Leadership 2013

7/30/2019 Leadership 2013

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What Is Leadership?

Leadership

The ability to influence a group

toward the achievement of goals

Management Use of authority inherent in

designated formal rank to obtain

compliance from organizational

members

Both are necessary for

organizational success


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Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiateleaders from nonleaders

Differences between theories of leadership:

Trait theory: leadership is inherent, so we must identify the

leader based on his or her traits

Behavioral theory: leadership is a skill set and can be taught

to anyone, so we must identify the proper behaviors to teach

potential leaders


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Important Behavioral Studies

Ohio State University Found two key dimensions of leader behavior:

Initiating structurethe defining and structuring of roles

Considerationjob relationships that reflect trust and respect

Both are important

University of Michigan

Also found two key dimensions of leader behavior:

Employee-orientedemphasizes interpersonal relationships

and is the most powerful dimension

Production-orientedemphasizes the technical aspects of thejob

The dimensions of the two studies are very similar


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They defined two dimensions initiating structure andconsideration.

Initiating Structure

It refers to an individuals ability to define his own as well as the

subordinates tasks and get these tasks accomplished on time. The

people who score high on this dimension will put pressure on their

subordinates to meet deadlines and maintain certain standards of

performance.


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The Leadership Grid

1.9 Country Club Management

Thoughtful attention to needs of

people for satisfyingrelationships leads to acomfortable, friendly organizationatmosphere and work tempo.

9,9 Team M.anagement

Work accomplishment is fromcommitted people; interdependencethrough a common stake in

organization purpose leads torelationships of trust and respect.

5,5 Middle of the Road Management

Adequate organization performance is possible through balancingthe necessity to get out work with maintaining morale of people at asatisfactory level.

1.1 Impoverished ManagementExertion of minimum effort to getrequired work done is appropriate tosustain organization membership.

9.1 Authority-ComplianceEffidiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree.

9

3

2

4

5

6

8

7

CO

NCERN

FOR

PE

OPLE

CONCERN FOR PRODUCTION1 2 3 4 5 6 87 9

(LOW) (High)

(High)

LOW)

1


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Contingency Theories

While trait and behavior theories do help us

understand leadership, an important component is

missing: the environment in which the leader exists

Contingency Theory deals with this additional aspect of

leadership effectiveness studies

Three key theories:

Fielders Model

Hersey and Blanchards Situational Leadership Theory Path-Goal Theory


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Fiedlers contingency model

Leadership requirements depend on the situation the leader; andthe choice of the most appropriate style of leadership depends on

whether the overall situation is favorable or unfavorable to theleader. The favorability or unfavorability of a particular situation toa leader is analyzed based on the following parameters:

a) Leader Member relationships This indicates the extent to which a leader is accepted by the

subordinates. If a leader has friction with majority of hissubordinates, then he scores low on his this dimension.

(Contd.)


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Graphic Representation of Fiedlers Model

Used todeterminewhich typeof leader

to use in a

givensituation


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Assessment of Fiedlers Model

Positives:

Considerable evidence supports the model, especially if the

original eight situations are grouped into three

Problems:

The logic behind the LPC

scale is not well understood

LPC scores are not stable

Contingency variables are

complex and hard todetermine


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Herse and Blanchards sit ational theor


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Hersey and Blanchards situational theory

The maturity level of the subordinate plays a major role in influencing

the leadership style of the superior.

Leadership styles can be categorized into four types telling selling

participating and delegating.

Followers Leadership style

Unable and unwilling: Telling

Unable and willing Selling

Able and unwilling Participating

Able and willing Delegating


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Houses Path-Goal Theory

Builds from the Ohio State studies and the expectancytheory of motivation

The Theory:

Leaders provide followers with information, support, andresources to help them achieve their goals

Leaders help clarify the path to the workers goals Leaders can display multiple leadership types

Four types of leaders:

Directive: focuses on the work to be done

Supportive: focuses on the well-being of the worker Participative: consults with employees in decision-making

Achievement-Oriented: sets challenging goals


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Path-Goal Model

Two classes of contingency variables:

Environmental are outside of employee control

Subordinate factors are internal to employee

Mixed support in the research findings


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Leader- Member Exchange theory

Leaders establish a special relationship with a small group of

subordinates, usually, early in their interaction. This usuallyhappens due to the time constraints the leaders faces in

interacting with all the subordinates. This small group of

subordinates is referred to as the in-group while the rest are

referred to as the out- group. The leaders thrust the subordinates,who belong to in group, give them more attention, interact with

them frequently and offer them special privileges. The out-group

people less of the leaders time attention. Also, the interactions,

between the leader and the out-group are less frequent and purely

formal.


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Leader-Member Exchange (LMX) Theory

A response to the failing of contingency theories to

account for followers and heterogeneous leadership

approaches to individual workers

LMX Premise:

Because of time pressures, leaders form a special

relationship with a small group of followers: the in-group

This in-group is trusted and gets more time and attention

from the leader (more exchanges)

All other followers are in the out-group and get less of the

leaders attention and tend to have formal relationships withthe leader (fewer exchanges)

Leaders pick group members early in the relationship


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LMX Model

How groups are assigned is unclear

Follower characteristics determine group membership

Leaders control by keeping favorites close

Research has been generally supportive


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Yroom and Yettons Leader-Participation Model

How a leader makes decisions is as important as what is

decided

Premise:

Leader behaviors must adjust to reflect task structure

Normative model: tells leaders how participative to be intheir decision-making of a decision tree

Five leadership styles

Twelve contingency variables

Research testing for both original and modified modelshas not been encouraging

Model is overly complex


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Leadership Styles:

Once the leader identifies the nature of the problem, he can adopt

one of the following five styles of leadership:

a) Autocratic I (A-I)- Using the information available, the leader

takes a decision on his own.

b) Autocratic II (A-II) The leader obtains relevant information

from subordinates and then attempts to find the solution to the

problem.

(Contd.)


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LEADERSHIP STYLES


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LEADERSHIP STYLES

Autocratic Leadership Leaders who adopt this style retain all the authority and decision

making power. They do not consider employees suggestions

options or views. They believe that they are more competent andintelligent then their subordinates.

Consultative leadership

Consultative (or participative) leaders encourage to participate indecision making. The leader listens to subordinates ideas and

opinions, but takes the final decision himself. The leader delegates

some of his responsibilities to his subordinates and believe thatthey are capable of carrying out those responsibilities.


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Laissez Faire or Subordinate centered

In this style, the leader completely delegates the responsibilities,and decision making power to the subordinates. The leader

simply presents the task to the subordinates.

Bureaucratic Leadership

Leaders set certain rigid rules and regulations and procedures.

Both leaders and their subordinates obey these rules. The

subordinates are thus obliged to carry out their tasks in a

particular way along.


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Leadership 2013