LEADERSHIP

LEADERSHIP

The process of encouraging and helping other to work enthusiastically towards objective.”

“Interpersonal influence , exercised in a situation and directed, through the communication process , towards the attainment of specified goals.”

“It’s a process and property of a relationship in which one person (leader) influences other to work together willingly on related tasks to attain goals desired by the leader or by the group

MANGERS VS LEADERS

RICHARD BRANSON

DHIRUBHAI AMBANI

LEADERSHIP CHARACTERISTICS

Energy, drive Appearance, presentability A sense of cooperativeness Enthusiasm Personality – height and weight Initiative Intelligence Judgment Self confidence Sociability Tact and diplomacy Moral courage and integrity Will power and flexibility Emotional stability Knowledge of human relations

TRAIT THEORY

Leadership Traits:Leadership 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 knowledgeJob-relevant knowledge

Henry Fayol, Charles Bird , Ralph Stogdill gave their ideas on this theory.Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.

Limitations:Limitations:

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

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

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

Better predictor of the appearance of leadership Better predictor of the appearance of leadership than distinguishing effective and ineffective than distinguishing effective and ineffective leadersleaders

Behavioral Theories

Studies Leadership by looking at the leaders in terms of what they “do”.

This is in contrast to the Trait theory.

Initiating structure degree to which leader structures followers’ roles

by setting goals, giving directions, setting deadlines, and assigning tasks

Consideration extent to which a leader is friendly, approachable,

supportive, and shows concern for employees

Ohio State Studies

University of Michigan Studies

Employee-Oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

Production-Oriented LeaderOne who emphasizes technical or task aspects of the job.

Managerial Grid

The managerial grid diagram as shown above can be interpreted as follows:

Coordinates (1,1): This represents an impoverished management and the manager makes minimum efforts to get the work done. Minimum standards of performance and minimum worker dedication.

Coordinates (9,1): Excellent work design. Well-established procedures. Minimum worker interference. Orderly performance and efficient operations.

Coordinates (1,9): Personal and meaningful relationships with people. Friendly atmosphere and high morale. Loosely structured work design.

Coordinates (9,9): Ultimate in managerial efficiency. Thoroughly dedicated people. Trustworthy and respectable atmosphere. Highly organized task performances. Known as team management style, it relies upon interdependence of relationships based upon trust and respect and work accomplishment base upon commitment of employees.

Coordinates (5,5): Known as the middle-of –the-road management style, it is concerned with balancing the necessity to get the work done while maintaining worker morale at a satisfactory level. The goal is to achieve adequate organizational performance.

Situational Theory of Leadership FIEDLER’S CONTINGENCY MODEL HERSEY-BLANCHARD SITUATIONAL MODEL HOUSE’S PATH GOAL THEORY VROOM-VETTEN AND JAGO’S CONTINGENCY

MODEL

The Contingency Model

Developed by Fred Fiedler

According to him leaders are……Task oriented leadersRelationship oriented leaders

The three major determinants are…Leader-member relationsTask structuresPosition power

HERSEY-BLANCHARD SITUATIONAL MODEL Hersey-Blanchard situational model also advocates linking leadership

styles with various situation so as to ensure effective leadership ,but its perspective of situation variable is different to Fiedler’s model.

this model is also known as life cycle theory of leadership and is based on an interaction among three factors.

Task Behavior Relationship Behavior Maturity Level

Telling : High Task- Low Relationship Selling : High Task- High Relationship Participating : Low Task- High

Relationship Delegating : Low Task- Low

Relationship

Task Behaviour

Rel

atio

nshi

p B

ehav

iour

LOW HIGH

HIGH

House’s Path-Goal Theory

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 support to ensure that their goals are compatible with the overall objectives of the group or organization.

House’sPath-Goal Theory of Leadership

Leader identifiesemployee needs.

Path

Appropriate goalsare established.

Directive

Leader connectsrewards with goal(s)

Directive

Leader provides assistanceon employee’s path toward goals.

Employees become satisfied andmotivated and accept the leader.

Effective performanceOccurs.

Both employees and organization better reachtheir goals.

Supportive behavior Participative behavior

Achievement Motivation

Leadership – Member Exchange Theory (LMX) A theory that supports leader’s creation of in-

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

Relationship formed is relatively stable over time.

Leaders differentiate among and in-groups & out-groups are formed

HIGHHIGHHIGH

Subordinates in the In-Groupreceive more…

Information

Influence

Confidence

Concern

Respect

Trust

Challenging Work

Independence

Opportunities for leadership

Subordinates in the Out-Group

Rule boundContractual

Lower quality relationship

Hierarchical

Self-InterestedLess communicative

Less Involved

Less dependable

DECISION THEORY: Vroom & Yetten’s leadership-participation model

Developed by Victor Vroom & Phillip Yetten who were later joined by Arther Jago.It relates leadership behavior and participation in decision making.It focuses on leader’s role as decision maker and considers how leaders make decisions (such as whether to involve followers in their decision making).

Contd….

The three factors which are to be considered for this purpose are:-

Decision quality- choosing of the best alternative.

Decision acceptance- implication of a decision for subordinates.

Decision timing- time constraint on decision

CONTEMPORARY THEORIES

Charismatic leadership

Transformational leadership

CHARISMATIC LEADERSHIP Given by MAX WEBER Charisma a Greek word which means ‘gift’ Acc to this the followers make attributions of

heroic or extraordinary leadership abilities when they observe certain behaviours.

Key characteristics of charismatic leaders

Charismatic leaders

Vision and articulation

personal riskSensitivity to

follower needs

Unconventional behavior

Transformational Leadership

A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision

Transformational leaders inspire followers to transcend their own self interests for the good of the organization

They are capable of having profound and extraordinary effect on their followers.

Characteristics of Transformational Leaders

TransformationalLeader

Idealized influence

IntellectualStimulation

Inspirational motivation

Individualized consideration

Transformational leadership works When leaders:When leaders:

Commit people to actionCommit people to action

Convert followers into leadersConvert followers into leaders

Convert leaders into change agents, innovatorsConvert leaders into change agents, innovators

Are courageousAre courageous

Believe in peopleBelieve in people

Are value drivenAre value driven

Are lifelong learnersAre lifelong learners

Can deal with complexityCan deal with complexity

Richard Branson of Virgin Atlantic

Jim McNerney of Boeing

Contemporary Leadership Roles

Mentoring

Self leadership

Online leadership