LEADERSHIPGroup 6:

SOURCE: Samual CErto

Defining LeadershipIs the process of directing the behavior of others toward the accomplishment of the same objective.

DirectingCausing individuals to act in a certain way to follow a particular course.

Leader versus Manager

Some managers are leaders and some leaders are managers

Leading and managing are “NOT” identical activities

Management

1. The rational assessment of a situation and the systematic selection of goals and purposes

2. The systematic development of strategies to achieve these goals

3. The marshalling of the required resources4. The rational design, organization, and control

of the activities required to attain the selected purposes

5. The motivating and rewarding of people to do work.

Leader

1. Focuses on non-behavioral issues2. Focuses on behavioral issues3. Focuses on the people who do the job

Managers who are also leaders

ManagersLeaders

The most effective managers over the term are also leaders

Trait Approach to Leadership

1. Intelligence including judgment and verbal ability

2. Past achievement in scholarship and athletics3. Emotional maturity and stability4. Dependability, persistence, and a drive for

continuing achievement5. The skill to participate socially and adapt to

various groups6. A desire for status and socioeconomic position

The Situational Approach to leadership: A focus on leader behavior

Each instance of leadership is different and therefore requires a unique combination of leaders, followers and leadership situations.

SL=f(L,F,S)SL- successful leaderL-leaderF-followerS-successful

Leadership Situations and Decisions:

The Tannenbaum and Schmidt Leadership Continuum

Boss-centered Leadership Boss-centered Leadership

Boss-centered LeadershipUse of authority by the manager

Subordinate-centered LeadershipArea of freedom for subordinates

Manager makes decision and announces

Manger “sells” decision

manager presents tentative decision subject to exchange

Manager presents ideas & invites questions

Manager presents problems, gets suggestions, makes decision

Manager defines limits; asks group to make decision

Manager permits subordinates to function within limits defined by superior.

Manager makes decision and announcesa. Identify the problem

b. Analyze various alternatives available to solve it.

c. Choosing the alternative the will be used to solve it.

d. requiring followers to implementManger “sells” decision

The managers tries to persuade subordinates to accept the decision.

The manager makes the decision and attempts to gain acceptance through persuasion and invites subordinates to ask questions about the decision.

Manager presents ideas & invites questions

Use of authority by the manager

Manager presents tentative decision subject to exchange

Allows subordinates to have some part in the decision-making process but retains the responsibility for identifying and diagnosing the problem. The manager then arrives at a tentative decision that is subject to change on the basis of subordinate input. The final decision is made by the manager

Area of freedom for subordinates

Manager presents problems, gets suggestions, makes decisionAllow subordinates the opportunity to offer problem solutions before the manager does. The manger is still the one to identify the problemManager defines limits; asks group to make decisionThe manager defines the problem and sets a boundaries within which a certain decision must be made. then the manager enters into partnership with subordinates to arrive at a decision.

Manager permits subordinates to function within limits defined by superior.

The manager becomes an equal member of a problem-solving group. The entire group identifies & assesses the problem, develops possible solutions, and chooses an alternative to be implemented. Everyone within the group understands the group’s decision will be implemented.

Determining How to Make Decisions as a Leader

Forces in the Managermangers should be aware of four forces within themselves that influence their determination of how to make decisions as a leader.Four Forces1. The Manager’s values.2. The level of confidence in

subordinates3. The personal leadership strengths.4. The tolerance for ambiguity.Forces in SubordinatesHave a relatively high need for independenceHave a readiness to assume responsibility for decision makingHave a relatively high tolerance for ambiguityInterested in the problem and believes that it is important to solve it.Understand and identify with the organization’s goals.Have the necessary knowledge & experience to deal w/ the problem.Have learned to expect to share in decision making

Forces in the SituationThe last group of forces that influence a manager’s determination of how to make decisions as a leader are forces in the leadership situation.

Four types1. The type of organization in which a leader works.2. The effectiveness of the group3. The problem to be solved.4. The time available to make decision.

VROOM-YETTON-JAGO MODEL (VYJ)

Another major decision- focused theory of leadership that has gained widespread attention was first developed in 1973 and refined and expanded in 1988. It focuses on how much participation to allow subordinates in the decision-making process.

This model is built in two important premises. :

1)Organizational decisions should be of high quality (should have a beneficial impact on performance)

2)Subordinate should accept and be committed to organizational decisions that are made.

Decision Styles

The VYJ model suggests five different decision styles or ways that leaders make decisions. These styles range from autocratic (the leader makes the decision) consultative (the leader makes the decision after interacting with the followers) to group focused (the manager meets with the group, and the group makes the decision).

Decision Style

Al

All

Cl

Cll

Gll

Definition

Manager makes the decision alone

Manager asks for information from subordinates but makes the decision alone.

Manger shares the situation with individual subordinates and asks for information and evaluation

Manager and subordinates meet as a group to discuss the situation, but the manager makes the decision

Manager and subordinates meet as a group to discuss the situation , and the group makes the decision.A= Autocratic, C= consultative G= group

Using the Model

Is a method for determining when a leader should use which decision styles. As you can see the model is a type of decision tree. To determine which decision style to use a particular situation, the leader start at the left of the decision tree by stating the organizational problem being addressed then the leader asks a series of questions about the problem as determines by the structure of the decision tree until he or she arrives at a decision style appropriate for the situation at the far right side of the model.

•Quality Requirement (QR): How important is the technical quality of the decision?•Commitment Requirement (CR): How important is subordinate commitment to the decision?•Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own?•Problem Structure (ST): Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited, etc.)?•Commitment Probability (CP): If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision?•Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem?•Subordinate conflict (CO): Is conflict among subordinates over preferred solutions likely?•Subordinate information (SI): Do subordinates have sufficient information to make a high quality decision?

Leadership Behavior

The failure to identify predictive leadership traits researchers in this area to turn to other variables to explain leadership success. Rather than looking at traits leaders should possess the behavioral approach l0oked at what good leaders do.

Two major studies series were conducted to identify leadership behavior, one by the Bureau of Business Research at Ohio State University (OSU Studies) and another by the University of Michigan (Michigan Studies)

OSU Studies

Two main types of behavior.

Structure Behavior- is any leadership activity that delineates

the relationship between the leader and the leader’s followers or establishes well- defined procedures that followers should adhere to in performing their jobs.

- limits the sell guidance of followers in the performance of their tasks, but while it can be relatively firm, it is never rude or malicious.Structure Behavior

- is any leadership activity that delineates the relationship between the leader and the leader’s followers or establishes well- defined procedures that followers should adhere to in performing their jobs.

- limits the sell guidance of followers in the performance of their tasks, but while it can be relatively firm, it is never rude or malicious.

Leadership style

Is the behavior a leader exhibits while guiding organization members in appropriate directions.

The Michigan Studies

Led by Rensis LikertIt pinpointed two basic types of leader behavior: job centered behavior and employee centered behavior.

Job-centered behavior

Leader behavior that focuses primary on work a subordinate is doing. The job- centered leader is interested in the job the subordinate is doing and in how well the subordinate is performing at that job.

Employee-centered behavior

Leader behavior that focuses primarily on subordinated as a people. The employee-centered leader is attentive to personal needs of subordinates and is interested in building cooperative work teams that satisfying to subordinates and advantageous for the organization.

Low Structure High consideration

High Structure High consideration

Low Structure Low consideration

High Structure Low consideration

CONSIDERATION

STRUCTURE

HIGH

HIGH

LOW

LOW

The Hersey- Blanchard Life Cycle theory of Leadership

A rationale for linking leadership styles with various situations as to ensure effective leadership. This theory posits essentially the same two types of leadership behavior as the OSU leadership studies, but it calls them “task” and “relationship” rather than “structure” and “consideration”.

Maturity The life cycle theory is based on the

relationship among the follower maturity, leader task behavior, and leader relationship behavior.

Maturity is defined as the ability of followers to perform their job independently, to assume additional responsibility, and to desire to achieve success.

The Path-Goal Theory of Leadership - The path-goal theory of leadership suggests that

the primary activities of a leader are to make desirable and achievable reward available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards.

- The path-goal theory maintains that managers can facilitate job performance by showing employees how their performance directly affects their reception of desired rewards.

Four Primary types of leadership behavior:

1. Directive behavior- Directive behavior is aimed at telling followers what to do and how to do it. The leader indicates what performance goal exist and precisely what must be done to achieve them.

2. Supportive behavior- Supportive behavior is aimed at being friendly with followers and showing interest in the, as human beings. Through supportive behavior, the leader demonstrates sensitivity to the personal needs of followers.

3. Participative behavior- Participative behavior is aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions.

4. Achievement behavior- Achievement behavior is aimed at setting challenging goal for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge. This leader behavior focuses on making goals difficult enough.

As with other situational theories of leadership, the path-goal theory proposes that leaders will be successful if they appropriately match these four types of behavior to situations that they face.

The primary focus of the path-goal theory of leadership is on how leaders can increase employee effort and productivity by clarifying performance goals and the path to be taken to achieve those goals.

Leader flexibility- the idea that successful leaders must change their leadership styles as they encounter different situations. …

Contingency theory of leadership…

LEADERSHIP TODAY Leaders in modern organizations have been confronting

many situations rarely encountered organizational leaders of the past.

Today’s leaders are often called upon to make massive personnel cuts in order to eliminate unnecessary levels of organizations and thereby lower labor expenses, to introduce work teams in order to enhance organizational decision making and work flow, to reengineer work so that organization members will be more efficient and effective and to initiate programs designed to improve the overall quality of organizational functioning.

Organizations are emphasizing leadership styles that concentrate on getting employees involved in the organization and giving them the freedom to use their abilities as they think best.

TRANSFORMATIONAL LEADERSHIP(leadership styles)

Leadership that inspires organizational success by profoundly affecting follower’s beliefs in what an organization should be , as well as their values such as integrity and justice.

This creates a sense of duty within an organization, encourages new ways of handling problems , and promotes learning for all organization members.

Tasks of Transformational Leaders

Perform several important tasks: 1st – they raise followers’ awareness of organizational

issues and their consequences. - organization members must understand an

organization’s high-priority issues and what will happen if these issues are not successfully resolved.

2nd – transformational leaders create a vision of what the organization should be,

- build a commitment to that vision throughout the organization and

- facilitate organizational changes that support the vision

Transformational leadership is consistent with strategy developed through an organization’s strategic management process.

COACHING A leadership that instructs followers on how

to meet the special organizational challenges they face.

Coaching Behavior Listens closely – the leader tries to gather both the

facts in what is said and the feelings and emotions behind what is said.

- a leader is careful to really listen and not fall into the trap of immediately rebutting statements made by followers.

Gives emotional support – the coaching leader gives followers personal

encouragement. Such encouragement should constantly aimed at motivating them to do their best to meet the high demands of successful organizations.

Shows by example what constitutes appropriate behavior

– the coaching leader shows followers, for instance, how to handle an employee problem or a production glitch. By demonstrating, the coaching leader builds the trust and respect of followers.

SUPERLEADERSHIP

This is leading by showing others how to lead themselves. If superleaders are successful, they develop followers who are productive, work independently and need only minimal attention from the superleader.

they teach followers how to think on their own and act constructively and independently.

They encourage people to eliminate negative thoughts and beliefs about the company and coworkers and to replace them with more positive and constructive beliefs.

Building the self-confidence of followers by convincing them that they are competent, have a significant reservoir of potential and are capable of meeting the difficult challenges of the work situation.

SERVANT LEADERSHIP Is an approach to leading in which leaders view their

primary role as helping followers in their quests to satisfy personal needs, aspirations and interests as secondary to the followers’ pursuit of these factors.

Servant leaders place high value on service to others over self-interests and see their main responsibility as the care of human resources of the organizations.

They maintain that human resources are the most valuable resources in organizations and constantly strive to transform their followers into wiser and more autonomous individuals.

Characteristics of servant leaders: Good listeners – listening is a critical characteristics of servant leaders. - the ability to listen carefully to follower comment , for example, helps

the servant leaders to more accurately define the critical factors of follower needs, aspirations, and interests and thereby more effectively assist followers in their quest to achieve them.

Persuasive – seldom do servant leaders use authority to mandate action to be taken by followers. Instead, servant leaders focus on convincing followers of activity that should be performed.

Aware of their surroundings – servant leaders are keenly aware of organizational surroundings. As such, servant leaders know what factors might create barriers to followers in their quest to pursue needs, interests and aspirations and take action to eliminate those barriers.

Empathetic – empathy is the intellectual identification with the feelings, thoughts or attitudes of another. Being empathetic helps servant leaders to better relate to followers in helping them to solve problems.

Stewards - a steward is defined as an individual who is entrusted with managing the affairs of another. Overall, servant leaders see themselves as being entrusted with managing the human assets of an organization and are responsible for helping organization members to maximize their potential.

ENTREPRENEURIAL LEADERSHIP A leadership that is based on the

attitude that the leader is self-employed.

They behave as if they are taking the risk of losing money but will receive the profit if one is made.

They approach each mistake as if it were a significant error rather than a smaller error that will be neutralized the normal functioning of the organization.

THE END