5 Leadership

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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



Equalize opportunity to participate



Stimulate critical thinking



Foster meeting-to-meeting improvement



Establish & Maintain Trust



Promote teamwork & cooperation

Indian Institute of Technology Madras

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