class 9 leadership

7/30/2019 Class 9 Leadership

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Leadership


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What is leadership?

Leading people

Influencing people

Commanding people

Guiding people


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Leadership Leadership is the process where a personexerts influence over others and inspires,motivates and directs their activities toachieve goals. Effective leadership increases the firmsability to meet new challenges.

Leader : The person exerting the influence. Personal Leadership Style: the ways leaders choose toinfluence others.


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Authority, Power and Influence


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Sources of PowerRewardPower

Legitimate

PowerCoercive

Power

ExpertPower

ReferentPower

Enable managers to beleaders & influence

subordinates toachieve goals

Figure 13.1


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Sources of Power

Used to affect others behavior and get themto act in given ways.

Legitimate Power : managers authority resulting by their management position in the firm.

Can be power to hire/fire workers, assign work. Reward Power : based on the managers ability to give or withhold rewards.

Pay raises, bonuses, verbal praise.Effective managers use reward power to signalemployees they are doing a good job.


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Sources of PowerCoercive Power : based in ability to punish others.

Ranges from verbal reprimand to pay cuts to firing.Can have serious negative side effects.

Expert Power : based on special skills of leader.First & middle managers have most expert power.

Often found in technical ability. Referent Power : results from personal characteristics of the leader which earn workers respect, loyalty andadmiration.

Usually held by likable managers who are concernedabout their workers.


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Theories of Leadership


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Theories of Leadership(Models of Leadership)

1 Trait theories:Are leadership characteristics inherently gender biased?Do such characteristics produce good leaders?Is leadership more than just bringing about change?Does this imply that leaders are born not bred?


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Trait theories:Is there a set of characteristics / TRAITSthat determine a good leader?

Personality?Dominance and personal presence?

Charisma?Self confidence?Achievement?Ability to formulate a clear vision?


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NehruIndra

RajivRahul????


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2 Behavioural Theory of Leadership:Imply that leaders can be trained focus on the wayof doing things

Structure based behavioural theories focus on the leaderinstituting structures task orientatedRelationship based behavioural theories focus on the developmentand maintenance of relationships process orientated


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Managers vs. LeadersManagers

Do things right

PlanOrganizeControl

LeadersDo the right things

InspireInfluenceBuild

Behavioural Theory of Leadership


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3 Transformational:Widespread changes to a business or organisation

Requires:Long term strategic planningClear objectives

Clear visionLeading by example walk the walk Efficiency of systems and processes


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Managers vs. LeadersManagers

Focus on things

DirectFollows the rules

LeadersFocus on people

MotivateShape entities

Transformational


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4 Contingency Theories:Leadership as being more flexible differentleadership styles used at different times depending

on the circumstance.Suggests leadership is not a fixed series of characteristics that can be transposed into differentcontextsThree contingency models

A) Fiedler ModelB) Houses Path -GoalC) Leader-Substitute Model


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Contingency Models

Fiedlers Model: effective leadership iscontingent on both the characteristics of the

leader and the situation. Leader style : the enduring, characteristic approach toleadership a manager uses.

Relationship-oriented : concerned with developing good

relations with workers.Task-oriented : concerned that workers perform so the

job gets done.


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Fiedlers Model

Situation characteristic : how favorable a given situationis for leading to occur.

Leader-member relations : determines how much

workers like and trust their leader.Task structure : extent to which workers tasks are clear-cut.

Clear issues make a situation favorable for leadership.

Position Power : amount of legitimate, reward, &coercive power a leader has due to their position.

When positional power is strong, leadership opportunitybecomes more favorable.


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Fiedlers Contingency Model

GOOD POOR

Leader-MemberRelations

TaskStructure

PositionPower


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HIGH LO W


TaskStructure

PositionPower


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Strong (S) Weak(W)


TaskStructure

PositionPower


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GOOD

HIGH LO W

S W S W S W S W


TaskStructure

PositionPower

Kinds of LeadershipSituations

I II III IV V VI VII VIII1

Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.

HIGH LOW

POOR

TASK RELATIONSHIP TASK


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Swati Sharma is very good in peoples skills.

People love her presence around.But she is a perfectionist and want her way through.She thinks she is always right.What situation will suit her leadership style?

Where do think she will do well?a) Production or HR or Marketing ?b) NGO social health centre? MaxHealth Centre?


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Nazim works for Cipla.

Nazim is an extremely hardworking person.He achieves his targets well in timeHe is apple of managements eyes. Management makes him Team Leader expecting that he willbe a role model to other members

But, as is always a case, others envy him and are jealous of Nizam.Nizam lacks interpersonal skills too.

What do will you advise?


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Using Fiedlers Model

Can combine leader-member relations, task structure, andposition power to identify leadership situations.

Identifies situations where given types of managers

might perform best.

Leader style is a characteristic managers cannot change.Thus, managers will be most effective when:

1) They are placed in leadership situations that suit theirstyle.

2) The situation can be changed to fit the manager.


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Houses Path -Goal Model

Model suggests that effective leaders motivate workers toachieve by:1) Clearly identifying the outcomes workers are trying to

achieve.2) Reward workers for high-performance and attainment.3) Clarifying the paths to the attainment of the goals.

Path-Goal is a contingency model since it proposes thesteps managers should take to motivate their workers.

Based on Expectancy Motivation Theory.


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Steps to Path-Goal

1) Determine the outcomes your subordinates are trying toobtain.

Can range from pay to job security or interesting work.

Once outcomes determined, manager needs to be surethey have the reward power to provide these.

2) Reward subordinates for high-performance and goalattainment with the desired outcomes.

3) Clarify the paths to goal attainment for workers, removeobstacles to performance, and express confidence inworkers ability.

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Motivating with Path-goalPath-goal identifies four behaviors leaders can use:1) Directive behaviors : set goals, assign tasks, show how

to do things.

2) Supportive behavior : look out for the workers bestinterest.

3) Participative behavior : give subordinates a say inmatters that affect them.

4) Achievement-oriented behavior : Setting verychallenging goals, believing in workers abilities.

Which behavior should be used depends on the workerand the tasks.

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Leader-Substitute Model

Leadership substitute: acts in the place of a leader andmakes leadership unnecessary. Possible substitutes canbe found:

Characteristics of Subordinates: their skills,experience, motivation.Characteristics of context: the extent to which work isinteresting and fun.

Worker empowerment or Self-managed work teams reduce leadership needs.

Managers need to be aware that they do not always needto directly exert influence over workers.

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