leadership d

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Topic 7

Understanding Leadership in a

Dynamic Environment


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Transparency 13-2 2001 South-Western Publishing

Leadership


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Learning ObjectivesSlide 1 of 2

1. Define leadership and explain its

significance to an organization.

2. Differentiate between the different leader-

centered approaches to leadership.

3. Describe the various types of power leaders

use.

4. Explain what is meant by self-leadership

and why it is important to the organization.


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Learning ObjectivesSlide 2 of 2

5. Characterize how leadership substitutes

work.

6. Identify and define the variables in the

situational leadership model.

7. Clarify how empowerment can increase the

power and autonomy of organizational

members.


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Leadership Defined

A responsibility and a process that is an

observable, understandable, learnable set of

skills and practices available to everyone,

anywhere in the organization.


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What is leadership

The process of directing and

influencing the task-related

activities of group members


7/89Transparency 13-7 2001 South-Western Publishing

Leadership Defined

A responsibility and a process that is an

observable, understandable, learnable set of

skills and practices available to everyone,

anywhere in the organization.



mp ca ons oleadership

1.Leadership involve other people

2.Leadership involve an unequal

distribution of power 3.Leaders can influence

subordinates in a variety of ways



The importance leadership

1.To direct and supervise subordinates

2.To influence and motivatessubordinates

3.To encourage teamwork

4.To enhance cooperation

5.To accomplish org objectives



Approaches to the study onleadership

1. Leader centered approach

2. Follower centered approach

3. Interactive approach


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Leader-Centered ApproachesSlide 1 of 4

Trait FocusThe assumption that some people are endowed

with certain physical characteristics (e.g.,

height, appearance), aspects of personality (e.g.,

self-esteem, dominance, emotional stability),

and aptitudes (e.g., general intelligence,

creativity).

t



e ra t pproac oLeadership

1.Assumed that leaders were born and not

made.

2.Researchers took two approaches :

i) Compare the traits of leaders and non

leaders

ii) Compare the traits of effective leaders

and ineffective leaders



The Trait Approach To Leadership

3.Examples of desirable traits include

wisdom, courage, honesty and

sincerity.

4.Examples of traits compared

include physical characteristics,mental ability, charisma, attitude



The Trait Approach To Leadership

5.However the trait theory is

inconclusive because of many

conflicting evidence.




Behavior FocusExamines what effective leaders do rather than

what effective leaders are.




Behavioral Models Define a leaders effectiveness based on two

orientations:

Task orientation - Setting performance goals,

planning and scheduling work, coordinating

activities, giving directions, setting standards,

providing resources, and supervising worker

performance.

Relations orientation - A behavior that showsempathy for concerns and feelings, being supportive

of needs, showing trust, and similar attributes.


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e e av ora pproacTo Leadership

Assumes that leadership can be

learned

Focused on two aspect of

leadership behavior :

i) Leadership function

ii) Leadership style


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Leadership Function

A leader performs two major

functions:

a) Task related or problem solvingfunctions

b) Group maintenance or social

functions.


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Leadership styles

a) Task oriented styles - focus on

closely supervise subordinates

b) Employee oriented styles -Focus on motivating rather than

controlling subordinates

T O B i


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Types O Be avioraLeadership Theories

1.The Ohio State University studies

2.The University of Michigan studies

3.The Managerial Grid 4.Likert System 4 Management

T O i St t U i it


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T e O io State UniversityStudies

Researchers at OSU uses two

variables:

a) Initiating structure b) Consideration

They found that the most effectiveleadership styles is High consideration.


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OSU Studies2/2

Low structureHigh consideration

High StructureLow consideration

Low structureLow consideration

High structureHigh consideration

Consideration

Structure

Low

High

Low

High


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The Ohio State University Studies

However the researchers also found

that effective leadership style also

depend on situational factors. For

example Air force commanders who

were rated high on consideration were

less effective

U i it O Mi i


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University O Mic iganStudies

Distinguished between Production

centered and Employee centered

managers Found that the most effective

leadership style is the Employee

centered.


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The Managerial Grid

Developed by Robert Blake and Jane

Mouton

Identifies five types of leadershipstyles :

1. Style 1,1- Impoverished mgt. Low

concern for both people and production.Also known as Laissez-faire management.


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The Managerial Grid

2.Style 1,9 - Country club mgt.High

concern employees but low concern for

production

3.Style 5,5 - Middle of the road mgt

Intermediate concern for both

production andemployees.


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The Managerial Grid

4.Style 9,1 - Autocratic mgt. High

concern for production but low

concern for people.

5.Style 9,9 -Team or democratic mgt.

High concern for both production and

employees.This is the most effectivestyle.


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The Diagram2/3

1

5

6

7

8

9

2

3

4

5 6 7 8 91 2 3 4

1,9 9,9

5,5

9,1

CONCERN FOR PRODUCTION

CONCER

N

FOR

PEOPLE

1,1

Li ert System Four


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Li ert System FourManagement

Developed by Rensis Likert

Proposed that there are four types of

management styles: 1. Autocratic authoritative - Mgt

make all decisions. Subordinates do

not have any rights to contribute ideas.


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Likert System Four Management

2.Benevolent Authoritative - Subordinates

are given some latitude to contribute ideas

but mgt still makes the final decisions.

3.Consultative- Subordinates contributionsare encourage.

4.Participative - Team or democratic styles


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Power FocusThe ability to marshal human, informational, or

material resources to get something done.

Two Categories of PowerPosition power: Power derived from the

opportunities inherent in a persons position in

an organization.

Personal power: Power derived from the

interpersonal relationships between leaders and

followers.

Forms of Position Power


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Forms of Position PowerSlide 1 of 4

Legitimate Power

Power that stems from formal authority.

Some people accept this power, as long as it is

not abused, because they attribute legitimacy tothe formal position and to the person who holds

that position.



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Coercive Power

The power to discipline, punish, and withhold

rewards.

Coercive power is important largely as apotential, rather than an actual, influence.

For example, the threat of being disciplined for

not getting to work on time may be effective in

changing an employees behavior.



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Reward Power

Derived from control over tangible benefits,

such as a promotion, a better job, a better work

schedule, or some form of recognition.For reward power to be influential, the

employee must value the rewards.



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Information Power

Control over information that involves the

leaders power to access and distribute

information that is either desired or vital toothers.

Forms of Personal Power


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Forms of Personal PowerSlide 1 of 2

Expert Power

The power to influence another person because

of expert knowledge and competence.

Computer specialists often have substantialexpert power in organizations because they

have technical knowledge that others need.



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Forms of Personal PowerSlide 2 of 2

Referent Power

The ability to influence others based on

personal liking, charisma, and reputation. It is

manifested through imitation or emulation.Much of the power wielded by strong political

leaders, professional athletics, musicians, and

artists is referent power.


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Power Orientation

Personalized Power Orientation

Associated with a strong need for esteem and

status; power is often used impulsively.

Socialized Power OrientationThe use of power for the benefit of others to

make subordinates feel strong and responsible.

F ll C t d A h


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Follower-Centered ApproachesSlide 1 of 5

1.Self-Leadership Focus

2.Leadership substitutes

F ll C t d A h


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Self-Leadership Focus

Self-leadership, sometimes referred to as

followership, is a paradigm founded on creatingan organization of leaders who are ready to lead

themselves.


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Characteristics of self-leadership

1.Capacity to motivate themselves

2.Loyalty to the organization

3.Stay focus on tasks

4.Understanding of the org

5.Willingness to take the initiative

6.Skilfulness and flexibility 7.Responsible for their actions


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Leadership substitutes

Variables that tend to outweigh or

prevents the leader from having an

effect on a follower performance.

Also known as Neutralizer.

Three major variables of


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Three major variables ofLeadership substitutes

1. Individual characteristics

2.Task characteristics

3.Organizational characteristics.

Follower Centered Approaches


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Leadership Substitutes

Individual characteristics

ExperienceTraining

Ability

Professional orientationIndifference to organizational rewards



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Task characteristics

Degree of intrinsic satisfactionDegree of repetitiveness

Degree of structure or feedback



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Organizational characteristics

Degree of formalityDegree of flexibility

Amount of cohesiveness

Independence of reward structureDegree of spatial distance frommanager

Interactive Approaches


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Interactive ApproachesSlide 1 of 7

Interactive ApproachesAnother method of examining leadership

effectiveness is to look at how leaders interactwith their followers.

The three approaches covered:

Situational leadership model

Empowerment

Transformational leadership



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Situational Leadership Model

Examines the interaction between leadership

behavior, the situation, and the followers

readiness. Readiness - The extent to which a subordinate

possesses the ability and willingness to complete a

specific task.

Task behavior - The extent to which a leaderorganizes and defines the role of followers by

explaining what each person must do and when,

where, and how tasks are to be accomplished.



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Situational Leadership ModelFour styles of leadership behavior:

Telling style - The leader provides specific

instructions and closely supervises performance.

Selling style - The leader explains decisions and

provides opportunities for clarification.

Participating style - The leader shares ideas and

maintains two-way communication to encourage and

support the skills subordinates have developed.

Delegating style - The leader provides the

subordinates with few task or relations behaviors.

h


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The Diagram

PHASE 3High Relationship

Low Task

PHASE 1High Task

Low Relationship

PHASE 4Low Task

Low Relationship

PHASE 2High Task

Low Relationship

Relationshipbehavior

TASK BEHAVIOR

LOW(Immaturity)

HIGH(Maturity)

LOW

HIGH

Hersey and Blanchards Situational


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Hersey and Blanchard s Situationalleadership theory(life-cycle theory)

1.Formulated by Paul Hersey and KennethBlanchard

2.Hold that the most effective leadership

style varies with the maturity ofsubordinates.

3.Maturity is not define in terms of age or

emotional stability but a desire forachievement, etc

Four Stages in The Situational


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Four Stages in The Situationalleadership theory(life-cycle theory)

Stage 1 - Telling Stage

Stage 2 - Selling Stage

Stage 3 - Participating Stage Stage 4 - Delegating Stage

St 1 T lli St


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Stage 1 - Telling Stage

High TaskA directive leadership isneeded. A non directive leader will

create anxiety and confusions among

new workers

Low relationshipManagers and

subordinates are in the process ofknowing each other.

St 2 S lli St


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Stage 2 - Selling Stage

High TaskDetail instructions is stillessential because subordinates are notyet able to function without the

structure High RelationshipSubordinate need

the support and encouragement from

the leader

Stage 3 - Participating


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Stage 3 ParticipatingStage

Low Task - Subordinates havemore ability.Therefore the leader

will no longer need to be asdirective.

High RelationshipThe leader

will still have to be supportive.

St 4 D l ti St


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Stage 4 - Delegating Stage

Low Task, Low Relationship

Subordinates become more

confident, self directing andexperienced.

Followers no longer need

direction.They are on their own.



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EmpowermentThe interaction of the leader giving away or

sharing power with those who use it to become

involved and committed to independent, high-quality performance.

Successful empowerment means that everyone

has been convinced that he or she makes a

difference to the success of the organization.



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Transformational Leadership The interaction process of the leaders behavior

and attitudes with the attitudes and behaviors of

followers.

e.g Leaders promotes innovation and

creativity and subordinates should try new

approaches.

T e Pat -Goa Approac


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T e Pat Goa ApproacTo Leadership

1.Formulated by Martin Evans and RobertHouse

2.Based on the Expectancy Model

3.Focuses on the leader as a source of

rewards.I.e Managers must clarify the

availability of rewards and what

subordinates must do to earn them.

Four Leadership Styles Based On


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p yThe Path Goal Theory

1.Directive- Provide detail instructionsand guidelines

2.Supportive- Show concern for the

needs of subordinates

3.Participative

4.Achievement orientedinfluencesubordinates to have a strong need for

success

W at is t e situationa


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W at is t e situationaapproaches to leadership?

The situational approaches toleadership focuses on the situational

factors influencing managerial style.

It assumes that there is no one best

leadership style .I.e effective

leadership depends on situational

factors

Situationa Factors in


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Situationa Factors inLeadership Effectiveness

1.The leaders personality, pastexperiences and expectations.

2.The expectations and behavior of

superiors

3.Subordinates characteristic,

expectations and behaviors

Situational Factors in Leadership


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pEffectiveness

4.Task requirements

5.Organizational culture and

policies 6.Peers expectation and behavior



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Primary Dimensions of Transformational Leadership

Dimension Leaders Specific Behavior Followers Behavior

IndividualizeConsideration

IntellectualStimulation

Mentors; is attentive toachievement and growth

needs

Is motivated, feelsvalued

Promotes innovation andcreativity; reframes

problems

Is encouraged to benovel and try new

approaches



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InspirationalMotivation

IdealizedInfluence

Provides meaning andchallenge through prosocial,

collective action

Is aroused by teamspirit; enthusiastic;

optimistic

Shares risks; is considerateof others over own needs; is

ethical and moral

Shows admiration;respect; trust

Leader-Centered Approaches


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Leader Centered ApproachesSlide 1 of 4

Leader-Centered ApproachesFocus on traits, leader behaviors, and power.

Trait Focus

The assumption that some people are endowedwith certain physical characteristics (e.g.,

height, appearance), aspects of personality (e.g.,

self-esteem, dominance, emotional stability),

and aptitudes (e.g., general intelligence,creativity).



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ppSlide 2 of 4

Trait Focus (cont.) According to trait focused research,

successful leaders tend to possess the following

traits:

Drive, motivation, honesty and integrity, self-confidence, conceptual ability, and business

knowledge.

Behavior Focus

Examines what effective leaders do rather than

what effective leaders are.



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ppSlide 3 of 4

Behavioral Models Define a leaders effectiveness based on two

orientations:

Task orientation - Setting performance goals,

planning and scheduling work, coordinatingactivities, giving directions, setting standards,

providing resources, and supervising worker

performance.

Relations orientation - A behavior that showsempathy for concerns and feelings, being supportive

of needs, showing trust, and similar attributes.



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Leader Centered ApproachesSlide 4 of 4

Power FocusThe ability to marshal human, informational, or

material resources to get something done.

Two Categories of PowerPosition power: Power derived from the

opportunities inherent in a persons position in

an organization.

Personal power: Power derived from the

interpersonal relationships between leaders and

followers.



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Slide 1 of 4

Legitimate PowerPower that stems from formal authority.

Some people accept this power, as long as it is

not abused, because they attribute legitimacy tothe formal position and to the person who holds

that position.

Company CEO



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Slide 2 of 4

Coercive PowerThe power to discipline, punish, and withhold

rewards.

Coercive power is important largely as apotential, rather than an actual, influence.

For example, the threat of being disciplined for

not getting to work on time may be effective in

changing an employees behavior.



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Slide 3 of 4

Reward PowerDerived from control over tangible benefits,

such as a promotion, a better job, a better work

schedule, or some form of recognition.For reward power to be influential, the

employee must value the rewards.



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Slide 4 of 4

Information PowerControl over information that involves the

leaders power to access and distribute

information that is either desired or vital toothers.



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Slide 1 of 2

Expert PowerThe power to influence another person because

of expert knowledge and competence.

Computer specialists often have substantialexpert power in organizations because they

have technical knowledge that others need.



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Slide 2 of 2

Referent PowerThe ability to influence others based on

personal liking, charisma, and reputation. It is

manifested through imitation or emulation.Much of the power wielded by strong political

leaders, professional athletics, musicians, and

artists is referent power.

Power Orientation


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Power Orientation

Personalized Power OrientationAssociated with a strong need for esteem and

status; power is often used impulsively.

Socialized Power OrientationThe use of power for the benefit of others to

make subordinates feel strong and responsible.

Follower-Centered Approaches


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ppSlide 1 of 5

Self-Leadership FocusSelf-leadership, sometimes referred to as

followership, is a paradigm founded on creating

an organization of leaders who are ready to leadthemselves.

Follower-Centered Approaches


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ppSlide 2 of 5

Leadership SubstitutesVariables such as individual, task, and

organizational characteristics.

Neutralizer A condition that counteracts leader behavior and/or

prevents the leader from having an effect on a

follower or a specific situation.



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ppSlide 1 of 7

Interactive ApproachesAnother method of examining leadership

effectiveness is to look at how leaders interact

with their followers.The three approaches covered:

Situational leadership model

Empowerment

Transformational leadership



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ppSlide 2 of 7

Situational Leadership ModelExamines the interaction between leadership

behavior, the situation, and the followers

readiness. Readiness - The extent to which a subordinate

possesses the ability and willingness to complete a

specific task.

Task behavior - The extent to which a leaderorganizes and defines the role of followers by

explaining what each person must do and when,

where, and how tasks are to be accomplished.



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Slide 3 of 7

Situational Leadership ModelFour styles of leadership behavior:

Telling style - The leader provides specific

instructions and closely supervises performance.

Selling style - The leader explains decisions and

provides opportunities for clarification.

Participating style - The leader shares ideas and

maintains two-way communication to encourage

and support the skills subordinates have developed.

Delegating style - The leader provides the

subordinates with few task or relations behaviors.



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Slide 4 of 7

EmpowermentThe interaction of the leader giving away or

sharing power with those who use it to become

involved and committed to independent, high-quality performance.

Successful empowerment means that everyone

has been convinced that he or she makes a

difference to the success of the organization.



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Slide 5 of 7

Transformational Leadership The interaction process of the leaders behavior

and attitudes with the attitudes and behaviors of

followers.There are four primary dimensions of

transformational leadership: idealized

influence, inspirational motivation, intellectual

stimulation, and individual consideration.



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Slide 6 of 7



IndividualizeConsideration

IntellectualStimulation

Mentors; is attentive toachievement and growth needs

Is motivated, feels valued

Promotes innovation andcreativity; reframes problems

Is encouraged to be noveland try new approaches



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Slide 7 of 7



InspirationalMotivation

IdealizedInfluence

Provides meaning andchallenge through prosocial,

collective action

Is aroused by team spirit;enthusiastic; optimistic

Shares risks; is considerate ofothers over own needs; is

ethical and moral

Shows admiration; respect;trust

Women as Leaders


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Women as Leaders

The number of women in leadershippositions has increased steadily since 1970.

Women occupy slightly over 25 percent of

the supervisory positions in U.S. industryand just 11 percent of senior executive

positions in Fortune 500 companies,

although they represented 51% of thepopulation in 1999.

Principles of Leadership Effectiveness


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Slide 1 of 2

Know yourself. Be a role model.

Learn to communicate with your ears open

and your mouth shut.

Know your team and be a team player.

Be honest with yourself as well as to others.

Principles of Leadership Effectiveness


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Slide 2 of 2

Do not avoid risks. Believe in yourself.

Take the offense rather than the defense.

Know the ways of disagreement and the

means of compromise.

Be a good follower.

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