orgbehavior12-leadership and change

7/30/2019 Orgbehavior12-Leadership and Change

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LEADERSHIP AND CHANGE

Management people not only manage; they also lead. Asleaders, they take the initiative and engage their followersinteractions toward achievement of certain goals

An avenue for growth

Creates useful change/s

Morale boosting is related to productivity and is animportant function of leadership; studies show high moraleis accompanied by high productivity

Good leadership effects a positive correlation between

morale & productivity Without leadership, an organization would be only a

confusion of people and machinesjust as an orchestrawithout a conductor would be only musicians andinstruments

Leadership skills can be acquired thru observation of rolemodels, management training and work experiences

The catalyst that transforms potential into reality

Elements in leadership

What is Leadership? The process of influencing and supportingothers to work enthusiastically toward achieving objectives.

Management and Leadership

Managers plan activities, organize structures and controlresources but the primary role of a leader is to influence

others voluntarily to attain goals.

Managers achieve results by directing the activities ofothers, whereas leaders create a vision and inspire othersto achieve this vision and to stretch themselves beyondtheir capabilities.


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One can be a weak leader and still be an effective managerspecially if one happens to be managing people who havea clear understanding of their jobs and a strong drive towork.

Theories of Leadership

1. Trait theory.

Leadership is innate; determined by certain individualpersonality traits and significant physicalcharacteristics

Follows the clich,Like father, like son

Leaders excel non-leaders in intelligence, scholarship

and responsibility High producing supervisors were predominantly

employee-centered

4 traits predominate: intelligence, social maturity,inner motivation and achievement drive and humanrelations skills

Confirmed hypotheses of a study:

a. there is positive relationship between leadership andabilities, personality characteristics and academicperformance

b. gender is not a determinant of leadershipc. type of organization does not influence leadershipd. males excel in mental abilities; females are superior in

academic performancee. student leaders are achievers

Three (3) Components of charismatic leadership (motivates

followers to perform better)

a. envisioning the creation of a picture of the future or of adesired future state

b. energizing generation of energy among members of theorganization


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c. enabling psychologically helps people act or perform inthe face of challenging goals

2. Environmental theory .

Leadership skills are acquired

Proper environment is a strong force that spots,identifies,supports and develops leadership potential

Leaders are made,not born

3. Behavioral theory

Leaders adopt a particular leadership style which exerts impactover individual and group behavior; 4 types of leader:

a. Dictatorial with absolute authority and utilizes threatsand punishment to induce compliance

b. Authoritarian authority to exact obediencec. Democratic or participative involves subordinatesd. Laissez-faire or free rein leader offers information to the

members but shows little involvement and participation in groupactivities

University of Michigan study:

Styles of leader behavior

1. job- centered or task oriented = emphasizes the use ofrules, procedures and close supervision of subordinates

2. employee-centered or relationship-oriented = emphasizesdelegation of authority and responsibility , concern foremployee welfare, needs, advancement and personal growth

Other results of the Michigan study:

1. Supervisors with the best records of performance focustheir primary attention on the human aspects of theirsubordinates problems and build effective work groupswith high performance goals (employee-centered)


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2. Supervisors who kept constant pressure on productionwere called job-centered and were found more often tohave low-producing sections

3. General rather than close supervision tended to beassociated with high productivity

T P Managerial Grid by Blake and Mouton

4. Situational or Contingency theory

Situation calls for the emergence of a leader

Leadership Contingency Model

5. Shared leadership theory

Responsibility for the success of the group rests upon allthe members , not only upon the designated leader

Main functions or activities of a leader

Two types of leadership roles

1. Role to accomplish the task or attain the goal and

2. Role to develop members feelings to maintain the strengthof the group

Six types of a leader in terms of number 1 above are:

1. Initiates action2. Keeps the members attention on a goal3. Clarifies issues4. Helps the group develop a procedural plan5. Evaluates the work done6. Makes expert information available

Six tasks of a leader in terms of number 2 above are:

1. Keeps inter-personal relations pleasant2. Arbitrates excuse3. Provides encouragement


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4. Gives a chance to divert5. Stimulates self-direction6. Increases inter-dependence among members

Leadership is only as strong as the weakest link in the chain.If any link breaks, the entire chain becomes weak. If the leaderfails in his tasks, the leadership chain weakens and may cause itto break.

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