Leadership

Leadership -

Defined

• Leader is someone who exercises influence over other people (Huczynski and Buchanan, 1993) • ~ is the lifting of people’s vision to a higher sight, raising of their performance to higher standard, building of personality beyond its normal limitations (Peter Drucker, 1986b) • Leader is: ‘cheerleader, enthusiast, nurturer, hero finder, wanderer, dramatist, coach, facilitator and builder’ (Peters and Austin, ) • Leader must have infectious optimism. The final test of the leader is the feeling you have when he leaves his presence after the conference. Have you a feeling of uplift and 10/18/08 17:51 Dr Ashutosh N Misal 1 confident (Field Marshal Bernard Montgomery) 1985

Initial Key Elements

from the

Definitions

• getting things done through people through teams, groups, departments, and functions; • creation of effective means of communication; • resolution of conflicts – both behaviour and operational; • creating direction for the organization, department, division or function; • organizing resources in support of these; 10/18/08 17:51

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Presides over the mess Invisible, gives orders to staff, expects them to be carried out  Uncomfortable with people  Reserved parking place and dining table  Invisible  In late, leaves on/ before time  Strained with ‘inferior’ groups of staff  Good talker  Hard to reach  Unfair  Uses committees  Arrogant  Elusive, the ‘artful dodger’  Vacillates  Complicates  Intolerant  Doesn’t know people’s names  Sways with the mind  Trusts only words and numbers Dr Ashutosh N Misal 3 on paper

Carries water for people Open door problem solver, advice giver, cheerleader Comfortable with people in their workplaces No reserved parking space, dining room, lift Manages by walking around Arrives early, stays late Common touch Good listener Available Fair Decisive Humble Tough. Confronts nasty problems Persisten Simplifies Tolerant Knows people’s names Has strong convictions Trusts people Delegates whole important jobs

Leader

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 

NonLeader

 Spends as little time as Spends a lot of time massaging possible with outside directors outside directors   Wants anonymity for himself, Wants publicity for himself publicity for the company  Looks for scapegoats  Often takes the blame  Takes credit  Gives credit to others  Amasses information  Gives honest and frequent  Ducks unpleasant tasks feedback  Has contempt for all people  Knows when and how to  Knows the business only in discipline people terms of what it can do for  Has respect for all people him/ her  Knows the business and the  Equivocation kind of people who make it tick  Looks for new controls and  Honest under pressure procedures  Looks for controls to abolish  Prefers long reports  Prefers discussions rather than  Tricky, manipulative written reports  Secrecy  Straightforward  As much paper work as  Openness possible  As little paperwork as possible  Looks outside the organization  Promotes from within  Doesn’t keep his promises  Keeps his promise  Lavish office, expensive  Plain office and facilities facilities and furnishings   Organization is at the top of Self is top of the agenda the agenda  Sees mistakes as punishable  Sees mistakes as learning offences and the means of opportunities and the scapegoating 10/18/08 17:51 Dr Ashutosh N Misal 4 opportunity to develop 

Leader

NonLeader

Traits and characteristics of a Leader Communication: communicate and listen

• • Decision making: right decision in complex • • • • •

situations, responsibility, accountability, longer/ futuristic perspective/ helicopter view Commitment: with the organization, work, staff, loyalty Concern for staff: consideration, respect, trust, equality and confidence Quality: of product, service, time, satisfaction Set of values: loyalty, respect for work etc Personal integrity: vision, enthusiasm, strength of character, commitment, energy, interest, absolute standard

• Positive attitudes: customers as well

•

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transferred to staff and

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Traditio nal Leader whose position is assured by birth and heredity. Kings, Queens, Family Businesses carried

Known Leader whose position is secured by the fact that everybody understands this, at least in general. Priests, Kings,

Appoint edLead er

whose position is legitimized the process of selection, assessment and appointment process meeting expectations of the

atic Leader whose position is legitimized the rank held. E g Job titles based on positions in the hierarchy such as Captain, Major, General,

l or Expert Leader

whose position is secured by virtue of his expertise. Industrial Relations Officer, Fire Fighter,

Charismat ic Leader whose position is secured by the sheer force of his/ her personality. E g Many great world leaders such as Napoleon, Churchill, M Gandhi,

Informal Leader whose position is carried out by virtue of his personality, charisma, expertise, command of resources, BUT whose position is not formally legitimized by rank,

Leadership and Management Styles Autocratic (Benevolent/ Tyrannical) Leader makes all final decisions for the group Close supervision No importance to member’s interests Subordinates treated without regard for their views

Great demands placed on staff Questioning discouraged

Consultative Leader makes decision after consultation with Total communication the group between leader and members

Democratic/ Participative Decisions made by the group-by consultation or vote-1 vote/person

All members bound by group decision and support it

Leader is supportive All members and developmental contributes to discussions Leader is accessible Development of and discursive coalition and cliques Questioning approach encouraged Ways of working largely unspecified

Leadership role is assumed by chair

Conformist/ coercive Leader retains responsibility and environment 10/18/08 17:51

accountability for Dr Ashutosh N Misal results

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Bosscentered Leadership

Subordinatecentered Leadership

Use of Authority by the Manager

Manage r makes decisio ns and announ ces it

Manag er ‘sells’ decisi ons

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Manag er presen ts ideas and invites questio ns

Area of freedom for subordinates Manag er presen ts tentati ve decisi ons subjec t to chang e

Manager presents problem, gets suggesti ons, makes decision

Range of Dr Ashutosh N Misal behaviour Leadership Continuum

Manag er define s limits; asks group to make decisi on

Manager permits subordin ates to function within limits defined by superviso r

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Blake and Mouton Managerial Grid

1:9 Country Club

9:9 Production Team

5:5 Balance 1:1 Poverty

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Dr Ashutosh N Misal

9:1 Task

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9:1

–

Task/

Autocratic

Management:

Authority compliance. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree 1:9 - Country Club: Thoughtful attention to need of people for satisfying relationship leads to comfortable, friendly organization and work tempo

1:1 – Poverty/ Management: Extension of required work done is organizational relationship

Impoverished

minimum efforts to get appropriate to sustain

9:9 Production Team/ Team Management: Work accomplishment is from committed people; interdependence through a common stake in organization. Purpose leads to relationship of trust and 5:5 Balance/ Middle of the Road respect –

Management:

balance of work 10/18/08 17:51 satisfactory morale

Adequate performance through requirements and maintaining Dr Ashutosh N Misal

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Functions of Leaders organizations

in

• Setting, agreeing and communicating objectives • Providing suitable equipment, resources and environment to enable people to meet objectives • Monitoring, evaluating and reviewing performance, appraisals of groups and individuals • Giving feedback • Setting standards of attitudes, behaviour and performance • 10/18/08 Solving problems, both operational and 17:51 Dr Ashutosh N Misal 17

Functions of Leaders

in

organizations

• • • • •

Organizing and harmonizing resources Ensuring inward flows of materials Ensuring deadlines for outputs are met Taking effective decisions Developing capabilities and performance of group and its members • Developing efficiency and effectiveness of group and its output • Figurehead and representative roles inside and outside the department • Parenting role 10/18/08 17:51

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Manager • • • • • • • • • • •

Leader

• Innovates Administers • Original Copy • Develops Maintains • Focuses on people Focuses on systems and structure • Long range view Short range view • Inspires trust Relies on controls • Asks what and why Asks how and when • Eye on the horizon Eyes on the bottom line • Originates Imitates • Challenges Accepts the status • Own person quo • Does right things 10/18/08 17:51 Dr Ashutosh N Misal 19 Classic

Trait Theory / Attribution Theory/ Great Man’s Theory • Physical Traits: height, appearance, personality, aggressiveness, energy, enthusiasm, confidence etc • Intelligence Traits: degree of intelligence than followers, technical and conceptual skills • Social maturity and breadth Traits: emotional maturity and broad range of interests • Inner motivation and achievement and achievement Traits: accomplishment of tasks, forces of motivation 17:51 Dr Ashutosh N MisalAttitude 20 • 10/18/08 Human Relational Traits:

Leadership Styles • Autocratic Leadership: Autocratic Leader Follow er

Follow Follow er er

• Democratic/ Participative Leadership: Democratic Leader Follow er

• Free Rein:

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Follow er

Follow er

Free Rein / Laissez-faire Leader Follow Follow Follow er er er Dr Ashutosh N Misal

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4

Likert’s Systems of Management • Exploitative-Authoritative:

autocratic, fear and punishment, more downward communication, decision making at top level • Benevolent Authoritative: full trust and confidence in subordinates, occasional rewards but fear maintained, suggestions asked but decision at the top • Consultative: substantial trust and confidence in subordinates. Ideas, opinions, suggestions of subordinates are made use of, more rewards less punishment • Participative: Complete trust and confidence in subordinates, rewards for participation and involvement in decision making

Contingency Approach to Leadership

The approach focuses on • Task requirements • Peers’ expectations and behaviour • Employees characteristics, expectations and behaviour • Organizational culture and policies 10/18/08 17:51

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HIGH

Relationsh ip Behaviour

S3

S2

Low Task and High Relationship

High Task and High Relationship

S4

S1

Low Task and Low Relationship

High Task and Low Relationship

Task Behaviour LOW 10/18/08 17:51

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HIGH 24

Path Goal Theory of Leadership

The theory is based on situation factors • Subordinate attributes like ability and locus of control • The work setting attributes like task, formal authority system in organization, cohesiveness of work group 10/18/08 17:51

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• Transformatio • Transactional nal Leadership Leadership (In charge of what’s next)

(Managing)

• A leadership • A leadership that helps perspective that explains how organizations leaders change achieve their teams or current organizations by objectives creating, more communicating, efficiently by and modeling a vision for the linking job organization or performance work unit, and to valued inspiring rewards and employees to 10/18/08 17:51 ensuring that strive for that Dr Ashutosh N Misal

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Communica Creating a ting the vision vision Transformati Building commitme nt to the vision

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onal Leadership Creating a vision

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Fiedler’s Contingency Approach to Leadership

Effecti ve

Task - Oriented Leadership

Ineffectiv e

Relationship Oriented Leadership G OOD

G OOD

G OOD

G OOD

P OOR

P OOR

P OOR

P OOR

Task High Structure STRO Position NG Power

High

Low

Low

High

High

Low

Low

W EAK

STRO NG

W EAK

STRO NG

W EAK

STRO NG

W EAK

Leader member Relations

Least Preferred Co-worker Score Pleasant Friendly Rejecting Tense Distant Cold Supportive Boring Quarrelsome Gloomy Open Backbiting Untrustwort hy Considerate Nasty Agreeable Insincere Kind

8 8 1 1 1 1 8 1 1 1 8 1 1 8 1 8 1 8

7 7 2 2 2 2 7 2 2 2 7 2 2 7 2 7 2 7

6 6 3 3 3 3 6 3 3 3 6 3 3 6 3 6 3 6

5 5 4 4 4 4 5 4 4 4 5 4 4 5 4 5 4 5

4 4 5 5 5 5 4 5 5 5 4 5 5 4 5 4 5 4

3 3 6 6 6 6 3 6 6 6 3 6 6 3 6 3 6 3

2 2 7 7 7 7 2 7 7 7 2 7 7 2 7 2 7 2

1 1 8 8 8 8 1 8 8 8 1 8 8 1 8 1 8 1

Scori ng

Unpleasant   Unfriendly   Accepting   Relaxed     Close   Warm Hostile   Interesting   Harmonious   Cheerful   Guarded     Loyal Trustworth   y Inconsidera   te   Kind Disagreeabl   e Sincere   Unkind  

TOTAL  Score: >= 64; Relationship 10/18/08 17:51 Motivated Leader

Score: <=57; Task Dr Ashutosh N Misal Motivated

Score: 58 - 63; Mix of Motivation and Goals 29 Leader