Unit Viii Leadership

8/9/2019 Unit Viii Leadership

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BY-PROF.RASHMI GUPTA

LEADERSHIP

UNIT VIII


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Objectives of the sessiony What is leadership?

y Qualities of a good leader.

y Various leadership styles.

y Trait theories.

y Behavioral theories.

y Contingency theory

y Fiedlers model of leadership

y Transactional and Transformational Leadership


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What Is Leadership?LeadershipThe ability to influence a

group toward the

achievement of goals.

Management

Management is the process of

planning,organizing,coordinating

directing and controlling the

activities of others.


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Importance of LeadershipLeadership is the process of influencing and supporting others towork enthusiastically towards a common goal/objective

Importance of Leadership:

y Motivating employees

y Creating confidence

y Building morale

y To introduce change

y To represent employees

y To exercise coordination


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Personal Traits:

y Confidence

y Initiative

y Innovation

y Communication skills

y Intelligence

y

Decisivenessy Foresight

y Responsible

y Empathy

Managerial Traits:

yKnowledge of aspects ofmanagement

yTechnical Knowledge

yAdministrative ability

Leadership Qualities


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Leadership Stylesy Autocratic:

No communication with sub ordinates, takes

decisions and gives orders, workers work under

fear and stress, does not entertain questions by

followers

y Democratic/participative:

Empathy, respects employees, good listener,

delegates authority, believes in participativemanagement, open to suggestions, flexible,

attracts loyal sub ordinates


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Leadership Styles

y Laissez-faire:

Passive leader, freedom to subordinates in decision

making, limited guidance by the leader, no motivation or

encouragement provided, indifference towards

responsibilities as a leader

y Functional/Intellectual:

Expert with sound technical knowledge, gets respect from

subordinates due to intellect, gives correct guidance toemployees, considers problems and judges on merit


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y Bureaucratic:

No innovation and flexibility, function strictly withinthe framework of organisational rules andregulations, mechanical decision making, delays infunctions

y Situational:

Adjusts his style according to the situation, studiesthe situation before adopting the style, which canrange from dictatorship to democracy, flexibility,result oriented, combination of many types ofleadership

Leadership Styles


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Trait Theories

Leadership TraitsLeadership Traits::

Ambition and energyAmbition and energy

The desire to leadThe desire to lead Honest and integrityHonest and integrity

Self Self--confidenceconfidence

IntelligenceIntelligence

High selfHigh self--monitoringmonitoring

JobJob--relevantrelevantknowledgeknowledge

Traits Theories of

Leadership

Theories that consider

personality, social, physical,or intellectual traits to

differentiate leaders from

non-leaders.


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Trait Theories

LimitationsLimitations::

No universal traits found that predictNo universal traits found that predict

leadership in all situations.leadership in all situations.

Traits predict behavior better in weak thanTraits predict behavior better in weak than

strong situations.strong situations.

Unclear evidence of the cause and effect ofUnclear evidence of the cause and effect of

relationship of leadership and traits.relationship of leadership and traits.

Better predictor of the appearance ofBetter predictor of the appearance of

leadership than distinguishing effective andleadership than distinguishing effective and

ineffective leaders.ineffective leaders.


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Behavioral Theories

Trait theory:Trait theory:

Leaders are born, not made.Leaders are born, not made.

Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

Behavioral Theories of Leadership

Theories proposing specific behaviors thatdifferentiate leaders from non-leaders.


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Ohio State StudiesInitiating Structure

The extent to which a leader islikely to define and structure his

or her role and those of sub-ordinates in the search for goalattainment.

Consideration

The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respectfor subordinates ideas, and regard for their feelings.


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Democratic

AutocraticLaissez Faire

Human Relations

Low High

high

Low

Initiating Structure behaviour

Consideration

for

behavior


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University of Michigan StudiesEmployee-Oriented Leader

Emphasizing interpersonal relations; taking apersonal interest in the needs of employees andaccepting individual differences among members.

Production-Oriented Leader

One who emphasizes technicalor task aspects of the job.


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TheManagerial

Grid(Blake and Mouton)


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Contingency TheoriesFiedlers Contingency Model

The theory that effective groups depend on a propermatch between a leaders style of interacting withsubordinates and the degree to which the situation

gives control and influence to the leader.

Least Preferred Co-Worker (LPC)

Questionnaire

An instrument that purports tomeasure whether a person is task-or relationship-oriented.


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Essentials of Relations&Task oriented

Leadership style

Relations-oriented

y Good inter personal

relations.

y Sensitive to the needs

and feelings of others.

y Consultation with

subordinates.

y

Open communicationwith subordinates.

Task-oriented

y Emphasis on task

accomplishment

y Use of power.

y Task structure.

y No consultation with

subordinates.


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Fiedlers Model: Defining the SituationLeader-Member Relations

The degree of confidence, trust, and respectsubordinates have in their leader.

PositionPower

Influence derived from ones formal structuralposition in the organization; includes power to hire,fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments areprocedurized.


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Findings from Fiedler Model


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Hersey and Blanchards Situational

Leadership Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followersreadiness.

Leader: decreasing need

for support and supervision

Leader: decreasing need

for support and supervision

Follower readiness:

ability and willingness

Follower readiness:

ability and willingness

Unable andUnable and

UnwillingUnwilling

Unable butUnable but

WillingWilling

Able andAble and

WillingWilling

DirectiveDirective High Task and RelationshipHigh Task and Relationship

OrientationsOrientations

SupportiveSupportive

ParticipativeParticipative

Able andAble and

UnwillingUnwilling

MonitoringMonitoring


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Leadership Styles and Follower Readiness

(Hersey and Blanchard)

WillingUnwilling

Able

Unable DirectiveDirective

High TaskHigh Task

andand

RelationshipRelationshipOrientationsOrientations

SupportiveSupportive

ParticipativeParticipative MonitoringMonitoring

Follower

Readiness

LeadershipLeadership

StylesStyles


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Path-Goal TheoryPath-Goal Theory

The theory that it is the leadersjob to assist followers in attainingtheir goals and to provide them the

necessary direction and/or supportto ensure that their goals arecompatible with the overallobjectives of the group ororganization.


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The Path-Goal Theory


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Leader-Participation ModelLeader-Participation Model (Vroom and Yetton)

A leadership theory that provides a set of rules todetermine the form and amount of participativedecision making in different situations.


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Transactional and Transformational

Leadership

Contingent Reward

Management by

Exception (active)

Management by

Exception (passive)

Laissez-Faire

Charisma

Inspiration

Intellectual Stimulation

Individual Consideration

Transactional Leaders

Leaders who guide ormotivate their followers inthe direction of established

goals by clarifying role andtask requirements.

Transformational Leaders

Leaders who provideindividualized considerationand intellectual stimulation,and who possess charisma.


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Characteristics of Transactional Leaders

Contingent Reward: Contracts exchange of rewards foreffort, promises rewards for good performance, recognizes

accomplishments.

Management by Exception (active): Watches and

searches for deviations from rules and standards, takescorrective action.

Management by Exception (passive): Intervenes only ifstandards are not met.

Laissez-Faire:Abdicates responsibilities, avoids makingdecisions.


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arac er s cs o rans orma ona

Leaders

Charisma: Provides vision and sense of mission, instills pride,gains respect and trust.

Inspiration: Communicates high expectations, uses symbols

to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality,and careful problem solving.

IndividualizedConsideration: Gives personal attention,

treats each employee individually, coaches, advises.


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Documents

Unit Viii Leadership