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Leadership - Early & Contemporary Approaches to Leadership
Dr. G C Mohanta, BE, MSc(Engg), MBA, PhD(Mgt)
Professor
Leaders
Leaders are individuals who exert influence to help meet group goals:
Formal
Informal
Leader effectiveness is the extent to which a leader actually does help
What is Leadership? The ability to influence, motivate, and enable others to
contribute to the effectiveness and success of the organizations of which they are members.
Robert House (2004)
The ability to influence a group toward the achievement of a vision or set of goals.
Robbins & Judge (2008)
Early Approaches to Leadership
Trait Approach
Behavioral Approach
Job-Centered and Employee-Centered Approach
Least Preferred Coworker (LPC) Approach
Path-Goal Approach
Vroom’s Decision Tree Approach
Leader-Member Exchange Approach
Hersey and Blanchard Model
Fiedler’s Contingency Approach
Trait ApproachThe trait approach seeks to identify
personal characteristics that effective leaders possess.
Some Traits/Characteristics of Effective Leader
Intelligence
Task-relevant knowledge
Dominance
Self-confidence
Drive
Motivation
Energy/activity levels
Tolerance for stress
Integrity and honesty
Emotional maturity
Cognitive ability
Knowledge of the business
Charisma
Behavioral Approach
The behavior approach focuses on the behaviors that effective leaders engage in.Consideration behavior
Initiating Structure behavior
Leader Reward Behavior
Leader Punishing Behavior
Consideration & Initiating-structure Behavior
Consideration behavior – involves being concerned with subordinates’ feelings & respecting subordinates’ ideas
Initiating-structure behavior –involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them
Job-Centered and Employee-Centered Approach
Leaders exhibiting job-centered behaviors: Pay close attention to the work of subordinates
Explain all work procedures
Are interested mainly in performance and effective completion of the task
Leaders exhibiting employee-centered behaviors: Pay close attention to the human aspects of the group
Attempt to build effective work groups with high performance goals
Employee-centered leader behavior is more likely to result in effective group performance than job-centered leader behavior.
Least Preferred Coworker (LPC) Approach
Developed by Fred Fiedler, attempts to explain and reconcile both the leader’s personality and the complexities of the situation.
Contends that a leader’s effectiveness depends on the situation and, as a result, some leaders may be effective in one situation or organization but not in another.
Elements of LPC Approach
Task Motivation Versus Relationship Motivation Fiedler and his associates maintain that leadership
effectiveness depends on the match between the leader’s personality and the situation.
Fiedler also identified three factors that determine the favorableness of the situation: Leader-member relations
Task structure
Leader position power
Path-Goal ApproachOriginated with expectancy theory of
motivation
Paths = Employee expectancies
Goals = Employee performance
States that effective leaders ensure that employees who perform their jobs well receive more valued rewards than those who perform poorly
Path-Goal Approach
Path-Goal Leadership ModelEmployee
Contingencies
Environmental
Contingencies
Leader
Behaviors
• Directive
• Supportive
• Participative
• Achievement-oriented
Leader
Effectiveness• Employee
motivation
• Employee satisfaction
• Acceptance of leader
Path-Goal Leadership Styles
Directive Provide psychological structure to jobs
Task-oriented behaviors
Supportive Provide psychological support
People-oriented behaviors
Participative Encourage/facilitate employee involvement
Achievement-oriented Encourage peak performance through goal setting
and positive self-fulfilling prophecy
Vroom’s Decision Tree ApproachThe key component of this approach is
determining how much to involve subordinates in making decisions.
The approach requires that managers use one of two different decision trees: Time-driven model (tree) – intended for use in
making an effective decision as quickly as possible
Development-driven model (tree) –used for developing the decision-making skills of others
Vroom’s Decision Tree (continued)Situational Factors
After choosing a tree, the leader assesses the situation in terms of several factors to determine whether the given factor is “high” or “low.”
Factors include: Decision significance
The importance & likelihood of commitment by followers
The leader and group’s expertise
Group support
Team competence
Vroom’s Decision Tree (continued)
Decision Styles and Subordinate ParticipationFive decision styles are:
Decide Delegate Consult (individually) Consult (group) Facilitate The model is a tool mangers can apply in
deciding how much subordinates should participate in the decision-making process.
Leader-Member Exchange Approach
This model stresses that leaders develop unique working relationships with each of their subordinates. They establish a special relationship with a small
number of trusted subordinates referred to as the in-group; subordinates who are not part of this group are called the out-group.
In-group usually receives special duties requiring responsibility and autonomy; members may also receive special privileges.
In-group members have a higher level of performance and satisfaction than out-group members.
Hersey and Blanchard Model
The Hersey and Blanchard Model identifies different combinations of leadership presumed to work best with different levels of organizational maturing on the part of subordinates.
As the maturity of the followers improves, the leader’s leadership style can shift from a “telling” style to a “selling” style and, finally, to a “delegating” style.
Fiedler’s Contingency Approach
Leadership effectiveness determined by
The characteristic of individuals
The situations in which they find themselves
Distinct leadership styles
Relationship-oriented
Task-oriented
Relationship-oriented & Task-oriented
Relationship-oriented
Wants to be liked by and to get along well with subordinates
Getting job done is second priority
Task-oriented
Wants high performance and accomplishment of all tasks
Getting job done is first priority
Contemporary Approaches to Leadership
Transformational Leadership Approach
Transactional leadership Approach
Charismatic Leadership Approach
Level-5 Leadership Approach
Transformational Leadership Approach
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit, and inspiring employees to strive for that vision
Inspire followers to transcend their own self-interests for the good of the organization
Transformational Leadership Elements
1. Create a strategic visionDepiction of company’s attractive future
motivates and bonds employees
Leader champions the vision
2. Communicate the visionFrame message around a grand purpose
Create a shared mental model of the future
Use symbols, metaphors
Transformational Leadership Elements (contd.)
3. Model the vision
Walk the talk
Symbolize/demonstrate the vision through behavior
Builds employee trust in the leader
4. Build commitment to the vision
Increased through communicating and modeling the vision
Increased through employee involvement in shaping the shared vision
Transactional Leadership Approach
Transactional leaders
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
Managing & achieving current objectives more efficiently
link job performance to rewards
ensure employees have necessary resources
Charismatic Leadership Approach
A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.
Four characteristics of charismatic leaders
Have a vision
Are willing to take personal risks to achieve the vision
Are sensitive to follower needs
Exhibit behaviors that are out of the ordinary
How Charismatic Leaders Influence Followers
A four-step process:1. Leader articulates an attractive vision
Vision Statement: A formal, long-term strategy to attain goals
Links past, present, and future
2. Leader communicates high performance expectations and confidence in follower ability
3. Leader conveys a new set of values by setting an example
4. Leader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision
Level-5 Leadership Approach
Level-5 Leader are very effective leaders who possess four typical leadership traits: Individual competencyTeam skillsManagerial competenceAbility to stimulate others to high
performance
Plus a combination of strong professional will (determination) and humility that builds enduring greatness.