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LEADERSHIP

ANJU P

ROLL NO: 3

SIF CUSAT


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and under-led

Warren.G.BennisAn effective leader is capable of inspiring and

motivating even the most inefficient employees to

strive towards attaining the goals of theorganization.

Leadership is the art of motivating a

group of people to act towards

achieving a common goaL


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LEADERSHIP

THEORIES.


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There are mainly 3 theories

1. Personality Trait Theories [leaderspossess some personality traits that non leadersdo not possess at all, or possess only to small

extent.]

2. Behavior theories [behavior characteristics

of the leaders.]

3. Contingency Theories [leadership in differentsituations]


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TRAIT THEORY

.


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.Earlier researchers believed that there were

certain unique characteristics in people that made

them leaders . According to them , a person mustpossess certain unique personality traits that are

essential for effective leadership.

One of the trait theories is the Great Person

theory which emphasized that leaders might notbe born with the desired leadership traits but can

be acquired by learning and experience.

Researchers also tried to study the relationshipbetween physical traits and leadership, but were

unsuccessful to establish a valid relationship.


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BEHAVIOR

THEORIES.


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behavioral theorists concentrated on

the unique behavioral aspects found

in leaders that enabled them toattain effective leadership

1.The Ohio State studies

2.Universities of Michigan studies

3.The Managerial Grid

4.Scandinavian studies


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THE OHIO STATE

STUDIES

.


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.In 1945 researchers from various fields conductedstudies on leadership at Ohio State university.

The research was based on a questionnaire called

Leader Behavior Description Questionnaire.

They narrowed down to two independent dimensions

along which an individuals leadership behavior could

be studied.

1. Initiating StructureIndividuals ability to define

his own task as well as the subordinates tasks and

also accomplish them in time. People who score

high in this dimension put pressure on

subordinates to meet deadlines and maintain

certain level of performance.


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.

2 .ConsiderationThis refers to the extent to

which a leader cares for his subordinate,respects their ideas and feelings and

establishes work relations which are

characterized by mutual trust and respect.The studies revealed that the people who scored

high on both the dimensions were able to

achieve higher performance as well as job

satisfaction.


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UNIVERSITIES OF

MICHIGAN STUDIES

.


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.

A research was conducted at the Survey Research Centre at

the University of Michigan. The research was conducted on

twelve pairs of sections ,each section consisted on one high

producing section and one low producing section.

During the study , researchers also interviewed 24

supervisors and 400 workers. And following was observed.

1. Employee-oriented dimension

2. Production-oriented dimension

Researchers concluded that leaders with an inclination

towards employee-oriented dimension resulted in higher

job satisfaction and greater productivity.


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THE MANAGERIALGRID

.


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.

The Managerial Gridgraphic below is a very

simple framework that elegantly defines FIVE

basic styles that characterize workplace

behaviour and the resulting relationships. The

FIVE managerial Grid styles are based on how

two fundamental concerns (concern for peopleand concern for results) are manifested at varying

levels whenever people interact.

Th t di ti i h 5 diff t l d hi


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.The concept distinguishes 5 different leadershipstyles, based on the concern for people and theconcern for production:

Impoverished style(Low Production / LowPeople) (1:1)Description: A delegate-and-disappear

management style. A basically lazy approach.

Characteristics: The manager shows a lowconcern for both people and production. He (orshe) avoids to get into trouble. His mainconcern is not to be held responsible for anymistakes.

Results in: Disorganization, dissatisfaction anddisharmony due to lack of effective leadership.


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.Country Club style (Low Production / HighPeople)(1:9)

Description: One-sided, thoughtful attention to theneeds of employees.

Characteristics: The relationship-oriented manager

has a high concern for people, but a low concern forproduction. He pays much attention to the security andcomfort of the employees. He hopes that this willincrease performance. He is almost incapable of

employing the more punitive, coercive and legitimatepowers. This inability results from fear that using suchpowers could jeopardize relationships with the otherteam members.

Results in: A usually friendly atmosphere, but notnecessarily very productive.


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.Produce or Perish style OR Authoritarian style (High

Production / Low People)(9:1)

Description: Authoritarian or compliance leader.Characteristics: The task-oriented manager is

autocratic, has a high concern for production, anda low concern for people. He finds employee

needs unimportant and simply a means to an end.He provides his employees with money andexpects performance back. There is little or noallowance for cooperation or collaboration. He

pressures his employees through rules andpunishments to achieve the company goals.Heavily task-oriented people are very strong onschedules. They are intolerant of what they see as

dissent (it may just be someone's creativity).

R lt i Whil t hi h t t i hi bl i th h t


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.Results in: Whilst high output is achievable in the shortterm, much will be lost through an inevitable high labourturnover.

Middle of the road style

(Medium Production /Medium People). (5:5)

Description: The manager tries to balance between

the competing goals of the company and the needs ofthe workers.

Characteristics: The manager gives some concern toboth people and production, hoping to achieve

acceptable performance. He believes this is the mostanyone can do.

Results in: Compromises in which neither theproduction nor the people needs are fully met.

s y


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.Team Management style(High Production / High People).(9:9)

Description: The ultimate. The manager pays high

concern to both people and production. Motivation ishigh.

Characteristics: The manager encourages teamwork

and commitment among employees. This styleemphasizes making employees feel part of the

company-family, and involving them in understanding

organizational purpose and determining production

needs.Results in: Team environment based on trust and

respect, which leads to high satisfaction and motivation

and, as a result, high production


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,


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SCANDINAVIAN

STUDIES

.

Th i th b h i th i did t t k i t


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.The previous three behavior theories did not take intoaccount the dynamics, or even chaotic environments that

influence the modern organizations.

Some Finnish and Swedish theorists began reviewing

earlier theories to find new dimensions that could

incorporate the dynamics of the environment.

The new dimension found was called as development

oriented behavior.

According to this dimension leaders were ready to

experiment with new ideas and practices and embracechange.

Leaders who were inclined towards this dimension were

found to be more efficient by the subordinates.


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CONTINGENCYTHEORIES

.


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How leader changes his style

according to changing situations

1. Fiedlers Contingency Model2. Hersey and Blanchards situational

theory

3. Leader-member exchange theory4. Leadership-participation model

5. Path Goal Theory


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FIEDLERSCONTINGENCY THEORY

.


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,

The Fiedler contingency model is a leadership theory of

industrial and organizational psychology developed by Fred

Fiedler

Fiedler (1967), differentiated situation from

contingency. He emphasised the fact that differing roles,

traits and behaviours of leaders did not just require an

specific understanding of interactions with subordinate, it

also required favourable conditions.

Fiedler's model assumes that group performance dependson: Leadership style, described in terms of task motivation

and relationship motivation.


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..

Situational favourableness determined by three factors:


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.Situational favourableness, determined by three factors:

1. Leader-member relations - Degree to which a leader

is accepted and supported by the group members.2. Task structure - Extent to which the task isstructured and defined, with clear goals and procedures.

3. Position power or the leaders position - The ability

of a leader to control subordinates through reward andpunishment.

High levels of these three factors give the mostfavourable situation, low levels, the least favourable.

Relationship-motivated leaders are most effective inmoderately favourable situations. Task-motivated leadersare most effective at either end of the scale.Fiedler suggests that it may be easier for leaders tochange their situation to achieve effectiveness, rather

than change their leadership style.


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HERSEY ANDBLANCHARDS

SITUATIONAL THEORY.

The situational leadership model focuses on the fit


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.The situational leadership model focuses on the fitof leadership style and followers maturity .

In contrast to Fiedlers contingency leadership

model and its underlying assumption that leadership

style is hard to change, the Hersey-Blanchard

situational leadership model suggests that successful

leaders do adjust their styles.

The situational leadership model views leaders as

varying their emphasis on task and relationship

behaviors to best deal with different levels of followermaturity.

The two-by-two matrix shown in the figure

indicates that four leadership styles are possible.

Telling Style giving specific task directions and closely


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.Telling Style giving specific task directions and closelysupervising work; this is a high-task, low-relationship style.

Selling Style explaining task directions in a

supportive and persuasive way; this is a high-task, high-

relationship style.

Participating Style emphasizing shared ideas and

participative decisions on task directions; this is a low-task,

high-relationship style.

Delegating Style allowing the group to take

responsibility for task decisions; this is a low-task, low-relationship style.


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LEADER-MEMBEREXCHANGE THEORY

.

According to this theory leaders often behave


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.According to this theory, leaders often behavedifferently with different subordinates. They establish

close relationships with a small group of subordinates

early in their interactions.

In Group :Good relation with leaders andhigh frequency of interactions.

Out-Group:Formal relation with leader andless frequency of interaction compared to in-group.

The theory suggests that the leaders givepromotions to the in-group employees quickly and

also that employee turnover rate in such groups is

low.


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LEADERSHIP-PARTICIPATION MODEL

.


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.In 1973 Victor Vroom and Philip Yetton cameup with the leadership-participation model thattried to establish relation between leadership

behavior and the decision making style.

As per them leaders are required to adapt theirbehavior to suit changes in the situations.

The model proposed a sequential set of rulesthat could help the managers in taking decisions

in different situations.


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.

The model had 12 contingencies also called as

problem attributes and 5 alternative leadership

styles.

The Problem Attributes were categorized into

decision-quality and employee acceptance.

1. decision-qualitycost considerations, information

availability, nature of problem structure.

2. employee acceptanceneed for commitment,

their prior approval, congruence of their goals


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PATH GOAL THEORY

.


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.

This theory was developed by Robert House.

Here the leader provides the necessary support and

guidance to his followers and help them achieve

organizational goals.

Leader defines the individual(or groups) goals and

help them achieve them.

As per the theoryLeaders are accepted by the

subordinates when

They find that the satisfaction of their needs

depend upon their effective performance


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.

They are provided with guidance

,support, and rewards needed foreffective performance.

Robert House suggested 4 types of

leadership by this model

1.Directive leadership

2.Supportive leadership

3.Participative leadership

4.Achievement-oriented leadership


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Leadership Styles.


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.

1. Authoritarian orautocratic

2. Participative ordemocratic

3. Delegate or Free Reign

Authoritarian


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Authoritarian

(autocratic)

.

I want both of you to


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.I want both of you to. . .

This style is used when leaders tell

their employees what they want todo and how they want it

accomplished, without getting theadvice of their followers.

Some people tend to think of thisstyle as a vehicle for yelling, using

demeaning language, and leading

Participative


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Participative

(democratic)

.


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.Let's work together to solve this. . .

This style involves the leader including

one or more employees in the decision

making process (determining what to

do and how to do it). However, theleader maintains the final decision

making authority. Using this style is not

a sign of weakness, rather it is a sign ofstrength that your employees will

respect. it allows them to become part

Delegative


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Delegative

(free reign)

.

You two take care of the problem while I go. .


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.You two take care of the problem while I go. .

the leader allows the employees to make the

decisions. However, the leader is still responsible for

the decisions that are made. This is used when

employees are able to analyze the situation and

determine what needs to be done and how to do it.

You cannot do everything! You must set priorities anddelegate certain tasks.

This is not a style to use so that you can blame others

when things go wrong, rather this is a style to be usedwhen you fully trust and confidence in the people

below you. Do not be afraid to use it, however, use

it wisely!

.


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.A good leader uses all three styles,

depending on what forces are involvedbetween the followers, the leader, and the

situation.

Using an authoritarian style on a newemployee who is just learning the job

using a participative style with a team of

workers who know their job

Using a delegative style with a worker

who knows more about the job than


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10 Characters

of leaders.


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MISSION

.

.


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.Leaders know what their mission is. They

know why the organization exists. A

superior leader has a well thought out

(often written) mission describing the

purpose of the organization. That purposeneed not be esoteric or abstract, but rather

descriptive, clear and understandable.

Every employee should be able to identify

with the mission and strive to achieve it.


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VISION

.

.Wh d t i ti


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.Where do you want your organization

to go? A vision needs to be abstract

enough to encourage people toimagine it but concrete enough for

followers to see it, understand it andbe willing to climb onboard to fulfill it.


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COMPETENCY

.

.You must be seen by your advisors,


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.You must be seen by your advisors,

stakeholders, employees, and the public as

being an expert in your field or an expert inleadership. Unless your constituents see

you as highly credentialed--either by

academic degree or with specializedexperience--and capable of leading your

company to success, it will be more

difficult for you to be as respected,

admired, or followed.


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A STRONG TEAM

.

.Realistically, few executives possess all of


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Realistically, few executives possess all of

the skills and abilities necessary to

demonstrate total mastery of everyrequisite area within the organization. To

complement the areas of weakness, a wise

leader assembles effective teams ofexperienced, credentialed, and capable

individuals who can supplement any voids

in the leader's skill set. This ability is what

sets leaders apart from others.


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COMMUNICATION

SKILLS

.

.It does little good to have a strong mission,


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g g ,

vision, and goals--and even a solid budget--if

the executive cannot easily and effectively

convey his ideas to the stakeholders inside and

outside of the organization. He must regularly

be in touch with key individuals, by email, v-

mail, meetings, or other forms of

correspondence. Of course, the best way to

ensure other people receive and understand themessage is with face-to-face interactions

GOAL


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GOAL

.

.


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How is the organization going to achieve its

mission and vision and how will you measureyour progress? Like a vision, goals need to be

operational; that is specific and measurable. If

your output and results can't be readilymeasured, then it will be difficult to know if you

have achieved your purpose. You may have

wasted important resources (time, money,people, and equipment) pursuing a strategy or

plan without knowing if it truly succeeded.


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INTERPERSONAL

SKILLS

.

.Successful entrepreneurs are comfortable


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p

relating to other people; they easily create

rapport and are at least more extrovertedthan they are introverted. These factors

help leaders seem approachable, likeable,

and comfortable in their position. Thosequalities contribute to staff wanting to

interact with their leader. They also help

motivate employees to do a better job.

A " d


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A "can do, get it

done" attitude

.

Nothing builds a picture of success more than


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.

g p

achievement, and achievement is the number

one factor that motivates just about everyone

across all cultures. When employees see that

their boss can lead and direct, has a clear vision

and attainable goals, and actually gains results

in a timely manner, then that person's

credibility increases throughout the

organization. Entrepreneurs must modestly

demonstrate their skills to give their

constituents valid reasons to appreciate and

value their efforts.


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INSPIRATION

.

.Quite often, employees need someone to


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, p y

look up to for direction, guidance, and

motivation. The entrepreneur needs to bethat person. Hopefully, Human Resources

has hired self-motivated individuals.

Nevertheless, there are times, when manyemployees need the boss to inspire them

by word or action. Employees need

someone to look up to, admire, and follow.


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AMBITION

.

.Resting on your laurels is bad for employee


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g y p y

morale and entrepreneurial credibility.

Employees need to be constantly strivingfor improvement and success; and they

need to see the same and more in their

leaders. When the boss is seen as someonewho works to attain increasingly higher

goals, employees will be impressed and

more willing to mirror that behavior.


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Be good leaders.

Th k


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Thank you ..

.

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