leadership ppt 2

8/9/2019 Leadership PPT 2

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A Leadership Story:

A group of workers and their leaders are set a task of clearing aroad through a dense jungle on a remote island to get to thecoast where an estuary provides a perfect site for a port.

The leaders organise the labour into efficient units and monitorthe distribution and use of capital assets progress isexcellent. The leaders continue to monitor and evaluateprogress, making adjustments along the way to ensure theprogress is maintained and efficiency increased wherever

possible.

Then, one day amidst all the hustle and bustle and activity, oneperson climbs up a nearby tree. The person surveys the scenefrom the top of the tree.


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Leadership

The ability to influence a group toward the achievementof goals

Management is doing things right, leadership is doingthe right things

(Warren Bennis and Peter Drucker)


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What is Leadership?Leadership the process through which leaders

exert such influence on other group members.

Leader a person who can influence others to bemore effective in working to achieve their mutualgoals and maintain effective working relationshipsamong members.

Leadership skills sum total of your ability to helpthe group achieve its goals and maintain aneffective working relationship among members.


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Traits of the Excellent

Leader

Excellent leaders have:

A vision and purpose.

Clear goals.

Strong commitment.

Flexibility.

An understanding of change. Active listening skills.

Confidence to take risks.


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Traits of the Excellent

Leader

Excellent leaders are:

Knowledgeable about the total organization. Able to learn from mistakes.

Excellent communicators/listeners.

Able to speak clearly and effectively.

Resourceful. Realistic.


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Leadership Trait Theory

Assumes that there are distinctive physical and psychologicalcharacteristics accounting for leadership effectiveness.

Ghisellis six significant leadership traits: Supervisory ability (Getting the job done through others). Need for occupational achievement (Seeking

responsibility). Intelligence (Good judgment, reasoning, thinking

capacity). Decisiveness (Solve problems and make decision). Self-assurance (Copes with problems, self-confidence). Initiative (Self-starting).


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Behavioral Leadership TheoriesAssume that there are distinctive styles thateffective leaders use consistently, or, that goodleadership is rooted in behavior.

Basic leadership styles

Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)


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Leadership BehavioralTheory:

Lewin Studies

Democratic Style -the leader takescollaborative, reciprocal, interactiveactions with followers; followers havehigh degree of discretionary influence

Laissez-Faire Style -the leader fails toaccept the responsibilities of the position;creates chaos in the work environment

Autocratic Style -the leader uses strong,directive, controlling actions to enforce therules, regulations, activities, & relationships;followers have little discretionary influence


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The research found that leadership consist of twoseparate dimensions:

Job centered leadership behavior.

Attempts to build work group performance by payingattention to efficient completion of the task. Principleemphasis is on the task.

Employee centered leadership behavior.

Attempts to build work group performance by payingattention to the human aspects of the group, primaryconcern is the person.


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Ohio State/U. of Michigan ModelHigh consideration

(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

High consideration(employee centered)

123

4Low consideration

(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

Low consideration(employee centered)

Initiating structure

(job centered)HighLow

Consid

eration

(employeece n

tered)

High

Low

3


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The Leadership Grid

The Managerial Grid: Blake and Moutons model identifyingthe ideal leadership style as having a high concern for bothproduction and people.

Five major styles (out of 81 possible)

The impoverished management (1,1) Authority-obedience (9,1)The country club management (1,9)The organization man management (5,5)The team management (9,9)


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The Leadership Grid

1,9 9,9

9,11,1

5,5

Concern for production

High 9

9 High

Low 1

Low 1

Concer

nfor

people


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Leadership Grid Definitions

Leadership Grid an approach to understanding aleaders or managers concern for results (production) and

concern for people.

Organization Man (5,5) A middle-of-the-road leader.

Authority Compliance Manager (9,1) a leader who

emphasizes efficient production.

Country Club Manager (9,1) a leader who creates ahappy, comfortable work environment.


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Leadership Grid Definitions Team Manager (9,9) a leader who builds a highly productive team

of committed people.

Impoverished Manager (1,1) A leader who exerts just enougheffort to get by.

Paternalistic father knows best Manager(9+9) a leader who promises reward and threatens punishment.

Opportunistic whats in it for me Manager (Opp) a leaderwhose style aims to maximize self-benefit.


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Leadership Grid

High9

8

7

6

5

4

3

2

1

Concern for production

Concernfor

People

1,9Country club

management

5,5

Organization man

management

Impoverishedmanagement

1,1

9,9Team

management

Authority-

obediencemanagement

9,1

SOURCE: The Leadership Grid figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams

McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p.

30, Opportunism Figure: p. 31). Copyright 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.

1 2 3 4 5 6 7 8 9 HighLow

Opportunistic

management

9+9

Paternalism/Maternalis

mmanagement


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Fiedlers Contingency Theory

Fiedlers Contingency Theory - classifies the favorableness of the leaders situation

Least Preferred Coworker (LPC) - the person a leader has least preferred towork with over his or her career.

Task Structure - degree of clarity, or ambiguity, in the groups work activities.

Position Power - authority associated with the leaders formal position in theorganization.

Leader-Member Relations quality of interpersonal relationships among aleader and group members


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Contingency Leadership Model

Question 1Are leader-

memberrelations good

or poor?

Question 2Is the task

structured orunstructured?

Question 3Is position

power strongor weak?

AppropriateStyle

Situa

tion

1 Task

2 Task

3 Task

4

Relationship

5

Relationship

6

Relationship

7 Either

EndStart

Strong

Weak

Strong

Weak

Strong

Weak

Strong

Weak

Structured

Structured

Unstructured

Unstructured

Good

Poor


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Path Goal Theory ofLeadership

A contingency theory of leadershipbased on expectancy theory of

motivation that relates severalleadership styles to specificemployee and situational

contingencies.


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Effective leaders influence employee satisfaction and performanceand performance by making their need satisfaction contingent oneffective job performance.

Leadership Styles: Directive

Supportive

Participative

Achievement oriented

Contingencies of Path Goal Theory Skill and experience Locus of control

Task structure

Team dynamics


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Path Goal Theory

EmployeeContingencies

Skills andexperience

Locus of controlLeader behaviorsDirective

Supportive

Participative

Achievement-oriented

Leadereffectiveness

Employeemotivation

Employeesatisfaction

Leaderacceptance

EnvironmentalContingencies

Task structure

Team dynamics


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Path Goal Theory

Directive Supportive Participative Achievementoriented

Employee Contingencies

Skill andexperience

Low Low High High

Locus of control External External Internal Internal

Environmental Contingencies

Task structure Non-routine Routine Non-routine ?

Team dynamics Negative norms Low cohesion Positive norms ?


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Hersey-Blanchard SituationalLeadership Model

Immature

Employees

Low High

High

Low

Mature

Employees

Willing/Able Unwilling/able Willing/unable Unwilling/unable

4 3 2 1

Leaders concern with task

Leaders

concern

with

relationship

SOURCE: Adapted from P. Hersey and K. H.

Blanchard, Management of Organizational

Behavior: Utilizing Human Resources, 3rd ed.

(Upper Saddle River, N.J.: Prentice-Hall,

1977),170.


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As atransformational leader,I inspire and excite

followers to high levels

of performance.

Developments inLeadership Theory

Transformational Leadership

As atransactional leader,

I use formal rewards& punishments.


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Transformational Leadership

Transformational leadership: focuses on the behaviorsof successful top-level managers.

Three acts: Recognizing the need for revitalization. Creating a new vision. Instituting a change.

Transformational leadership styles: Charismatic Leadership Transactional Leadership


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Charismatic Leadership

Charismatic Leadership - the use, by a leader, ofpersonal abilities & talents in order to have profound &

extraordinary effects on followers

Charisma - means gift in Greek Charismatic leaders use referent power

Potential for high achievement & performance

Potential for destructive & harmful courses of action


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Five Types of Followers

Dependent, uncritical thinking

Independent, critical thinking

Passive Active

Alienatedfollowers

Survivors

Sheep

Yes

people

Effectivefollowers

SOURCE: Reprinted by permission of

Harvard Business Review. From In

Praise of Followers, by R. E. Kelley,Vol. 66 1988, p. 145. Copyright 1988

by Harvard Business School Publishing

Corporation.


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Guidelines for Leadership

Unique attributes, predispositions, & talents of each leadershould be appreciated

Organizations should select leaders who challenge but notdestroy the organizational culture

Leader behaviors should demonstrate a concern for people;it enhances follower well-being

Different leadership situations call for different leadership

talents & behaviors Good leaders are likely to be good followers


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Leadership

Good leaders dont ask more than theirconstituents can give, but they often askandgetmore than their constituents intended togiveor thought it was possible togive.

John W. Gardner,Excellence, 1984


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Emerging Issues in Leadership

Trust

Leading Virtual Teams

Emotional Intelligence

Women Leaders

leadership ppt 2

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