lecture no 8_chapter no 15
TRANSCRIPT
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8/3/2019 Lecture No 8_Chapter No 15
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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.
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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
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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.
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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.
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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
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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
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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