Different Leadership StylesDifferent Leadership Styles

What is a Leadership Style?

It’s a pattern of behaviors you use when you are trying to influence the behaviors of others as perceived by them

It involves problem-solving and decision-making processes

Leadership Effectiveness And Adaptability (Hershey & Blanchard)

Single most important contingency in selecting an effective leadership style is the follower’s task-relevant maturity

Maturity is a function of three traits: Motivation: the energy and the will to expend it to

accomplish the assigned task Responsibility: the willingness and ability to plan,

organize, and complete the task Competence: the necessary knowledge, skills, and

experience, to perform the task proficiently

Hershey & Blanchard’s LEAD

Maturity is situational and task specificBased on assumptions about personal

growth Of the leader Of the followers

Leadership behavior

Task/Directive BehaviorRelationship/Supportive Behavior

Task/Directive Behavior

Clearly Telling People What to Do How to Do It Where to Do It When to Do It Who Does It

Closely Supervising Their Performance

Relationship/Supportive Behavior

Listening to People Providing support and

encouraging their efforts Facilitating their involvement in

Problem-Solving and Decision-Making

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

Four Leadership Styles

Subordinate’s Development Level

Competence:Task Relevant knowledgeTask Relevant Skills

Commitment:MotivationResponsibility

Levels of Development

D1 - Low Competence, High Commitment “Enthusiastic Beginner”

D2 - Some Competence, Low Commitment “Disillusioned Learner”

D3 - Moderate to High Competence,some Commitment “Reluctant Contributor”

D4 - High Competence, High Commitment “Peak Performer”

Directing Style (S1):Enthusiastic Beginner (D1)

High Directive, Low SupportiveLeader defines roles of followersProblem-solving and decision-

making initiated by the leaderOne-way communication

D1-S1 Match

12

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

Coaching Style (S2): Disillusioned Learner (D2)

High Directive, High SupportiveLeader now attempts to hear

followers suggestions, ideas, and opinions

Two-way communicationControl over decision-making

remains with the leader

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

D2-S2 Match

Supporting Style (S3): Reluctant Contributor (D3)

High Supportive, Low Directive Focus of control shifts to follower Leader actively listens Follower has ability and knowledge

to do the task

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

D3-S3 Match

Delegating Style (S4): Peak Performer (D4)

Low Supportive, Low Directive Leader discusses problems with

followers Seeks joint agreement on problem

definitions Decision-making is handled by the

subordinate They “run their own show”

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

D4-S4 Match

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

Situational Matching of Leadership Styles

Accuracy of Leadership Match

Leaders need to provide their people with what they can’t do for themselves at the present moment.

The effectiveness of a leader is based on the accuracy of the match between style and development level.

Development Level Maturity

Tell them what you want to doShow them what you want to doLet them try - there is some riskObserve performance - focus on

the positive

The Leader’s Goal

Build your follower’s development level so you can start using less time-consuming styles (S3 and S4) and still get high quality results.

Broader conceptualization of leadership

System thinkingVisioningFacilitating learningEmpowering followers

Empowerment

Create a clear vision, goals, and accountabilities

Equip followers with the resources, knowledge, and skills

Delegate leadership and decision- making

Transactional leadership

“I’ll provide what you want if you’ll give me what I want”

The objective of leadership is to get followers to comply with the rules of the game as it is currently being played

Transformational leadership

Transformational leaders are more concerned with changes than exchanges

They motivate followers to take on difficult goals they normally would not pursue and to adopt the value that work is far more than the performance of specific duties for specific rewards

Followers are not contractual but empowering

Transactional and transformational leadership

Dimension transactional transformational

Goal Maintain status quo Upset status quo

Activity Play within the rules Change the rules

Locus of reward Self System

Nature of incentives Tit for tat The greater good

Manager-follower interaction

Mutual dependence Interdependence

Needs fulfilled Lower level (physical, economic, safety)

Higher level (social, self-actualization)

Performance Ordinary extraordinary

Charismatic Leadership

Charisma is derived from a Greek word meaning divinely inspired gift or state of grace

Charismatic leadership is a distinct social relationship between the leader and follower, in which the leader presents a revolutionary idea, a transcendent image…the follower accepts this course of action not because of its rational likelihood of success, but because of an effective belief in extraordinary qualities of the leader

Conger & KanungoFive Factors of Charisma

1. Seen to be sensitive to environment2. Seen to be sensitive to follower’s needs3. Seen to have vision & ability to articulate4. Willingness to take personal risk5. Some degree of unconventional behavior

Characteristics of charismatic leaders

Charismatic leaders through role modelling "represent the values and beliefs to which they want followers to subscribe"

They build positive images and express ideas that appeal to followers ideologically

They set high expectations and are confident that followers can reach them

They arouse emotional responses in followers relative to achieving the goals

Charisma & Transformation

They know When situation demands transformation

They have vision of where to goCharismatic leader “transforms” the

nature of the work Making it appear more meaningful More correct More heroic

Validates follower’s self-esteem/worth

Any Question ?