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LRADERSHIP IN

ORGANIZATION
CHAPTER 15
DEFINITION OF
LEADERSHIP
• Behaviors that influences guides, directs
or controls a group.
• A dynamic interaction between leaders,
followers and context
• The exercise of influence by one member
of a group or organization over other
members to help the group or organization
achieve its goals.
LEADER’S POWER
• The ability or official capacity to exercise
authority or influence others behavior.

• The capacity to influence and make changes within


the scope of the assigned responsibilities.

• The ability that A has to influence the behavior


of B so that B does something he or she would not
ordinarily do
LEADER’S POWER

POWER
POSITION PERSONAL
POWER POWER
LEADER’S POWER
• POSITION POWER

– LEGITIMATE POWER
– REWARD POWER
– COERCIVE POWER
• PERSONAL POWER

– EXPERT POWER
– REFEERENT POWER
POWER
 Reward power.
--The extent to which a manager can use rewards to
control other people.
– Success in accessing and utilizing rewards depends
on manager’s skills
 Legitimate power.
– Also known as formal hierarchical authority.
– The extent to which a manager can use
subordinates’ internalized (behavior) values or
beliefs that the “boss” has a “right of command” to
control their behavior.
POWER
 COERCIVE POWER
 power that stems from the authority to punish or recommend
punishment.
 right of fire or demote

 REFERENT POWER.
– Personal characteristics of leader rather than title or
position
– Referent power is characteristics that command members'
identification with, attraction to, or respect for, the power
holder
POWER
• EXPERT POWER

• Power that stems from special knowledge or skill in


the task performed by subordinates.

• Leader has superior knowledge of wok than


subordinates.
Autocratic
• It is one in which the manager retains as
much power and decision-making authority
as possible.

• The manager does not consult employees,


nor are they allowed to give any input.

• Employees are expected to obey orders


without receiving any explanations.

• The motivation environment is produced by


creating a structured set of rewards and
punishments
• These studies say that autocratic leaders:
• --Rely on threats and punishment to influence employees
• --Do not trust employees

• WHEN TO USE:

• --New, untrained employees who do not know which tasks to


perform or which procedures to follow
• --Effective supervision can be provided only through detailed orders
and instructions
--There is limited time in which to make a decision
• --The area was poorly managed
• --Work needs to be coordinated with another department or
organization

• The autocratic leadership style should not be used when:

• --Employees become tense, fearful, or resentful


• --Employees expect to have their opinions heard
• --Employees begin depending on their manager to make all their
decisions
Democratic
• The democratic leadership style is also called the
participative style as it encourages employees to be
a part of the decision making.
• The democratic manager keeps his or her
employees informed about everything
• This style requires the leader to be a coach who
has the final say, but gathers information from
staff members before making a decision.
• Democratic leadership can produce high quality and
high quantity work for long periods of time. Many
employees like the trust they receive and respond
with cooperation, team spirit, and high morale.
• Typically the democratic leader:
• --Develops plans to help employees evaluate their own performance
• --Allows employees to establish goals
• --Encourages employees to grow on the job and be promoted
• --Recognizes and encourages achievement.

• WHEN TO USE
• --The leader wants to keep employees informed about matters that
affect them.
• --The leader wants employees to share in decision-making and
problem-solving duties.
• --The leader wants to provide opportunities for employees to
develop a high sense of personal growth and job satisfaction. .
• --Changes must be made or problems solved that affect employees
or groups of employees.
• --You want to encourage team building and participation.

• Democratic leadership should not be used when:


• --There is not enough time to get everyone’s input. .
• --The business can’t afford mistakes
LEADERSHIP TRAIT
• DEFINITION:
“Personal characteristics, such as intelligence, values,
and appearance.”
• There are certain characteristics that leaders
possess that make them leaders.

 Physical characteristics: Active, Energy


 Social back ground: mobility (ready for action)
 Intelligence: judgment, knowledge,
 Personality: alertness, self confidence
 Social characteristics: cooperativeness, popularity,
interpersonal skills
Early Theories
– Early Theories – Great Man Theory
– Focus is on the greatness of the leader
– What made these people great?
– Researcher found weak relationship b/w Trait
and Success
– Can not be made

– Born with specific characteristic


Behavioral Approaches
• Introduction
   It was hoped that the behavioral theories
would provide more definitive answers.
•  If behavioral studies were correct, we could
train people to be leaders.
• We shall briefly review the most popular studies:
–  the Ohio State group.
– the University of Michigan studies.
•  
Behavioral Approaches

•  Describes leadership based on the basis


of behaviors
• Suggests that an effective leader will
manifest certain leadership behaviors at a
particular time
• If you believe in this theory – act like a
leader – you become one
OHIO STATE STUDIES
• Two major behaviors
Initiating structure
refers to the extent to which a leader is
likely to define task and structure his/her
role and direct subordinates towards goal
attainment.
  Consideration
is defined as the extent to which a leader
has job relationships characterized by
mutual trust and respect for employees'
ideas and feelings.
OHIO STATE STUDIES
 Research found that a leader high in
initiating structure and consideration
achieved high employee performance and
satisfaction more frequently than one who
rated low.
 However, leader behavior characterized
as high on initiating structure led to
greater rates of grievances, absenteeism,
and turnover etc., for workers performing
routine tasks.
Michigan Studies
1.Two dimensions of leadership behavior,
employee-oriented and production-oriented.

– a) Employee-oriented leaders emphasized


on
– interpersonal relations,
– took a personal interest in employees’ needs,
– accepted individual differences among
members. Established high performance goal
– display supportive behavior towards sub
ordinates.
Michigan Studies
– b) The production-oriented leaders emphasized
on
– the technical aspects of the job,
– focused on accomplishing group tasks,
– Less concerned with goal achievement and human
need
– Favor of meeting schedules
– Keeping low cost

• 2.       The Michigan researchers strongly favored


leaders who were employee-oriented
LEADERSHIP GRID
• Two-dimensional view of leadership theory
developed by Robert Blake and Jane
Mouton.
• a)      Based on the styles of "concern for
people" and "concern for production."

• b)      Essentially represent the Ohio State


dimensions of consideration and initiating
structure and the Michigan dimensions of
employee orientation and production
orientation
 
CONTINGENCY APPROACHES
• A model of leadership that describe
the relationship b/w leadership style
and specific organizational situations.

• Predicting leadership success involved


something more complex than
isolating a few traits or preferable
behaviors.

• It was one thing to say that


leadership effectiveness depended on
the situation
LPC SCALE
• A questionnaire design to measure
RELATIONSHIP ORIENTED versus TASK
ORIENTED leadership style according to leader’s
choice adjectives for describing “least” proffered
coworker.
The TASK-MOTIVATED leader (have low LPC scores)
focuses on details and will be tough and autocratic to get
any failing subordinates to just get the task done. Their
self-esteem comes form completing tasks. They are only
considerate when tasks are going well.
RELATION-MOTIVATED leaders (have high LPC
scores) get bored with details and focus instead on
pleasing others, getting loyalty, and being accepting. Their
self-esteem comes from interpersonal relationships.
SITUATION
• These leaderly types are more or less effective,
depending upon three Sit Con (Situation Control)
variables:

• LMR - Leader-member relations can be good or bad.


Subordinates trust, respect and have confidence in
leader relation will be good or when distrust relation will
be poor.

• TS - Task Structure can be high or low. In high TS


there is clarity of task, clear goals, clear procedures,,
and outcomes are easy to measure.  In low TS, goals,
procedures, paths, solutions, outcome-criteria are all
unclear. 

• PP - Position Power can be low or high. In high PP,


leaders have official power and influence over hiring,
firing, rewarding and punishing subordinates. In low PP,
all influence and power is informal. 
FIEDLER’S CONTIINNGENCY THEORY

• to evaluate the situation in terms of


these three contingency variables.
– a)  The better the leader-member relations,
the more highly structured the job, and the
stronger the position power, the more control
or influence the leader has

– b)   Fiedler concluded that task oriented


leaders perform best in situations that are
very favorable or very unfavorable to them.

– c)   A moderately favorable situation, however,


is best handled through relationship-oriented
leadership
Situational Theory (Paul Heresy & Kenneth
Blanchard)
• A contingency approach to leadership that
links that leader’s behavioral style with
the task readiness of subordinates.
• Subordinates vary in readiness level.
• People in low readiness task because little
ability or training.
• High readiness good ability, skills
willingness o work.
• Model show b/w leader style and followers
readiness.
PATH GOAL THEORY
• A contingency approach to leadership says
that leader’s responsibility is to increase
subordinates motivation by clarifying
behaviors necessary for task
accomplishment and rewards.
• The essence of the theory: the leader's
job to assist followers in attaining their
goals and to ensure that their goals are
compatible with the overall objectives of
the group or organization
PATH GOAL THEORY
• LEADER BEHAVIOR
• Directive –
• When task is unstructured, complex or novel or
subordinates lack skills, it include making
schedules planning setting goals

• Supportive –
concern for subordinates' well being and personal
needs. Treat subordinates as equal.
LEADER BEHAVIOR
• Achievement Oriented –
• When leader sets challenging goals for
subordinates followers so as to increase their
self-confidence and satisfaction and increase
performance
• Participative –
• When leader consult with his subordinates about
decision. making opinion and suggestions
SUBSTITUTES FOE LEADERSHIP
• a situation variable that makes a
leadership style redundant or
unnecessary.
• Subordinates know how to do the
work and do nor need leaders.
• If subordinates are highly
professional and know how to do the
work do not need a leader. and style
is less important.
NEW LEADERSHIP APPROACHES
• TRANSACTIONAL LEADERS
• A leader who clarifies subordinates role and task,
initiates structure, provides rewards and display
consideration for subordinates.
• They are hard working tolerant and fair minded.
• Social systems work best with a clear chain of
command
• Transactional leaders guide or motivate their
followers in the direction of established goals by
clarifying role and task requirements.
• Transformational leaders provide individualized
consideration, intellectual stimulation, and possess
charisma.
• CHARISMATIC LEADERS
• A leader who has the ability to motivate
subordinates to transced (greater) their expected
performance.
• Power to inspire or attract others.
• Charismatic Leaders pay a great deal of attention in
scanning and reading their environment, and are good
at picking up the moods and concerns of both
individuals and larger audiences
• Many politicians use a charismatic style, as they
need to gather a large number of followers
• They create atmosphere of change by visionary
ideas that excite , stimulate people to work hard.
• TRANSFORMATIONAL LEADERSHIP

• A leader distinguished by a special ability to bring about


innovation and change.

• Transformational Leadership starts with the development


of a vision, a view of the future that will excite and
convert potential followers.

• Bring strategic change.

• Change mission structure and HRM.

• Instead of taking control on rules direction ,focus on


intangible qualities such as vision ideas building relation
ship .
• INTERACTIVE LEADERS
• A leader who has concern with consensus
(opinion) building and encourages participation.

• Most women share these qualities.

• Leader willing to share power and information to


empower their employees.

• Similar to transactional style and use position


power in dealing with subordinates.
• SERVANT LEADERS
• A leader who work to fulfill subordinates needs a nd goal
as well as to achieve to achieve organization’s larger
mission.

• The servant leader serves others, rather than others


serving the leader. Serving others thus comes by helping
them to achieve and improve.

• The people served grow as individuals, becoming


'healthier, wiser, more autonomous (independent) and
more likely themselves to become servants'
• The purpose of servant leaders is to bring the followers
higher motivation of work and connect them to
organization mission and goal.
Summary
• Leadership is the ability to influence others.
• Trait theory on leadership focuses on an
individual’s personal attributes, which suggest a
particular leadership style.
• Behavioral theory considers the interaction of
the leader with the follower (task &
relationship)
• Contingency theory adds situational factors
• The Managerial Grid created by Blake and
Mouton is an instrument that may be used to
evaluate the strength of an individual’s concern
for people in relationship to the concern for
production or task. Using this knowledge, one
may implement training to improve on the
weaknesses.
• Contingency Theories

• The theory of leadership effectiveness by Fred


Fiedler studied the interaction of leader style
and the leader-follower situation.
• The situational leadership theory by Ken
Blanchard and Paul Hersey focuses on the
follower.
• According to their theory, the leadership style
used will be determined by the follower’s ability
and readiness (willingness) to accomplish a task.
The leader may use one of four styles:
Directive/Telling, Coaching/Selling,
Participating/Supporting or Delegating.
• Contemporary Approaches

• The attribution theory looks for a cause and


effect relationship as a means to determine
the proper leadership style.

• Charismatic and visionary leadership focuses


on the unique characteristics that set the
leader apart from the follower.

• Transactional leadership provides a foundation


of exchange of something of value between
the leader and the follower as a means to
generate action.

• Transformational leadership provides a


foundation to move the follower beyond
expectations.

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