Management Science I
Dr. T. J. Kamalanabhan
MODULE 5 Leadership Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills
Theories of leadership •
Managers vs Leaders
•
Leadership defined
•
Trait Theories – Leaders vs non-leaders – Limitations: •
No universally accepted leadership traits
•
Explanation for weak situations only
•
Cause & effect confusion
•
Effectiveness ??
– Implications of trait approach
Indian Institute of Technology Madras
Management Science I
Dr. T. J. Kamalanabhan
Behavioral theories of leadership •
Implications of behavioral approach 1.
2.
3.
4. •
Ohio state studies: 9
Consideration
9
Initiating structure
University of Michigan studies: 9
Employee-oriented leader
9
Production-oriented leader
Managerial grid: (Blake & Mouton) 9
Concern for people
9
Concern for production
Scandinavian studies
Limitations of behavioral approach
Contingency theories of leadership •
Fiedler model: –
Leadership style : (identified through LPC)
–
Definition of situation
Indian Institute of Technology Madras
9
Leader-member relation
9
Task structure
9
Position power
Management Science I
•
Dr. T. J. Kamalanabhan
Hersey & Blanchard’s Theory(SLT): Follower
Leadership style
Unable, unwilling ………… ‘Telling’
•
Unable, willing ………….
‘Selling’
Able, unwilling …………..
‘Participating’
Able, willing
‘Delegating’
……………
Leader-Member Exchange theory (LMX) : – In-groups vs outgroups
•
Path-goal theory : 9 Directive leader 9 Supportive leader 9 Participative leader 9 Achievement-oriented leader – Contrast with Fiedler’s theory
Indian Institute of Technology Madras
Management Science I
Dr. T. J. Kamalanabhan
Environmental contingency factors (task structure, formal authority, etc.)
Leadership style
Outcomes (performance, satisfaction)
Subordinate factors (LOC, Experience, Perceived ability)
Indian Institute of Technology Madras
Management Science I
Dr. T. J. Kamalanabhan
Leader-participation model 9
Importance of decision
9
Obtaining follower commitment
9
Information base available
9
Problem structure
9
Follower commitment to autocratic decision
9
Commitment to organizational goals
9
Likelihood of conflict
9
Follower’s information availability
9
Time constraints
9
Cost considerations
Leadership styles •
Visionary
•
Coaching
•
Affiliative
•
Democratic
•
Pace-setting
•
Commanding
Indian Institute of Technology Madras
Management Science I
Dr. T. J. Kamalanabhan
Foundation of leadership •
A business that is well led will outperform a business that is well-managed
•
Leadership is about vision and emotion
•
Management is about reason and logic
•
Leaders think about goals and are active instead of reactive in shaping ideas
•
Managers act to limit choices - leaders develop fresh approaches to long-standing problems and open issues to new options
•
A manager is a problem solver - “what problems have to be solved and what are the best ways to achieve results?”
Key leadership skills •
Leader as completer
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Equalize opportunity to participate
•
Stimulate critical thinking
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Foster meeting-to-meeting improvement
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Establish & Maintain Trust
•
Promote teamwork & cooperation
Indian Institute of Technology Madras