leadership. overview define leadership present the background & classic studies of leadership...
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Leadership
Overview
• Define leadership
• Present the background & classic studies of leadership
• Discuss the traditional theories of leadership
• Identify modern frameworks for leadership
• Relate the style implications from the classic studies & modern theories of leadership
• Identify and analyze the skills needed for effective leadership
Leadership
• The ability to influence a group toward the achievement of goals
• “When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them.”
Sherman, 1995• Sanctioned vs. non sanctioned leadership
Managers Vs Leaders
Manager Characteristics• Administers• A copy• Maintains• Focuses on systems and structures• Relies on control• Short range view• Asks how and when• Eye on bottom line• Imitates• Accepts the status quo• Classic good soldiers• Does things right
Leader Characteristics• Innovates• An original• Develops• Focuses on people• Inspires trust• Long range perspective• Asks what and why• Eye on horizon• Originates• Challenges the status quo• Own person• Does the right thing
Trait Theories
• What characteristics or traits make a person a leader?• Great Man Theory: Individuals are born either with or
without the necessary traits for leadership• Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders from non leaders
• Trait view has little analytical or predictive value• Technical, conceptual and human skills (Katz 1974)
Behavioral Theories
• Ohio state studies: initiating structure (task or goal orientation) vs consideration (recognition of individual needs and relationships)
• University of Michigan studies: Employee oriented ( genuine concern for people) vs production oriented genuine concern for task)
The Managerial Grid
1,9Country club management
Thoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization
atmosphere and work tempo
9,9Team management
Work accomplishment is from committed people, interdependence
through a “common stake” in organization purpose leads to relationship
of trust and respect
1,1Impoverished Management
Exertion of minimum effort to get required work done is appropriate
to sustain organization membership
5,5Organization Man Management
Adequate organization performance possible through balancing the necessity to
get out work with maintaining morale of the people at a satisfactory level
9,1Authority-Obedience
Efficiency in operations results from arranging conditions of
work in such a way that human elements interfere to a minimal degree
1
2
3 4 5 6 987
1
2
3
4
5
6
7
8
9
Concern for productionLow High
Low
High
Con
cern
for
peo
ple
Fiedler Contingency Model
• Effective groups depend upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
• LPC measures task- or relationship-oriented leadership style ( think of all the coworkers you have ever had and describe one person you least enjoyed working with)
Fiedler-Defining the situation
• After the individual's basic leadership style has been assessed through the LPC, it is necessary to match the leader with the situation
• Leader member relations -the degree of confidence, trust, and respect subordinates have on their leader
• Task structure -the degree to which task assignments are procedurized
• Position power -influence derived from one's formal structural position in the organization
Contingency Theories
Fiedler’s contingency Model
I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong weak strong weak strong weak strong weak
Category
Leader member relations
Task structures
Position power
Moderate UnfavorableFavorable
Task Oriented Relationship Oriented
Performance Good
poor
Hersey and Blanchard’s Situational Theory
Task behavior
Del
egat
ing
Par
ticip
atin
g sellingtelling
Re
latio
nsh
ip b
eh
avi
or
(Low) (High)
High Moderate Low
M4 M3 M2 M1 Imm
atu
re
Ma
ture
Maturity of follower( s)
(Hig
h)
High Task and low
relationship
Low Relationship
and Low task
High relationship
And low task
High Task And High
relationship
Style of Leader
Path Goal Theory
Environmental Contingency Factors• Task Structure• Formal authority system• Work Group
Subordinate contingency factors•Locus of control•Experience•Perceived ability
Outcomes •Performance•Satisfaction
Leader Behavior•Directive•Supportive•Participative•Achievement -oriented
Charismatic Leadership
Key Characteristics of Charismatic leaders1. Self Confidence- They have complete confidence in their judgment and ability.
2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.
3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.
4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.
6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.
7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.
Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders • Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.
The Activities of Successful & Effective leaders
Type of Activity Description categories
Derived from free Observation
Interacting with outsiders
Traditional Management
Networking
Human Resource Management
Exchange Information
Handling paperwork
Planning
Decision MakingControlling
Routine Communication
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Managing conflict
staffing
Training/Developing
Relative Distribution of Manager’s Activities
Traditional Management (32%)
Routine Communication (29%)
Human resources (20%)
Networking (19%)
What skills do leaders need?
• Personal Skills
1.Developing Self-awareness
3. Solving Problems
creatively
2.Managing stress
•Determining values and priorities•Identifying cognitive style•Assessing attitude toward change
•Coping with stressors•Managing time•Delegating
•Using the rational approach •Using the creative approach•Fostering innovation in others
•Interpersonal Skills
4. Communicationsupportively
5. Gaining power and influences
7. Management conflict
6. Motivating others
•Gaining power •Exercise influence•Empowering others
•Coaching•Counseling•Listening
•Identifying causes•Selecting appropriate strategies•Resolving confrontations
•Diagnosing poor performance•Creating a motivating environment •Rewarding accomplishment
The right stuffCovey
• Empower your inner child-children are genuine, speak their mind-so do successful leaders
• Be slightly weird-effective leaders have their own approach to do things
• Embrace compensation-everyone likes money, but successful leaders can talk about it
• Focus carefully –successful leaders are able to handle more than 2-3 things at a time because they are able to filter out extraneous information and focus on critical issues
• Speak openly- successful leaders say what they think• Don't get even-get mad-good leaders let off steam and get on to the
next issue• Keep up on the latest developments- successful leaders know the
latest jargon and trnds