PLAN OF ACTION

• Team Exercise

• Case Study –

Article discussion – Some leaders are born women

Leadership is the capacity to translate vision into reality

Warren Bennis

What Is Leadership?Leadership

The ability to influence a group toward the achievement of goals.

Management

Use of authority inherent in designated formal rank to obtain compliance from organizational members.

Leaders in India v/s West

India Westan effective leader

• Who develops organization who develops people

• employs people to achieve organ success he develops people to achieve

• organ goals

• more closer to entrepreneurial role people orientation concerned

with leader effectiveness

• in group the relationship is task oriented in group it is people oriented

Trait Theories

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Traits Theories of Leadership

Theories that consider personal qualities & characteristics that , differentiate leaders from nonleaders.

The search for personality, social, physical or intellectual attributes that describe leaders from non leaders.

Trait Theories

LimitationsLimitations::

• No universal traits found that predict leadership in all No universal traits found that predict leadership in all situations.situations.

• Traits predict behavior better in “weak” than “strong” Traits predict behavior better in “weak” than “strong” situations.situations.

• Better predictor of the appearance of leadership than Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.distinguishing effective and ineffective leaders.

LimitationsLimitations::

• No universal traits found that predict leadership in all No universal traits found that predict leadership in all situations.situations.

• Traits predict behavior better in “weak” than “strong” Traits predict behavior better in “weak” than “strong” situations.situations.

• Better predictor of the appearance of leadership than Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.distinguishing effective and ineffective leaders.

Behavioral Theories

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders.

Ohio State Studies 1940s• Researchers sought to identify 1000 dimensions of

leader behaviour which they narrowed down the list to two categories

• They called the dimensions as initiating structure and consideration

• Initiating structure – the extent to which the a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

• Consideration – the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees as equals.

University of Michigan Studies

Production-Oriented Leader

One who emphasizes technical or task aspects of the job.

Low productivity and lower job satisfaction

Employee-Oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

The research strongly favoured leaders who were employee oriented in their behaviour.

Therefore higher productivity and higher job satisfaction

The Managerial Grid

(Blake and Mouton)

E X H I B I T 11–1E X H I B I T 11–1

Scandinavian Studies • Researchers in Finland and Sweden began

reassessing whether there are only two dimensions that capture the essence of leadership behaviour.

• Their basic premise is that in a changing world effective leaders would exhibit development oriented behaviour

• Considering the earlier approaches these researchers felt that this dimension existed and is necessary in 21 st century.

Contingency TheoriesFiedler’s Contingency Model

The theory states that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person is task- or relationship-oriented.

Fiedler’s Model: Defining the Situation

Leader-Member Relations

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

Position Power

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments are procedurized.

Findings from Fiedler Model

E X H I B I T 11–2E X H I B I T 11–2

Difference between leaders & Managers

Leaders Managers

Innovate Administer

Develop Maintain

Inspire Control

Long Term View Short term view

Ask what and why Ask, how and when

Originate Initiate

Challenge the status quo

Accept the status quo

Do the right things Do Things right

Different Styles of Leadership • Autocratic leadership • Bureaucratic leadership • Charismatic leadership • Democratic leadership or Participative

leadership • Laissez-faire leadership • People-oriented leadership or Relations-

Oriented leadership • Servant leadership • Task-oriented leadership • Transactional leadership • Transformational leadership

Traits of Exceptional Leaders • An outside in perspective – Eg Dell computer which puts the

customer at the very center• An evangelical leadership gene Eg – Lou Gerstner IBM had this

trait in shifting companies mindset he was intensely focused on restoring outside in perspective

• Understands the critical role of culture Eg- Michael Dell had the performance oriented culture suggesting that if you don’t perform at Dell go somewhere else Eg- Sam Walton had family oriented culture in Wal Mart

• Creates next generation products , processes or solutions EG- This is in alignment with the vision, Bill Gates had anticipated the market for sofware , Sam Walton realised the tremendous potential of Walmart in 1962

• Implements the best ideas regardless of origin Eg Sam Walton ,went into the competitors stores to emulate the best practices, IBM &GE ran into the trouble when their managers stopped searching outside the company for answers

• Advances the leadership body of knowledge

POA • Popular concept of viewing leaders as coaches. • Visit http://www.coachu.com- an organization specializes in training

coaches as managers.• Look at international coaching federation

http://www.coachfederation.com find out the answers• Would you like to be led by a coach as these organizations define.

What would be the advantages and disadvantages of viewing leaders this way ?

• Based on your own leadership style, would you make a good coach ? Why or why not ?

• Discuss a situation in which a coaching approach to leadership is particularly effective. What would be a situation where a coaching approach would seem to be ineffective ?

Leadership Questionnaire & Style of Leadership can be predicted

Small - Case Study

Cognitive Resource Theory

Research Support:

• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.

• Less experienced people perform better in leadership roles under low stress than do more experienced people.

Research Support:

• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.

• Less experienced people perform better in leadership roles under low stress than do more experienced people.

Cognitive Resource Theory- reconceptualized by Fiedler Joe Garcia

A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.

Hersey and Blanchard’s Situational Leadership Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followers’ readiness.

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

Follower readiness: ability and willingness

Follower readiness: ability and willingness

Unable andUnable andUnwillingUnwilling

Unable butUnable butWillingWilling

Able andAble andWillingWilling

DirectiveDirectiveHigh Task and Relationship High Task and Relationship

OrientationsOrientationsSupportive Supportive

Participative Participative

Able andAble andUnwillingUnwilling

MonitoringMonitoring

Leadership Styles and Follower Readiness

(Hersey and Blanchard)

WillingUnwilling

Able

Unable DirectiveDirective

High TaskHigh Taskand and

Relationship Relationship OrientationsOrientations

Supportive Supportive Participative Participative MonitoringMonitoring

Follower Readiness

LeadershipLeadershipStylesStyles

Leader–Member Exchange Theory

Leader-Member Exchange (LMX) Theory

Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Leader-Member Exchange Theory

Path-Goal TheoryPath-Goal Theory

The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

The Path-Goal Theory

E X H I B I T 11–4E X H I B I T 11–4

Leader-Participation ModelLeader-Participation Model (Vroom and Yetton)

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

It was a decision tree having 7 contingency variables with 5 leadership styles.

The leadership model is now revised to 11 contingency variables.

The model however, fails to have stress,

Intelligence and experience in this.

Contingency Variables in the Revised Leader-Participation Model

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision

3. Whether the leader has sufficient information to make a good decision

4. How well structured the problem is

5. Whether an autocratic decision would receive follower commitment

6. Whether followers “buy into” the organization’s goals

7. Whether there is likely to be conflict among followers over solution alternatives

8. Whether followers have the necessary information to make a good decision

9. Time constraints on the leader that may limit follower involvement

10. Whether costs to bring geographically dispersed members together is justified

11. Importance to the leader of minimizing the time it takes to make the decision

12. Importance of using participation as a tool for developing follower decision skills

Deeds for leaders • Vivah or marriage – between the king & kingdom

(leader and organization ).In the absence of this a man is not a leader just an employee doing a job that gives him salary and status. Don’t expect him to be proactive ,creative or enthusiastic

• Rajsuya – One has to prove tangible achievement and has to be accepted by peer group.

• Abhishek – public bathing was transformational ritual Eg- a field sales manager sent to his headquarters without any attempt by the management to ceremonially crown him king in front of those he is supposed to manage

»Article from corporate doisser last Wednesday.s

Deeds for leaders

• Dharma – his vision and how he expects to achieve or realise this vision.

• Varna – station in the organization and ashrama or stage in the employee

• Varana –dharma – means defining the roles and rights and the responsibilities of every employee

• Ashrama –dharma – knowing which member of the organization is in which stage of his job or his career – learning stage or retiring stage

Deeds for Leaders

• Ashwamedh yagna – this helped the kind identify who submitted themselves to him and who challenged

• Eg- PPT- horse, excel sheet with all the search data justifying the nos –army,

• Digvijay means conquest of the sky or the directions. In corporate world the king must travel through different departments and ensure he is seen and heard and to assert his authority and to tell where he plans to go from here.

• Vajpeya - a yagna of regeneration. To make the head roll to tell the world who is the boss