Ch4-Leadership.pptx

7/29/2019 Ch4-Leadership.pptx

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Leadership


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Leadership

Ability to influence a group toward the achievement of goals.

The source of this influence may be formal, such as that provided

by the possession of managerial rank in an organization.

Not all leaders are managers; nor, are all managers leaders.

Leaders can emerge from within a group as well as by formalappointment to lead a group.


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Trait Theories

Theories thot sought personality, social, physical, or intellectualtraits that differentiated leaders from a non leader.

Multiple studies done to identify various traits of a leader alongwith an analysis if linking leadership traits with famous

personalities who were then in leadership roles.

6 traits on which leaders tend to differ from non-leaders areambition and energy, the desire to lead, honesty and integrity, self

confidence, intelligence, and job-relevant knowledge.

Some traits increase the likelihood of success as a leader, but noneof the traits guarantee success.


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Limitations of Trait Theories

It overlooks the needs of followers, it generally fails

to clarify the relative importance of various traits, it

doesn't separate cause from effect (for example, are

leaders self-confident or does success as a leaderbuild self-confidence), and it ignores situational

factors.


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Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders

from non-leaders.

The difference between trait and behavioral theories, in terms of

application, lies in their underlying assumptions:

By the trait research, it would have provided a basis for selecting the right

person as a leader. In contrast, by behavioral studies, we could train people

to be leaders.

If trait theories were valid, then leadership is basically inborn: You either

have it or you don't. On the other hand, if there were specific behaviors that

identified leaders, then we could leach leadership.


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1. Ohio State Studies

Research conducted in Ohio State University in late 1940s.

Researchers identified independent dimensions of leader behavior:

Initiating Structure Behavior that attempts to organize work, work

relationships and goals.

Consideration - A leader is likely to have job relationships that arecharacterized by mutual trust, respect for subordinates ideas, andregard for their feelings.

High IS High C

High IS Low C

Low ISHigh C

Low ISLow C


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2. University of Michigan Studies

2 dimensions of Leadership:

Employee Oriented Emphasizes interpersonal relations

Production Oriented Emphasizes task accomplishments

High EO Low PO

Low EO High PO

Productivity Vs Job Satisfaction


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3. Blake & MoutonManagerial Grid

2 Dimensions of

leadership in a 9x9

matrix:

Concern for People

Concern for

Production


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Contingency Theories

Predicting of leadership success was more complex

than isolating a few traits or preferable behaviors.

The failure to obtain consistent results led to a focuson situational influences. The relationship between

leadership style and effectiveness suggested that

under condition a, style x would be appropriate

whereas styley would be more suitable for conditionb, and style z for condition L.


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Fiedlers Contingency Model

Effective group performance depends on the proper match

between the leader's style of interacting with his or her

subordinates and the degree to which the situation gives control

and influence to the leader.

Fiedler'developed an instrument, which he called the least

preferred coworker (LPC) questionnaire, that purports to measure

whether a person is task or relationship oriented. Further, he

isolated three situational criterias: leader-member relations, task

structure, and position power-that he believes can be manipulatedso as to create the proper match with the behavioral orientation of

the leader.


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Identifying Leadership Style Administered 16 contrast questions for the LPC

of the respondent. High LPC reflected relationship orientation with favorable

responses, Low LPC reflected task orientation.

Defining the Situation matching of leader to situation by:

Leader-member relations: The degree of confidence, trust, and respect

subordinates have in their leader.

Task structure: The degree to which the job assignments are procedurized

(that is, structured or unstructured).

Position power: The degree of influence a leader has over power variablessuch as hiring, firing, discipline, promotions, and salary increases.

8 Situational Categories - High / Low (LMR, TS, PP)


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Hersey-Blanchard Situational Theory

By Paul Hersey andKen Blanchard

Focuses on followers

R1 Unable/Unwilling

R2 Unable/Willing

R3 Able/Unwilling

R4 Able / Willing


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Leader-member Exchange Theory (LMX)

Ingroup Out-group concept

Because of time pressures, leaders' establish a special relationshipwith a small group of their subordinates.

These individuals make up the in-group, they are trusted, get adisproportionate amount of the leader's attention, and are morelikely to receive special privileges, lead to more job satsfaction and

better performance outcomes.

Other subordinates fall into the out-group. They get less of theleader's time, fewer of the preferred rewards that the leadercontrols, and have superior-subordinate relations based on formalauthority interactions.


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Path-goal Theory

A leader's behavior is acceptable to subordinates to the degreethat it is viewed by them as an immediate source of satisfaction or

as a means of future satisfaction.

Aleader's behavior is motivational to the degree it (1) makessubordinate need satisfaction contingent on effective performance,

and (2) provides the coaching, guidance, support, and rewards that

are necessary for effective performance.

Directive Leader / Supportive Leader / Participative Leader /

Achievement Oriented Leader.


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Directive leadership leads to greater satisfaction when tasks are ambiguous orstressful.

Supportive leadership results in high employee performance and satisfactionwhen subordinates are performing structured tasks.

Directive leadership is likely to be perceived as redundant among subordinateswith considerable work experience.

The more clear and bureaucratic the formal authority relationships, the more

leaders should exhibit supportive behavior and deemphasize directivebehavior.

Directive leadership will lead to higher employee satisfaction when there issubstantive conflict within a work group.

Subordinates with an internal locus of control will be more satisfied with aparticipative style while subordinates with an external locus of control will bemore satisfied with a directive style.

Achievement-oriented leadership will increase subordinates' expectancies that

effort will lead to high performance when tasks are ambiguously structured.


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Recent Approaches to Leadership

Attribution Theory - People explain organisational outcomes by characterizing

leaders as having such traits as intelligence, outgoing personality, strong verbalskills, aggressiveness, understanding, and industriousness.

Charismatic Leadership Theory - Followers make attributions of heroic or

extraordinary leadership abilities when they observe certain behaviors

influencing followers by articulating an appealing vision, confidentcommunication and belief in self sacrifice.

Transactional Vs Transformational Leader Guide, motivate individuals

towards the goal Vs one who provides individualized consideration and

intellectual simulation, and who possess charisma.


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Leadership Styles

Autocratic LeaderDominating, directive, commanding, least concern for

people and their feelings.

Participative LeaderSupportive and also involves himself/herself into the

task, consultative, invites others views and makes suggestions.

Laissez faire LeaderAvoids using power, leaves the group to take their

own decisions, non directive, gives the group complete freedom of

operation.

Paternalistic LeaderFatherly figure, spoon-feeds members, hand holds

people, resolves crisis situations on behalf of the team members, never

allows people to face challenges and develop on their own.


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Leadership Skills

Human Skills empathy, objectivity, communicative, teaching

skills and social skills.

Conceptual Skills knowledge about the company,competitors, strategies and execution plans.

Technical Skills Competency of doing the job well through

education and experience.

Personal Skills Intelligence, IPR, Emotional intelligence,

Personal motivation, flexible, optimistic. Broad mindedness.


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Functions of a Leader

Co-ordination

Leading

Planning & organizing

Directing Controlling

Decision making

Execution excellence

Motivation

Employee job satisfaction

Good Team work

Arbitrators

Documents

Ch4-Leadership.pptx