Leadership -applied Theory

LEADERSHIP

LEARNING OBJECTIVE What do leaders do? How leadership is established? What types of people become good leaders? How leaders adapt their behavior to each situation? Skills essential for effective leadership? How leaders use power & influence?

LEADERSHIP is different from management Leadership complements management; it doesn't replace it. Management is about coping with complexity-Leadership is about coping with change Management involves planning & budgeting,organizing & staffing; Leadership is about setting direction & aligning people

LEADERSHIP is different from management Management ensures plan accomplishment by controlling & problem solving ( pushing in the right direction)while leadership requires motivating & inspiring(satisfying needs &drives). Leadership needs to create challenging opportunities.

WHAT DO LEADERS DO? Initiate ideas Set goals Organise & structure work make decisions Solve problems Generate enthusiasm Train & develop employee skills

Communicate formally with subordinates Informally interact with subordinates Stand up for & support subordinates Take responsibility Develop group atmosphere Reward & punish subordinates

SPECIFIC LEADER SKILLS ORGANISING ANALYSIS & DECISION MAKING PLNNING COMMUNICATION DELEGATION WORK HABITS CAREFULNESS INTER PERSONAL SKILLS

JOB KNOWLEDGE ORGANISATIONAL KNOWLEDGE TOUGHNESS INTEGRITY DEVELOPMENT TO OTHERS LISTENING

WHAT MAKES A LEADER? Leadership through PERSONALITY & BEHAVIOR Leadership through PERFORMANCE SITUATIONAL LEADERHIP Leadership through SUBORDINATE RELATIONSHIPS Leadership through DECISION MAKING Leadership through CONTACT Leadership through POWER Leadership through VISION Leadership through INFLUENCE

TRUSTWORTHINESS TOPS THE LIST “INTEGRITY IS HONESTYCARRIED THROUGH THE FIBRES OF THE BEING AND THE WHOLE MIND, INTO THOUGHT AS WELL AS INTO ACTION SO THAT THE PERSON IS COMPLETE IN HONESTY. THAT KIND OF INTEGRITY I PUT ABOVE ALL ELSE AS AN ESSENTIAL OF LEADERSHIP”-Pearl.S. Buck, winner of 1938 Nobel Prize for literature

Theories of Leadership Functional theory

Trait theory

leadership

Behavioral theory

Situational theory

TRAIT THEORY PHYSICAL TRAITS ABILITY-INTELLIGENCE, FLUENCY OF SPEECH, KNOWLEDGE

PERSONALITY -EXTROVERSIONINTROVERSION, DOMINANCE, PERSONAL ADJUSTMENT, SELF CONFIDENCE, INTER PERSONAL SENSISTIVITY, EMOTIONAL CONTROL

PERSONAL CHARACTERISTICS ADAPTABLE ASSERTIVE CHARISMATIC CREATIVE DECISIVE DOMINANT ENERGETIC EXTROVERTED

FRIENDLY HONEST INTELLIGENT MASCULINE OUTGOING SELF-CONFIDENT WISE

TRAITS INTELLIGENCE & KNOWLEDGE ABILITY TO FOCUS ATTENTION AMBITION & ENERGY EMPHASIS ON COMMON VALUES STAYING IN TOUCH WITH PEOPLE-INTER PERSONAL SENSITIVITY INITIATIVE

SELF CONFIDENCE ANALYTICAL ABILITY CHARISMA CREATIVITY FLEXIBILITY MANAGING CHANGE AVOIDING ‘DO-IT-ALLISM’ FACING UP TO FAILURE DESIRE TO LEAD INTEGRITY

MOST STABLE TRAIT SELF MONITORING CHANGE BEHAVIOR TO MEET DEMANDS OF SITUATION OR PERSON WITH WHOM DEALING LEADERSHIP MOTIVATION PATTERN-TASK FOCUS

LEADER EMERGENCE vs LEADER PERFORMANCE LIKELIHOOD THAT A PERSON WOULD BECOME A LEADER

INDICATES THAT EXCELLENT LEADERS POSSESS CERTAIN CHARACTERISTICS THAT POOR LEADERS DO NOT

RELATIONSHIP BET THE 2 : TRAITS, NEEDS & ORIENTATION

Enthusiasm

Dominance

Leadership Traits

Determination

Physical

Intelligence

Self Confidence Sociability

LEADERSHIP BEHAVIOR vs TRAITS APPROPRIATE BEHAVIOR AND ACTIONS TRAITS PROVIDE LATENT POTENTIAL OF A LEADER WHILE BEHAVIOR DEMONSTRATES IT

BEHAVIOR THEORIES EXPLAINS REASONS & CAUSES OF EFFECTIVE LEADERSHIP SPECIFIC BEHAVIORAL QUALITIES COULD BE ATTRIBUTED TO LEADERSHIP LEADERSHIP CAN BE TAUGHT

STUDIES ON BEHAVIORAL THEORIES OHIO STATE-INITIATING STRUCTURES WORK & WORK RELATIONSHIPS FOR ATTAINMENT OF GOALS& CONSIDERATION OF JOB RELATIONSHIPS WITH TEAM MEMBERS UNIVERSITY OF MICHIGAN STUDIES-EMPLOYEE ORIENTED & PRODUCTION ORIENTED MANGERIAL GRID-PEOPLE CONCERN & PRODUCTION CONCERN (9-9) SCANDINAVIAN STUDIES- DEVELOPMENT ORIENTATION

Leader Behavior

Leader Characteristics

Leaders Hierarchical Position

RELATIONSHIP BETWEEN MANAGERIAL GRID (MG) THEORY, Theory X and OHIO State(OS) theory HIGH

Country club (MG)

Task (MG)

Consideration (OS) Theory Y

PERSON ORIENTATION

Middle of the road (MG)

Impoverished (MG) LOW

Task Centered (MG) Initiating Structures (OS)

LOW

Theory X

TASK ORIENTATION

HIGH

Leadership Styles- based on Behavioral Approach

Power Leadership as Likert’s Managerial Tri Orientation Continuum Mngt System Grid DimensionalGrid

Power Orientation Autocratic Leadership  Strict

Autocrat  Benevolent Autocrat  Incompetent Autocrat

Participative Free Rein

Leadership as a continuum Autocratic Use of Authority by manager

Free Rein Area of freedom for subordinates

Takes

Sells

Presents

decision

decision

idea

Presents

Presents

Defines Permits

tentative decision problems Limits

Likerts Management System Leadership variable Trust & Confidence Motivation Communication InteractionInfluence Decision making Goal Setting& Control process

Autocratic

Benevolent Autocratic

Participative

Democratic

Tri Dimensional Grid Task Orientation Relationship Orientation Effectiveness

SITUATIONAL OR CONTINGENCY APPROACH FIEDLER’S CONTINGENCY MODELInfluence through Structure & Power HERSEY AND BLANCHARD’S SITUATIONAL THEORY-Subordinate ability THEORYGRAEN’S LEADERSHIP-MEMBER EXCHANGE THEORY-Subordinate THEORYrelationship

SITUATIONAL OR CONTINGENCY APPROACH VROOM-YETTON LEADER – PARTICIPATION- through decision making IMPACT THEORY-Organizational climate THEORYHOUSE’S PATH GOAL THEORYSubordinate Support Requirement

FIEDLER’S CONTINGENCY MODEL LEADERSHIP STYLE IS THE RESULT OF A LIFETIME OF EXPERIENCES EFFECTIVE ONLY IN CERTAIN SITUATIONS -UNDERSTAND YOUR LEADERSHIP STYLE & LEARN HOW TO MANIPULATE A SITUATION SO THAT THE TWO MATCH Read your Least Preferred Coworker scores. Low LPC Score leaders tend to be task oriented, whereas High LPC leaders tend to be more concerned with inter personal relations.

FIEDLER’S CONTINGENCY MODELLeadership through Influence FAVOURABLENESS OF A SITUATION IS DETERMINED BY THREE VARIABLESTASK STRUCTUREDNESS (more structured-more favourable), LEADER POSITION POWER (greater the power, the more favourable the situation), LEADERMEMBER RELATIONS (the more leader liked by subordinates , the more favourable the situation)

FIEDLER’S RESEARCH & TRAINING LEADERSHIP STYLE CANNOT BE EASILY CHANGED- BUT LEADERS CAN BE TAUGHT TO DIAGNOSE SITUATIONS AND THEN CHANGE THESE SITUATIONS TO FIT THEIR PARTICULAR LEADERSHIP STYLECALLED LEADER MATCH TRAINING

FIEDLER’S CONTINGENCY MODEL OF LEADERSHIP STYLE OF LEADERSHIP TASK ORIENTED

HUMAN RELATIONS ORIENTED VERY UNFAVOURABLE

FAVOURABLE UNFAVOURABLE

VERY FAVOURABLE

FAVOURABLENESS OF THE SITUATION

HERSEY AND BLANCHARD’S SITUATIONAL THEORY LIFE CYCLE MODEL-SELECTION OF LEADERSHIP STYLE DETERMINED BY MATURITY LEVEL OF SUBORDINATE (employee situation)termed as ‘ DEVELOPMENT LEVEL’ refers to task-specific combination of employee competence & motivation to perform Emphasis on an individual employee’s capabilities to undertake a specific task

HERSEY AND BLANCHARD’S SITUATIONAL THEORY - Subordinate Ability

Development stage

Recommended style

1.Low Ability, Low Willingness Insecure

Telling (High direction, Low support)

2. Low Ability, High Willingness Confident

Selling (High Direction, High Support)

3. High Ability, Low Willingness Insecure

Participating ( Low Direction, High support)

4. High Ability, High Willingness Confident

Delegating ( Low Direction, Low Support)

DANSERAU,GRAEN & HAGA’S LEADER-MEMBER EXCHANGE THEORY- Leadership & Subordinate relationship ACKNOWLEDGED THAT LEADERS ACT DIFFERENTLY WITH DIFFERENT SUBORDINATES DUE TO TIME CONSTRAINTS LEADERS TRY & ESTABLISH A SRECIAL RELATIONSHIP WITH A GROUP OF SUBORDINATES-’IN GROUP’ WHO GET MORE TIME & ATTENTION THAN THE ‘OUT GROUP’ WHOSE RELATIONSHIP WITH LEADER IS BASED ON FORMAL AUTHORITY INTERACTION THEORY PREDICTS HIGHER PERFORMANCE RATINGS, LESSER TURNOVER & GREATER SATISFACTION WITH SUPERIOR OF THE ‘IN GROUP’ IN COMPARISON WITH THE ‘OUT GROUP’

LEADER-MEMBER EXCHANGE THEORY -VERTICAL DYAD LINKAGE DYAD-RELATIONSHIP BETWEEN 2 PEOPLE VERTICAL-POSITION OF LEADER ABOVE SUBORDINATE LINKAGE-INTER RELATED BEHAVIOR

VICTOR VROOM & PHILLIP YETTON’S LEADER PARTICIPATION MODEL LEADER BEHAVIOR MUST ADJUST TO REFLECT THE TASK STRUCTURE which has varying demands for routine & non routine activities PROBLEM ATTRIBUTES with decision quality dimension ( cost considerations, info availability, nature of problem structure)& employee acceptance attribute( need for commitment, prior approval,congruence of goals, conflict among employee, level of subordinate information, time constraints, geographical distribution of subordinates, leader’s motivation to invest time with subordinate)

LEADER PARTICIPATION MODELLeadership through Decision making LEADERSHIP STYLE

PROBLEM ATTRIBUTE

AUTOCRATIC AI

Info available;leader solves problem directly

AUTOCRATIC AII

Data obtained from subordinates 77 then decision made by leader

CONSULTATIVE CI

Leader obtains ideas from subordinates individually after explaining problem to them

CONSULTATIVE CII

Leader meets a group of subordinates to share problem & obtains inputs to decide

GROUP II

Shares problems & facilitates discussion on alternatives

GEIER, DOWNEY & JOHNSON’s IMPACT THEORY-Leadership & org climate 6 LEADERSHIP STYLES      

INFORMATIONAL MAGNETIC POSITION AFFILIATION COERCIVE TACTICAL

EACH STYLE APPLICABLE IN A PARTICULAR SITUATION OR ORG CLIMATE

Comparison of IMPACT styles & bases of power IMPACT STYLE

BASES OF POWER

Informational Magnetic Position Affiliation Coercive Tactical

Expert Referent Legitimate Coercive/ Reward

Situational Applicability of IMPACT styles IMPACT STYLE

SITUATIONAL APPLICABILITY

CHARACTERISTICS

Informational Magnetic Position Affiliation Coercive Tactical

Climate of Ignorance Climate of Despair Climate of Instability Climate of Anxiety Climate of Crisis Climate of Disorganization

Lack of Information Low morale-lead through energy & optimism People unsure of action Insecure-people orientation Controlling reward/punishment Change unfreezing process

House's PATH GOAL THEORY LEADER ‘S BEHAVIOR ACCEPTED BY SUBORDINATES ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS SUBORDINATES ACHIEVE THEIR GOALS. LEADERS WOULD BE SUCCESSFUL ONLY IF THEIR SUBORDINATES PERCEIVE THEM AS WORKING WITH THEM TO MEET CERTAIN GOALS & IF THOSE GOALS OFFER A FAVUORABLE OUTCOME FOR THE SUBORDINATES NEEDS OF SUBORDINATES CHANGE WITH NEW SITUATIONS , LEADERS NEED TO ADJUST THEIR BEHAVIOR TO MEET NEEDS OF SUBORDINATES

PATH GOAL THEORY - Leadership through Decision Making BEHAVIORAL LEADERSHIP STYLE INSTRUMENTAL SUPPORTIVE PARTICIPATIVE ACHIEVEMENT ORIENTED

SITUATION

Planning, organizing, controlling activities of employees Concern for employees Share info with employees & participation in decision making Set challenging goals & performance linked rewards.

EFFECTIVE LEADERSHIP: House RECOGNISE SUBORDINATE’S NEEDS & WORK TO SATIFY IT REWARD SUBORDINATES WHO REACH THEIR GOALS HELP SUBORDINATES IDENTIFY BEST PATHS TO RAECH GOALS CLEAR THOSE PATHS TO ENABLE EMPLOYEES TO REACH THOSE GOALS

LEADERSHIP THROUGH CONTACT MANAGEMENT BY WALKING AROUND (MBWA)-Sam Walton of Wal- Mart Increases Communication,Builds relationships & encourages employee participation

LEADERSHIP THROUGH POWER EXPERT POWER LEGITIMATE POWER REWARD & COERCIVE POWER REFERRENT POWER

LEADERSHIP THROUGH VISION TRANSFORMATIONAL LEADERSHIP“Visionary”, “Charismatic”, “ Inspirational” BASED ON  VISION  DIFFERENTIATION  VALUES  TRANSMISSION

OF VISION & VALUES  FLAWS & ITS ACCEPTANCE

TRANSFORMATIONAL LEADERSHIP Develop a clear & appealing vision Develop a strategy for attaining the vision Articulate & Promote the vision Act Confident & optimistic Express confidence in followers Use early success in small steps to build confidence Celebrate successes Use dramatic ,symbolic actions to emphasizes key values Lead by example

LEADERSHIP THROUGH PERSUASION PERSUASION BY COMMUNICATION  EXPERTISE  TRUSTWORTHINESS  ATTRACTIVENESS  MESSAGE  THREATS

& ITS DISCREPANCY

Where are you? Mastered the skills? Are you a high self- monitor? Are you high on both task & person orientation What is your Leadership motive pattern? N-Ach, Aff, Power? Are you emotionally stable? Do you have the personality & skill to be a transformational Leader

INSTITUTIONALISING A LEADERSHIPCENTRED CULTURE IS THE ULTIMATE ACT OF LEADERSHIP

IDEAL WAY TO DEVELOP LEADERSHIP USING POWER TO INFLUENCE THOUGHTS & ACTIONS OF PEOPLE MANAGERIAL PERSONALITY EMPHASISES ON RATIONALITY & CONTROL -DIFFERS FROM LEADERSHIP PERSONALITY REQUIRING INNOVATION/CONTROL LEADERSHIP REQUIRES A DISCIPLINE OF BUILDING CHARACTER

IDEAL WAY TO DEVELOP LEADERSHIP TO BECOME LEADERS, MANAGERS NEED TO TRANSLATE THEIR PERSONAL VALUES INTO CALCULATED ACTION. SELF ENQUIRY MUST LEAD TO SHREWD, PERSUASIVE & SELF CONFIDENT ACTION IF IT IS TO BE AN EFFECTIVE TOOL. MANAGERS NEED TO DETERMINE IF THEIR ETHICAL VISION WILL BE SUPPORTED BY THEIR COWORKERS & EMPLOYEES.

ORGANISATIONAL LEADERSHIP & CHANGE

ORGANIZATIONAL LEADERSHIP CHARISMATIC TRANSFORMATIONAL STRATEGIC STEWARDSHIP & SERVANT

CHARISMATIC LEADERSHIP LOCUS OF CHARISMATIC LEADERSHIP-RESULT OF FOLLOWER PERCEPTIONS & REACTIONS, INFLUENCED NOT ONLY BY ACTUAL LEADERS CHARACTERISTICS & BEHAVIOR BUT ALSO BY TH ECONTEXT OF THE SITUATION

CHARACTERISTICS OF CHARISMATIC LEADERS VISIONARY SUPERB COMMUNICATION SKILLS SELF CONFIDENCE & MORAL CONVICTION ABILITY TO INSPIRE TRUST HIGH RISK ORIENTATION HIGH ENERGY & ACTION ORIENTATION RELATIONAL POWER BASE MINIMUM INTERNAL CONFLICT ENPOWERING OTHERS SELF PROMOTING PERSONALITY

PERSONALIZED/SOCIALIZED CHARISMATIC LEADERS PERSONALIZED- pursue leader driven goals & promote feelings of obedience, dependency & submission of followers SOCIALIZED- pursue organization driven goals & promote feelings of empowerment, personal growth, & equal participation in followers

Evaluation & implication of Charismatic Leadership Response through feelings & emotions towards leaders Not a rational predictive process but a collective social process Irrespective of leader's own accomplishment Not necessarily dyadic relationship but more a social identification process

Not very effective in transformational , change process or conflicting situations etc where shared leadership more effective

TRANSFORMATIONAL LEADERSHIP FOCUS ON WHAT LEADERS ACCOMPLISHES RATHER THAN INDIVIDUAL’S PERSONAL CHARACTERISTICS & FOLLLWERS’ REACTIONS REQUIRES ONE WHO CAN CRAFT & IMPLEMENT BOLD STRATEGIES

TRANSFORMATIONAL LEADERSHIP SERVES TO CHANGE THE STATUS QUO BY ARTICULATING TO FOLLOWERS THE PROBLEM IN THE CURRENT SYSTEM AND A COPELLING VISION OF WHAT A NEW ORGANISATION COULD BE.

CHARISMATIC vs TRANSFORMATIONAL LEADERSHIP TAKE CHARISMA A STEP FURTHER , BEYOND THE VISIONARY TO THE ACTION STAGE ARTICULATE A COMPELLING VISION OF THE FUTURE & INFLUENCE FOLLOWERS TO AROUSE STRONG EMOTIONS IN SUPPORT OF THE VISION. CAN EMERGE FROM DIFFERENT LEVELS OF ORG

CONVEY VISION & FORM STRONG EMOTIONAL BONDS WITH FOLLOWERS MAY NOT BE ABLE TO MOTIVATE ENOUGH FOR FOLLOWERS TO TRANSEND SELF INTEREST FOR THE BENEFIT OF A HIGHER IDEAL OR SOCIETAL NEED GENERALLY EMERGE OUT OF CONFLICTS, CRISIS

CHARISMATIC vs TRANSFORMATIONAL LEADERSHIP BOTH ARE GENERALLY INVOLVED IN CONFLICT OR CHANGE ( must be willing to embrace conflict, create enemies, make unusual allowances for self sacrifice, be extraordinarily focused in order to achieve & institutionalize their vision) PEOPLE ‘S RESPONSE TO A CHARISMATIC LEADER OR TRANSFORMATIONLA LEADER ARE LIKELY TO BE POLARISED, HOWEVER EMOTIONAL LEVELS OF RESISTANCE RESISTANCE TOWARDS ANY MAJOR CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO BE MORE EXTREME TOWARDS CHARISMATIC THAN TRANSFORMATIONAL LEADERS

ATTRIBUTES OF A TRANSFORMATIONAL LEADERSHIP SEE THEMSELVES AS A CHANGE AGENTS ARE VISIONARIES WHO HAVE A HIGH LEVEL ARE RISK TAKERS , BUT NOT RECKLESS CAPABLE OF ARTICULATING A SET OF CORE VALUES THAT TEND TO GUIDE THEIR OWN BEHAVIOR POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE IN CAREFUL DELIBERATION BEFORE TAKING ACTION BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR NEEDS ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE

TRANSACTIONAL LEADERSHIP SEEKS TO MAINTAIN STABILITY RATHER THAN PROMOTING CHANGE WITHIN AN ORGANISATION, THROUGH REGULAR ECONOMIC AND SOCIAL EXCHANGES THAT ACHIEVE SPECIFIC GOALS FOR BOTH THE LEADERS AND THEIR FOLLOWERS

TRANSACTIONAL LEADERSHIP vs TRANSFORMATIONAL LEADERSHIP GOES INTO SPECIFIC CONTRACTUAL ARRANGEMENTS WITH FOLLOWERS IN EXCHANGE FOR SPECIFIC OBJECTIVES , LEADER SATISFIES CERTAIN NEEDS & DESIRES

PROMOTES CHANGE THROUGH ECONOMIC & EMOTIONAL EXCHANGES EXCHANGE BENEFITS ARE MORE INTANGIBLE ( inspiring vision, shared values, or emotional bonding)

Transformation Process Recognizing Need for Change

Creating New Vision

Increase sensitivity to environmental changes & threats Respond to subtle radical changes in environment Employ alternative strategies for monitoring environment Encourage everyone to think with a future orientation Involve others Express in ideological, not just economic terms

Transformation Process Managing Transition Institutionalizing the Change

Instill in managers a sense of urgency for change Raise followers awareness & expectations Help followers understand need for change Increase followers self confidence & optimism Avoid temptation of a “quick fit” Recognize & deal openly with emotional component of resisting change

Transformation Process Institutionalizing the Change

Enable & Strengthen followers with a “greatness attitude” Help followers find self fulfillment with new vision Help followers look beyond self interest Change reward systems & appraisal procedures Implement team building interventions & personnel changes Appoint a special task force to monitor progress

STRATEGIC LEADERSHIP PROCESS OF PROVIDING INPIRATION NECESSARY TO CREATE AND IMPLEMENT A VISION , MISSION & STRATEGIES TO ACHIEVE & SUSTAIN ORGANIZATIONAL OBJECTIVES

STRATEGIC LEADERSHIP FRAMEWORK Analyze external environment

Analyze internal environment

Vision Mission

FEEDBACK

Formulate Strategy

FEEDBACK

Implement Strategy

Strategic Competitiveness Above Average Returns

STEWARDSHIP& SERVANT LEADERSHIP STEWARDSHIP EMPLOYEE FOCUSSED FORM OF LEADERSHIP THAT EMPOWERS FOLLOWERS TO MAKE DECISIONS & HAVE CONTROL OVER THEIR JOBS SERVANT LEADERSHIP-TRANSCENDS SELF INTEREST TO SERVE THE NEEDS OF OTHERS , BY HELPING THEM GROW PROFESSIONALLY & EMOTIONALLY

FRAMEWORK FOR STEWARDSHIP Strong teamwork orientation Decentralized decision making and power Equality assumption Reward assumption

VALUES OF STEWARDSHIP Effective listening

Equality Assumptions

Stewardship Reward Assumption

Decentralization

FRAMEWORK FOR SERVANT LEADERSHIP Helping others discover their inner spirit Earning and keeping others trust Service over self interest Effective listening

GUIDELINES TO SERVANT LEADERSHIP Service to others over self interest

Teamwork Orientation

Servant leadership Earning and keeping others trust

Helping others discover their inner spirit

Leading Change Stage I

Stage I

Unfreezing

Changing

Establish a sense of responsibility

Form powerful coalition Developing a compelling vision Communicate the vision widely Generate short-term wins Consolidate gains,create greater change

Stage I Refreezing Institutionalize changes in the organizational culture

Why People Resist Change a. Threat to one’s self interest b. Uncertainty c. Lack of confidence that change will succeed d. Lack of conviction that change is necessary e. Distrust of leadership f. Threat to personal values g. Fear of being manipulated