Chapter Twelve

CHAPTER TWELVE

LEADERSHIP

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DEFINITION: LEADERSHIP Mc Shane & Von Glinow Leadership is the process of influencing people and providing an environment for them to achieve team or organizational objectives.

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DEFINITION: LEADERSHIP Hellriegel, Slocum & woodman Leadership is the process of developing ideas and vision, living by values that support those ideas and vision, influencing others to influence them in their own behaviours, and making hard decisions about people and other resources. UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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LEADER AND MANAGER COMPARISION

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THEORIES OF LEADERSHIP 1. 2.

Trait theories Behavioural theories a). OHIO state studies b). University of Michigan Studies c). Blake & Mouton- Managerial Grid d). Scandinavian studies

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Contingency theories a). Fiedler Model b). Hersey & Blanchard’s-SLT c). Leader-member exchange memory d). Path Goal theory e). Vroom- Yetton (Jago) Model UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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TRAIT THEORIES OF LEADERSHIP Theories that sought personality, social, physical or intellectual traits that differentiated leaders from non leaders. Six traits of leader differ from non leaders: ambition& energy; the desire to lead; honesty& integrity; self confidence & intelligence; and job-relevant knowledge.

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OHIO STATE STUDIES 

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Initiating structure- the extent to which a leader is likely to define and structure his role and subordinate goals in search for goal attainment. Consideration- the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings. UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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UNIVERSITY OF MICHIGAN STUDIES

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Employee oriented leader: one who emphasises interpersonal relations.

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Production oriented leader: one who emphasises technical or task aspects of the job. UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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MANAGERIAL GRID

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SCANDENAVION STUDIES 

Added an independent third dimension: Development oriented leader One who values: experimentation, seeking new ideas, and generating and implementing change. UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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FIELDER MODEL

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SITUTIONAL LEADERSHIP THEORY

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LEADER MEMBER EXCHANGE THEORY

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PATH GOAL THEORY

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VROOM & JAGO MODEL

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LEADERSHIP STYLE A style of leadership is a reliability enduring set of behaviours which is characteristic of the individual regardless of the situation.  Autocratic or Dictatorial  Democratic or Participative  Laissez faire or Free reign

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CHARISMATIC LEADERSHIP

Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours.

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QUALITIES OF CHARISMATIC LEADERS     

Have a vision Willing to take risks to achieve vision Sensitive to environmental constraints Sensitive to follower needs Exhibit behaviours out of ordinary

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CAN CHARISMA BE LEARNED 1. 2.

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Develop aura of Charisma Use passion as a catalyst to generate enthusiasm Bring out followers potentials by tapping their emotions

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TRANSACTIONAL LEADERSHIP Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

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TRANSFORMATIONAL LEADERSHIP A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a vision for the organization or work unit, and inspiring employees to serve for that vision. UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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CHARISMATIC Vs. TRANSFORMATIONAL LEADERSHIP Charisma is the form of interpersonal attraction whereby followers develop respect for and trust in charismatic individuals. Transformational is mainly about behaviours that people use to lead the change process. UGC/TRIEA/UNOM/DOMS/PTS OB/L12/S

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CONCLUSION Leadership quality is an important soft skill which management graduates must develop.

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