leadership m 4,c 2

8/2/2019 Leadership M 4,c 2

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Ranjana Dureja Faculty (LJMBA)

Approaches toApproaches toLeadershipLeadership


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LeadershipLeadership


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What Is Leadership?

The ability to influence a group

toward the achievement of goals


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What is leadership?What is leadership?

Leading people

Influencing people

Commanding people

Guiding people


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Trait TheoriesTrait Theories

What characteristics orWhat characteristics or traits make atraits make aperson a leaderperson a leader??

Great Man Theory: Individuals are bornGreat Man Theory: Individuals are born

either with or without the necessary traitseither with or without the necessary traitsfor leadershipfor leadership

Trait theories of leadership soughtTrait theories of leadership sought

personality, social, physical or intellectualpersonality, social, physical or intellectual

traitstraits that differentiate leaders from nonthat differentiate leaders from nonleadersleaders

Trait view has little analytical or predictiveTrait view has little analytical or predictive

valuevalue


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Trait Theories of LeadershipTrait Theories of Leadership

AmbitionAmbition

and Energyand EnergyDesireDesire

to Leadto Lead

Self-Self-

ConfidenceConfidenceHonestyHonesty

and Integrityand Integrity

IntelligenceIntelligenceJob-RelevantJob-Relevant

KnowledgeKnowledge


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Behavioral TheoriesBehavioral Theories

Ohio state studiesOhio state studies::Initiating structure (task or goal orientation) vsInitiating structure (task or goal orientation) vs

Consideration (recognition of individual needs andConsideration (recognition of individual needs and

relationships)relationships)

University of Michigan studies:University of Michigan studies:

Employee oriented ( genuine concern for people)Employee oriented ( genuine concern for people)

Production oriented genuine concern for task)Production oriented genuine concern for task)


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Behavioral Theoriesehavioral TheoriesOhio Statehio State

Employee-Orientationmployee-OrientationProduction-Orientationroduction-Orientation

University ofniversity ofMichiganichigan

Initiating Structurenitiating StructureConsiderationonsideration


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Development-Orientedevelopment-OrientedLeadershipeadershipSeekingSeeking

New IdeasNew IdeasGeneratingGenerating

ExperimentsExperiments

PromotingPromoting

ChangeChange


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Managers Vs LeadersManagers Vs Leaders

Manager CharacteristicsManager Characteristics

AdministersAdministers

A copyA copy

MaintainsMaintains

Focuses on systems andFocuses on systems and

structuresstructures Relies on controlRelies on control

Short range viewShort range view

Asks how and whenAsks how and when

Eye on bottom lineEye on bottom line

ImitatesImitates

Accepts the status quoAccepts the status quo

Classic good soldiersClassic good soldiers

Does things rightDoes things right

Leader Characteristics Innovates An original Develops Focuses on people

Inspires trust Long range perspective Asks what and why Eye on horizon Originates

Challenges the status quo Own person Does the right thing


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The Managerial GridThe Managerial Grid

1,9

Country club managementThoughtful attention needs of peoplefor satisfying relationships leads to

A comfortable, friendly organization

atmosphere and work tempo

9,9

Team managementWork accomplishment is from

committed people, interdependencethrough a common stake in organization

purpose leads to relationship

of trust and respect

1,1Impoverished ManagementExertion of minimum effort to get

required work done is appropriate

to sustain organization membership

5,5Organization Man ManagementAdequate organization performance

possible through balancing the necessity to

get out work with maintaining

morale of the people at a satisfactory level9,1

Authority-ObedienceEfficiency in operations results

from arranging conditions of

work in such a way that human

elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for production

Low High

Low

High

Concernfor

people


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Fiedler ContingencyFiedler Contingency

ModelModel Effective groups depend upon a properEffective groups depend upon a proper

match between a leader's style ofmatch between a leader's style of

interacting with subordinates and theinteracting with subordinates and the

degree to which the situation gives controldegree to which the situation gives controland influence to the leaderand influence to the leader

LPC measures task- or relationship-LPC measures task- or relationship-

oriented leadership style ( think of all theoriented leadership style ( think of all the

coworkers you have ever had and describecoworkers you have ever had and describeone person youone person you least enjoyedleast enjoyedworkingworking

with)with)


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Fiedler-Defining theFiedler-Defining the

situationsituation After the individual's basic leadership styleAfter the individual's basic leadership style

has been assessed through the LPC, it ishas been assessed through the LPC, it isnecessary to match the leader with thenecessary to match the leader with thesituationsituation

Leader member relationsLeader member relations -the degree of-the degree ofconfidence, trust, and respectconfidence, trust, and respectsubordinates have on their leadersubordinates have on their leader

Task structureTask structure -the degree to which task-the degree to which taskassignments are procedurizedassignments are procedurized Position powerPosition power-influence derived from-influence derived from

one's formal structural position in theone's formal structural position in the

organizationorganization


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Findings of the Fiedler ModelFindings of the Fiedler Model

Category

Leader-

MemberRelations

Task

Structure

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

High

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VII

Poor

Low

Weak

Good

Poor

Performance Relationship-Oriented

Task-Oriented

Favorable Moderate Unfavorable


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SituationalLeadership Theory (Hersey &

Blanchard)

Able and Willing Let Followers Perform

Able and Unwilling Support & Participation

Unable and Willing High Task Orientation

Unable and Unwilling Clear, Specific Directions

Readinessof Followers Behaviorof Leaders


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Path Goal TheoryPath Goal Theory

Environmental Contingency Factors Task Structure Formal authority system Work Group

Subordinate contingency factorsLocus of controlExperiencePerceived ability

OutcomesPerformanceSatisfaction

Leader BehaviorDirectiveSupportiveParticipativeAchievement -oriented


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Leader-Member Exchange Model

PersonalPersonal

CompatibilityCompatibility

and/orand/or

SubordinateSubordinate

CompetenceCompetence

LeaderLeader

SubordinateSubordinateAA

SubordinateSubordinateBB

SubordinateSubordinateCC

In-Group

SubordinateSubordinateDD

SubordinateSubordinateEE

SubordinateSubordinateFF

Out-Group

Trust HighInteractions

FormalRelations


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Charismatic LeadershipCharismatic LeadershipKey Characteristics of Charismatic leadersKey Characteristics of Charismatic leaders

Self Confidence-Self Confidence- They have complete confidence in their judgmentThey have complete confidence in their judgment

and ability.and ability.A vision-A vision- This is an idealized goal that proposes a future better thanThis is an idealized goal that proposes a future better than

the status quo. The greater the disparity between idealized goalthe status quo. The greater the disparity between idealized goal

and the status quo, the more likely that followers will attributeand the status quo, the more likely that followers will attribute

extraordinary vision to the leader.extraordinary vision to the leader.

Ability to articulate the vision-Ability to articulate the vision- They are able to clarify and state theThey are able to clarify and state the

vision in terms that are understandable to others. This articulationvision in terms that are understandable to others. This articulationdemonstrates an understanding of the followers needs and,demonstrates an understanding of the followers needs and,

hence acts as a motivating force.hence acts as a motivating force.

Strong convictions about vision-Strong convictions about vision- Charismatic leaders are perceivedCharismatic leaders are perceived

as being strongly committed, and willing to take on high personalas being strongly committed, and willing to take on high personal

risk, incur high costs, and engage in self-sacrifice to achieve theirrisk, incur high costs, and engage in self-sacrifice to achieve their

vision.vision.

Behavior that is out of the ordinary-Behavior that is out of the ordinary- Those with charisma engageThose with charisma engage

in behavior that is perceived as being novel, unconventional, andin behavior that is perceived as being novel, unconventional, and

counter to norms. When successful , these behaviors evokecounter to norms. When successful , these behaviors evoke

surprise and admiration in followers.surprise and admiration in followers.

Perceived as being a change agent-Perceived as being a change agent- Charismatic leaders areCharismatic leaders areerceived as a ents of radical chan e rather than as caretakers oferceived as a ents of radical chan e rather than as caretakers of


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CharismaticharismaticLeaderseaders

Vision and ArticulationVision and Articulation

Personal RiskPersonal Risk

Sensitivity to EnvironmentSensitivity to Environment

Sensitivity to FollowersSensitivity to Followers

Unconventional BehaviorUnconventional Behavior


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TransactionalransactionalLeadershipeadershipTransactionalransactionalLeadershipeadership

Contingent reward

Laissez-Faire

Management by exception (passive)

Management by exception (active)


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TransformationalransformationalLeadershipeadershipTransformationalransformational

Leadershipeadership Charisma

Inspiration

Intellectual stimulation

Individualized consideration


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Transactional vs TransformationalTransactional vs Transformational

leadersleadersCharacteristics of Transactional andCharacteristics of Transactional and

transformational leaderstransformational leaders

Transactional LeadersTransactional Leaders

Contingent Reward: Contracts exchange of rewards for effort,Contingent Reward: Contracts exchange of rewards for effort,

promises rewards for good performance, recognizespromises rewards for good performance, recognizes

accomplishmentaccomplishment

Management by exception (active): Watches and searches forManagement by exception (active): Watches and searches fordeviations from rules and standards, takes corrective action.deviations from rules and standards, takes corrective action.

Management by exception (passive): Intervenes only if standards areManagement by exception (passive): Intervenes only if standards are

not metnot met

Laissez faire: Abdicates responsibilities, avoids making decisionsLaissez faire: Abdicates responsibilities, avoids making decisions

Transformational LeadersTransformational Leaders

CharismaCharisma : Provides vision and sense of mission, instills pride, gains: Provides vision and sense of mission, instills pride, gains

respect trust.respect trust.

Inspiration:Inspiration: Communicates high expectations, uses symbols to focusCommunicates high expectations, uses symbols to focus

efforts, expresses important purposes in simple ways.efforts, expresses important purposes in simple ways.

Intellectual StimulationsIntellectual Stimulations: Promotes intelligence, rationality, and: Promotes intelligence, rationality, and


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Leader- participation model

Provides set of rules to determineform & amount of participative

decision making in differentsituations

Given by Yetton & Vroom


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Contingency Variables in the RevisedLeader-Participation Model

Importance of the decision

Importance of subordinate commitment

Whether leader has enough information

The structural nature of the problem

Acceptability of autocratic decisions

Commitment of subordinates to the

organization


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Contingency Variables in the RevisedLeader-Participation Model

Subordinates opinions about alternatives

Knowledge level of subordinates

Time constraints on involvement of

subordinates

Cost of arranging for subordinates to meet

Time constraints on making a decision

Importance of participation


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Leadership StylesLeadership Styles

DelegatingDelegating Low relationship/Low relationship/

low tasklow task

ResponsibilityResponsibility WillingWilling

employeesemployees

ParticipatingParticipating HighHigh

relationship/ lowrelationship/ low

tasktask

SellingSelling High task/highHigh task/high

relationshiprelationship

Explain decisionsExplain decisions Willing butWilling but

unableunable

TellingTelling High Task/LowHigh Task/Low


ProvideProvide


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Substitutes and Neutralizers for Leadership

Defining

Characteristics

Relationship-

Oriented Leadership

Task-

Oriented Leadership

Individual

Experience/training

Professionalism

Indifference to rewardsJob

Highly structured task

Provides own feedback

Intrinsically satisfying

OrganizationExplicit formal goals

Rigid rules & procedures

Cohesive work groups

No effect

Substitutes

Neutralizes

No effect

No effect

Substitutes

No effect

No effect

Substitutes

Substitutes

Substitutes

Neutralizes

Substitutes

Substitutes

No effect

Substitutes

Substitutes

Substitutes


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The Activities of Successful & EffectiveThe Activities of Successful & Effective

leadersleaders

Type of Activity Description categoriesDerived from free Observation

Interacting with outsiders

Traditional Management

Networking

Human Resource Management

Exchange Information

Handling paperwork

Planning

Decision Making

Controlling

Routine Communication

Socializing /Politicking

Motivating/Reinforcing

Disciplining/Punishing

Managing conflict

staffing

Training/Developing


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What skills do leaders need?What skills do leaders need? Personal SkillsPersonal Skills

1.Developing

Self-awareness

3. Solving

Problems

creatively

2.Managingstress

Determining values

and prioritiesIdentifying cognitive styleAssessing attitude toward change

Coping with stressors

Managing timeDelegating

Using the rational approachUsing the creative approachFostering innovation in others


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InterpersonalInterpersonal

SkillsSkills

4. Communication

supportively

5. Gaining power

and influences

7. Management

conflict

6. Motivating others

Gaining powerExercise influenceEmpowering others

CoachingCounselingListening

Identifying causesSelecting appropriate strategiesResolving confrontations

Diagnosing poor performanceCreating a motivating environmentRewarding accomplishment


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Extend

the Vision

Livethe VisionExpressthe Vision

Visionary Leadership


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Leadership StylesLeadership Styles

DelegatingDelegating Low relationship/Low relationship/

low tasklow task

ResponsibilityResponsibility WillingWilling

employeesemployees

ParticipatingParticipating HighHigh

relationship/ lowrelationship/ low

tasktask

FacilitateFacilitate

SellingSelling High task/highHigh task/high


Explain decisionsExplain decisions Willing butWilling but

unableunable

TellingTelling High Task/LowHigh Task/Low


ProvideProvide

instructioninstruction

Contemporary Issues


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Contemporary Issuesin Leadership

Emotional intelligence

Team leadership

Moral leadership

Cross-cultural leadership

Mentoring

Self leadership

Online leadership


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What Is Trust?What Is Trust?

Positive expectationPositive expectation

That another will not That another will not

Through words, actions or decisionsThrough words, actions or decisions Act opportunisticallyAct opportunistically


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Dimensions of trust

Integrity

Competence

Consistency

Loyalty

Openness


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R j D j F lt (LJMBA)

DeterrenceDeterrence

BasedBased

KnowledgeKnowledge

BasedBased

IdentificationIdentification

BasedBased

Three Types of Trusthree Types of Trust

leadership m 4,c 2

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