Management. Achieving Business
Results Through Teams
ACTIVITY 1 : Discussion

What is the overlapping between

Management & Leadership ?

Management Leadership
 Management vs. Leadership
"Management is about coping Leadership is about coping with
with complexity... change“
Management is based on Leadership is not necessarily
position, the authority of the based on position, but is a quality
job title. of the modern manager.
Management is a function. Leadership is the relationship.
Management is concerned Leadership are more concerned
with task (task-driven). with the end result (outcome-
driven)
(John Kotter, Harvard Business
Review, 1990)
 Characteristics of an effective Manager
1. Ability to take decisions 14. Capacity to speak lucidly
2. Leadership 15. Astuteness
3. Integrity 16. Ability to administer efficiently
4. Enthusiasm 17. Open-mindedness
5. Imagination 18. Ability to ‘stick to it’
6. Willingness to work hard 19. Willingness to work long hours
7. Analytical ability 20. Ambition
8. Understanding of others 21. Single-mindedness
9. Ability to spot opportunities 22. Capacity for lucid writing
10. Ability to meet unpleasant situations 23. Curiosity
11. Ability to adapt quickly to change 24. Skill with numbers
12. Willingness to take risks 25. Capacity for abstract though
13. Enterprise
* According to the result of a survey of successful chief executives on the attributes most
valuable at top levels of management. (Thomas, 2004)
Definitions of Leadership
“Leadership involves focusing the efforts of a group of people
towards a common goal and enabling them to work together
as a team.” (Adair, 1987)

“Leadership is the art of getting someone else to do something

you want done because he wants to do it.” (Dwight
D.Eisenhower, former US President)

“Leadership might be interpreted in simple terms, such as

‘getting others to follow” or “getting people to do things
willingly”… but essentially it is a relationship through which
one person influences the behaviour of other people” (Mullins,
1996)
Definitions of Leadership
“interpersonal influence, exercised in a situation,
and directed, through the communication process,
toward the attainment of a specified goal or goals”

Tannenbaum, R., Weschler, I. R., & Massarik, F. (1961).

Leadership and Organization: A Behavioral Science
Approach. New York: McGraw-Hill. [p. 24]

10
The intersection
between three circles:
➢ - Complete the
mission
➢ - Build and maintain
the Team
➢ - Individual
development
➢ Mission needs to be
done by a team/
teams and one
individual cannot
complete a mission

JOHN ADAIR’S
MODEL OF LEADERSHIP
 JOHN ADAIR’S
MODEL OF LEADERSHIP

The best leaders

meet three areas
of needs: TASK needs
1. Task needs
2. Team
maintenance
needs TEAM
Maintenance INDIVIDUAL
3. Individual needs needs needs
 JOHN ADAIR’S
LEADERSHIP MODEL

TASK
 SMART Goals

Achievable

Measurable Realistic

SMART Time
Specific
bound
GOAL
 EVEREST Goals
 Represent ultimate achievement
 Represent inherent value and worth
 Focus on opportunities, possibilities, and
potential
 Emphasize what individuals can give compared
to what they can get
 Inherently energizing
 JOHN ADAIR’S
LEADERSHIP MODEL

LEADING
TEAMS
Definition

❑“…A team is a small number of people with complementary

skills who are committed to a common purpose, set of
performance goals, and approach for which they hold
themselves mutually accountable” (Katzenbach & Smith,
1993)
Components
➢Team size
➢Complement of skills
➢Team commitment
➢General approach
➢Mutual accountability
 Why is teamwork important?
▪ 79% of Fortune 1000 companies reported that they used self-
managing work teams. (Lawler, 1998)
▪ Westinghouse Furniture Systems increased productivity 74% in 3
years;
▪ AAI increased productivity 20%, cut personnel by 10% and handled
10% more transactions.
▪ Shenadoah Life Insurance Company saved $200,000 annually by
reducing staffing needs, increasing volume 33%
▪ General Mills plants became 40% more productive than plants
operating without teams.
(Whetten & Cameron, 2007)
Stages of Team development
Stages of team development

1. Forming stage

✓ Identify the objectives

✓ Establish ground rules and policies
✓ Determine the individual role
✓ Develop relationships and trust between team members

➢ THE “POWERFUL” TEAM LEADER

Stages of team development
2. Storming stage

✓ Face the conflicts and

disagreements
✓ Resolve conflicts

➢ BUILD UP CONSENSUS
Stages of team development
3. Norming stage

✓ Identify the team leader

✓ Team leader becomes less commanding
✓ Team members improve capacity, responsibility
and they are empowered
✓ Conflict resolution, decision making

➢ EFFECTIVE STRATEGIES
Stages of team development
4. Performing stage:
✓ The team is well-functioning

5. Adjourning stage
✓The Adjourning stage (Tuckmann, 1977)
✓Group disbandment, roles completion, missions
fulfillment and dependency reduction.
Characteristics of An Effective Team
❑The effectiveness of the team depends on the basic elements of
the group:

➢Team size
➢Skills of team members
➢Commitment
➢Concensus
➢Mutual responsibilities

Source: Kazenback & Smith, 1993

 Characteristics of An Effective Team
1. The team members have interactive relationship with each other.
2. Help team members to work together more effectively than
working by their own.
3. The members support and train each others
4. Team leaders and members encourage each others
5. Build trust within team members
6. Each member shows their own attraction
7. Team is not always led by one person ?

Source: Leading Teams, Elearn

Characteristics of An Effective Team

Performance outcomes Inefficiency leading to efficiency

Specific, shared purpose and Extraordinarily high quality
vision
Creative continuous
Mutual, internal accountability improvement
Blurring of formal distinctions High credibility and trust
Coordinated, shared work Clarity of core competence
roles

Source: Development Management

Skills, Whetten & Camerron, 2007
 JOHN ADAIR’S
LEADERSHIP MODEL

INDIVIDUAL
Developing Members
The Leader should:

- Identify the right needs of members

- Correct assessment the capacity of each member
- Give them opportunities to perform and develop
- Explore “The influencers"

Principle: The right people to the right job

Personality
MBTI (Myers-Briggs Type Indicators)
Classify personalities into 04 types:

Naturality E Extraversion / I Introversion

Discovery & Awareness of the S Sensing / N Intuition

World
Decision and Choice T Thinking / F Feeling

Way of action J Judging / P Perceiving

Personality
The combination of 8 elements creates 16 personality types:

The Inspector The Protector The Advocate The Architect

The Crafter The Artist The Mediator The Thinker

 Personality
The combination of 8 elements creates 16 personality types:

The Persuader The Performer The Champion The Debater

The Director The Caregiver The Giver The Commander

 Developing Members
Identify needs according to 4 groups :

1. The group of people who have just started the job -full
of enthusiasm
2. Group of apprentices - lack of willpower and carefulness
3. Group of people who have been trained - conservative.
4. Group of people has achieved many achievements -
independent
PART II
LEADERSHIP SKILLS

33
Kỹ năng
Katz, R. L. (1955). Skills of an effective administrator.
Harvard Business Review, 33(1), 33–42. [pp. 33–34]

◦ “a skill implies an ability which can be developed, not

necessarily inborn, and which is manifested in
performance, not merely in potential”

34
Cách tiếp cận 3 loại kỹ năng
Technical Skill

Human Skill

Conceptual Skill

35
36
Mô hình các kỹ năng
Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., &
Fleishman, E. A. (2000). Leadership skills for a changing
world: Solving complex social problems. The Leadership
Quarterly, 11(1), 11–35.
>> Kỹ năng & giải quyết vấn đề

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 LEADERSHIP SKILLS
SOLVING PROBLEM ANALYTICALY & CREATIVELY
Problem Definition

Problem
is an undesirable situation that needs to be solved
by developing and implementing
appropriate activities.
Problem Analysis
Problem Analysis
aims to identify the negative and limited aspects of
current situation that
needs to be changed and
formed a causal relationship
between problem and causes
Problem Analysis

Problem Tree
is an useful tool.
Problem Analysis - Problem Tree
Core Problem:
➢The most urgent
situation, needs to be
solved
➢Focus and cover the
present difficulties
➢To solve this problem will
also have to solve many
other problems (causes)
Problem Analysis - 5 Whys

WHY ? WHY ? WHY ? WHY ? WHY ?


Vấn đề

 

 Cause 
Methods for facilitating creative ideas - BSM

Brainstorming Method (BSM)

Creativity inherent in each person's

thinking
Creativity is the flash on the right brain that
pops up ideas”

(Harry Adler)
BSM is a method that relies on the
ability of the human brain to create creative
combinations of ideas.
Methods for facilitating creative ideas - BSM
➢Environment: Free, comfortable
➢Duration: about 15 minutes to 01 hour. Ideas are noted/
recorded (audio or video)
➢Evaluation method: give idea scores on a scale of 01 to 10.
➢Rules:
1. No limitation of quantity
2. Quantity before quality
3. No evaluation of ideas is permitted
4. No need to prove the correctness
Methods for facilitating creative ideas - BSM

❑ Process

✓Step 1: Choose a coordinator

✓Step 2: Choose the group that presents the ideas
✓Step 3: Choose a group that review the ideas
✓Step 4: The group in 2nd step works
✓Step 5: The group in 3rd step works
✓Step 6: Summarize evaluation
 Methods for facilitating creative ideas
Greenlighting Method
Greenlighting Method

A brainstorming skill that attracts all members to participate in the group work.

❑ Characteristics:
✓Attract all members to participate
✓Applies when the group has outstanding members and less active
members.
❑Method:
✓Paper, card, pen
✓Each person write down his or her own opinion
✓Members presents according to certain rules
❑Note:
✓Creating cooperation
✓No criticism
 A Model of Solving Problem

Step 1: Define the Problem, analyzing the Problem

Step 2: Generate Alternative Solutions
Step 3: Evaluate and Select Alternative Solutions
Step 4: Implement and Follow Up on the Solution
◦ Implement at proper time and in the right sequence
◦ Provide opportunities for feedback
◦ Establish ongoing monitoring system
◦ Evaluate based on problem solution
Copyright © 2016 Pearson Education, Inc. 3-
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PART III
TEAM ASSIGNMENT PRESENTATION

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