fl v leadership.ppt

7/31/2019 FL V LEADERSHIP.ppt

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Basic Approaches

to Leadership


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What Is Leadership?

LeadershipThe ability to influence agroup toward theachievement of goals

Management

Use of authority inherent indesignated formal rank to

obtain compliance fromorganizational members


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The ability to influence a group towards theachievement of goals. The source of leadershipmay be formal or informal.

-S.P.Robbins

Leadership is the lifting of mans vision to highersights, the rising of mans performance to higherstandard, the building of mans personality beyondits normal limitations.

-Peter Drucker

Leadership is the ability to persuade others to

seek defined objectives enthusiastically.

-Keith Davis


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Thus, Leadership is a psychological process ofinfluencing followers or subordinates and providingguidance to them. It is always related to a situationwhich means a leader may be effective in one

situation while ineffective in other. Therefore,leadership is highly contextual.


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Characteristics of Leadership

1. Leadership is a process of influence2. Leadership is a function of stimulation: -making

followers act enthusiastically.

3. It involves interaction between the Leader and the

Followers4. It gives experience of helping attain the common

objectives

5. It is related to a situation

6. It involves giving direction


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MANAGER/BOSS

1. Planning, Organising,Staffing, Directing andControlling process.

2. Formulating broad policiesto guide organisationaloperations.

3. Adapts organisation toexternal forces.

4. Drives & orders

5. Depends on authority6. Knows all answers

7. Believes in I

LEADER

1. Influencing group processfor higher level of goalattainment and satisfaction

2. Showing the way throughdemonstrating & initiatingactivity.

3. Influence in establishingand modifyingorganisational climate.

4. Coaches & advises5. Depends on confidence &

goodwill

6. Consults & seek advice

7. Believes in We & You


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Leadership Styles

AutocraticOr

Authoritative

ParticipativeOr

Democratic

Free ReinOr

Laisseg Faire


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Basis Autocratic

Style

Participative

Style

Free-rein

Style

1. Decision-making

Leader is thesole decision-maker

Leader makesdecisions inconsultation withsubordinates

Subordinatesthemselves makedecisions

2.Communication One way

communication

Two-way

communication

Free flow

communication3.MotivationalTechniques

Fear andpunishment(negativeincentives)

Rewards andinvolvement(positiveincentives)

Self-direction andself-control

4.Needs ofSubordinates

Physiological andsafety needs

Ego needs Self-actualisationneed

5. Focus Task-oriented

style

People-oriented

style

People-oriented

style


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LeadershipTheories

TRAIT BEHAVIOURALSITUATIONAL/CONTINGENCY

RECENT/CONTEMPORARY


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Trait Theories

Earlier researchers believed that there were certainunique characteristics in people that made themleaders . According to them , a person must possesscertain unique personality traits that are essential for

effective leadership.One of the trait theories is the Great Person theorywhich emphasized that leaders might not be born withthe desired leadership traits but can be acquired bylearning and experience.

Researchers also tried to study the relationshipbetween physical traits and leadership, but wereunsuccessful to establish a valid relationship.


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Trait Theories

Limitations

No universal traits found that predict leadership

in all situations

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

Better predictor of the appearance of leadership

than distinguishing effective and ineffectiveleaders


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Trait Approach

Traits (examples)

Extraversion

Conscientiousness

Openness

Assumption: Leaders are born

Goal: Select leaders

Problems

Traits do not generalize across situations Better at predicting leader emergence than leader

effectiveness


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Behavioral Theories

Behavioral Theory

Leadership behaviors can be taught.

vs.

Trait Theory

Leaders are born, not made.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiateleaders from non-leaders


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Behavioral Theories

The behavioral theorists concentrated onthe unique behavioral aspects found inleaders that enabled them to attaineffective leadership. Following are the

our main behavior theories of leadership

1. The Ohio State studies2. Universities of Michigan studies

3. The Managerial Grid4. Scandinavian studies


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Behavioral Theories

The Ohio State Studies

In 1945 researchers from various fields conducted studieson leadership at Ohio State university.The research was based on a questionnaire called Leader

Behavior Description Questionnaire.They narrowed down to two independent dimensions alongwhich an individuals leadership behavior could be studied.1. Initiating StructureIndividuals ability to define his own

task as well as the subordinates tasks and also

accomplish them in time2. Consideration This refers to the extent to which a

leader cares for his subordinate, respects their ideas andfeelings and establishes work relations which are

characterized by mutual trust and respect.


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Behavioral Theories

University of Michigan studiesA research was conducted at the Survey Research Centreat the University of Michigan. The research was conductedon twelve pairs of sections ,each section consisted on one

high producing section and one low producing section.During the study , researchers also interviewed 24supervisors and 400 workers. And following wasobserved.1. Employee-oriented dimension

2. Production-oriented dimensionResearchers concluded that leaders with an inclinationtowards employee-oriented dimension resulted inhigher job satisfaction and greater productivity.


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Behavioral Theories

The Managerial Grid byRobert R. Blake and Jane S. Mouton

The Managerial Grid graphic below is a verysimple framework that elegantly defines FIVE

basic styles that characterize workplacebehaviour and the resulting relationships. TheFIVE managerial Grid styles are based on howtwo fundamental concerns (concern for peopleand concern for results) are manifested atvarying levels whenever people interact.


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TeamManage-

mentstyle

Authorit-

arianstyle

Impoveri-shedstyle

Country-club

style

Middle-of-the-

RoadStyle


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The concept distinguishes 5 different leadership styles, based on the concernfor people and the concern for production:

Impoverished style (Low Production / Low People) (1:1) A basically lazy approach. Characteristics: The manager shows a low concern for both people and

production. He (or she) avoids to get into trouble. His main concern is not tobe held responsible for any mistakes. Results in: Disorganization, dissatisfaction and disharmony due to lack of

effective leadership.

Country Club style (Low Production / High People)(1:9) Description: One-sided, thoughtful attention to the needs of employees. Characteristics: The relationship-oriented manager has a high concern for

people, but a low concern for production Results in: A usually friendly atmosphere, but not necessarily very

productive.

Produce or Perish styleOR Authoritarian style(High Production / LowPeople)(9:1) Description: Authoritarian or compliance leader.

Characteristics: The task-oriented manager is autocratic, has a high concernfor production, and a low concern for people

Results in: high output is achievable in the short term, much will be lostthrough an inevitable high labour turnover.


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Middle-of-the-road style (Medium Production /

Medium People). (5:5) Description: The manager tries to balance

between the competing goals of the companyand the needs of the workers.

Characteristics: The manager gives someconcern to both people and production,hoping to achieve acceptable performance.

He believes this is the most anyone can do. Results in: Compromises in which neither the

production nor the people needs are fullymet.


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Team Management style (High Production / High People).(9:9)

Description: The ultimate. The manager payshigh concern to both people and production.Motivation is high.

Characteristics: The manager encourages

teamwork and commitment among employees.Results in: Team environment based on trustand respect, which leads to high satisfaction andmotivation and, as a result, high production.


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Scandinavian Studies

The previous three behavior theories did not take into account

the dynamics, or even chaotic environments that influence themodern organizations.

Some Finnish and Swedish theorists began reviewing earliertheories to find new dimensions that could incorporate thedynamics of the environment.

The new dimension found was called as developmentoriented behavior.

According to this dimension leaders were ready to experimentwith new ideas and practices and embrace change.

Leaders who were inclined towards this dimension were foundto be more efficient by the subordinates.


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Contingency Theories

According to the contingency approach of leadership, a

single leadership style is not applicable to all situations.

Every leader is to carefully analyze the situation beforeadopting a style that best suits the requirements of thesituations. Below are the 5 contingency models of

leadership styles.

1. Fiedlers Contingency Model

2. Hersey and Blanchards situational theory

3. Leader-member exchange theory

4. Leadership-participation model

5. Path Goal Theory


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Fiedlers Contingency Theory

The Fiedler contingency model is a leadership theory of industrial and

organizational psychology developed by Fred Fiedler Fiedler (1967), differentiated situation from contingency. He emphasised the

fact that differing roles, traits and behaviours of leaders did not just requirean specific understanding of interactions with subordinate, it also requiredfavourable conditions.

Fiedler's model assumes that group performance depends on: Leadershipstyle, described in terms of task motivation and relationship motivation.


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Situational favourableness, determined by three factors:

1. Leader-member relations - Degree to which a leader isaccepted and supported by the group members.

2. Task structure - Extent to which the task is structuredand defined, with clear goals and procedures.

3. Position power or the leaders position - The ability ofa leader to control subordinates through reward and

punishment.

High levels of these three factors give the most favourablesituation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderately

favourable situations.Fiedler suggests that it may be easier for leaders tochange their situation to achieve effectiveness, rather thanchange their leadership style.


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Hersey and Blanchards situational theory

The situational leadership model focuses on the fitof leadership style and followers maturity .

In contrast to Fiedlers contingency leadership

model and its underlying assumption thatleadership style is hard to change, the Hersey-Blanchard situational leadership model suggeststhat successful leaders do adjust their styles.

The situational leadership model views leaders asvarying their emphasis on task and relationshipbehaviors to best deal with different levels offollower maturity.


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The two-by-two matrix shown in the figure indicatesthat four leadership styles are possible.

Telling Style giving specific task directions

and closely supervising work; this is a high-task,low-relationship style.

Selling Style explaining task directions in asupportive and persuasive way; this is a high-

task, high-relationship style.Participating Style emphasizing shared ideas

and participative decisions on task directions;this is a low-task, high-relationship style.

Delegating Style allowing the group to takeresponsibility for task decisions; this is a low-task, low-relationship style.


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Leader-member exchange theory

According to this theory, leaders often behave differentlywith different subordinates. They establish closerelationships with a small group of subordinates early intheir interactions.

In Group :Good relation with leaders and high frequencyof interactions.

Out-Group: Formal relation with leader and less frequencyof interaction compared to in-group.

The theory suggests that the leaders give promotionsto the in-group employees quickly and also that employeeturnover rate in such groups is low.

Exchanges with these in followers will be higher quality

than with those who are out


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Leadership-participation model

In 1973 Victor Vroom and Philip Yetton came up with the leadership-

participation model that tried to establish relation between leadershipbehavior and the decision making style.

As per them leaders are required to adapt their behavior to suitchanges in the situations.

The model proposed a sequential set of rules that could help themanagers in taking decisions in different situations.

The model had 12 contingencies also called as problem attributes

and 5 alternative leadership styles.

The Problem Attributes were categorized into decision-quality andemployee acceptance.

decision-qualitycost considerations, information availability, nature ofproblem structure.

employee acceptanceneed for commitment, their prior approval,congruence of their goals


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Path Goal Theory

This theory was developed by Robert House.

Here the leader provides the necessary support and guidance to hisfollowers and help them achieve organizational goals.

Leader defines the individual(or groups) goals and help them achievethem.

As per the theory Leaders are accepted by the subordinates when

They find that the satisfaction of their needs depend upon theireffective performance.

They are provided with guidance ,support, and rewards needed foreffective performance.

Robert House suggested 4 types of leadership by this model1. Directive leadership

2. Supportive leadership

3. Participative leadership

4. Achievement-oriented leadership.


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Path-Goal Theory

fl v leadership.ppt

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