20. leadership

7/31/2019 20. Leadership

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H.V. Kothari

LEADERSHIP


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What is leadership? Leadership is influencing people so that they

contribute to organization and group goals.

People tend to follow leaders who offer means ofsatisfying their own needs, wishes and desires.

4characteristics of good leaders1. Ability to inspire

2. Develop climate conducive to responding andmotivating people

3. Use power in effective and responsive way4. Comprehend, human beings have different

motivation forces at different times and indifferent situations.


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So you think you know what leadership is?

The art of getting people to do what theyreally dont want to do and dont feel equipped

to do against a timeline they dont believe in,

with risks that scare them, to achieve an

objective they believe at the beginning to be

impossible.

Eric Gregory


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Difference b/w leaders and

managers

Management consists of implementing the visionand strategy provided by leaders, coordinating

and staffing the organization and handling day to

day problems.


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DIFFERENCES BETWEEN MANAGEMENT

AND LEADERSHIP


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Trait theories

Theories that consider personal qualities andcharacteristics that differentiate leaders from non

leaders.

Ambition,energy,the desire to lead, honesty and

integrity, self confidence, intelligence and job

relevant knowledge, flexibility in adjusting

behavior in different situations. Other qualities

internal locus of control,stability,sensitivity to

others,dominance.


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LEADERSHIP QUALITIES

Leadership Qualities

Adaptability Communicator

Knowledgeable

Embraces Responsibility

Enthusiastic

Charisma

Assertive

Diplomacy

Sense of

humour

Consistent

Conflict

resolution

Experience

Age

Role Model

Organised


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Limitations of trait theories

1. There are no universal traits in all situation

2. They predict leadership more in weak situation

than in strong situation

3.Evidence is unclear about cause and effectrelationship. Self confidence create leadership

or leadership create self confidence

4. It is difficult to establish relationship between

effective and ineffective leadership through traittheory


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Behavioral theories

Specific behaviors differentiate between leaderand non leaders. Once we study these behaviors,

behavior can be implemented in individuals who

desires to be effective leaders.

I. Ohio state studies

Initiating structure: extent to which leader is likely

to define and structure his or her role and those

of subordinates

Consideration: extent to which a leader is likely to

have job relationship characterized by mutual

trust, respect for subordinates, ideas and regard

for their feelings.


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II.University Michigan structure Employee oriented: emphasis on personal

relations. Taking personal interest in the needs ofemployees-accepting individual differencesamong members.

Production oriented: one who emphasizetechnical or task aspects.

III. Managerialgrid:(1,1) Managers are least concerned both for

people as well as production.

(9,9) active participation, mutual trust, teammanagement, open communication, mutualgoal setting, maximum concern for people.


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IV.Scandinavian studies

One who values experimentation, seek new ideasand generate and implement change.

Conclusion:

Behavioral theories have been modrately

successful in identifying consistent relationship

between leadership behavior and group

performance but they fail to take into account

situational factor that influence success or failure

of any leadership behavior


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Contigency theories

1.Fiedler contingency model:The theory that the effective groups depends on a proper

match between a leaders style of interacting withsubordinates-on the degree to which situation gives controland influences the leader.

Through a instrument LPC(least prefers co -workers)purports whether a leader is task oriented or relationshiporiented

After determining basic leadership style we match threecontingency variable:

1. Leader member relation: the degree of confidence, trust

and respect members have in their leaders2. Task structure: the degree to which job assignment are

proceduralized.

3. Position power: the degree of influence a leader hasover power variables.


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Relationship Oriented :- __________________

Task Oriented :- ------------------------------

Goo

d

PoorFavorable Moderate Unfavorable

Perfor

manc

e


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Category I II III IV V VI VII VIII

Leader-MemberRelations

Good Good Good Good Poor Poor Poor Poor

Task Structure High High Low Low High High Low Low

Position Power Stron

g

Weak Strong Weak Stron

g

Weak Stron

g

Weak


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Fiedler contingency model Deductions:1. In situations which are favorable or unfavorable task

oriented leaders perform better in I,II,III,VII or VIIIsituations.

2. In relationship oriented leaders are successful in

moderately favorable situations.

The above theory has been modified to 3 situations. Taskoriented leaders performed best in situation of highcontrol and low control, relationship oriented in moderatecontrol situations.

Evaluation of theory is positive if only 3 rather than 8variables are taken into account. From the abovetheories we have 2 ways to be successful

Change the leader to fit to the situation

Change the situation by restructuring task or increasingor decreasing power.


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2.Cognitive resource theory

It states that stress unfavorably affect a situationand that intelligence and experience can lessen

the influence of stress on a leader.

Research supports:

If stress is low, more experienced individuals

perform worse than do less experience people.


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3.Hersey and Blanchards situational

theory

A contingency theory that focuses on followersreadiness.

Successful leadership is achieved by selecting the

right leadership styles which is contingent on the

level of followers readiness

1. If a follower is unable and unwilling to do a task

the leader needs to give clear and specific

direction

2. If followers are unwilling and able the leaders

needs to use a supportive and participative style

3. If followers are able and willing the leaders

doesn't need to do much.


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III. A Contingency Approach

Contemporary approaches to leadership acknowledge theimportance of matching the traits and leadership behavior to

situations to maximize effectiveness.

But the thorny questions are what traits or styles with what

situations.

What are the basic situations?

What are the basic styles?

What are the matches that lead to effectiveness?

These are the critical questions of leadership.


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Leader member exchange theory

Leaders tend to have favorites who made up his orher In group. This is due to lack of time available

to him.

Personal compatibility, subordinates competence

are the factors which makes an In group.

Research shows link between in group and high

performance rating.


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Path goal theory

Leaders job is to assist followers in attaining theirgoals and to provide necessary direction and/or

support to ensure that their goals are compatible

with the overall objective of the group or

organization.


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Contd

EEEDCFFH

SHJMNBNM

TTTGO

ENVIRONMENT CONTIGENCY FACTORS

TASK STRUCTURE

FORMAL AUTHORITY SYSTEMWORK GROUP

LEADER BEHAVIOR:

DIRECTION/ACHIEVEMENT

ORIENTED/PARTICIPATIVE/SUPPORTIVE

OUTCOMES:

PERFORMANCE

SATISFACTION

Subordinate contingency theory

Locus of control

Experience

Perceives ability


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Path goal theory

Directive leadership - greater satisfaction whentasks are ambiguous or stressful

Supportive leadership: performing structured

tasks

Participative leadership: suitable for internal locus

of control employees

Achievement oriented leadership: increase

employees expectancies-effort when tasks areambiguously structured.


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Leadership participation model by

Victor vroom and Philip yelton

A leadership theory that provides a set of rules todetermine the form and amount of participative

decision making in different situations. They have

enumerated 12 contingency variable. Though the

above 5 alternative style of leadership aredetailed right from the leaders making the

decision completely by himself or herself to

sharing the problem with group and developing

consensus decision.Some contingency theories also have stress,

intelligence and experience as important

situational variables.

Contingency Variables in the Revised Leader


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Contingency Variables in the Revised Leader-

participation Model

Importance of the decision

Importance of obtaining follower commitment to the decision.

Whether the leader has sufficient information to make a good decision.

How well structured the problem is

Whether an autocratic decision would follower commitment.

Whether followers buy into the organization's goals.

Whether there is likely to be conflict among followers over solution alternatives.

Whether followers have the necessary information to make a good decision.

Time constraints on the leader that may limit follower involvement.

Whether costs to bring geographically dispersed members together is justified.

Importance to the leader of minimizing the time it takes to make decision.

Importance of using participation as a tool for developing follower decision skills.


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Summary: Know yourself & self-

improve

Weak Medium Strong Comments

Must Haves

1. Integrity

2. Dedication

3. Competence

4. Team work

Differentiators

1. Continuous self-improvement

2. Get the best out of people

3. Vision and critical thinking4. Judgment and Courage

Leadership qualities


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1. Get your technical and emotional skill base set (formal/informal).

2. Seek challenges to grow and expand your emotional and rationalcapabilities.

3. Find a mentor (formal or informal) to guide your development.Can have more than one all through your career.

4. Take acceptable risks.5. Adopt a leadership style you are comfortable with and that fits

your personality. (Dont try to be Tony!)

6. Be accountable.

7. Have courage in the face of adversity or controversy.

8. Admit mistakes.

9. Communicate frequently. Up and down.

10. Be approachable but resolute.

Steps of Leadership

Erics 10 Steps to Leadership Excellence


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Practical Guide to Proposal Leadership

Learn Through Example

Lead By Example

Ask Please

Say Thanks

Communicate

Communicate Communicate

CommunicateCommunicate

Encourage Healthy Intellectual

Conflict and Debate

Resolve Unhealthy ConflictQuickly and Effectively

Present the Vision

Measure the Vision


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1. People ask you what you think.

2. People ask you for help.

3. Acknowledged company leaders ask you to help

on a major project.

4. Peers begin to follow your example.

5. Youre not afraid to run the copying machine late

at night and you know where to find dinner for

your team.

Signs You are Becoming a Leader

The most effective leaders make no demands, they

just define and communicate the course, provide

resources, and get in front of the team.


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Leadership Styles and Your Career

Leadership the essence of creating change out of

random thoughts and events.

Not all people can or should be leaders followers are importanttoo!

Decide what you are or want to be

If you choose to be a leader Prepare Practice Take Acceptable Risks Be Accountable Develop a Sense of Humor Keep Your Perspective Manage Your Emotions Lead by Example

20. leadership

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