leadership my ppt

8/4/2019 Leadership My Ppt

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Leadership


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What is Leadership Leadership is a process by which an executive can direct, guide

and influence the behavior and work of others towardsaccomplishment of specific goals in a given situation. Leadershipis the ability of a manager to induce the subordinates to work

with confidence and zeal. According to Keith Davis, Leadership is the ability to persuade

others to seek defined objectives enthusiastically. It is thehuman factor which binds a group together and motivates ittowards goals.

Features of Leadership It is a interpersonal process in which a manager is into

influencing and guiding workers towards attainment of goals. It denotes a few qualities to be present in a person which

includes intelligence, maturity and personality. A leader is involved in shaping and moulding the behavior of the

group towards accomplishment of organizational goals. Leadership is situation bound. There is no best style of

leadership. It all depends upon tackling with the situations.


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Importance Leadership is an important function of management which

helps to maximize efficiency and to achieve organizational

goals. The following points justify the importance ofleadership in a concern.

Initiates action- Leader is a person who starts the work bycommunicating the policies and plans to the subordinatesfrom where the work actually starts.

Motivation- A leader proves to be playing an incentive rolein the concerns working. He motivates the employees witheconomic and non-economic rewards and thereby gets the

work from the subordinates.

Providing guidance- A leader has to not only supervise butalso play a guiding role for the subordinates. Guidance heremeans instructing the subordinates the way they have toperform their work effectively and efficiently.Contd..,


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Creating confidence- Confidence is an important factor which can beachieved through expressing the work efforts to the subordinates,explaining them clearly their role and giving them guidelines to achievethe goals effectively. It is also important to hear the employees withregards to their complaints and problems.

Building morale- Morale denotes willing co-operation of theemployees towards their work and getting them into confidence andwinning their trust. A leader can be a morale booster by achieving fullco-operation so that they perform with best of their abilities as theywork to achieve goals.

Builds work environment- Management is getting things done frompeople. An efficient work environment helps in sound and stablegrowth. Therefore, human relations should be kept into mind by aleader. He should have personal contacts with employees and shouldlisten to their problems and solve them. He should treat employees onhumanitarian terms.

Co-ordination- Co-ordination can be achieved through reconcilingpersonal interests with organizational goals. This synchronization canbe achieved through proper and effective co-ordination which should beprimary motive of a leader.


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Role of a Leader Required at all levels

Representative of the organization

Integrates and reconciles the personal goals withorganizational goals

He solicits support

As a friend, philosopher and guide


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Qualities of a leader Physical appearance

Intelligence

Communicative skills Objective

Knowledge of work

Sense of responsibility

Self-confidence and will-power

Humanist

Empathy


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Leader Vs ManagerBasis Manager Leader

OriginA person becomes a managerby virtue of his position.

A person becomes a leader onbasis of his personal qualities.

Formal Rights

Manager has got formal rights

in an organization because of

his status.

Rights are not available to a

leader.

FollowersThe subordinates are the

followers of managers.

The group of employeeswhom the leaders leads are

his followers.

FunctionsA manager performs all five

functions of management.

Leader influences people to

work willingly for group

objectives.

NecessityA manager is very essential to

a concern.

A leader is required to create

cordial relation between

person working in and for

organization.

StabilityIt is more stable. Leadership is temporary.


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Basis Manager Leader

Mutual Relationship All managers are leaders. All leaders are not managers.

AccountabilityManager is accountable for selfand subordinates behaviour and

performance.

Leaders have no well defined

accountability.

ConcernA managers concern is

organizational goals.

A leaders concern is group

goals and members

satisfaction.

FollowersPeople follow manager by virtue

of job description.

People follow them on voluntary

basis.

Role continuation

A manager can continue in

office till he performs his duties

satisfactorily in congruence with

organizational goals.

A leader can maintain his

position only through day to day

wishes of followers.

Sanctions

Manager has command over

allocation and distribution of

sanctions.

A leader has command over

different sanctions and related

task records. These sanctions

are essentially of informal

nature.


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Leadership Theories

Theories

TraditionalTheories

TraitTheory

Group andExchange

Theory

BehavioralTheories

Ohio State

Studies

University ofMichigan studies

Scandinavianstudies

ContinuousTheory

Likerts foursystems

Managerial grid

Leadershipparticipation

model

Contingency /Situational Theories

Tannenbaumand SchimidtsLeadership

pattern

Fiedlerscontingency

theory

Path Goaltheory

Hersey andBlanchards Lifecycle approach

ModernTheories

CharismaticLeadership

Theory

Transformat

ionalLeadershipTheory


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Trait theory

Earliest approach

Identify great person from masses Certain traits = success/effectiveness As basic as height, complex as intelligence

Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from nonleaders

Leadership Traits: Extraversion,Conscientiousness,Openness

Limitations:

No universal traits found that predict leadership in all situations.

Unclear evidence of the cause and effect of relationship ofleadership and traits.

Better predictor of the appearance of leadership thandistinguishing effective and ineffective leaders


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Leader-Member Exchange (LMX) Theory

Leaders select certain followers to be in (favorites)

Based on competence and/or compatibility &similarity to leader

Exchanges with these In followers will be higherquality than with those who are Out

RESULT: In subordinates will have higher performanceratings, less turnover, and greater job satisfaction


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Behavioral theories

Theories proposing that specific behaviorsdifferentiate leaders from nonleaders

Behavioral theory:

Leadership behaviors can be taught.

Vs.

Trait theory:

Leaders are born, not made.


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Ohio State Studies/U. of Michigan

Initiating Structure/Production Orientation

Consideration/Employee Orientation

Assumption: Leaders can be trained Goal: Develop leaders

Problem: Effective behaviors do not generalize acrosssituations


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2007 Prentice Hall Inc. Allrights reserved.

Ohio State Studies

Initiating Structure

The extent to which a leader is likely to define andstructure his or her role and those of sub-ordinates in thesearch for goal attainment.

Consideration

The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respectfor subordinates ideas, and regard for their feelings.


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2007 Prentice Hall Inc. Allrights reserved.

University of Michigan Studies

Employee-Oriented Leader

Emphasizing interpersonal relations; taking apersonal interest in the needs of employees andaccepting individual differences among members.

Production-Oriented Leader

One who emphasizes technicalor task aspects of the job.


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Scandinavian studies

Leaders should exhibit development oriented behavior

in a developing world Leaders should be innovative, creative ,seek new and

challenging ideas,experiment,generate and implementchange


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Continuous theory of leadership

Lewin,Lippit and White have identified 3 basic stylesof leadership

Autocrat

Democrat

Laissez faire


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Likerts four systems

System 1:Exploitative authoritative

System 2:Benevolent authoritative- paternalistic

System 3:Consultative System 4: Participative


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The Managerial Grid(Blake and Mouton)

2007 Prentice Hall Inc. All rights reserved.

E X H I B I T

121


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1.1-Impoverished-laissez faire of management

9.1-Task - authoritarian 1.9-Country club- friendly transactios

9.9-Team-effective type of leadership

5.5-Middle road-moderate


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Leadership-participation model

It provides set of rules to determine the form and

amount of participative decision making in differentsituations

5 behaviors may be feasible in a given situation

Autocratic I-leader makes decision by himself

Autocratic II-leader obtains necessary informationfrom subordinates

Consultative I-leader shares problems with

subordinates one by oneseeking their ideas and hemakes final decision

Consultative II-leader shares problems withsubordinates as a group seeking their ideas and he

makes final decision


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CONTINGENCY THEORIES

All Consider the Situation

Fiedlers Contingency Model

Cognitive Resource Theory

Hersey and Blanchards Situational Leadership Model

Path Goal Theory

Assumptions underlying the different models:Fiedler: Leaders style is fixed

Others: Leaders style can and should be changed


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Fiedlers Contingency Model

Leader: Style is Fixed (Task oriented vs. Relationshiporiented)

Considers Situational Favorableness for Leader

Leader-member relations

Task structure Position power

Key Assumption

Leader must fit situation; options to accomplish this:

Select leader to fit situation

Change situation to fit leader


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Fiedlers Model: The Leader

Assumption: Leaders Style is Fixed & Can beMeasured by the Least Preferred Co-Worker (LPC)Questionnaire

Least Preferred Co-Worker (LPC) Questionnaire

The way in which a leader will evaluate a co-workerthat is not liked will indicate whether the leader is

task- or relationship-oriented.


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Fiedlers Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respectsubordinates have in their leader.

Task Structure

The degree to which the job assignments areprocedurized

Position Power Influence derived from ones formal structural position

in the organization; includes power to hire, fire,discipline, promote, and give salary increases.


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Fiedlers Model

E X H I B I T 122


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Contingency Approach: Hersey & Blanchard Situational Model

Considers Leader Behaviors (Task & Relationship) Assumes Leaders CAN change their behaviors

Considers Followers as the Situation Follower Task maturity (ability & experience)

Follower Psychological maturity (willingness to takeresponsibility)

Assumptions Leaders can and should change their style to fit their

followers degree of readiness (willingness and ability)

Therefore, it is possible to TRAIN leaders to better fittheir style to their followers.


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Hersey and Blanchards Situational Leadership

Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followersreadiness; the moreready the followers (the morewilling and able) the less the need for leader

support and supervision.

LOW Amount of Follower Readiness HIGH

Amount of LeaderSupport &

Supervision RequiredHIGH LOW


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Leadership Styles and Follower Readiness

(Hersey and Blanchard)

WillingUnwilling

Able

Unable Directive

High Taskand

RelationshipOrientations

Supportive

Participative

Monitoring

FollowerReadiness

LeadershipStyles


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Path-Goal Theory

Premise Leader must help followersattaining goals and reduceroadblocks to success

Leaders must change behaviors tofit the situation (environmentalcontingencies & subordinatecontingencies)


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The Path-Goal Theory

E X H I B I T 124


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Situational Leadership Theory

Hersey and Blanchard say the level of maturity of aworker plays a role in leadership behavior

Maturity consists of:

Job maturity talks-related abilities, skills andknowledge

Psychological maturity feelings of confidence,willingness and motivation

Follower readiness

Leader behavior


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Situational Leadership Theory


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Leadership styles

Based on amount of authority retained by the leader

Based on relative emphasis placed on the task to beperformed versus placed on people

Based on assumptions made by leader on people

Likerts four styles

Entrepreneual leadership styles



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Autocratic Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation

of staff May be valuable in some types of business where decisions need to

be made quickly and decisively

Participative:

Encourages decision makingfrom different perspectives leadership may be emphasisedthroughoutthe organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that

the decisionis correct

Free rein


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Free rein

Laissez-Faire: Let it be the leadership responsibilities

are shared by all

Can be very useful in businesses

where creative ideas are important Can be highly motivational,

as people have control over their working life

Can make coordination and decision making

time-consuming and lacking in overall direction Relies on good team work

Relies on good interpersonal relations


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Emphasis placed on the task to be performed

versus placed on people

High relation shipand low

taskSupporting style

High task and high

relationshipParticipative style

Low task and lowrelationship

Free Rein style

High task and lowrelationship

Autocratic

PeopleEmphasis

Task emphasis

LowHigh

High

l k d G id h


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Blake and Moutons Grid theory

leadership my ppt

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