Download Leadership

Leadership
What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
Leadership is
Leadership is
Leadership is
potential into
results.
the ability to influence others.
active.
the catalyst that transforms
reality yielding positive
Leadership is the initiation of action to
solve a problem
Leadership is directing or controlling the
activity of a group
Leadership is influencing the activities of
group as it moves toward its goals.
Leadership - Definition,
Leadership is “the process of encouraging and
helping others to work enthusiastically towards
objectives”
Leadership is “the behavior of an individual when he
is directing the activities of a group towards a shared
goal”
Leadership is “interpersonal influence, exercised in a
situation and directed through the communication
process, towards the attainment of specified goal or
goals”
• It refers to the ability of one individual to influence
other
* The influence is exercised to change the behavior
* Behavior is changed through non-coercive means
* Change of behavior is caused with an objective of
achieving a shared goal
* It is a group phenomenon. It involves interaction
between two or more people.
Myths about Leadership
•Leaders are born, not made
•Leadership is hierarchical
•You have to have charisma
•There is one standard way
•It is impossible to be a manager
and leader
• Truths about Leadership
•All you need is common sense to
•Leaders are made, not born
lead
•Leadership occurs at all levels
•Charisma is not a prerequisite
•Not one right way to lead
•You can lead and manage
•Leadership is a discipline that
is teachable
Approaches (Trait, behavioral, situational),
Trait Approach:
The trait approach of leadership focus on the
individual characteristics of successful leaders.
According to the theories, leaders possess a set of
traits which make them distinct from followers
Traits of effective leaders
* Early researchers tried to identify the traits –
physical, intellectual, or personality characteristics --that differed between leader and non-leaders or
between successful and unsuccessful leaders.
*
Many cognitive and psychological factors, such as
intelligence, ambition and aggressiveness were
studied
* Other researchers examined physical characteristic
such as, height, body size and shape, and personal
attractiveness.
* The current research on leadership traits suggests
that some factors do help differentiate leaders from
non-leaders
The most important traits are high level of personal
drive, the desire to lead, personal integrity, selfconfidence, cognitive ability, business knowledge,
charisma, creativity, flexibility and adaptive ness,
positive affectivity (warmth) and honesty and integrity.
Leadership – Trait Theory
Trait theory focuses on an individual’s personal
attributes.
Six identified leadership traits
Ambition and Energy
Desire to Lead
Honesty and Integrity
Self-confidence
Intelligence
Job-Relevant Knowledge
Leadership Traits
Intelligence
More intelligent
than non-leaders
Scholarship
Knowledge
Being able to
get things done
Physical
Doesn’t see to
be correlated
Personality
Verbal facility
Honesty
Initiative
Aggressive
Self-confident
Ambitious
Originality
Sociability
Adaptability
Leadership Traits - The Big 8
Self-confidence
Trustworthiness
Assertiveness
Emotional stability
Sense of Humor
Self-awareness and self-objectivity
Cognitive skills
Emotional Intelligence
Leadership – Trait Theory
Just because you have these traits, it does
not make you a leader. Leadership is active
and one has to do something (influence
others) with it.
Evaluation of trait theory / approach:
It has been severely criticized by many. Some of the
limitations of the theory are:
1* The list of personality traits of successful leader
is too long and there seems to be no finality about it
2*
How much of which trait a successful leader
have is not clear
3*
The theory is assumes that the leader is born
and not trained
4*
Leadership effectiveness does not depend upon
the personality of the leader alone
5*
People who fail as leader and people who never
achieve positions of leadership often possess
some of the same traits as successful leaders.
Behavioral Approach
Beginning in the late 1940’s and continuing through
the early 1960’s researchers moved away from an
emphasis on traits and towards the study of leader
behaviors.
Imply that leaders can be trained
Leaders are made, not born
This new approach differed from the trait oriented
research in at least two ways
First, actual leader behaviors instead of personal
traits were the main focus.
Second, where as most trait studies sought to
separate leaders from non-leaders, leader behavior
studies wanted to determine how various kind of
leader’s specific behavior affect the performance
and satisfaction of followers[ e.g Autocratic, democratic and
laissez-faire]
Successful leadership depends more on appropriate
behavior, skills, and actions and less on personality traits
The behavior and skills can be learned and
changed, while many traits are relatively fixed.
The three broad types of skills leaders use are
technical, human and conceptual
Technical Skill : refers to a persons knowledge of and
ability in any type of process or technique
Human skill : ability to work effectively with people and to
build teamwork
Conceptual skill : is the ability to think in terms of models,
framework and broad relationship such as long range planning
Contingency Theory
A viewpoint that argues that appropriate
managerial action depends on the
circumstances of the situation.
In other words ………..
there is no single right way to manage
Situational Approach:
As the name situational or contingency approach /
theories of leadership are derived from the basic
proposition that the most effective behavior for
leaders to engage in is contingent upon
characteristics of the situation in which the leader
find themselves.
Successful leadership requires behavior that
unites and stimulates followers toward defined
objectives in specific situations.
All three elements – leader , follower, and
situation – are variables that affect one
another
in
determining
appropriate
leadership behavior.
It is evident that leadership is situational,
the key task of leader is to recognise
different situations and adapt to them
on a conscious basis
Leadership as being more flexible – different
leadership styles used at different times
depending on the circumstance.
situational approach Suggests leadership is
not a fixed series of characteristics that can
be transposed into different contexts
May depend on: 1.Type of staff 2.History of the
business 3.Culture of the business 4.Quality of the
relationships 5.Nature of the changes needed
6.Accepted norms within the institution
Contingency Theory
Contingency View
Appropriate
managerial
action depends on
situation
Situation A
Universal
Management
Principals
Situation C
Situation B
 Theories:
1.
2.
3.
4.
5.
Managerial Grid,
Life cycle theory,
Fiedlers theory,
Transactional Vs Transformational,
Charismatic leadership,
1. Managerial Grid
A graphic depiction of a two dimensional view of
leadership style has been developed by Blake and
Mounton .
They proposed a managerial grid based on the styles
of ‘concern for people’ and ‘concern for production’
which corresponds to the Ohio State dimensions of
consideration and initiating structure or the Michigan
dimensions of employee centered and production
centered.
The grid identifies five basic style of leadership.
The 9,1 (task management) leader is primarily
concerned with production and has little concern for
people
The 1,9 (country club management ) leader is
primarily concern with people
The 5,5 (middle of the road management) leader
represents a moderate concern for both
The 9,9,(team management ) style demonstrates
high concern for both production and people and is
the ideal approach to leadership
The 1,1 (impoverished management) has minimum
concern for people and production
The model is helpful to managers in as much as it
helps them identify their current styles and develop
the most desirable style
Further development to Blake and Mouton’s Grid has
led to two more leadership styles.
The paternalistic (father knows best) manager (9+9)
[in place of 5,5] promise reward for compliance and
threatens punishment for non-compliance.
The opportunistic manger uses the style that he or
she feels will return the greatest self-benefits
1. Managerial Grid,
High
1,9 Management
Thoughtful attention to
needs of people for
8 satisfying relationships
leads to a comfortable,
friendly organization
7
atmosphere and work
tempo.
9,9 Management
Work accomplisment is
from committed people.
Interdependence through
a "common stake" in
organization purpose
leads to relationships
of trust and respect.
Concern for People
9
6
5
4
1,1 Management
3 Exertion of minimum
effort to get work
done as appropriate
2 to sustain organization
membership.
5,5 Management
Adequate organization
performance is possible
through balancing the
necessity to get out
work with maintaining
morale of people at a
satisfactory level.
1
Low
1
Low
2
3
4
5
9,1 Management
Efficiency in operations
results from arranging
conditions of work in
such a way that human
elements interfere to a
minimum degree.
6
Concern for Production
7
8
9
High
2. Life cycle theory,
Hersey and Blanchard’s situational leadership model
The life-cycle theory or situational leadership model
developed by Paul Hersey and Kenneth Blanchard
suggest that the most important factor affecting the
selection of a leader’s style is the development
(maturity) level of a subordinate.
Development level is the task-specific combination of
an employee’s task competence and motivation to
perform (commitment).
Managers assess development level by examining an
employee’s level of job knowledge, skill, and ability as
well as willingness to take responsibility and capacity
to act independently.
Employees typically become well developed on a task
as they receive appropriate guidance, gain job
experience, and see the rewards for cooperative
behavior.
Both the competence to perform a given task and
the commitment to do so can vary among
employees;
therefore
development
levels
demands different responses from leaders.
Heresy and Blanchard use a combination of
guidance and supportive [also called task and
relationship] orientations to create four major
styles- telling, selling (coaching), participating
(supporting), and delegating
These are matched with the progressive
development levels of the employees, suggesting
that a manager’s leadership style should vary with
the situation.
Situational Leadership
by Hersey and Blanchard
Directive/Telling Style (S1)
Coaching/Selling Style (S2)
Participating/Supporting (S3)
Delegating (S4)
Situational Leadership
Leader behaviors
High
Participating
Selling
S3
S2
Relationship Behavior
Delegating
S4
Telling
S1
Directive Behavior
Low
R4
R3
Able and
willing
Able, but
unwilling
R2
Unable, but
willing
Follower Readiness
High
R1
Unable and
unwilling
Situational Leadership
This style varies in three ways:
The amount of direction – directive behavior.
The amount of support – supportive
behavior.
The amount of involvement in decision
making by the follower.
Employee’s development level
Leader’s recommended style
1. low ability; low willingness
Telling (directive; low support)
2. low ability; high willingness
Selling/coaching (directive; supportive)
3.high ability; low willingness
participating/supporting (supportive,
low direction)
4. high ability; high willingness
Delegation (low direction; low support)
The model is simple and intuitively/ naturally
appealing and accents an important contingency
factor [individual employee’s capabilities on a specific
task] that is some times overlooked.
However it ignores several other critical elements that
determine leadership style and it does not have a
widely accepted research base
Despite these limitations, it has achieved considerable
popularity and also many managers to the idea of
contingency approaches to leadership style.
3. Fiedlers theory
 Fiedlers Contingency Model
Fiedler’s model postulates that effectiveness of a
leader depends upon -1.his motivational style and
2.the favorableness of the situation.
Leaders are motivated by either interpersonal
relations or task-goal accomplishment. The
situational favourableness is the extent to which
the leader has control over the situation.
 Leader’s motivational traits:
 Leaders differ in their motivational styles
 Some believes in getting the task done and are naturally taskoriented. They are essentially authoritarian in their approach
 Others are relations-motivated leaders and they believe in
getting along with others. These leaders believe in a
participative style.
 The motivational styles of a leader are measured through the
‘least preferred co-workers’ (LPC) concept. The leaders are
asked to describe this person on series of bipolar scales such as
pleasant ……87654321 …. Unpleasant; accepting ….rejecting;
helpful … frustrating; open…….guarded
 The responses to these scales are totaled and averaged, a high
LPC score suggests that the leader has relations-oriented ,while
a low LPC indicates a task oriented
 Fiedler’s logic is that individuals who rate their least preferred
co-worker in a relatively favourable light on these scales derive
satisfaction out of interpersonal relations; those who rate the
worker in a relatively unfavourable light get satisfaction out of
successful task performance.
 Situational factors :
 According to fiedler the situation is favourable to the
leader when he has influence and control over his
subordinates performance. The three factors are
hypothesized to determine situational favorability –
 1. Leader-member relations – when it is good leaders
influence and control is high; and poor impair the
leaders control and contribute to unfavourable situation
 2. Task structure – a high degree of task structure [ the
task has well defined goals, methods of operations, easy
to measure ] contributes to a favourable situation and
when it is unfavourable the situation is not favourable to
the leader
 3. Position power – comprises formal authority and
reward power. The greater the power the greater the
leader’s control over subordinates
Overall, situation favourable ness is determined by
the combination of these three situational factors.
A high control situation occurs where the leader
has good leader-member relations, highly
structured tasks and strong position power
A low control situation exists when the leader has
poor relationships with subordinates, unstructured
tasks and weak position power.
Between these two situations exists a moderate
control situation
Leadership match:
According to contingency, a task-oriented leader
will perform better than a relations-oriented one in
high or low control situations. Where as relationoriented leader will do well in moderate control
situation
4. Transactional Vs Transformational:
• James McGregor Burns first developed the ideas of
transactional and transformational leadership.
• Transactional
leadership involves exchanging
rewards for services rendered. It is a form of
contingent reinforcement with the leader rewarding
and reinforcing desired behavior.
Transactional Theories:
Focus on the management of the organisation
Focus on procedures and efficiency
Focus on working to rules and contracts
Managing current issues and problems
Transformational Theories :
• Transformational leadership, in contrast, goes
beyond exchange inducements for desired
performance. Transformational leaders transform
the organization by developing vision, building
commitment, and empowering followers.
Widespread changes to a business or organisation
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes
• Bass in industry and Leithwood in schools have
popularized the concept of transformation
leadership and have developed frameworks and
measures that have led to a body of research on
transformational leadership.
• Bass views transformational leadership as an
expansion of transactional leadership that goes
beyond simple exchange and agreements by
employing the one or more of the four I’s:
1. Idealized Influence
2. Inspirational Motivation
3. Intellectual Stimulation
4. Individualized Consideration
Idealized Influence—
represents building trust and respect
that as a basis for radical and fundamental
change. Idealized influence results from
leaders behaving a role models:
 Demonstrating high standards of ethical and moral
standards.
 Sharing risks with followers
 Considering the needs of others over their own
 Using power to move individuals or groups toward
accomplishing their mission and vision, but never for
personal gain.
Inspirational Motivation--gets the group to believe that
the organization’s problems can be solved. Team spirit,
enthusiasm, optimism, commitment, and shared vision arise
within the work group.
Intellectual Stimulation--stimulates followers to be
innovative and creative. Encourages criticism, openness,
flexibility, and develops a climate in which people are not
afraid to make mistakes. Everything can be contested and
changed.
Individualized Consideration--attention is paid to
individual needs for achievement and growth. After
determining the strengths and needs of individuals, the
leader uses the knowledge to act a mentor helping followers
and colleagues to develop their potential and take
responsibility for their own development.
Transformational Leadership
Transformational
Leadership
•Idealized Influence
Broadening and
elevating follower goals
Performance
beyond expectations
•Inspiration
•Intellectual stimulation
•Individualized
Transactional
consideration
Leadership
•Contingent reward
•Management by exception
(active or passive)
•Laissez faire
Leader/follower exchange
Agreed upon
performance
Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange
of rewards for effort, promises rewards for
good performance, recognizes
accomplishments.
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.
Characteristics of Transformational Leaders
Charisma: Provides vision and sense of mission,
instills pride, gains respect and trust.
Inspiration: Communicates high expectations,
uses symbols to focus efforts, expresses important
purposes in simple ways.
Intellectual Stimulation: Promotes
intelligence, rationality, and careful problem
solving.
Individualized Consideration: Gives personal
attention, treats each employee individually,
coaches, advises.
Transactional
Leadership
•Motivating for
performance at
expected levels
•Initiating structure
to
clarify roles and
tasks
•Stressing the link
between reward
and
goal achievement.
•Uses agreed upon
performance to
motivate
Transformational Leadership
Goes Beyond Transactional
Leadership
Transformational
Leadership
•Motivating for performance
beyond expectations
•Inspiring for missions beyond
self interest.
•Instilling confidence to achieve
performance
Performance
beyond
expectations
How Far Can You Go?
New Approaches to
Leadership
Charismatic
Transformational
•
•
•
•
•
Charismatic Leadership
Charismatic leadership has its origins in the
analyses of Max Weber.
Some leaders have an extraordinary personality; in
fact,their personality is so strong the people in large
part to the power of their personality.
Getting others to follow is successful leadership, but
it is not necessarily effective leadership; that is,
effective
leadership
depends
on
the
accomplishment of tasks and goals of the group.
Mahatma Gandhi, Kennedy, Mussolini were all
charismatic leaders.
Clinton, Regan as well as Hitler
Charismatic Leadership
Often Transformational and charismatic leadership are
used interchangeably.
Charismatic traits and behaviors
• Advocates a vision
• Not keeper of the status quo – behavior is out of the
ordinary – perceived as change-agent
• Acts in several unconventional ways – counter to
norms
• Willingly makes self-sacrifices, takes personal risks,
to support their vision
• Strong self-confidence
An Integrating
Framework
Leader
Traits
1
2
3
Success
Criteria
Leader
Power
4
Leader
Behavior
6
5
7
8
Situational
Variables
Economy,
market conditions,
etc.
Subord. commitment,
etc.
Intervening
Variables
9
10
4.5 Introduction to resonant leadership