Leadership

Roadmap

Leadership

Definition

Theories 1. Traits 2. Contingency Theory 3. Path Goal 4. Charismatic 5. Transformation & Transactional

Styles 1. Autocratic 2. Democratic 3. Laissez Faire 4. Paternalistic

Leadership Defined
The process of influencing people and providing an environment for them to achieve team or organizational objectives

Find great ideas, exaggerate them, and spread them like hell around the business with the speed of light - Jack Welch

Are Leaders born?

Does an organization need a leader?

Managers Vs Leaders?

Managers Versus Leaders

Not all leaders are managers, nor are all managers leaders Managers
Persons whose influence on others is limited to the appointed managerial authority of their positions

Leaders
Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons formal (position) authority alone

Managers versus Leaders

Managers
Do things right Accept the Status quo Short-term Means Builders Problem solving Relies on control

Leaders
Do the right thing Challenge Long-term Ends Architects Inspiring & motivating Inspires trust

The Ohio State Studies

Studies that sought to identify independent dimensions of leader behavior
Initiating structure
The extent to which a leader defines and structures his or her role and the roles of employees to attain goals

Consideration
The extent to which a leader has job relationships characterized by mutual trust, respect for employees ideas, and regard for their feelings

The University Of Michigan Studies

Studies that sought to identify the behavioral characteristics of leaders related to performance effectiveness Employee oriented
A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.

Production oriented
A leader who emphasizes technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.
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Trait Theories Of Leadership

Trait theories of leadership
Theories that attempt to isolate characteristics that differentiate leaders from nonleaders
Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders who have failed. Attempts to identify traits consistently associated with leadership have been more successful. Great man theories (Gandhi, Lincoln, Napoleon)

Major Leadership Traits

Intelligence
verbal ability, perceptual ability, reasoning not completely based on IQ

Self-confidence
self-esteem, self-assurance, can make a difference leadership involves influencing others

Determination
desire to get the job done initiative, persistence, dominance, drive
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Major Leadership Traits

Integrity
honesty, trustworthiness organizational trust

Sociability
pleasant social relationships friendly, outgoing, courteous, tactful, diplomatic

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Trait Approach Criticisms

Situations Too subjective determinations of the most of the traits Teaching traits is a difficult process

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 Fiedler contingency leadership model

Contingency Theories Of Leadership

The theory that effective group performance depends on the proper match between the leaders style of interacting with employees and the degree to which the situation gives control and influence to the leader
Uses Least-preferred co-worker (LPC) questionnaire, to measure the leaders task or relationship orientation. Identified three situational criterialeader member relations, task structure, and position powerthat could be manipulated match an inflexible leadership style.

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Findings of the Feidler Model

Good Performance
Relationship-Oriented
Task-Oriented

Poor Favorable Category Leader-Member Relations Task Structure Position Power I II Moderate III Good Low Strong IV Good High Weak V Poor High Strong

Y axis Unfavorable Situations VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak

Good
High Strong

Good
High Weak

Path-Goal Theory
Path-goal theory
The theory that it is a leaders job to assist followers in attaining their goals and to provide the necessary direction and support A leaders motivational behavior:
Makes employee need satisfaction contingent on effective performance. Provides the coaching, guidance, support, and rewards that are necessary for effective performance.

Assumes that the leaders style is flexible and can be changed to adapt to the situation at hand.

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Path-Goal Leadership Behaviors

Directive leader
Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks.

Supportive leader
Is friendly and shows concern for the needs of employees.

Participative leader
Consults with employees and uses their suggestions before making a decision.

Achievement-oriented leader
Sets challenging goals and expects employees to perform at their highest levels.
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Path-Goal Theory

EXHIBIT 11.5

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Charismatic Leadership
Charismatic leadership theory
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leaders, express greater satisfaction Charisma leadership appears to be most appropriate when the followers task has a ideological component or when the environment involves a high degree of stress and uncertainty

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Transactional versus Transformational Leadership Behaviors

Transactional Leadership Behaviors
Leadership actions that focus on accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.

Transformational Leadership Behaviors

Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organizations mission, objectives, and strategies.

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Types of Leadership Style

Autocratic:
A leader who centralizes authority, dictates work methods, makes unilateral decisions.

PROS: Leader makes decisions without reference to anyone else May be valuable in some types of business where decisions need to be made quickly and decisively Subordinates are inexperienced and consulting them may not add any value to the decision Cons `High degree of dependency on the leader Can create de-motivation and alienation of staff

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Types of Leadership Style

Democratic: Encourages decision making from different perspectives leadership may be emphasised throughout the organisation
Consultative: democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself Persuasive: A democratic-participative leader often allows employees to have a say in whats decided already by him, so first takes a decixison

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Types of Leadership Style

Democratic:
PROS May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas and experiences within the business High acceptability of the decision in the team. uses feedback to coach employees CONS Can delay decision making

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Types of Leadership Style

Laissez-Faire:
A leader who gives employees complete freedom to make decisions and to decide on work methods

Let it be the leadership responsibilities are shared by all

Can be very useful in businesses where creative ideas are important Can be highly motivational as people have control over their working life Can make coordination and decision making time consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

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Types of Leadership Style

Paternalistic: Leader acts as a father figure Believes in the need to support staff Makes all the decisions himself as he believes that he knows better than the employees what is in the employees best interest

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Conclusions about leadership styles The laissez-faire leadership style is ineffective. Quantity of work is equal under authoritarian and democratic leadership styles Quality of work and satisfaction is higher under democratic leadership.

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Continuum of Leader Behavior

Prentice Hall, 2002

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The Managerial Grid

9 8
Concern for People (1,9) (9,9)

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6 5
(5,5)

4
3 2

(1,1)

(9,1)

Concern for Production

Chapter 11

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What do Great Leaders do Different

Great leaders show up a lot Great leaders rehearse mentally Great leaders manage the consequences of their performance. Great leaders do lot of performance interviews Great leaders critique their own leadership performance.

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Change Leadership
The most challenging aspect is to manage change Business environment is subject to fast paced economic and social change Modern business must adapt and be flexible to survive Leaders need to be aware of how change impacts on workers

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Change Leadership
Self-esteem
6. Search 2. 3. 4. 5. Minimisation: Depression: Acceptance/letting Testing 1. Immobilisation for out: meaning: asAs reality thego: change begins The Individuals lowest as to becomes dawn rumours point begin staff in clearer, to of selfwork may the people feel esteem interact with alienated the change try finally with change to circulate, the fit and sees in and change, angry, the people see the 7 change feelings starting they how they start individual with to of might to a accept their lack ask feels be questions of own the able control some to personal of inevitable. to make events see sense the how position overtake change Fear of they shock of might and work the people and may for try to and future work them they possible with believe is self a feel the feature esteem depressed disbelief that change. it of begins will this as not they stage. to rise. affect try so much tothem. reconcile so thatwhat they 7. Internalisation: is happening deem it worthy with their of own the change is personal doing situation. nothing. understood and adopted within the 6 individuals own understanding they now know how to work with it and feel a renewed sense of confidence and self esteem.

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Time

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Sources
The Information School (University of Washington) Leadership: Do Traits Really Matter by S.A. Kirkpatrick & E.A.Locke Organisational Behaviour by F.Luthans

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Thank You

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