leadership theories {hr}

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LEADERSHIP THEORIES

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UNIVERSALISTIC APPROACH(Trait, Behaviour, Relationships)

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A common understanding of leadership is todescribe its qualities such as charisma, intelligence,enthusiasm, courage etc.

While many of the "leaders" seemed to possessand exhibit some or many of these quality traits,the researchers could not find with certainty acommon set of traits that differentiated leadersfrom non-leaders and effective leaders fromthe ineffective

Trait Theory of Leadership

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• Stamina / Energy• Sociability / Relationship Skills• Intelligence / Knowledge• Self-Confidence / Enthusiasm• Education• Drive to Achieve• Persistence

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Drive - leaders have a relatively high desire for achievement; they are ambitious and possess a lot of energy; they are persistent and show initiative

Desire to lead - leaders have a strong desire to influence and lead others; they demonstrate a willingness to assume responsibility for their actions

Honesty and Integrity - leaders build trusting relationships between themselves and others; they are truthful and non-deceitful, and they show high consistency between word and deed


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Self-Confidence - leaders show self-confidence inorder to convince their followers of the rightness ofgoals and decisions.

Intelligence - leaders are intelligent enough togather, synthesize and interpret large volumes ofinformation; they are able to create visions, solveproblems and make correct decisions.


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Job-relevant knowledge - leaders have sufficientjob-related knowledge about the company andindustry; they make well-informed decisions andunderstand implications of such decisions.


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Traditional Leadership Styles

Autocratic

Benevolent (Paternalistic)

Consultative

Participative

Consensus-making

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C o n ce rn fo r P ro d u c tio n

Co

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rn f

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Peo

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L o w H ig h

H ig h

L o w

C o u n try C lu b(1 ,9 )

T ea m(9 ,9 )

Im p o v e r ish ed(1 ,1 )

T a sk(9 ,1 )

M id d le o fth e R o a d

(5 ,5 )

The Leadership Grid

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Managerial Factors

These are the manager's attitudes about control,delegation etc.

These may include factors such as personal valuesystem, trust and confidence etc.

Factors affecting Leadership Styles

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Subordinate Factors

These represent the degree to which subordinateswill trust and respect the manager and consequentlyare influenced by him.

These may include desire for independence andresponsibility, acceptance of uncertainty, interest,comprehension etc.


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Situational Factors

These include factors such as the type of theorganisation, nature of problem, effectiveness ofgroups, time pressures etc.


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CONTINGENCY APPROACH

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LEADER

FOLLOWER SITUATIONNEEDSMATURITYTRAININGCOHESION

TASKSTRUCTURESYSTEMSENVIRONMENT

STYLESTRAITSBEHAVIOURPOSITION

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According to Fred Fiedler (1967), effectivegroup performance depends on the propermatch between the leader's style of interactingwith employees and the degree to which thesituation gives control and influence to theleader.

Contingency Theory of Leadership

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Leader-member relationsDegrees of confidence, trust, and respectemployees have in their leader

Task structureThe degree to which a task is structured orunstructured

Position powerThe degree of influence a leader has over powervariables such as hiring, firing, discipline,promotions


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Task-oriented leaders are more effective when the situation is highly favourable or highly unfavourable.

Relationship-oriented leaders are more effective when the situation is moderately favourable.

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Situational Leadership model focuses on the followers.Since it is the followers who accept or reject a leader,the focus reflects the reality. Here, the emphasis is onhow a leader should adjust his leadership style inaccordance with the readiness (ability and willingness)of followers.

Situational Theory of Leadership

Paul Hersey & Kenneth Blanchard, 1988

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Readiness can be in four stages:

Stage 1 - follower both unable and unwilling

Stage 2 - follower unable but willing

Stage 3 - follower able but unwilling

Stage 4 - follower able and willing

Situational Leadership

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Low-Task / Low-Relationship (S4)

Turn over responsibility for decisions andimplementation

Low-Task / High-Relationship (S3)

Share Ideas and facilitate decision-making


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High-Task / High-Relationship (S2)

Explain decisions and provide support

High-Task / Low-Relationship (S1)

Provide specific instructions and monitorclosely


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The path-goal theory (Robert House, 1971) isderived from the belief that effective leadersclarify the path to help their followers get fromwhere they are to achieve their goals and makethe journey easier by reducing the roadblocksand hindrances.

Path-Goal Theory of Leadership

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Supportive Leadership

giving consideration to the needs of the followers; displaying concern for their welfare; creating friendly climate at the work place

Directive Leadership

letting followers know what they are expected to do; giving specific guidelines; scheduling and coordinating work


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Participative Leadership

consulting with followers; taking their opinions and suggestions

Achievement-Oriented Leadership

setting challenging goals and targets; emphasising excellence in performance; showing confidence


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Subordinate Characteristics

Ability - knowledge, skills, competence

Locus of Control - Internal and External

Needs - level of hierarchy of needs

SITUATIONAL CONTINGENCIES

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Task Structure

Structured –stressful, boring, tedious, repetitive

Unstructured –clarify goals, define expectations

SITUATIONAL CONTINGENCIES