Basic Approaches To Leadership

BASIC APPROACHES TO LEADERSHIP ABILITY TO INFLUENCE A GROUP TOWARD ACHIEVEMENT OF GOALS

BEHAVIORAL THEORIES   Ohio

State Studies

 University  The

of Michigan Studies

Managerial Grid

Trait and Behavioral Theories Together 

Leaders who display CONSIDERATION and STRUCTURING BEHAVIORS, do appear to be more Effective.

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Both types of theories should be Integrated: - Conscientious( Trait) leaders are more likely to be Structuring (Behavior) - Extraverted( Trait) leaders are more likely to be Considerate (Behavior)

Trait and Behavioral Theories Together  Apart

from both the Theories the Missing factor is the Consideration of Situational Factors that Influence Success and Failure.

 Both

the theories determine Effective and Ineffective Leaders but they do not Guarantee a leader’s Success.

CONTIGENCY THEORIES LINDA WACHNERCEO of Warnaco- an apparel companyshe was a Tough boss  Predicting a leader’s success is more complex. -What worked in 1990 did not work in 2000  Leadership effectiveness is dependant on the SITUATIONS  Several Approaches to Identifying key situational factors have proven more successful. 

CONTIGENCY THEORIES FEIDLER MODEL 

First contingency model for leadership It proposes that Effective Group Performance depend on the proper MATCH between the leader’s STYLE and Degree to which the SITUATION gives control to the leader

CONTIGENCY THEORIES

FEILDER MODEL Identifying Leadership Style 

Key factor in leadership success is individual’s basic leadership style

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In order to find basic leadership style he created LEAST PREFERRED COWORKER QUESTIONNAIRE -To know whether the person is Taskoriented or Relationship-oriented

CONTIGENCY THEORIES

FEIDLER MODEL 

LPC Questionnaire; contains sets of 16 contrasting Adjectives e.g., Efficient- Inefficient Supported- Hostile

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It asks respondents to describe the one person they least enjoyed working with by Rating him/her on a scale of 1 to 8 for each of the 16 sets of contrasting adjectives

CONTIGENCY THEORIES

FEILDER MODEL 

High LPC- the coworker is described in positive termsRespondent is Interested in personal Relations-- Relationship-oriented leader

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Low LPC- Negative termsRespondent is interested in Productivity-- Task-oriented leader

CONTIGENCY THEORIES

FEIDLER MODEL  Fiedler

considers that an individual’s leadership style is FIXED.  Situations- If situation requires a Task-oriented person but……….. DEFINING THE SITUATION 

TO MATCH THE LEADER WITH THE SITUATION

DEFINING THE SITUATION Three Contingency Dimensions that define the key situational factors that determine leadership Effectiveness: 1. Leader-member relations -The degree of Confidence, Trust, and Respect members have in their Leader (Good or Poor) 2. Task Structure The degree to which Job Assignments are Structured ( High or Low)

DEFINING THE SITUATION 3. Position Power The degree of Influence a leader has over power variables; Hiring, Firing, Discipline, Promotions, Salary increases (Strong or Weak) Next step is to Evaluate the Situation in terms of these three contingency variables A Leader has Highest level of control when he enjoys; Better leader-member relations Highly Structured Job Stronger Position Power

CONTIGENCY THEORIES

FEIDLER MODEL 

Information provided by LPC and the Assessment of three contingency dimensions leadership effectiveness can be determined

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TASK-ORIENTED leader perform best in Situations that are very Favorable or Unfavorable to them (Situations of High and Low Control) and RELATIONSHIP-ORIENTED perform best in Moderately Favorable Situations (Moderate Control Situations)

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CONTIGENCY THEORIES

FEILDER MODEL  Two

ways to improve leader effectiveness 1. Change the leader to FIT the Situation 2. Change the Situation to FIT the leader

-Restructuring the Tasks -Inc. or Decrease the Power

COGNITIVE RESOURSE THEORY 

Joe Garcia along with Fiedler Re conceptualized the original theory.

Role of Stress as a Form of situational Unfavorableness AND HOW  Intelligence and Experience Influence his/her Reaction to Stress 

COGNITIVE RESOURSE THEORY This theory describes that STRESS is the Enemy of Rationally  Importance of leader’s Intelligence and Experience to Effectiveness Differs under Low and High Stress Situations  Leader’s Intellectual Abilities Correlate Positively with Performance under Low Stress but Negatively under High Stress -So it is Level of Stress that determine whether Individual’s Intelligence or Experience will Contribute to Leadership Performance 

COGNITIVE RESOURSE THEORY  When

the Stress Level is Low and the Leader is Directive -Intelligence is important for his Effectiveness

 When

the Stress Level is High and the Leader is Non-directive -Intelligence is of little help

HERSEY and BLANCHARD’S SITUATIONAL THEORY 

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A Leadership model- Situational Leadership Theory It is a Contingency Theory that focuses on the FOLLOERS

LEADER-MEMBER EXCHANGE THEORY  Because

of Time Pressures leaders establish a special relationship with a small group of their FOLLOWERS; IN-GROUP and OUTGROUP

PATH-GOAL THEORY  Robert

House  It is a leader’s job to provide followers with the INFORMATION SUPPORT or Other Resources necessary for them to Achieve their Goals

LEADER-PARTICIPATION MODEL  Victor

Vroom and Philip Yetton  This model Related Leadership behavior and Participation in Decision Making.

ASIAN PERSPECTIVE