Leadership

LEADERSHIP

Leadership is the process that shapes the goals of a group or organization, motivates behavior towards the achievement of those goals and helps define group or organization culture.

LEADERSHIP vs. MANAGERSHIP Manager 1.He drives and orders

Leader

1.He coaches and advises 2.He depends on authority 2.He depends on his confidence and goodwill 3.He inspires enthusiasm 3.He engenders fear 4.He solves problems 4.He fixes blames and finds fault 5.He consults and seeks 5.He knows all the advice answers 6.He makes work a 6.He makes the work game. drudgery 7.He believes in ‘WE’ 7.He believes in ‘I’ and ‘YOU’

STYLES OF LEADERSHIP

A B E

A

A C

D B

C

AUTOCRATIC

B

B

B

B

D

PARTICIPATIVE

FREE REIN/LAISSEZ FAIRE

TRAIT THEORIES •

Differentiates leaders from non leaders by focusing on personal qualities and characteristics. • Problem-several research efforts tried to isolate leadership traits resulted in a confusing state of affairs. • Breakthrough- When researchers began organizing traits around Big 5 Personality Framework. • Traits do a better job in predicting the emergence of leaders but not in distinguishing between effective and ineffective leaders.

BEHAVIORAL THEORIES •

Based on the premise that effective leadership is the result of effective role behavior. • Trait theory provides a basis for SELECTING ‘right’ people to assume positions of leadership but Behavioral approach by determining behavioral determinants of leadership can ‘train’ people to be leaders.

OHIO STATE STUDIES •

INITIATING STRUCTURE The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search of 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.

High consideration and Low structure

High structure and High Consideration

Low structure and Low consideration

High structure and Low consideration

Low

Consideration

High

OHIO STATE STUDIES

Low

Initiating Structure

High

UNIVERSITY OF MICHIGAN STUDIES • Came with two dimensions of leadership behavior: a) EMPLOYEE-ORIENTED LEADER A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members b) PRODUCTION-ORIENTED LEADER A leader who emphasizes technical or tasks aspects of the job.

THE MANAGERIAL GRID 1,9

HIGH 9

9,9

8

concern for people

7 6 5,5 5 4

3 2 1,1 LOW

9,1

1 1 LOW

2

3

4

5

6

Concern for production

7

8

9 HIGH

SITUATIONAL/CONTINGENCY THEORIES • Advocates that leadership is strongly affected by the SITUATION from which a leader emerges and in which he works. • Leadership is a function of the leader, the followers and the situation. • No one best style of leadership universally applicable to al the situations.

FIEDLER MODEL •

• •

Proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader.

IDENTIFICATION OF LEADERSHIP STYLE LEAST-PREFERRED COWORKER SCALE(LPC)-measures whether a person is task-oriented or relationship-oriented. • Asks respondents to think of all coworkers they have ever had and to describe the 1 person they least enjoyed working with by rating on a scale of 1-8.

Unfriendly 1 2 3 4 5 6 7 8 Uncooperative 1 2 3 4 5 6 7 8 Hostile 1 2 3 4 5 6 7 8 Guarded 1 2 3 4 5 6 7 8 Inefficient 1 2 3 4 5 6 7 8

Friendly Cooperative Supportive Open Efficient

High LPC score-leader has HR orientation Low LPC score-leader has task orientation

•

DEFINING THE SITUATION Fiedler identified 3 situational variables which determine a leader’s effectiveness: • • •

Leader-member relations is the degree of confidence, trust and respect members have in their leader. Task Structure is the degree to which the job assignments are procedurized ( structured or unstructured). Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases.

8 DIFFERENT POSSIBLE SITUATIONS GOOD GOOD GOOD GOOD POOR POOR POOR POOR

HIGH STRONG HIGH WEAK LOW STRONG LOW WEAK HIGH STRONG HIGH WEAK LOW STRONG LOW WEAK

Task - orientation Task - orientation Task - orientation Relationship - orientation Relationship - orientation Relationship - orientation Task - orientation Task - orientation

APPRAISAL • • • • • • • •

Significant contribution to literature on leadership Leader’s effectiveness in an interaction between leader’s qualities and type of situation. Leadership style is fixed Logic underlying LPC questionnaire not well understood LPC scores not stable Stress levels don’t make them an accurate measurement Middle range respondents fall outside the theory’s predictions Situational variables are complex and difficult to assess.

HERSEY AND BLANCHARD’S SITUATIONAL THEORY

• •

•

SLT focuses on followers Successful leadership style is achieved by selecting the right leadership style which is contingent on the level of follower’s readiness. 4 possible categories of followers’ maturity were identified R1 : Unable and Unwilling (telling style) R2 : Unable but Willing (selling style) R3 : Able but Unwilling (participating style) R4 : Able and Willing (delegating style)

PATH-GOAL THEORY A theory that states that it is the leader’s job to assist followers in attaining their goals to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. 2 MAIN PROPOSITIONS ARE: 1)Leader behavior is acceptable to the extent that subordinates perceive such behavior as an immediate source of satisfaction or as instrumental for future satisfaction. 2)Leader behavior is motivational if: a) it results in the satisfaction of subordinates’ needs and b) it complements the environment of subordinates by providing support, guidance, direction and rewards necessary for effective performance and which may otherwise be lacking in subordinates or their environment.

The Goal-path visualizes 4 types of leader behavior: •

Instrumental/Directive:- Leader focuses on planning, organizing and coordinating of the activities of the subordinates. This style is similar to the Ohio State Researchers’ initiating structure. • Supportive:- Leader is friendly and approachable to the employee. Shows concern for employee need and welfare. consideration. • Participative:- Leader consults the subordinates and shares information with them. Incorporates the suggestions of employees in his decisions. • Achievement-oriented:- Sets challenging goals for the emploees and displays confidence in their abilities.

PATH-GOAL THEORY Environmental Contingency Factors •Task Structure •Formal Authority system •Work group

Leader Behavior •Directive •Participative •Achievement oriented •Supportive

Outcomes •Performance •Satisfaction

Personal Characteristics •Locus of control •Experience •Perceived ability

CONTEMPORARY THEORIES OF LEADERSHIP CHARISMATIC LEADERSHIP A certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities.

TRANSACTIONAL LEADERSHIP A transactional leader is one who guides and motivates his followers in the direction of established goals by clarifying role and task requirements. -Involves exchange relationship between leader and followers. TRANSFORMATIONAL LEADERSHIP A transformational leader is one who inspires organization success by profoundly affecting followers beliefs in what an organization should be, as well as their values, such as justice and integrity. -provide individualized consideration and intellectual stimulation to followers to subordinate their own self-interest for the good of organization -Creates sense of duty within the organization -Encourages new ways of handling problems -Promotes learning for all organization members

CHARACTERISTICS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADER

TRANSACTIONAL LEADERS Contingent reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by exception (active): Watches and searches for deviations from rules and standards; takes Corrective actions Management by exception (passive): Intervenes only if standards are not met. Laissez-faire: Abdicates responsibility, avoids making decisions TRANSFORMATIONAL LEADERS Idealized influence: Provides vision and sense of mission, instills pride, gains respect and trust Inspirational motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises