Approaches to Leadership

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Leadership

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What Is Leadership?

The ability to influence a group toward the achievement of goals

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What is leadership?
Leading people Influencing people Commanding people Guiding people
Ranjana Dureja Faculty (LJMBA)

Trait Theories

What characteristics or traits make a person a leader? Great Man Theory: Individuals are born either with or without the necessary traits for leadership Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders Trait view has little analytical or predictive value
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Trait Theories of Leadership

Ambition and Energy Honesty and Integrity Desire to Lead SelfConfidence Job-Relevant Knowledge
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Intelligence

Behavioral Theories

Ohio state studies: Initiating structure (task or goal orientation) vs Consideration (recognition of individual needs and relationships) University of Michigan studies: Employee oriented ( genuine concern for people) Production oriented genuine concern for task)

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Behavioral Theories
Ohio State
Initiating Structure Consideration

University of Michigan

Employee-Orientation Production-Orientation
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Development-Oriented Leadership
Generating Experiments Promoting Change
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Seeking New Ideas

Managers Vs Leaders
Manager Characteristics Administers A copy Maintains Focuses on systems and structures Relies on control Short range view Asks how and when Eye on bottom line Imitates Accepts the status quo Classic good soldiers Does things right Leader Characteristics Innovates An original Develops Focuses on people Inspires trust Long range perspective Asks what and why Eye on horizon Originates Challenges the status quo Own person Does the right thing

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The Managerial Grid

High 9
8

1,9 Country club management

Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo

9,9 Team management

Work accomplishment is from committed people, interdependence through a common stake in organization purpose leads to relationship of trust and respect

Concern for people

6 5 4

5,5 Organization Man Management

Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level

9,1

3 2

1,1 Impoverished Management

Authority-Obedience
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree
6 7 8 9

Exertion of minimum effort to get required work done is appropriate Low to sustain organization membership 1
1 2 3 4

Concern for production

5

Low

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High

Fiedler Contingency Model

Effective groups depend upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader LPC measures task- or relationshiporiented leadership style ( think of all the coworkers you have ever had and describe one person you least enjoyed working with)
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Fiedler-Defining the situation

After the individual's basic leadership style has been assessed through the LPC, it is necessary to match the leader with the situation Leader member relations -the degree of confidence, trust, and respect subordinates have on their leader Task structure -the degree to which task assignments are procedurized Position power -influence derived from one's formal structural position in the organization
Ranjana Dureja Faculty (LJMBA)

Findings of the Fiedler Model

Good Performance
Relationship-Oriented Task-Oriented

Poor Favorable Category LeaderMember Relations Task Structure I II Moderate III IV V Unfavorable VI VII VII

Good Good Good Good Poor Poor Poor Poor High High Low High High High Low Low Strong Weak Strong Weak Strong Weak Strong Weak
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Situational Leadership Theory (Hersey & Blanchard)

Readiness of Followers
Unable and Unwilling Unable and Willing Able and Unwilling Able and Willing

Behavior of Leaders
Clear, Specific Directions High Task Orientation Support & Participation Let Followers Perform

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Hersey and Blanchards Situational Theory

Style of Leader

Relationship behavior

De leg ati ng

High relationship And low task

Par

ticip atin g

Low Relationship and Low task

(High)

High Task and low relationship

ng selli

High Task And High relationshiptellin

(Low)

Task behavior
High

(High)

Mature

Moderate M3 M2

Low M1

M4

Ranjana Dureja Faculty s) Maturity of follower( (LJMBA)

Immature

Path Goal Theory

Environmental Contingency Factors Task Structure Formal authority system Work Group

Leader Behavior Directive Supportive Participative Achievement -oriented

Outcomes Performance Satisfaction

Subordinate contingency factors Locus of control Experience Perceived ability

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Leader-Member Exchange Model

Personal Compatibility and/or Subordinate Competence
Trust

Leader

High Interactions

Formal Relations

Subordinate Subordinate Subordinate A B C

Subordinate Subordinate Subordinate D E F

In-Group
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Out-Group

Charismatic Leadership
Key Characteristics of Charismatic leaders

Self Confidence- They have complete confidence in their judgment and ability. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers needs and, hence acts as a motivating force. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers. Perceived as being a changeDureja Faculty Charismatic leaders are agent- (LJMBA) Ranjana perceived as agents of radical change rather than as caretakers of

Vision and Articulation Personal Risk

Charismatic Leaders

Sensitivity to Environment Sensitivity to Followers Unconventional Behavior

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Transactional Transactional Leadership Leadership

Contingent reward Laissez-Faire Management by exception (passive) Management by exception (active)
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Transformational Transformational Leadership Leadership

Charisma Inspiration Intellectual stimulation Individualized consideration
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Characteristics of Transactional and transformational leaders

Transactional vs Transformational leaders

Transactional Leaders Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by exception (passive): Intervenes only if standards are not met Laissez faire: Abdicates responsibilities, avoids making decisions Transformational Leaders Charisma : Provides vision and sense of mission, instills pride, gains respect trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Ranjana Dureja Faculty (LJMBA) Intellectual Stimulations: Promotes intelligence, rationality, and

Leader- participation model

Provides set of rules to determine form & amount of participative decision making in different situations Given by Yetton & Vroom

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Contingency Variables in the Revised Leader-Participation Model

Importance of the decision Importance of subordinate commitment Whether leader has enough information The structural nature of the problem Acceptability of autocratic decisions Commitment of subordinates to the organization
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Contingency Variables in the Revised Leader-Participation Model

Subordinates opinions about alternatives Knowledge level of subordinates Time constraints on involvement of subordinates

Cost of arranging for subordinates to meet Time constraints on making a decision Importance of participation
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Leadership Styles

Delegating
Low relationship/ low task Responsibility Willing employees

Selling
High task/high relationship Explain decisions Willing but unable

Participating

Telling

High relationship/ low task

High Task/Low relationship Provide Ranjana Dureja Faculty (LJMBA)

Substitutes and Neutralizers for Leadership

Defining Characteristics
Individual Experience/training Professionalism Indifference to rewards Job Highly structured task Provides own feedback Intrinsically satisfying Organization Explicit formal goals Rigid rules & procedures Cohesive work groups

RelationshipOriented Leadership
No effect Substitutes Neutralizes No effect No effect Substitutes No effect No effect Substitutes

TaskOriented Leadership
Substitutes Substitutes Neutralizes Substitutes Substitutes No effect Substitutes Substitutes Substitutes

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The Activities of Successful & Effective leaders

Type of Activity Description categories Derived from free Observation
Exchange Information Routine Communication Handling paperwork Planning Traditional Management Decision Making Controlling Interacting with outsiders Socializing /Politicking Motivating/Reinforcing Human Resource Management Disciplining/Punishing Managing conflict staffing
Ranjana Dureja Faculty (LJMBA)Training/Developing

Networking

What skills do leaders need?

Personal Skills

Coping with stressors Managing time Delegating

2.Managing stress

1.Developing Self-awareness Determining values and priorities Identifying cognitive style Assessing attitude toward change

3. Solving Problems creatively Using the rational approach Using the creative approach Fostering innovation in others

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Interpersonal Skills

Coaching Counseling Listening

5. Gaining power and influences

Gaining power Exercise influence Empowering others

4. Communication supportively 7. Management conflict

6. Motivating others

Identifying causes Selecting appropriate strategies Resolving confrontations

Diagnosing poor performance Creating a motivating environment Rewarding accomplishment

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Visionary Leadership
Express the Vision Extend the Vision Live the Vision

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Leadership Styles

Delegating
Low relationship/ low task Responsibility Willing employees

Selling
High task/high relationship Explain decisions Willing but unable

Participating

Telling

High Task/Low High relationship/ low relationship task Provide Facilitate instruction Ranjana Dureja Faculty (LJMBA)

Contemporary Issues in Leadership

Emotional intelligence Team leadership Moral leadership Cross-cultural leadership Mentoring Self leadership Online leadership
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What Is Trust?

Positive expectation That another will not Through words, actions or decisions Act opportunistically

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Dimensions of trust

Integrity Competence Consistency Loyalty Openness

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Three Types of Trust

Deterrence Based Knowledge Based Identification Based

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