LeadershipLeadership

ObjectiveObjective• To learn to apply leadership

skills to contribute to effective team work and management.

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LEADERSHIPLEADERSHIP• The ability to influence a group toward

achievement of goals. • Involves some combination of:

• power• persuasion

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• Traditional ApproachesTraditional Approachesa) Trait Theoriesb) Behaviour Theoriesc) Contingency Theories

• Contemporary ApproachesContemporary Approachesa) Transactional Leadershipb) Transformational Leadershipc) Leadership Substitute Theory

– Other Contemporary IssuesOther Contemporary Issuesa) Team Leadershipb) Followershipc) Culture and Leadership

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Traditional Leadership TheoriesTraditional Leadership Theories• Trait Theory Trait Theory

– Leaders are born, not made– Attempt by researchers to establish traits with leadership.– Assumes that there are distinctive physical and psychological characteristics

accounting for leadership effectiveness.– Recent findings indicate that leaders do, however, have common values and abilities.

• Drive, ambition, initiative• Integrity, honesty• Self-confidence• Intelligence• Expertise• Self-monitoring personality

– Weak evidence as it has been impossible to come up with a comprehensive list of traits.

– FLAWS• Overlooks followers• Ignores situation• Implies inherent characteristics

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Traditional Leadership TheoriesTraditional Leadership Theories• Behavioural Theory

– By the end of WW 2, focus shifted to a behavioural perspective.

– Researchers classified leadership behaviour into two categories:• People Oriented Leadership Behaviour

– showed mutual trust and respect– concerns for employee needs and welfare

• Task Oriented Leadership Behaviour– assign specific tasks– clarify work duties and procedures– ensure that employee follows the rules.

– FLAWS• ignores situation• no “how to train”

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Traditional Leadership TheoriesTraditional Leadership Theories

• Leadership Grid (Blake and Moulton)

– two leadership dimensions• concern for production• concern for people

– Leadership Grid Model identified the ideal leadership style as having high concern for both.

– Leaders style would be placed somewhere on grid.

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Leadership GridLeadership Grid(Mouton and Blake)(Mouton and Blake)

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Impoverished Management

Exertion of minimum effort to get required work done is appropriate to sustain organization membership

DEMOCRATIC

Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Team ManagementWork accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect.

AUTOCRATIC

Authority – Compliance

Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

HighHigh

LowLow

LowLow HighHigh

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Leadership

Traditional Leadership TheoriesTraditional Leadership Theories• Contingency Leadership TheoryContingency Leadership Theory– Attempts to pinpoint the various situational

conditions in which a person’s traits and leadership style will result in effective leadership.• Based on the idea that the most effective

leadership style is situation based.• Good leaders are those who diagnose the situation

and adjust their behaviour• Suggests that characteristics of employee, task,

environment must be considered.

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Traditional Leadership TheoriesTraditional Leadership Theories• Five major Contingency Theory models

include:1. Fiedlers Contingency Model

– an effective team leader modifies the situation– Assumes preferred leadership style is not changeable, so

the organization alters the situation to match that style.

2. Tannenbaum and Schmidt’s Unidimensional Model

– a good leader will modify their behaviour to suit the situation

3. Path Goal model– effective leaders clarify the “path” and reduce roadblocks

to help followers achieve goals.

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Traditional Leadership Theories Traditional Leadership Theories • Contingency Theories

4. Vroom-Yetton-Jago model– argues that effective leadership is based on the quality

of the leadership style decision made by the leader.

5. Hersey and Blanchard Situational Leadership Model.

– Argues that leadership behaviour should be adjusted to the maturity level or readiness of the employee, who is known as the “Follower”.

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Traditional Leadership TheoriesTraditional Leadership Theories• Situational Leadership Model (Hersey and

Blanchard)– Argues that leadership behaviour should be adjusted to

the maturity level or readiness of the employee, who is known as the “Follower”.

– Follower Readiness: is the employee’s willingness and ability to accept responsibility for completing the assigned task.

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Situational Leadership ModelSituational Leadership Model

• There are four levels of Readiness.– R1: The employee is neither willing or able to

perform the task.– R2: Employee lacks job ability buts shows

confidence and willingness to try.– R3: Employee has job ability but lacks

willingness and confidence.– R4: The employee is willing, confident and

able to do the job.

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Situational Leadership ModelSituational Leadership Model• Hersey and Blanchard identified two

dimensions of leadership:– Task Behaviour

• is the extent to which the leader engages in one-way communication to spell out the responsibilities and duties.– What to do– Where to do it.– When to do it– How to do it.– Who is to do it

– Relationship Behaviour• Facilitating behaviour• Supporting behaviour• Two-way communication.

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Situational Leadership ModelSituational Leadership Model• According to the model, leaders must

adjust their behaviour in the following manner.

• When readiness level is low, leaders should use high amount of task behaviour.• As readiness level increases, leaders behaviour

should be both high relation and high task.• When maturity level reaches R4, the employee

needs only minimal task and relationship.

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Leadership Styles Corresponding To Maturity LevelsLeadership Styles Corresponding To Maturity Levels

– Telling/Directing StyleTelling/Directing Style– provides clear, detailed employee instructions– to be used when employees are unable and unwilling

– Selling/Coaching StyleSelling/Coaching Style– communicative – effective when followers are willing, but unable.

– Participative/Supportive StyleParticipative/Supportive Style– confidence builder– works well when employee is able to do the job, but lacks confidence.

– Delegating StyleDelegating Style– minimum supervision or relationship– effective when followers willing and able

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Summary of Hersey and BlanchardSummary of Hersey and Blanchard• The relationship between leader and follower is most critical of all

factors• Leader must determine:

– the task to be completed– the followers readiness to carry it out

• Readiness is always task specific.• Ability is knowledge, experience, and currently demonstrated skill.• Willingness is confidence, commitment and motivation.• Situational Leadership is based on interplay between:

– The readiness level that followers demonstrate in performing a specific task.– The leadership style that matches the readiness level.

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Contemporary Leadership TheoriesContemporary Leadership Theories

1. Transactional Leadership• Leaders guide or motive their followers in the

direction of established organizational goals, by clarifying role and task requirements

• Characteristics:1. Link rewards to performance2. Provide resources to do the job3. Intervenes only if standards are not met4. Based on contingency and behavioral theories

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Contemporary Leadership TheoriesContemporary Leadership Theories2. Transformational Leadership TheoryTransformational Leadership Theory

– communicates a vision and inspires employees to strive for that vision.

– The four basic elements of Transformational Leadership are:

A. Strategic Vision• begins with a realistic dream that the leader is committed to,

which becomes an organizational goal.

B. Communicating the Vision• the selling phase• using emotional appeal to get followers to buy into the vision.

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These leaders “walk the talk”

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Contemporary Leadership TheoriesContemporary Leadership TheoriesC. Modelling the vision

– “walking the talk”– leader must enact the vision– “Practice what you preach”– Action vision consistency

D. Building Commitment to the Vision• requires commitment from followers• enhanced by leaders contagious enthusiasm• establish a “can do” attitude by leader.• Involvement of employees

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Contemporary Leadership TheoriesContemporary Leadership Theories3. Leadership Substitute Theory– Eg. Self Management Work Teams, Individual

Self Management Practices– appealing to the intrinsic rewards of

performance.– Creativity– pride– integrity

– inspired performance in the absence of an external leader.

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I.e.: If workers are skilled and experienced they don’t require directive leadership. The group itself ‘substitutes’ for the leader.

Leadership

Other Contemporary IssuesOther Contemporary Issues

• Shared Leadership– Team decision making has re-defined the

traditional role of leaders– Team leaders act as:• Liaisons with the external environment• Trouble shooters• Conflict managers• Coaches

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Other Contemporary IssuesOther Contemporary Issues• Followership– In addition to having leaders who can lead,

successful organizations need followers who can follow.

– Qualities of effective followers:• They manage themselves well.• They are emotionally and physically committed to

their work.• They have high performance standards• They continually upgrade their skills• They are courageous, honest and credible

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Other Contemporary IssuesOther Contemporary Issues

• Culture/Gender and Leadership– Cultural diversity is an important situational

factor that influences the type of leadership style that will be effective

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ConclusionConclusion

• Leadership effectiveness depends on:

1. Style (personality, traits, preferences)

2. Situation3. Followers4. Context – team based

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