stephen leadership

What Is Leadership?What Is Leadership?

Leadership

The ability to influence a group toward the achievement of goals.

Management

Use of authority inherent in designated formal rank to obtain compliance from organizational members.

Early Trait TheoriesEarly Trait Theories

Traits Theories of Leadership

• Great leaders are born and not made

• Theories that consider personality characteristics, physical attributes and abilities, or intellectual traits to differentiate leaders from non-leaders.

Trait TheoryTrait Theory

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Trait TheoriesTrait Theories

LimitationsLimitations::

• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.

• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.

• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.

• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.

LimitationsLimitations::

• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.

• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.

• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.

• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.

Behavioral TheoriesBehavioral Theories

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

Behavioral Theories of Leadership

• Emerged as a response to deficiency of the trait theories

• Theories proposing that specific behaviors differentiate leaders from non-leaders.

Behavioral TheoriesBehavioral Theories

1. Lewin, Lippitt and White Studies • They identified 3 basic styles of leadership

a. Autocratic Style: A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities and relationships in the work

b. Democratic Style: Leader takes collaborative, responsive, interactive actions with followers concerning the work and work environment

c. Laissez-faire Style: A style of leadership in which the leader fails to accept the responsibilities of the position

Ohio State StudiesOhio State Studies

• Based on the study conducted on aircrews and pilots using Leader Behavior Description Questionnaire

• Study revealed 2 dimensions of leader behaviour

Initiating Structure

The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

Ohio State StudiesOhio State Studies

People who scored high on both were able to achieve higher levels of performance & job satisfaction

HIGH

LOW

LOW

HIGH

CONSIDERATION

INITIATING STRUCTURE

HUMAN RELATIONDEMOCRATIC

LAISSEZ FAIRE AUTOCRATIC

University of Michigan StudiesUniversity of Michigan Studies

Employee-Oriented Leader

Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

Production-Oriented Leader

The style leads to a work environment characterised by constant influence attempts on the part of the leader, either through direct, close supervision or through the use of many written and unwritten rules and regulations for behaviour. The focus is on getting work done.

The Managerial Grid(Blake and Mouton)


• Developed with a focus on attitudes

• The underlying dimensions are

a. Concern for people b. Concern for production

•Originally identified 5 distinct managerial styles and further development of grid led to 2 more styles

1,1 – Impoverished Management

Exhibit no concern for people or work. Often fail as leaders

1,9 – Country Club Management

High concern for people, low concern for production 9,1 – Authoritarian style of leadership

High concern for production, low concern for people 9,9 – Team Management

High concern for both people & production 5,5 – Middle of the Road Management

Balances the necessity to get work done and maintains the morale of people at satisfactory level





NEW STYLES

Opportunistic Management

Leaders adapt and shift to any grid style needed to gain the maximum advantage. Performance occurs according to a system of selfish gain. Effort is given only for an advantage for personal gain.

9+9: Paternalism/Maternalism Management

Reward and approval are bestowed to people in return for loyalty and obedience; failure to comply leads to punishment

Scandinavian StudiesScandinavian Studies

Development-Oriented Leader

One who values experimentation, seeking new ideas, and generating and implementing change.

Researchers in Finland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior. Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior.

Contingency Theories ( If –Then Theories)Contingency Theories ( If –Then Theories)

Contingency theories involve the belief that leadership style must be appropriate for the particular situation

Situation Favorable/Unfavorable Choose Style

Contingency Theories ( If –Then Theories)Contingency Theories ( If –Then Theories)

Fiedler’s Contingency Model

Proposes that the fit between the leader’s need, structure and the favorableness of the leader’s situation determine the team’s effectiveness in work accomplishment.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person is task- or relationship-oriented.

Fiedler’s Model: Defining the SituationFiedler’s Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respect subordinates have in their leader.

Position Power

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments are procedurized.

Findings of the Fiedler ModelFindings of the Fiedler Model

• Category• Leader-Member Relations• Task Structure• Position Power

I

Good

HighStrong

II

Good

HighWeak

III

Good

LowStrong

IV

Good

LowWeak

V

Poor

HighStrong

VI

Poor

HighWeak

VII

Poor

LowStrong

VIII

Poor

LowWeak

Good

Poor

Per

form

ance

Relationship-Oriented

Task-Oriented

Favorable Moderate Unfavorable

Findings from Fiedler ModelFindings from Fiedler Model

Cognitive Resource TheoryCognitive Resource Theory

Research Support:

• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.

• Less experienced people perform better in leadership roles under low stress than do more experienced people.

Research Support:

• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.

• Less experienced people perform better in leadership roles under low stress than do more experienced people.

• Developed by Fred Fiedler and Joe Garsia in 1987

• The theory focuses on the influence of the leader's intelligence and experience on his or her reaction to stress.

• A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.

Cognitive Resource TheoryCognitive Resource Theory

Qualities Situation Performance Situation Performance

High Intelligence

High Stress Poor Low Stress Good

Low Intelligence

High Stress Good Low Stress Poor

Experienced High Stress Good Low Stress Poor

Less Experienced

High Stress Poor Low Stress Good

Hersey and Blanchard’s Situational Leadership Theory (SLT)

Hersey and Blanchard’s Situational Leadership Theory (SLT)

• A contingency theory that focuses on followers’ readiness.

• Readiness is the function of ability and willingness

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

Follower readiness: ability and willingness

Follower readiness: ability and willingness

Unable andUnable andUnwillingUnwilling

Unable butUnable butWillingWilling

Able andAble andWillingWilling

Directive/Telling Selling/CoachingSelling/Coaching Supportive/ Supportive/ Participative Participative

Able andAble andUnwillingUnwilling

Monitoring/Monitoring/DelegatingDelegating

Leadership Styles and Follower Readiness(Hersey and Blanchard)

Leadership Styles and Follower Readiness(Hersey and Blanchard)

WillingUnwilling

Able

Unable Directive/Directive/TellingTelling SellingSelling

Supportive/ Supportive/ Participative Participative Monitoring/Monitoring/

DelegatingDelegating

Follower Readiness

LeadershipLeadershipStylesStyles

Leader–Member Exchange TheoryLeader–Member Exchange Theory

Proposed by George Green & Mitchell

Leader(LMX) Theory

Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Traditional theories assume that leaders treat all employees alike

George Green & Mitchell in 1979-leaders often act differently towards different subordinates-LMX

Leaders establish a special relationship with a small group of subordinates, usually early in their interaction-in group

Rest-out group


Leaders trust the subordinates who belong to the in- group, give them more attention, interact with them frequently & offer them special privileges

Generally favor people who have attitudes & personality characteristics that are similar

In-group Characteristics

- Higher level of competence & extraversion

- Receive high performance ratings-rewards & promotion

- Lower turnover


Leader-Member Exchange TheoryLeader-Member Exchange Theory

Path-Goal TheoryPath-Goal Theory

• Propounded by Robert House

• Borrows from Ohio & Expectancy Theories

• Path-Goal Theory

The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

• Leader should provide the required support & guidance to his followers & help them achieve organizational goals

• Should establish individual/ group goals for employees that are compatible with the broad organizational goals

• The behavior of a leader is acceptable as long as : – The subordinates find that the satisfaction of their

needs depends on their effective performance– They are provided with guidance, support &

rewards

Path-Goal TheoryPath-Goal Theory

Path-Goal Theory Path-Goal Theory

Leader-Participation/Decision Making ModelLeader-Participation/Decision Making Model

• Proposed by Victor Vroom, Philip Yetton and Arthur Jago

• Model helps leaders to know when to have employee participation in decision making process

• Model provides a set of rules to determine the form and amount of participative decision making in different situations.

Contingency Variables in the Leader-Participation Model

Contingency Variables in the Leader-Participation Model

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision

3. Whether the leader has sufficient information to make a good decision

4. How well structured the problem is

5. Whether an autocratic decision would receive follower commitment

6. Whether followers “buy into” the organization’s goals

7. Whether there is likely to be conflict among followers over solution alternatives

8. Whether followers have the necessary information to make a good decision

9. Time constraints on the leader that may limit follower involvement

10. Whether costs to bring geographically dispersed members together is justified

11. Importance to the leader of minimizing the time it takes to make the decision

12. Importance of using participation as a tool for developing follower decision skills

Leader-Participation/Decision Making ModelLeader-Participation/Decision Making Model

Leadership Styles

1.Autocratic-I: Leaders individually solves problem using the information already available

2.Autocratic-II: Leaders obtains the information and then decides

3.Consultative-I: Leader explains the problem to individual subordinates and obtains idea from each before deciding

4.Consultative-II: Leader meets with group of subordinates to share the problem and obtain inputs, and then decides

5.Group: Leader shares problem with group and facilitates a discussion of alternatives and a reaching of group agreement on a solution