lecture no 8_chapter no 15

8/3/2019 Lecture No 8_Chapter No 15

1/7

9/15/20

LeadershipLeadership

ChapterChapter

1515

Lecture TopicsLecture Topics

Definition & Principle of Leadership

Leadership Approaches

Trait Approach

Charismatic Approach

Situational/ Contingency Approach

Fiedlers Contingency Approach

Path-Goal Approach

Leadership Behaviors & Styles

Definition of LeadershipDefinition of Leadership

The art or process of influencing people so thatthey will strive willingly and enthusiasticallytoward the achievement of group goals.

Effective leadership skills can help a manager

to carry out their duties

Since people tend to follow those whooffer them a means of satisfying their

personnel goals,

the more mangers understand what

Principle of LeadershipPrinciple of Leadership

motivates their subordinates

and the more they reflect thisunderstanding in their actions,

the more effective they are likely to beas leaders.

8/3/2019 Lecture No 8_Chapter No 15

2/7

9/15/20

Approaches of LeadershipApproaches of Leadership Trait Approach

Charismatic Approach

Situational/ Contingency Approach

Fiedlers Contingency Approach

Path-Goal Approach

Trait ApproachTrait Approach Till 1940s focus only on Traits ofLeaders

Physical Appearance energy height

Mental Intelligence ability

Personality Adaptability enthusiasm self-confidence

Task related Achievement persistence

Leadership Motivation Aspiration to lead but not for Power

Honesty & Integration

Not fruitful: Not all Leaders possess all the traits andmany non-leaders may possess most traits

Limitations of Trait ApproachLimitations of Trait Approach

No universal traits found that predictleadership in all situations

Unclear evidence of the cause and effect ofrelationship of leadership and traits

Better predictor of the appearance ofleadership than distinguishing effective and

ineffective leaders

Charismatic ApproachCharismatic Approach

Closely related to Trait Approach

To have certain characteristics

Self-confident

Stron -convictions

Articulating vision

Being able to initiate change

Communicating high expectations

Extension to Trait Approach: with emphasis onChange & Vision

8/3/2019 Lecture No 8_Chapter No 15

3/7

9/15/20

Fiedlers Contingency TheoryFiedlers Contingency Theory

People becomes leadersnot onlybecause of theirpersonal attributesbut also because of varioussituational factors& theinteractionsbetween

leaders & group members.

Grou effectiveness de ends on an a ro riate

match between the leaders style and situational

demands.

Critical dimensions of Situational Favorability

Position PowerTask Structure

Leader-Member Relations

Assumption:

Leaders style is fixed and can be measured by theLeast Preferred Co-worker (LPC) questionnaire.

Leader must fit situation; options to accomplish this:

Select leader to fit situation

Fiedlers Contingency TheoryFiedlers Contingency Theory

Change situation to fit leader

Least Preferred Co-Worker (LPC) Questionnaire

The way in which a leader will evaluate a co-worker who is notliked will indicate whether the leader is task- or relationship-

oriented.

High-LPC leaders have a relationship-motivated style Low-LPC leaders have a task-motivated style

Good

erformance

Task-Oriented

Findings of Fiedlers Contingency TheoryFindings of Fiedlers Contingency Theory

Category

Leader-MemberRelations

Task Structure

Position Power

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

Low

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VIII

Poor

Low

Weak

Poor

P

Relationship-Oriented

Favorable Moderate Unfavorable

Implications of Fiedlers contingencymodel.

Task-motivated leaders have more

Fiedlers Contingency TheoryFiedlers Contingency Theory

effective groups under conditions of lowor high situational control.

Relationship-motivated leaders havemore effective groups under conditionsof moderate situational control.

8/3/2019 Lecture No 8_Chapter No 15

4/7

9/15/20

Houses PathHouses Path--Goal ApproachGoal Approach

The main function ofleader is to clarify and

set goals withsu or nates, to e p

them find the best path

for achieving the goals,and remove obstacles.

Houses PathHouses Path--Goal ApproachGoal Approach

The theory assumes that a leaders keyfunction is to adjust his/ her behavior to

complement situational contingencies.

our ca egor es o ea er e av ors.

Supportive leadership.

Participative leadership.

Instrumental (Directive) leadership.

Achievement-oriented leadership.

Supportive leadership.

Increases satisfaction of subordinates

working on highly repetitive, unpleasant,

stressful, or frustrating tasks.

PathPath--Goal ApproachGoal Approach

Participative leadership.

Promotes satisfaction on non-repetitive tasks

that allow for subordinates ego involvement.

Promotes satisfaction for open-minded ornon-authoritarian subordinates working on

repetitive tasks.

Instrumental leadership.

Positive impact on subordinates when task isclear; negative impact when task is ambiguous.

More directiveness is needed when ambiguoustasks are performed by highly authoritarian andclosed-minded subordinates.

PathPath--Goal ApproachGoal Approach

Achievement-oriented leadership.

Encourages subordinates to strive for higherperformance standards and to have moreconfidence in their ability to meet challenging

goals. Increases effort-performance expectancies for

subordinates working in ambiguous, non-repetitive tasks.

8/3/2019 Lecture No 8_Chapter No 15

5/7

9/15/20

Evaluation and application of Houses

path-goal theory.

Many aspects of the theory have not been

PathPath--Goal ApproachGoal Approach

a equa e y es e .

Lacks substantial current research.

House has revised and extended path-goal

theory into a theory of work unit leadership.

PathPath--Goal TheoryGoal Theory

Leadership Styles & BehaviorLeadership Styles & Behavior

Leadership StylesLeadership Styles

Autocratic LeaderAutocratic Leader

Bureaucratic Leader

FreeFree--rein Leader/rein Leader/ (Laissez(Laissez--FaireFaireLeader)Leader)

Managerial GridManagerial Grid

Autocratic LeaderAutocratic Leader The classical approach Retains total power/ decision making Does not consult staff & no input Staff expected to obey orders without receiving any

explanations Structured set of rewards and punishments

When effective: New/ untrained staff do not know which tasks/

procedures to perform Effective supervision provided only through

detailed orders and instructions Staff do not respond to any other style Limited time in which to make a decision A managers power challenged by staff

8/3/2019 Lecture No 8_Chapter No 15

6/7

9/15/20

BureaucraticBureaucratic LeaderLeader Manages by the book

Everything according to procedure/ policy

If not covered by book, referred to the next levelabove

A police officer not a leader

When effective:

Staff performing routine tasks over and over

Staff need to understand certain standards orprocedures.

Safety or security training conducted Staff performing tasks that require handling cash

Democratic/ Participative LeaderDemocratic/ Participative Leader

Staff to be a part of the decision making Keeps staff informed about everything Uses delegation Allows staff to establish goals Staff to grow on the job & be promoted

When effective: Subordinates are competent Large or complex problem that requires lots of

input to solve Changes must be made or problems be solved

that affect staff

Team building is required

FreeFree--rein/ Laissezrein/ Laissez--Faire LeaderFaire Leader

Provides little/ no direction & gives staff maximumfreedom

All authority given to the staff & they determinegoals, make decisions & resolve problems on theirown

When effective: Staff highly skilled/ experienced/ educated Staff have pride in their work and the drive to do it

successfully on their own

Outside experts, such as staff specialists orconsultants are being used Staff trustworthy and experienced

Managerial GridManagerial Grid Well known method to define Leadership Style

By Robert Blake & Jane Mouton

Appraises leadership styles using 02 dimensions: Concern for People

Concern for Production

Concern for Peo le Degree of personal commitment to achieve goals

Maintenance of Self-esteem of workers

Placement of responsibility on Trust-basis ratherObedience

Provision of good Working Conditions Concern for Production

Work efficiency Volume of Output Quality of Service

Quality of Policies/ Procedures

8/3/2019 Lecture No 8_Chapter No 15

7/7

9/15/20

Managerial GridManagerial Grid

9

8

7

6rPeople

Country Club Management Team Management

Middle of the RoadManagement

High

4

3

2

1

1 2 3 4 5 6 7 8 9

Concern for Production

Concernf

Impoverished ManagementAutocratic Task

Management

LowHigh