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CHAPTER 8

LEADERSHIP

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Contents of Topic : 8.1 Definition

8.2 Importance 8.3 Source of leader power 8.4 Approaches to leadership

8.4.1 Leader traits 8.4.2 Leader behavior 8.5 Major Phases in Leadership

Researchers 8.6 Leadership Models

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Objective

Upon Completing this topic, students should be

able to : Define Leadership Describe the major phases in leadership

researchers Explain and discuss leadership models such as ;

The Managerial Grid

Situational Leadership Model Path-Goal Model Fiedlers Contingency Model

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Definition of Leadership

Major phases in leadershipresearchers

Fiedlers Contingency

Model ( Fiedler)

Hersey & Blanchards Situational Leadership

Model (Hersey & Blanchard)

Managerial Grid Model

(Blake & Mouton)

Behavior Phase

Behavior Phase

Task Related Characteristics

Social Characteristics

Personality

Social Background

TraitPhaseTrait

Phase

Physical

SituationalPhase

SituationalPhase

Hourses Path- Goal Model

(Hourse & Evan)

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8.1 Definition

Definition of leadership :

i. The process of influencing a group towardthe achievement of goals. Robbinsii. The process of directing and influencing

the tasks related activities of groupmembers. Stoner

Definition of leader :i. Someone who can influence others and

who has managerial authority.

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8.2 Importance

Make contributions to organization Enhance cooperation Encourage teamwork

Motivate workers

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8.3 Source of leader power Power the capacity to affect the behavior of others. There are 4 types of power :

1. Legitimate power Power that gain from a positions in the managerialhierarchy and the authority placed in the position.

2. Reward power Power that is based on the capacity to control andprovide valued rewards to others.

3. Coercive power

The ability to punish others when they do not engage indesired behaviors.

4. Expert power Possession of expertise and knowledge that is valued byothers.

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8.4 Approaches to leadership

8.4.1 Leader traits

The trait approach to leadership states that:

Evaluation and selection of leaders are based ontheir physical, mental and psychologicalcharacteristics.

Leaders have certain personality traits, or leadersare born with certain characteristics or personality traits.

The presence or absence of these characteristicsdistinguishes leader from non leaders.

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KeytraitsKey

traits

Socialbackground

Socialcharacteristics

Personality

Task relatedcharacteristics

Physical Appearance

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Physical appearance

Examples : young to middle-aged, energetic, strikingappearance, tall, slander, facial expression, gestures, age,etc.

Social background Examples : educated at the right schools, socially

prominent or upwardly mobile.

Personality Examples : Adaptable, aggressive, emotionally stable

dominant, self confidence, introvert vs extrovert (quite or talkative)

Social characteristics Charming, tactful, popular & cooperative

Task related characteristics Examples : driven to excel, acceptance of responsibility,

full of initiative, results-oriented, vision & assertiveness.

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8.4.2 Leader behavior

The behavioral approach to leadership : Focus on differences in the actions (behavior) of

effective and ineffective leader.

Looking at what leaders actually do : How they delegate task to subordinate? Where and when they communicate to others? How they perform their roles?

Studies by University of Michigan : Production - centered leadership style : leaders set

standards, organize & pay close attention toemployees work and are interested in result.

Employee centered leadership style : leadersencourage employees to participated in makingdecisions and make sure they are satisfied with their work.

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The leadership functions generate two different leadership styles :

i. Task-oriented / Production centered The primary goal of managers using this style is getting the job done to

their satisfaction. The style of a leader who is task oriented would be thathe : Plans and defines work to be done Assigns task responsibilities Sets clear work standards Urges task completion and monitors results Supervises employees Is concerned only with getting the job done rather than the development or

growth of the employees

ii. Employee-oriented /People-oriented Managers try to motivate rather than control the employees. Employees

are encouraged to participate in decision making. Manager show a high amount of consideration towards employees idea

and feelings. The characteristics of a manager who practices employee oriented are :

warmth and he has social rapport with subordinates Respect for the feelings of others Sensitivity to the needs of others

Mutual trust

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8.5 Major Phases in Leadership

ResearchersThere are 3 phases introduced:

i) Trait phase Attempt to determine what specific traits make a

person an effective leader.

ii) Behavior phase Attempt to determine what particular behavior style

leader utilize to cause others to follow them.

iii) Situational phase Attempt to explain leadership within the context of the

larger work situation in which it occurs.

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8.6 Leadership Models

(a) Behavior approach

Managerial Grid Model Developed by Robert Blake and Mouton.

It identifies 5 leadership style thatcombines differing proportions of concernfor production and concern for people.

The grid encourage the leader to size upeach situation by making good use of knowledge on human behavior.

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The 5 leadership styles are depicted in the diagram below :

High

9 (1,9) (9,9)

8

7

6

5 ( 5,5)

4

32

1 ( 1,1) (9,1)

01 2 3 4 5 6 7 8 9

Concern for production

Conce

r n

f or

people

Concern for production

CONCER N

FOR

PEO

PLE

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The points shows different leadership styles that are practiced bymanagers. The points are as such :

Point (1,1) Impoverish Management The management or manager has little concern for either

people or production. Also known as Laissez-Faire Exertion of minimum effort to get required work done is

appropriate to sustain organizational membership.

Point (1,9) Country Club Management

Attention peoples needs for satisfying relationship will lead tocomfortable friendly organization atmosphere and work tempo. Highly concerned for individual personal.

Point (5,5) Middle of The Road Management Shows moderate concern for people and production. Adequate organization performance is possible, through

balancing the necessity to get out work with maintaining moraleof people at a satisfying level.

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Point (9,1) Autocratic / Authoritarian Management

Has a high concern for production and a low concern for people. Stress on operating performance is possible, through

balancing the necessity

Point (9,9) Democratic / Supportive Management Has a high concern for people and production relationships. Work accomplishment is from committed people,

interdependence through common interests as well asrelationship of trust and respect.

Managers must be also concerned for the feelings &interests of the group members.

** Among the 5 leadership styles, point (9,9) is the best to generateimproved performance, low absenteeism & turnover.

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b) Situational contingency approach

(i) Hourses Path-Goal Model

ContingencyEmployee NeedsEmployee Abilities

ContingencyEmployee NeedsEmployee Abilities

ContingencyStructured tasksUnstructured tasks

ContingencyStructured tasksUnstructured tasks

Leadership Styles Achievement

DirectiveParticipativeSupportive

Leader effectivenessHigh worker productivity

High job satisfactionLow employee turnover

Few grievances

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ii. Life Cycle @ Situational Leadership Model

(by Hersey and Blanchard)

The model suggests that the levels of directive andsupportive behaviors of leaders will vary based on

the level of maturity of the employee or team.

Directive behavior - One way communication from leaders to followers.

- Example : spelling out duties, telling followers whatto do, where, when and how.

Supportive behavior - Two way communication between leader and followers.- Example : listening, providing encouragement &

involving followers in decision making. Maturity

- Subordinates ability to set high but attainable goals andaccept responsibility for reaching them.

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I Directive Style @ Telling High task, Low relationship Giving of clear instruction and specific direction.

II Coaching Style @ Selling High task, High relationship

Expanding 2 way communication and building confidence andmotivation.

III Supporting Style @ Participating High relationship, Low task Active 2 way communication and support efforts to use skills.

IV Delegating Style Low task, Low relationship

Giving responsibilities for carrying out plans and making taskdecisions.

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iii. Fiedler contingency theory

A leadership model thatsuggests successfulleadership depends onmatching the situation andthe leaders style .

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This theory depend on :

i. Leadership style

Least preferred co-workers (LPC)Employee with whom a leader can work eastwell.

Relationship oriented leader A leader concerned about employees feelingand welfare.

Task oriented leader A leader concerned with getting the job done.

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ii. Situational variables

Leader-member relations

The extent to which a leader is acceptedby the group.

Task structureThe degree to which the job is routine.

Leader position power The extent to which a leader haslegitimate coercive & reward power.

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End of topic..