Leadership 1 KG

8/8/2019 Leadership 1 KG

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Dr. Koustab Ghosh

Calcutta Business School

Leadership


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Attributes of Entrepreneur

Pursues individualized thoughtsForecasting skills and opportunity seekersHigh risk takersHigh stake in enterprises

Innovative and thoughts generativeMore intervening and self confirming by natureNetworks to expand social and business basePuts lees efforts and time to develop people


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Attributes of Manager

Chasing people to get things done

Self prospect and securityStatus orientedFeels comfortable to work with tried and tested

methods

High concern for short term goalsNetworks for own purposePersuades others to fall in his line of thoughts /

actions

Looks for quick fix solutions


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Attributes of LeaderBuilding organizations (including

reviving / developing / creating growthetc.)Deep faith in social issues (including

visionary / strong ethical values etc.)Innovative (including chasing

excellence)Open, allows freedom to express /

develop peopleClarity of purposeFull of energy (including strong will /

determination)Service above self


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en s y e use o means, o o w c are e erm ne y athird party -- A manager is one who directs others in the pursuit of ends bythe use of means that he or she selects

-- A leader is one who induces and guides others in the voluntarypursuit of ends by the use of means that they, the followers,select or approve of if they are chosen by another

Leadership involves two functions:

(1) the formulation of a vision that the organization is willing to pursueeven if doing so requires short term sacrifices; and(2) a formulation of the way to pursue the vision that will be both

rewarding and satisfying.

A vision is a non-existing state of the organization that is strongly desired.It may or may not be attainable, but it must be approachable even if

unattainable. Visions can change over time but they tend to haverelatively long lives


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-- Leadership is the ability to influence a group of peopletoward the achievement of goals in an ethical manner

-- Leadership is a process of influencing and shaping thepotential behaviour of people in the system

-- Leadership as a process involves influence, exemplarybehaviour or persuasion

-- Leaders exhibit a degree of versatility and flexibility thatenables them to adapt their behaviour to the changingdemands made on them


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Key Variables in Leadership Theories

Characteristics of the Leader

Characteristics of the Follower

Characteristics of the Situation


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Characteristics of the

Leader

Traits (motives, personality, values)

Confidence and optimismSkills and expertiseBehavior

Integrity and ethicsInfluence tacticsAttributions about followers


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Characteristics of the Follower

Traits (needs, values, self concepts)Confidence and optimismSkills and expertiseAttributions about the leader

Trust in the leader Task commitment and effort

Satisfaction with job and leader


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Characteristics of the

Situation Type of organizational unit

Size of unitPosition power and authority of leader Task structure and complexity Task interdependence

Environmental uncertaintyExternal dependencies


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Level of Conceptualizationfor LeadershipIntra-individual process focus on

processes within a single individual

Dyadic process focuses on the relationshipbetween a leader and another individualGroup process focuses on the leadership

role in a task group and how a leadercontributes to group effectiveness

Organizational process focuses onleadership as a process that occurs in alarger open system in which groups are asubsystem


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These leaders have emerged in every age, whether torespond to a driving need, a mission, or to pursue a dreamof what could be, a vision and people have surgedforward to join them in their quest and to become part of it. -- Were they selected / grasped the moment? -- Leadership is situational in a time or need. Once the

need is felt to have been met the establishment willusually salvage what is relevant and return to things asthey were -- Leaders may outline strategy but the detail of planningand theresources for implementation become a matter formanagement


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Leadership Perspectives

The study of leaders began as an effort toidentify the personal characteristics andpersonality traits of leaders

Trait based studies held that leaders wereborn, not made


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Is one leadership style more effectivethan another leadership style?

Attention shifted from a concern of whothe leader is to what the leader does

The overall goal of the behaviouralapproach was to identify and measurerelevant leadership actions and

behaviours that lead to highsubordinate productivity and morale


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OHIO Leadership Studies : identify relevant leadershipbehaviour and how often leaders exhibited such behaviours

Consideration : leaders concern for people and interpersonal

relationships Initiating Structure : leaders concern for accomplishing the task Michigan Leadership Studies : identification of relationships

among leader behaviour, group processes and groupperformance Task orientation : planning and scheduling the work Relationship orientation : supportive and helpful with subordinates

Participative leadership : more group supervision and group meetings

instead of supervising each subordinate separatelyPeer leadership (Bowers and Seashore, 1966) : leadership functionscan be carried out by someone besides the designated leader of a group


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Mathew Stewart : The management myth : Why the expertskeep getting it wrong

-- after completing a doctorate in philosophy, took up a job with amanagement consulting firm-- with no knowledge of or background in management, headvised CEOs of top companies at a billing rate of half a milliondollars a year-- he ultimately became partner of the consulting firm-- the firm itself went off a few years later-- being unemployed, decided to explore management literature-- started reading the books that he acquired before but neverread-- diligently explored organizational behaviour and strategy as tofocus on the creation of excellence in companies-- Hamel and Prahalad, core competence, NEC Japan, turned outto be under performer in the very next year-- Competing for the future : except HP all companies had asevere downturn, Enron was proclaimed as the Americas mostinnovative company


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-- In search of excellence : two ex-Mckinsey consultants, TomPeters and Robert Waterman, listing the attributes of high-performing companies, after evaluating 43 companies -- two years later, half of them were in trouble, five years lateralmost all showed signs of decline -- hard skills can be easily picked up by B-School graduates, soalso by the engineering graduates, what about the ethics,leadership, human relations, strategy designetc.


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Task-Oriented Behaviors

Organize work activities to improveefficiency

Plan short-term operationAssign work to groups or individualsClarify what results are expected for a taskSet specific goals and standards for task

performance

Explain rules, policies, and stand operatingproceduresDirect and coordinate work activitiesMonitor operations and performance

Resolve immediate problems that would


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Relations-Oriented Behaviors

Provide support and encouragement to someone with adifficult task

Express confidence that a person or group can perform adifficult task

Socialize with people to build relationships.Recognize contributions and accomplishmentsProvide coaching and mentoring when appropriateConsult with people on decisions affecting themAllow people to determine the best way to do a task

Keep people informed about actions affecting themHelp resolve conflicts in a constructive wayUse symbols, ceremonies, rituals, and stories to build

team identityRecruit competent new members for the team or

organization


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Change-Oriented Behaviors

Monitor the external environment to detect threats andopportunities

Interpret events to explain the urgent need for changeStudy competitors and outsiders to get ideas for

improvementsEnvision exciting new possibilities for the organizationEncourage people to view problems or opportunities in a

different wayDevelop innovative new strategies linked to core

competenciesEncourage and facilitate innovation and

entrepreneurship in the organizationEncourage and facilitate collective learning in the team

or organizationExperiment with new approaches for achieving

objectives


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Research results : following behaviours were found :

-- planning, coordinating, and organizing -- supervising subordinates (directing, instructing, monitoringperformance) -- establishing and maintaining good relations with subordinates, peers,superiors, and even outsiders

-- responsibility for carrying out and implementing organizational policies,making necessary decisions So you can plan how to balance your leadership orientation.


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The strategic leader :

The strategic leader, usually the dynamic chief executive of anorganization, is characterized by a single-minded determinationthat the enterprise will succeed and continue to succeed in theachievement of its goals -- A dependence on the efforts of employees fully committed totheir roles -- culture of open communication and mutual trust -- people who do not share this motivation and commitment willnot stay

The leader is hands-on in all major issues, and, perhaps withoutbeing consciously aware of it, constantly uses the skills both of management and leadership (authority and influence).


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Efficiency and Process Reliability

Performance management and goalsetting programs (e.g.,MBO, zerodefects)

Process and quality improvementprograms (quality circles,TQM, SixSigma)

Cost reduction programs (downsizing,

outsourcing, just-in-time inventory)Structural forms (functionalspecialization, formalization,standardization)

Appraisal, recognition, and rewardsystems focused on efficiency and


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Human Resources andRelations

Quality of worklife programs (flextime, jobsharing, child care, fitness center)

Employee benefit programs (health care,vacations, retirement, sabbaticals)

Socialization and team building (orientationprograms, ceremonies and rituals, socialevents and celebrations)

Employee development programs (training,mentoring, 360 feedback, educationsubsidies)


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Human Resources andRelations

Human resource planning (successionplanning, assessment centers, recruitingprograms)

Empowerment programs (self-managedteams, employee ownership, industrialdemocracy)

Recognition and reward programs focusedon loyalty, service, or skill acquisition


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Innovation and AdaptationCompetitor and market analysis

programs (market surveys, focusgroups, consumer panels,comparative product testing,benchmarking competitor productsand processes)

Innovation programs (intrapreneurship,

quality circles, innovation goals)Knowledge acquisition (consultants, joint ventures, import best practicesfrom outside)

Organizational learning (knowledgemanagement systems, postmortums,


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Innovation and Adaptation Temporary structural forms for

implementing change (steeringcommittee, task forces)

Growth and diversification programs(mergers and acquisitions, franchises,

joint ventures)Structural forms (research

departments, small product divisions,product managers crossfunctionalproduct development teams, facilitiesdesigned to encourage innovation)

Appraisal, recognition, and rewardsystems focused on innovation and


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The CEO Leader :

Ensures that all in-house activities are fully competent to meetthe demands on them and are synchronized and coordinated Dual responsibility of meeting work targets and of creating aworkingenvironment in which people are fully informed about what ishappening, areconstantly challenged to seek ways of adding value and reducingcosts and where special effort is recognized


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The Work team Leader : -- Individual tasks are defined and assigned.-- The work flow and performance standards are programmed.-- Work is usually under pressure with deadlines. Initiating regular short team meetings to ensure that everyone iskept fully aware of what is happening and then by encouragingand stimulating ideas on where improvements might be made,costs reduced or value added how the employees feel about their tasks, each other, theiremployer and their customers/clients In staff appraisal discussions, either a coaching or a training needcan be identified

-- Cogn t ve a t es : menta a ty test scores; genera


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g y ; gintelligence level, creative thinking, analytical and decisionmaking skills, structural analysis and planning

-- Personality : emotional stability; conscientiousness;extroversion; agreeableness; openness; intuition-thinking;optimism; proactivity; adaptability; nurturance; internal locus of control -- Motivation : need for power and achievement; need fordominance; need for responsibilitymotivation to lead (affects a leaders or leader-to-bes decision

to assume leadership training, roles, and responsibilities and thataffects his or her intensity of effort at leading and persistence asa leader) -- Social appraisal skills / Social intelligence : the ability tounderstand the feelings, thoughts, and behaviors of persons,

including oneself, in interpersonal situations and to actappropriately upon that understanding / Self-monitoring;Behavioural flexibility


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Very easily upset Neuroticism Veryunemotional

Highly extroverted ExtraversionHighly introverted

Wide range of interests Openness Very expertin one area

Open to new ideas Agreeableness Veryfixed views Very committed & Conscientiousness Veryunreliableorganized


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Neuroticism : someone who gets enthused and excited about ideas, shows their

emotions so that followers know how they feelsomeone who can control their emotions quite well, not over excited andmake rational decisions Extraversion : someone who is good with people, able to get on well and show aninterest in the people being ledsomeone who is able to be a bit detached from the team, not trying to beone of the crowd, and able to earn respect Openness : someone with broad interests, who knows about all aspects of the workbeing done by the people being ledvery knowledgeable about the technical aspects of the job, seen as anexpert by those being led


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Agreeableness : someone who is willing to listen to others and change own views in thelight of discussionssomeone who is clear in own ideas and beliefs, does not flit from one toanother to follow what others say Conscientiousness : someone who is focused, gets the job done and does not leave loose endsuntiedsomeone who is able to generate ideas and get things rolling, delegates

responsibility for detail to others


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Attributes of Leaders : Problem solving skills / Practical intelligence : problemconstruction and generation of solutions; developmental workexperiences; cognitive processing; higher tacit knowledge Outcome of attributes :

-- Leader traits contribute significantly to the prediction of leadereffectiveness, leader emergence, and leader advancement

-- Leadership is best predicted by an amalgamation of attributesreflecting cognitive capacities, personality orientation, motivesand values, social appraisal skills, problem-solving competencies,and general and domain-specific expertise

-- The constellation of critical leader attributes includes traits thatpromote a leaders ability to respond effectively andappropriately across situations affording qualitatively differentperformance requirements


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Leadership Skills : (You can rate yourself on a scale of 1 to 5)

-- Communicating information to other people

-- Listening and absorbing information from others

-- Demonstrating a sense of vision, a direction for self and others-- Motivated to achieve personal goals, having personal drive

-- Dependable, conscientious and persistent gets things done

-- Able to motivate other people to work towards goals

-- Innovative, keen to try new ideas-- Honest, shows integrity

-- Fair, treats people equally

-- Trusted and trustworthy


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-- Self-confident, willing to accept challenges

-- Able to assess and take appropriate risks

-- Emotionally stable but not afraid to show emotions, when

appropriate-- Sensitive to others emotional state, caring about others

-- Willing to earn, not afraid to ask when meeting something new

-- Interested in and valuing others

-- Willing to make decisions and take responsibility-- Working well in a team

-- Recognizing others achievements

-- Technically competent


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Blake and Mouton Managerial Grid (1969)

5 6 7 8 9 1 2 3 4

Concern for Production

Concern for

People

(1,1)

Impoverished

Middle-of-the-Road

(5,5)

Authority-Compliance

(9,1)

Team Management

(9,9)(1,9)

Country Club98

7

6

54

32

1


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-- Blake and Mouton (1982) proposed that an effective leader isnot someone who merely uses a mix of task and relationsbehaviours, but rather someone who selects specific forms of behaviour that simultaneously reflect a concern for both task andpeople.

-- They also recognized the need for leaders to select specific

forms of behaviour that are appropriate for a particular time orsituation.

Conceptions of Power and


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Conceptions of Power andInfluence

Authority the power / right to dosomething ; the power to give orders topeople (dictionary)

Authority The rights, prerogatives,obligations, and duties associated withparticular positions in an organization orsocial system

Power Capacity of one party to influenceanother party

Influence - the effect thatsomebody/something has on the way aperson thinks or behaves or on the way


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Influence ProcessesInstrumental Compliance The target

person carries out a requested action forthe purpose of obtaining a reward oravoiding punishment

Personal Identification The target personimitates the agents behavior or adoptsthe same attitudes to please the agentand to be like the agent

Internalization The target personbecomes committed to support andimplement the agents proposals because

O t f I fl


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Outcomes of InfluenceAttempts

Compliance The target person is willing todo what the agent asks but is apatheticrather than enthusiastic about it and willmake only a minimal effort

Commitment The target person internallyagrees with a decision or request andmakes a great effort to carry out therequest

Resistance The target person is opposedto the proposal or request and activelytries to avoid carrying it out


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Power Types and Sources


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Power and Influence by Leaders :

-- effective leaders rely more on personal power than on positionpower, although position power has got to play a major role in

the context of organizational leadership

-- the required position power necessary for leader effectivenessdepends on the nature of organization, task, and subordinates -- leaders use power in a subtle, careful fashion that minimizesstatus differentials and avoids threats to the target persons self-esteem -- the proactive influence tactics include rational persuasion,consultation, collaboration, and inspirational appeals; the tacticsused depends on the situation faced and the other individual is asubordinate / peer / superior

-- Participative leadership involves efforts by a manager to encourage and


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Participative leadership involves efforts by a manager to encourage andfacilitate participation by others in making decisions that would otherwisebe made by the manager alone -- participation can take many forms ranging from revising a tentativedecision after receiving protests / resistance, to asking for suggestionsbefore making a decision, to asking an individual / group to jointly make adecision, to allowing others to make a decision subject to the managersfinal authorization -- participation is unlikely to be effective if participants do not shareleaders objectives, do not want to take responsibility in decision-making,distrust the leader, time pressure is there, wide dispersion of participants

-- for Group participation the manager should have sufficient skill inmanaging conflict, facilitating constructive problem solving, and dealingwith common process problems that occur in group functions


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Varieties of ParticipationAutocratic DecisionConsultation

Joint DecisionDelegation

Normative Decision Model


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Normative Decision Model Vroom and Yetton Model (1973)

Decision ProceduresAI Leader makes decision without any

additional informationAII Leader seeks information and makes

decision aloneCI Leader shares problem with othersindividually and makes decision alone

CII Leader shares problem with otherscollectively and makes decision alone

GII Group discusses problem collectivelyand the group makes the decision


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Delegation :

-- the process of giving somebody work or responsibilitiesthat would usually be yours; delegation of authority/decision-making (dictionary)

-- a variety of different forms and degrees of power sharingwith individual subordinates


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DelegationReasons for Lack of Delegation

Aspects of the leaders personalityFear of subordinate making a mistakeHigh need for personal achievement

Characteristics of the subordinateNature of the work

Reasons for Lack of


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Reasons for Lack of Delegation


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Guidelines for DelegatingWhat to Delegate

Tasks that can be done better by asubordinate

Tasks that are urgent but not high priority

Tasks relevant to a subordinates career Tasks of appropriate difficultyBoth pleasant and unpleasant tasks

Tasks not central to the managers role


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Guidelines for DelegationHow to Delegate

Specify responsibilities clearlyProvide adequate authority and specify

limits of discretion

Specify reporting requirementsEnsure subordinate acceptance of responsibilities


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DelegationHow to Manage Delegation

Inform others who need to knowMonitor progress in appropriate waysArrange for the subordinate to receive

necessary informationProvide support and assistance, but avoidreverse delegation

Make mistakes a learning experience

Conditions Facilitating


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Conditions FacilitatingPsychological Empowerment


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Path-Goal Theory of

LeadershipThe motivational function of the leader

consists of increasing personal payoffs

to subordinates for work-goalattainment and making the path tothese payoffs easier to travel by clarifying it, reducing roadblocks and

pitfalls, and increasing theopportunities for personal satisfactionwith the leader

Path Goal Model, House and Mitchell,


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1974

Leader behaviour is acceptable andsatisfying to followers to the extentthat they see it as an immediatesource of satisfaction or as instrument

to future satisfactionLeader behaviour is motivational to the

extent that it makes followers need

satisfaction contingent on effectiveperformance, and it provides coaching,guidance, support, and rewardsnecessary for the effectiveperformance, which are otherwise notavailable in the work situation


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Distinctive Leadership Styles

Directive leader tells subordinates what isexpected of them, gives specific guidanceas to what should be done, and showshow to do it

Supportive leader is friendly andapproachable, shows concern for thestatus, well-being and needs of subordinates

Participative leader consults withsubordinates, solicits their suggestions, andtakes into consideration their ideas beforemaking a decision

Achievement oriented leader setschallenging goals, expects subordinates to

Path-Goal Theory: Major Propositions


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HERSEY & BLANCHARD SITUATIONAL


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HERSEY & BLANCHARD SITUATIONALLEADERSHIP (1969)

M1 : person unable and unwilling toperform (tell style of leadership)M2 : person unable but willing to perform

(sell style of leadership)

M3 : person able but unwilling to perform(participate style of leadership)

M4 : person able and willing to perform(delegate style of leadership)


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Leader Actions to Deal with Deficiencies inIntervening Variables


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Intervening Variables

Subordinates are apathetic or discouraged about the workSet challenging goals and express confidence

subordinates can attain themArticulate an appealing vision of what the groupcould accomplish or become

Use rational persuasion and inspirational appeals toinfluence commitment

Lead by example

Use consultation and delegationProvide recognitionReward effective behavior

Subordinates are confused about what to do or how to dotheir work

Make clear assignmentsSet specific goals and provide feedback about

performanceProvide more direction of ongoing activitiesProvide instruction or coaching as neededIdentify skill deficiencies and arrange for necessary

skill training

Leader Actions to Deal with Deficiencies in


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Leader Actions to Deal with Deficiencies inIntervening Variables

The group is disorganized and/or it uses weakperformance strategiesDevelop plans to accomplish objectivesIdentify and correct coordination problemsReorganize activities to make better use of people,

resources, and equipmentIdentify and eliminate inefficient and unnecessaryactivitiesProvide more decisive direction of ongoing activities

in a crisis

Little cooperation and teamwork exist amongmembers of the group

Emphasize common interests and encouragecooperation

Encourage constructive resolution of conflict andhelp mediate conflicts

Increase group incentives and reduce competitionUse symbols and rituals to build identification with

Leader Actions to Deal with Deficiencies in


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Intervening Variables

The group has inadequate resources to do theworkRequisition or borrow specific resources needed

immediately for the workFind more reliable or alternative sources of suppliesRation available resources if necessaryInitiate improvement projects to upgrade equipmentand facilitiesLobby with higher authorities for a larger budget

External coordination with other subunits oroutsiders is weak

Network with peers and outsiders to develop morecooperative relationships

Consult more with peers and outsiders when makingplans

Keep peers and outsiders informed about changesMonitor closely to detect coordination problems

quickly

LIKERTS SYSTEM FOUR MODEL


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(1965)

System 1 Exploitative Authoritative acts in an autocratic manner and exploits the subordinates;In this type of management system the job of employees/subordinatesis to abide by the decisions made by managers and those with a higher status than them in the organization. The subordinates do not participatein the decision making. The organization is concerned simply about

completing the work. The organization will use fear and threats to makesure employees complete the work set. There is no teamwork involved.System 2 Benevolent Authoritative maintains strict control over the

subordinates in a paternalistic manner Just as in an exploitive authoritative system, decisions are made bythose at the top of the organization and management. However

employees are motivated through rewards (for their contribution) rather than fear and threats. Information may flow from subordinates tomanagers but it is restricted to what management want to hear.

In this type of management system, subordinates are motivated byrewards and a degree of involvement in the decision making process.M ill i l h i b di id d i i


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Management will constructively use their subordinates ideas and opinions.However involvement is incomplete and major decisions are still made bysenior management. There is a greater flow of information (than in abenevolent authoritative system) from subordinates to management.Although the information from subordinate to manager is incomplete andeuphemistic. System 4 Participative / Democratic makes decisions by consensusor majority Management have complete confidence in their subordinates/employees.

There is lots of communication and subordinates are fully involved in thedecision making process. Subordinates comfortably express opinions andthere is lots of teamwork.

Teams are linked together by people, who are members of more than oneteam. Likert calls people in more than one group linking pins.

Employees throughout the organization feel responsible for achieving theorganization's objectives. This responsibility is motivational especially assubordinates are offered economic rewards for achieving organizationalgoals which they have participated in setting.


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Contingency Theories of Leadership : -- something incidental to something else (dictionary) -- no one best way to lead in all situations -- effective leadership styles vary with factors such as thepersonality predisposition of the leaders, the characteristics of thefollowers, the nature of the tasks done and other situational factors



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The basic tenet of the Contingencyapproach is that for the evaluation of leadership effectiveness, besides theleader behaviour, some other variables

should also be consideredFiedlers contingency model effective

group performance depends upon agood fit between the leader style of interacting with his or hersubordinates, and the favorableness of the situation


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Robert Tannenbaum and William Schmidt (1958) :

the use of authority by the manager or freedom given tosubordinates is a function of

(1) forces in the manager (value system, confidence insubordinates, feelings of security or insecurity),

(2) forces in the subordinate (needs for dependence or independence, readiness to assume responsibility and toparticipate in decision making,

(3) forces in the situation (problem in hand, time pressure, groupcomposition) successful leaders accurately assess the forces that determinewhat behaviour would be most appropriate in any given situationand flexible enough to adopt the most functional leadership style


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Boss-centredLeadership

use of authority by manager (4 1) :

-- manager makes decision and announces -- manager sells decision -- manager presents problem and gets suggestions -- manager lets group make the decision

use of freedom by subordinates (1 4) :

Subordinate-centred Leadership


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Fred Fiedlers Contingency Model (1964)

Task structure the extent of clarity,standardisation, or ambiguity, in the workactivities assigned to the group

Position power the legitimate formalauthority of the leader

Leader-member relations the quality of relationship between subordinates andthe leader


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A high control situation : the leader has a great degree of controlover situations if leader-member relations are good, the task ishighly structured, and he / she is also equipped with the resourcesto give rewards or the power to withhold them A moderate control situation : the leader might have a goodrelationship with his members, but the task structure and positionpower may be low A low control situation : if a group is not interested in supportingthe leader, task structure is low, leaders position power is alsoweak, then the leader would find himself in a low control situation

Task-oriented leadership


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would be advisable in natural disaster, like a flood or fire. In anuncertain situation the leader-member relations are usually poor,the task is unstructured, and the position power is weak.

The one who emerges as a leader to direct the group's activityusually does not know subordinates personally. The task-orientedleader who gets things accomplished proves to be the mostsuccessful.

If the leader is considerate (relationship-oriented), they maywaste so much time in the disaster, that things get out of controland lives are lost.


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-- Blue-collar workers generally want to know exactly what they are

supposed to do. Therefore, their work environment is usually highlystructured. The leader's position power is strong if management backs their decision.

-- Finally, even though the leader may not be relationship-oriented, leader-member relations may be extremely strong if they can gain promotions and

salary increases for subordinates. Under these situations the task-orientedstyle of leadership is preferred over the (considerate) relationship-orientedstyle.


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The considerate (relationship-oriented) style of leadership can beappropriate in an environment where the situation is moderately favorable

or certain. For example, when

(1)leader-member relations are good,(2)(2) the task is unstructured, and

(3) position power is weak. Situations like this exists with research scientists , who do not like superiors to structure the task for them. Theyprefer to follow their own creative leads in order to solve problems. In asituation like this a considerate style of leadership is preferred over thetask-oriented
http://en.wikipedia.org/w/index.php?title=Considerateness&action=edit&redlink=1http://en.wikipedia.org/wiki/Researchhttp://en.wikipedia.org/wiki/Scientisthttp://en.wikipedia.org/wiki/Scientisthttp://en.wikipedia.org/wiki/Researchhttp://en.wikipedia.org/w/index.php?title=Considerateness&action=edit&redlink=1


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LPC Contingency TheoryLPC ScoreHigh LPC A leader primarily motivated to

have close, interpersonal relationshipswith other people

Low LPC A leader primarily motivated byachievement of task objectivesSituational Variables

Leader-member relations

Position Power Task Structure


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Guidelines for Managerial


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Guidelines for ManagerialLeadership

Maintain situational awarenessUse more planning for a long, complex

taskConsult more with people who have

relevant knowledgeProvide more direction to people with

interdependent rolesProvide more direction and briefings when

a crisis occursMonitor a critical task or unreliable person

more closelyProvide more coaching to an inexperienced

subordinate

Embedded Leadership Roles in Line Functions :


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For the operating level manager the key activities are:

-- creating and pursuing new growth opportunities; attracting and

developing resources and competences; and managingcontinuous performance improvement.

-- The operating level entrepreneur must be a results-orientedcompetitor, with detailed operating knowledge focusing energyon opportunities.

-- Key competences include creativity, technical knowledge andthe ability to motivate people.



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For the senior-level manager the key activities are:

-- developing individuals and supporting their activities; linking

dispersed knowledge, skills and best practices across units; andmanaging the tension between short-term performance and long-term ambition.

-- The senior-management developer must be a people-orientedintegrator with broad organizational experience able to develop

people and relationships.-- Key competences include supportiveness, understanding inter-personal dynamics and the ability to delegate, develop andempower.



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For the top-level manager the key activities are:

-- challenging embedded assumptions while establishing a

stretching opportunity horizon and performance standards;institutionalizing a set of norms and values to support co-operation and trust; and creating an overarching corporatepurpose and ambition. -- The top-level leaders must be institution-minded visionaries,understanding the company in context, balancing alignment andchallenge.

-- Key competences include challenging, understanding theorganization as a system, and the ability to inspire confidenceand belief in the institution and its management.

-- describes the role-making processes between a leader and


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each individual subordinate and the exchange relationship thatdevelops over time (Graen and Cashman, 1975; Graen and Uhl-Bien, 1991) -- exchange relationships formed on the basis of personalcompatibility, subordinate competence, and dependability -- the basis for establishing a high-exchange relationship is theleaders control over outcomes that are desirable to asubordinate (assignment to interesting and desirable tasks,delegation of higher responsibility and authority, sharing moreinformation, allowing participation in decision-making, tangiblerewards such as pay increase and other benefits, personalsupport and approval, and facilitation of subordinates career -- the subordinate is expected to work harder, more committed totask objectives, loyal to the leader, share some of the leadersadministrative duties

Lea er-Mem er Exc ange T eory LMX : -- a low exchange relationship is characterized by a relatively


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g p y ylow level of mutual influence -- the out-group subordinates need only comply with formal

role requirements-- three stages : initial testing phase, the refined exchange,and the matured stage (self-interest transformed into mutualcommitment to the mission and objectives of the work unit)

Type of exchange relationship influences managersattribution : -- Less critical when there is a high-exchange relationship-- Effective performance more likely to be attributed to internalfactors where there is a high-exchange relationship-- Ineffective performance more likely to be attributed toexternal factors when there is a high-exchange relationship-- Opposite is true for low-exchange relationships

necessary to perform

Behavior focused strategies involve the self regulation of behavior


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-- Behavior-focused strategies involve the self-regulation of behaviorthrough the use of self-assessment, self-reward, and self-disciplineand are particularlyuseful in managing behavior related to the accomplishment of necessary but unpleasant tasks-- Natural reward strategies involve seeking out work activities thatare inherently enjoyable and includes the focusing of attention onthe more pleasant or gratifying aspects of a given job or task ratherthan on the unpleasant or difficult aspects-- Constructive thought pattern strategies involve the creation andmaintenance of functional patterns of habitual thinking and includethe evaluation and challenging of irrational beliefs and assumptions,mental imagery of successful future performance, and positive self-talk

You know what you Know -

You know what you dont know known risk You dont know about what you dont know unknown risk


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Visionary Leadership : -- communicating a compelling vision -- kaleidoscope thinking, based upon being turned into the widerenvironment; the source of the vision -- macro issues : networking; team-working; and promoting aculture of excellence -- interpersonal issues : two way communication; peopleorientation; participative style; high visibility -- personal traits including positive self-regard; persistence;perseverance; consistency


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Influence tactics : an interactive process in which peopleattempt to convince other people to believe and/or act in certainways

-- Rational persuasion aims at changing the targets beliefsthat a request or proposal is feasible and consistent with taskobjectives through the use of explanations, factual evidence, andlogical arguments

-- Inspirational appeals refer to the use of values and ideals toarouse an emotional response in the target -- Consultation is a participative approach in which the target isencouraged to contribute and suggest improvements in planninghow to carry out a request or to implement changes


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Transaction : Agreement , contract , exchange , understanding,or transfer of valuables that occurs between two or more parties and establishes a legal obligation

Transformation : change of form / condition; Any change inan organism which alters its general character and mode of life;Change of one from of material into another; A change indisposition, heart, character, or the like, conversion; The change,as of an equation or quantity, into another form without alteringthe value

Transformational and Transactional
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Transformational and TransactionalLeadership

Transformational BehaviorsIdealized influenceIndividualized considerationInspirational motivation

Intellectual stimulation

Transactional BehaviorsContingent reward

Active management by exception (lookingfor mistakes and enforcing rules andregulations to avoid them)

Passive management by exception(reinforcing punishment for deviationsfrom performance standard) [Bass andAvollio, 1990]

Influence Processes


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Transactional LeadershipInstrumental compliance

Transformational LeadershipInternalizationPersonal identification

Transformation vis--vis Charismatic Leadership :

Transformational leaders raise followers to a higher level of needs and aspirations


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-- Transformational leaders raise followers to a higher level of needs and aspirationswhereas transactional leaders identify the existing needs and goals of theirfollowers and provide rewards for the fulfillment of these needs and goals.

-- Transformational leadership as the opposite end of a single continuum fromtransactional leadership; leaders may exhibit a variety of patterns of transformational and transactional leadership -- Charismatic influence has come to be one of the central dimensions of transformational leadership; charismatic leadership can have positive or negativeconsequences, whereas the positive category can be the transformational effects of charismatic leadership

-- Organizational context either supports or impedes the operation of transformational leadership -- Transformational leadership leads to motivational and moral elevation of followers; followers and leaders both raise each other to higher levels of motivationand morality

Charisma : The word charisma (origin from the Greek word (kharisma) , "gift" or "divine favor, refers to a rare traitf d i i h li i ll i l di
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found in certain human personalities usually including extremecharm and a 'magnetic' quality of personality and/or appearancealong with innate and powerfully sophisticated personal

communicability and persuasiveness.Earlier theories - leadership behaviour in terms of leader-follower relationships; providing direction and support;reinforcement mechanisms

Modern leadership theories - symbolic leader behaviour;visionary and inspirational ability; non-verbal communication;appeal to ideological values; intellectual stimulation andempowerment of followers Charismatic leaders transform organizations by infusing intothem ideological values and moral purpose that inducing strongcommitment rather than by affecting the instrumental cognitionsor the task environment of followers, or by offering materialincentives and the threat of punishment

resting on devotion to the exceptional sanctity, heroism orexemplary character of an individual person, and of thenormative patterns or order revealed or ordained by him


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normative patterns or order revealed or ordained by him Charisma as a certain quality of an individual personality, byvirtue of which he is set apart from ordinary men and treated asendowed with supernatural, superhuman, or at least specificallyexceptional powers or qualities. These are such as not accessibleto the ordinary persons, but are regarded as of divine origin orexemplary, and on the basis of them the individual concerned istreated as a leader Robert House (1977) : Dominant; Strong desire to influenceothers; self-confidence; Strong sense of ones own moral values Conger and Kanungo (1998) : Vision and articulation;Sensitivity to the environment; Sensitivity to member needs;Personal risk taking; Performing unconventional behaviour

Charismatic Leadership


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Leader Traits and BehaviorsArticulating an appealing visionUsing strong, expressive forms of

communication when articulating thevision

Taking personal risks and making self sacrifices to attain the vision

Communicating high expectationsExpressing confidence in followers

Modeling behaviors consistent with thevisionManaging follower impressions of the

leaderBuilding identification with the group or

organization



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Influence ProcessesPersonal identificationSocial identificationInternalization

Individual self-efficacy and collectiveefficacyFacilitating Conditions

Leaders vision is congruent with existing

follower values and identities Task roles defined in ideological terms thatappeal to followers

Crisis situation

Purposes for which Companies Delegateb l lf d


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Responsibility to Self-Managed Teams

Set work schedulesDeal directly with external customersSet performance targetsConduct trainingPurchase equipment or servicesDeal with vendors or suppliersPrepare budgets

Hire team membersFire team members


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Guidelines for Leading


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Guidelines for LeadingMeetings

Inform people about necessarypreparations for a meeting

Share essential information with groupmembersDescribe the problem without implying the

cause or solution

Allow ample time for idea generation andevaluation

Separate idea generation and from ideaevaluation

Guidelines for Leading


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Guidelines for LeadingMeetings

Encourage and facilitate participationEncourage positive restatement and

idea buildingUse systematic procedures for solution

evaluationEncourage members to look for an

integrative solutionEncourage efforts to reach consensus

when feasibleClarify responsibilities for

im lementation -- Effective leadership is often viewed as the foundation fororganizationalperformance and growth


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p g -- organizational leaders may be better equipped to createconditions necessary to facilitate the growth of future leaders -- Leader effectiveness can also be evaluated by reference tofollower attitudes, behavior, satisfaction, and followersacceptance of the leader -- evaluate leadership effectiveness over time; identify specificevents that have led to successful and/or unsuccessfulorganizational achievements Timely leadership effectiveness : -- Contemporary leadership orientation refers to a derivation and focus on

the organizational performance of todays corporate decision-making andbusinessbehaviour -- Historic leadership orientation refers to a derivation and focus on theorganizational performance of yesterdays corporate decision making andbusiness behaviour

organizational performance of tomorrows corporate decision-making andbusiness behaviour Timely leadership effectiveness occurs when all three


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y porientations are synchronized

Contextual effectiveness :

-- Intrinsic leadership orientation refers to a derivation and focus on theorganizational performance in a particular context of corporate decision-making and business behaviour

-- Extrinsic leadership orientation refers to a derivation and focus on the

organizational performance in some other contexts of corporate decisionmaking and business behaviour

-- Holistic leadership orientation refers to a derivation and focus on theorganizational performance in all contexts of corporate decision makingand business behaviour

Contextual leadership effectiveness occurs when all threeorientations aresynchronized

-- Point vision refers to non-synchronization of corporate decision makingand business behaviour

T l i i t ti l h i ti f t d i i


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-- Tunnel vision represents a partial synchronization of corporate decision-makingand business behaviour -- Broad vision represents the complete synchronization of corporatedecision-making and business behaviour

serendipity : the making of happy and unexpected discoveries by accident or when looking for something else

-- Opportunistic leadership effectiveness in organizational performancerefers to corporate decision making and business behaviour that arebased upon a high degree of serendipity and low level of skillfulness inplanning, implementation and evaluation

-- Entrepreneurial leadership effectiveness in organizational performance

refers to corporate decision making and business behaviour that arebased upon high degrees of skillfulness and serendipity in planning,implementation and evaluation

-- Bereft leadership effectiveness in organizational performancerefers tocorporate decision-making and business behaviour that are based


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corporate decision making and business behaviour that are basedupon lowdegrees of both skillfulness and of serendipity in planning,implementation and evaluation

-- Genuine leadership effectiveness in organizational performancerefers to theidea that in corporate decision-making and business behaviourdecisions arebased upon a high degree of skillfulness, while serendipity is lowin planning,implementation and evaluation

Common notions about leadership failure:

Failing leaders were stupid and incompetent lacking in talent


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-- Failing leaders were stupid and incompetent lacking in talent.Most leaders are otherwise very intelligent and have considerableindustry-specific knowledge.

-- Failing leaders were caught by unforeseen events.

-- Failing leaders exhibited a failure to execute. -- Failing leaders werent trying or working hard enough.

-- Failing leaders lacked leadership ability. All others were able toget people to follow the course of action that was set. -- The company lacked the necessary resources.

-- Failing leaders were a bunch of crooks.

Kellerman (2004) focuses on two basic categories of badleadership, ineffective and unethical, identifying seven types of bad leaders that are most common :


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bad leaders that are most common : Incompetent lack will or skill to create effective action orpositive change. Rigid stiff, unyielding, unable or willing to adapt to the new. Intemperate lacking in self-control. Callous uncaring, unkind, ignoring the needs of others. Corrupt lies, cheats, steals, places self-interest first. Insular ignores the needs and welfare of those outside thegroup. Evil does psychological or physical harm to others.

.lack socio-political intelligence. This produces an insensitivity toothers which limits their abilities to get work done throughothers. Work colleagues do not like or do not trust (or both) the


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leader.

Dotlitch and Cairo (2003) : identify 11 leader behaviors thatderail careers of formerly successful executives:(1) arrogance you think youre right and everyone else is wrong;(2) melodrama you need to be the center of attention;(3) volatility you are subject to mood swings;(4) excessive caution you are afraid to make decisions;(5) habitual distrust you focus on the negative;(6) aloofness you are disengaged and disconnected;(7) mischievousness you believe that rules are made to bebroken;(8) eccentricity you try to be different just for the sake of it;(9) passive resistance what you say is not what you believe;(10) perfectionism you get the little things right and the bigthings wrong; and(11) eagerness to please you try to win the popularity contest.

: (1) Failing to deliver results:. Fails to hold self and others accountable for results.

O i d d d li


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. Overpromises and underdelivers. (2) Betraying trust:

. Says one thing and does another.. Makes excuses or blames others.

. Shades, manages, withholds information to promote his/her personal orfunctional agenda. (3) Resisting change:. Has trouble with adapting to new plans, programs or priorities.

. Being exclusive vs inclusive. Fails to understand and take into account others perspectives.

. Devalues the opinions and suggestions of others.

. Fails to engage others with different perspectives or skills thanhim/herself. (4) Failing to take a stand:

. Is indecisive.. Stays on the force on tough issues; wont weigh in until the boss weighsin. (5) Over leading and under managing:. Lets details fall through the cracks.. Fails to get involved with the day-to-day workings of the business unit.

Other lists of executive failings (McCall and Lombardo, 1983)include:

hi g t t gi ll


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. overreaching strategically; . being risk-averse;

. running roughshod over subordinates; . being cold and aloof; . focusing on empire building and other kinds of self-

aggrandizement; . being inordinately concerned with getting ahead; . not distinguishing clearly enough between high and low priorityitems;

. pushing themselves too hard and burning out; . pushing their people too hard and burning them out; and . being rigid or difficult to influence.

McCall and Lombardo (1983) identified the ten most commoncauses of leadership derailment :


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causes of leadership derailment :

(1) an insensitive, abrasive, or bullying style;

(2) aloofness or arrogance; (3) betrayal of personal trust; (4) self-centered ambition;

(5) failure to constructively address an obvious problem; (6) micromanagement; (7) inability to select good subordinates;

(8) inability to take a long-term perspective; (9) inability to adapt to a boss with a different style; and (10) overdependence on a mentor.

, , ,

emotionally volatile.(2) Skeptical distrustful, cynical, sensitive to criticism, andfocused on thenegative


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negative.(3) Cautious unassertive, resistant to change, risk averse, andslow to make

decisions.(4) Reserved aloof, indifferent to the feelings of others, anduncommunicative.(5) Leisurely overtly cooperative, but privately irritable,stubborn, anduncooperative.

(6) Bold overly self-confident, arrogant, with inflated feelings of self-worth.(7) Mischievous charming, risk taking, limit testing and seekingexcitement.(8) Colorful active, energetic, entertaining, dramatic, andattention seeking.

(9) Imaginative creative but thinking and acting in unusual oreccentric ways.(10) Diligent meticulous, precise, conscientious, hard to please,and perfectionist.(11) Dutiful eager to please and reluctant to act independentlyor against popular opinion.

-- Dysfunctional behaviors associated with arrogance,cautiousness volatility and skepticism negatively affected


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cautiousness, volatility, and skepticism negatively affectedperformance ratings

-- inability to work with peers matters -- bad luck such as a business recession can play a role in failure -- failure was associated with inability to develop effectiveinterpersonal relationships (arrogant, stubborn, egocentric).

-- some leaders were afraid to take risks and make errors(cautious, avoid responsibility).

-- excitable individuals were found to have difficult relationships(impatient, moody, negative, volatile, emotional instability).

-- skepticism and distrust will reduce leaders effectiveness inmotivating others (cynical, untrustworthy).

What stressors trigger your derailers (environments, events,problems,decisions)?


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decisions)? Analyze your potential derailers (your business failures, are any

commonbehaviors involved in these?). Get feedback on what you can do to be a better leader. Get confident.

Talk about / share the derailers with your own / managementteam. Get a coach.

Use small failures to prompt awareness, learning and change.

Head & Heart How can I choose between these? The toughest choices are between doing whatmakes sense and what feels right. Aligning the two is a source of great power


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Inside & Outside How do we meet the demands being placed on us? Organizations do best whentheir competencies and values match the demands of their external contexts

Cost & Benefit What is the price of getting what we want? Efforts to predict the future involve risk,and choosing the course of least pain and greatest gain

Product & Market What are our options for growth? You can change the offering or you can modifyhow, where or when it is presented

Change & Stability What do we need to do to adapt? How can we balance change and stability tostay viable? All systems are in perpetual dynamic tension between the forces for growth andadaptation on the one hand and integration and stability on the other. Too much of either leads tochaos or rigidity

Know & Dont Know What do we know and not know and what do we know about what we knowand dont know? We need to understand how others perceive us. The better we know ourselves, thehealthier and more successful we will be

Competing Priorities What should I do first? Whats really more important? We need to avoid makingshort-sighted trade-offs to relieve immediate pressures, and instead identify and tackle trulyimportant tasks

Content & Process Are content and process healthy and aligned? Content is the What? processthe How? Success in most things requires mastery and alignment of both of these

Fix social gaps mindsets, people and politics To shake people free of deeply held assumptions and feelings, we need toaddress the mindsets that underlie their decisions and actions.


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Who is involved in the situation and who else cares about it? A simple approach is to identify the self-interests of each involved party,noting whether they support the change and what they stand to gain orlose in the process. Politics usually leads to alliances, so look for who arethe natural partners and who will support your point of view. Fix technical gaps competencies, processes and technology Its one thing to recognize what needs to be done and another to marshalthe necessary skills and resources.Ask who does what and how we are organized? How do processes andstructures contribute to the dilemma? What are some new ways we couldorganize ourselves and design core processes?

Technology can be an enabler or a problem in removing barriers andbridging gaps. Is the current set of equipment, tools and communicationsystems goodenough or not?


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-- Leadership can not be taught but it can be learned

-- People become leaders by performing deliberate acts of leadership (menb j b f i j A i l )


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become just by performing just acts, Aristotle) -- Basic assumption in the entire process is that the leader is both competent

and ethical -- humility (Collins, 2001), credibility (Kouzes and Posner, 2002), and modesty(Badarocco, 2002) (all reflecting the current reaction against the cult of charisma!) -- Character is the foundation for ethical leadership behavior. It includes

dimensions of integrity, courage, honesty, and the will to do good -- Compassion is the quality that leaders need in order to empathize withfollowers and ultimately to build a benevolent community in which men andwomen align themselves with the purpose of the enterprise -- According to Plato, potential rulers in a just society needed to first serve anapprenticeship in which they acquired the necessary skills, including amastery of philosophy -- Potential leader in training will develop a portfolio of behaviors to draw uponto respond to specific challenges. The trial-and-error source of learning can beaugmented by observation and the study of role models and case histories

and Cheese (2005) and represents a comprehensive way that knitstogether on-the-jobexperience, life experience, and specific skill development. The goal of experience-based leadership development is to equip employees tocontinuously tap into their experiences for insight into what it takes to


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continuously tap into their experiences for insight into what it takes tolead, what it takes to grow as a leader, and what it takes to develop as aneffective leader. Formal mentoring Mentoring is a development relationship between a more experienced orskilled mentorand a less experienced or skilled protege, whereby both mentor andprotege benefitfrom the relationship (Chao et al., 1992; Day and Allen, 2004).

-- Personal growth experiences include reflection on behaviors, personalvalues, anddesires -- Conceptual understanding focuses on improving the individualsknowledge

through exposure to the topic of leadership -- Feedback helps the leader to learn about certain strengths andweaknesses in a number of leadership skills -- Skill building demands that leadership abilities be broken down intoactual mechanical processes that can be ordinarily performed.

Leadership Development at HUL:

HUL has a unique and well recognized management training scheme whichrecruits widely from various educational institutions across the country. It has


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y ygroomed thousands of young graduates into eminent business leaders whoare now serving both Unilever and the Indian industry.

As many as 195 managers from India working for Unilever in key leadershippositions across the globe. It is not surprising that HUL has been referred toas the leadership factory. It has been recognized as among the top tencompanies for leadership development globally in a survey done by HewittAssociates in partnership with Fortune. Building business leaders can not be a casual exercise undertaken everyonce in a while. It has to be a part of the DNA of the organization. At HUL, ithas institutionalized the process of attracting, developing and retaining toptalent.

-- get them early-- train them well

-- build careers-- encourage diversity-- reward top performance-- instill values

ea ers p : Know partiality to be chief cause of all evil. That is to say, if you

show towards anyone more love than towards somebody else,d ill b i h d f f bl


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rest assured, you will be sowing the seeds of future troubles. If anybody comes to you to speak ill of others, refuse to listen tohim in toto. It is a great sin to listen even. In that lies the germ of future troubles. Moreover, bear with everyone's shortcomings. Forgive offences of your employees. And if you love all unselfishly, all will by degreescome to love one another. As soon as they fully understand thatthe interests of one depend upon those of others, every one of them will give up jealousy.

The work is spoiled if plans are not kept secret. A work can be judged by its results only. Be perfectly pure in money dealings, so long as you have faithand honesty and devotion, everything will prosper.

Swami Vivekananda on the qualities of organizationalleadership : Isn't it man that makes money? Where did you ever hear of money


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making man? If you can make your thoughts and words perfectly at one, if you can, I say, make yourself one in speech and action, money will pour inat your feet of itself, like water. Calm and silent and steady work and no newspaper humbug, no name-making, you must always remember. Each work has to pass through these stages - ridicule, opposition and thenacceptance. Each man who thinks ahead of his time is sure to bemisunderstood. Push on with your work independently. "Many come to sit at dinner whenit is cooked." Take care and work on. Be positive, do not criticize others. Give your message, teach what youhave to teach and there stop.


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On the importance of Servant Leadership :

You will have take charge of the whole movement, not as aleader, but as a servant. Do you know the least show of leadingdestroys everything by rousing jealousy? Do not try to lead your employees, but serve them. The brutalmania for leading has sunk many a great ship in the waters of

life. Take care especially of that, i.e. be unselfish even untodeath, and work. Be the servant of all, and do not try in the least to govern others.

That will excite jealousy and destroy everything. Nobody willcome to help you if you put yourself forward as a leader. Kill self first if you want to succeed.

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