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This document provides an overview of communication topics including:
- The functions of communication in organizations including control, motivation, emotional expression, and information.
- Distinctions between formal and informal communication, as well as downward, upward, and lateral communication.
- Barriers to effective communication such as filtering, selective perception, information overload, emotion, language, silence, communication apprehension, and lying.
- The five bases of power: coercive, reward, legitimate, expert, and referent power. Dependence and the importance, scarcity, and substitutability of resources influence power relationships.
Originalbeschreibung:
Originaltitel
OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
This document provides an overview of communication topics including:
- The functions of communication in organizations including control, motivation, emotional expression, and information.
- Distinctions between formal and informal communication, as well as downward, upward, and lateral communication.
- Barriers to effective communication such as filtering, selective perception, information overload, emotion, language, silence, communication apprehension, and lying.
- The five bases of power: coercive, reward, legitimate, expert, and referent power. Dependence and the importance, scarcity, and substitutability of resources influence power relationships.
This document provides an overview of communication topics including:
- The functions of communication in organizations including control, motivation, emotional expression, and information.
- Distinctions between formal and informal communication, as well as downward, upward, and lateral communication.
- Barriers to effective communication such as filtering, selective perception, information overload, emotion, language, silence, communication apprehension, and lying.
- The five bases of power: coercive, reward, legitimate, expert, and referent power. Dependence and the importance, scarcity, and substitutability of resources influence power relationships.
Conflicts & Negotiation Leadership Shivkumar Menon Communication Learning Objectives 1. Functions of Communication 2. Distinguish between Formal & Informal Communication 3. Contrast types of communication 4. Advantages & challenges of electronic communication 5. How channel richness underlies the choice of communication channel 6. Common barriers to effective communication 7. How to overcome potential problems in cross cultural communication Functions of Communication Communication serves 4 major functions within a group or organization: Control, Motivation, Emotional Expression & Information
To perform effectively, groups need to maintain some form of control over members, stimulate members to perform, allow emotional expression and make decision choices Formal Informal Established by the organization to transmit messages related to the professional activities of the members
Follows the authority chain within the organization This is more spontaneous and emerge as a response to individual choices.
Does not follow any specific authority chain and creates its own authority matrix based on need and composition of the group Types of Communication Communication can flow vertically or laterally and this is further subdivided into downward and upward. Downward Communication: Communication that flows from one level of a group or organization to a lower level is downward communication. Group leaders & managers use it to assign goals, provide job instructions, explain policies & procedures, point out problems that need attention & offer feedback about performance. While engaging in downward communication, managers must explain why a decision was made to get more commitment and faster results from team members. Upward Communication: Flows to a higher level in the group or organization. Used to provide feedback to higher ups, inform them of progress towards goals and relay current problems.
Upward Communication keeps managers aware of how employees feel about their jobs, co- workers and the organization in general. Types of Communication Lateral Communication: When communication takes place among members of the same work group, members of work groups at the same levels, managers at the same level, or any other horizontally equivalent workers, we describe it as lateral communication. Lateral communication saves time and facilitates coordination. Some lateral relationships are formally sanctioned. More often, they are informally created to short circuit the vertical hierarchy and expedite action. Strictly adhering to the formal vertical structure for all communications can be inefficient, lateral communication occurring with the managements knowledge and support can be beneficial. Interpersonal Communication Oral Communication: chief means of communicating. Speeches, formal one to one and group discussion and the informal rumor mill or grapevine are popular forms of oral communication
Advantages are speed and feedback. Disadvantage is heavy distortion of messages when it has to pass through multiple people
Written Communication: memos, mails, fax, instant messaging, periodicals, notices etc
Advantages are record of communication, storage or archives and being forced to rely on memory. Disadvantage is time consuming, taking decisions or conducting group discussions does not give effective outcomes
Non Verbal Communication: Body language, facial expressions
Advantage is studying the non verbal communication to understand the level of emphasis given by people when they converse and discuss important points in a meeting.
Disadvantage is facial expressions and body language can be misread and misinterpreted. Persuasive Communication Differentiate between automatic and controlled processing We often rely on automatic processing, a relatively superficial consideration of evidence and information making use of heuristics. Automatic processing takes little time and low effort, so it makes sense to use it for processing persuasive messages related to topics you dont care much about. Disadvantage is that it lets us be easily fooled by a variety of tricks like a cute jingle or a glamorous photo For all topics which are of importance to us or where we feel is significant for us to put more efforts a detailed consideration of evidence and information relying on facts, figures and logic is applied and hence called as controlled processing Some key factors which are used to decide between automatic and controlled processing in communication are Interest Levels, Prior Knowledge, Personality, Message Characteristics Barriers to Effective Communication Number of barriers can retard or distort effective communication. Filtering: refers to a senders purposely manipulating information so the receiver will see it more favorably. A manager who tells his boss what he feels the boss wants to hear is filtering information Selective Perception: Receivers in the communication process selectively see and hear based on their needs, motivations, experience, background and other personal characteristics. Receivers also project their interests and expectations into communications as they decode them. Information Overload: Individuals have a finite capacity for processing data. When the information we have to work exceeds our processing capacity, the result is information overload. Emotion: interpreting the same message differently when you are in a positive mood vis--vis a negative one. Language: words mean different things to different people. Age & context are the two big factors that influence such differences Silence: silence and withholding communication are both common and problematic Communication Apprehension: 20% of the population face debilitating communication apprehension or social anxiety Lying: Outright misrepresentation Power & Politics Power is not revealed by striking hard or often, but by striking true Learning Objectives Define Power & contrast leadership & Power Contrast the five bases of Power Explain the role of dependence in power relationships 9 Power /Influence tactics & their contingencies Connection between sexual harassment & abuse of power Causes & Consequences of Political behavior Impression Management Techniques Is Political Action ethical? Define Power Power refers to a capacity that A has to influence the behavior of B so B acts in accordance with As wishes. The most important aspect of power is that it is a function of dependence. The greater Bs dependence on A, the greater As power in the relationship. Dependence in turn is based on alternatives, B perceives and the importance B places on the alternatives A controls. Powerful managers were more likely to respond to poor performers by either directly confronting them or frankly encouraging them to get training to improve. Less powerful managers enacted strategies not to confront the poor performer like compensating for poor performance or avoiding the individual altogether. They are less likely to engage in a potential conflict with the subordinate Contrast Leadership and Power Leaders use power as a means of attaining group goals Power Leadership Does not require goal compatibility, only requires dependence Requires congruence between the goals of the leader and the followers Power does not minimize the importance of lateral and upward influence patterns Leadership focuses on the downward influence on followers. It minimizes the importance of lateral and upward influence patterns Power focuses on tactics for gaining compliance Leadership focuses on Style of leadership 5 Bases of Power Where does power come from? Where does the ability of an individual or a group to exert influence over others arise from? Two general groups which are further broken down to an overall set of 5 power bases Formal Power Coercive Power Depends on the fear of the negative results from failing to comply. AT the organizational level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming B values his or her job. If A can assign B work activities B finds unpleasant, or treat B in a manner B finds embarrassing, A possesses coercive power over B. Reward Power Opposite of coercive power is reward power. People comply because it produces positive benefits; someone who can distribute rewards others view as valuable will have power over them. 5 Bases of Power Formal Power Legitimate Power Legitimate power represents the formal authority to control and use organizational resources based on structural position in the organization. Personal Power Expert Power influence wielded as a result of expertise, special skill or Knowledge. As jobs become more specialized, we become increasingly dependent on experts to achieve goals. Referent Power based on identification with a person who has desirable resources or personal traits. Referent power develops out of admiration of another and a desire to be like that person. People who are not in formal leadership positions nonetheless have referent power and exert influence over others because of their charismatic dynamism, likability & emotional effects on us Role of Dependence in Power Relationships Dependence increases when the resource you control is important, scarce and cannot be substituted Importance - If nobody wants what you have, its not going to create dependence. For example, Tata Steel which is heavily technologically oriented, depends heavily on its engineers to maintain its products technical advantages and quality and so they are a powerful group Scarcity- Scarcity-Dependence relationship in the power of occupational categories is more visible. Where the supply of labor is low relative to demand, workers can negotiate compensation and benefits packages far more attractive than can those in occupations with an abundance of candidates. Non Substitutable- the fewer viable substitutes for a resource, the power control over that resource provides. 9 Power Tactics Power tactics people use to translate power bases into specific actions. 9 distinct influence tactics. Legitimacy Rational Persuasion Inspirational Appeals Consultation Exchange Personal Appeals Ingratiation Pressure Coalitions Rational Persuasion, inspirational appeals and consultation are the most effective. Pressure tends to backfire and is the least effective. Multiple tactics can also be adopted for successful outcomes Sexual harassment and abuse of power Sexual harassment negatively affects job attitudes and leads those who feel harassed to withdraw from the organization. In many cases, reporting doesnt improve the situation because the organization responds in a negative manner or has ambiguous policies on sexual harassment. Sexual harassment is defined as any unwanted activity of a sexual nature that affects an individuals employment and creates a hostile work environment. Organizations have generally made progress towards limiting overt forms of sexual harassment. This includes physical touching, recurring requests for dates, when it is made clear the person isnt interested, and coercive threats that a person will lose his or her job for refusing a sexual proposition Organizational Politics Causes & Consequences Political behavior in organizations consists of activities that are not required as part of an individuals formal role, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization Not all groups or organizations are equally political. In some organizations, politicking is overt and rampant, while in others, politics plays a small role in influencing outcomes. Some are individual characteristics derived from the unique qualities of the people the organization employs, some are a result of the organizations existing internal culture Individual Factors Organizational factors High self-monitors Internal Locus of control High Mach personality Organizational investment Perceived job Alternatives Expectations of success Reallocation of resources Promotion Opportunities Low trust Role Ambiguity Unclear PMS Zero Sum Reward Practices Democratic Decision making High Performance Pressures Self Serving Senior Managers Impression Management Techniques People have an ongoing interest in how others perceive and evaluate them. Being perceived positively by others should have benefits for people in organizations.
The process by which individuals attempt to control the impression others form of them is called Impression Management (IM) Conformity: Agreeing with someone elses opinion in order to gain his or her approval. Example: A manager tells his boss, You are absolutely right on your reorganizations plan for the western regional office. I couldnt agree with you more.
Excuses: Explanations of a predicament creating event aimed at minimizing the apparent severity to the predicament. Examples: Sales manager to boss. We failed to get the ad in the paper on time, but no one responds to those ads anyway.
Apologies: Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the section Example: Employee to boss, Im sorry I made a mistake on the report Please forgive me. Impression Management Techniques Self-Promotion: Highlighting ones best qualities downplaying ones deficits and calling attention to ones achievements. Example: A salesperson tells his boss: Matt worked unsuccessfully for three years to try to get that account I sewed it up in six weeks. Im the best closer this company has. Flattery: Complementing others about their virtues in an effort to make one self appear perceptive and likeable. Example: New sales trainee to peer. You handled that clients complaint so tactfully! I could never have handled that as well as you did. Favors: Doing nice for someone to gain that persons approval. Example: Sales person to prospective client, Ive got two tickets to the theater tonight that I cant use. Take them. Consider it a thank you for taking the time to talk with me Association: Enhancing or protecting ones image by managing information about people and things with which one is associated. Example: A job applicant says to an interviewer, What a coincidence. Your boss and I were roommates in college. In terms of performance ratings, the picture is quite different. Ingratiation is positively related to performance ratios, meaning that those who ingratiate with their supervisors get higher performance evaluations. However, self promotion appears to backfire those who self promote actually seem to receive lower performance evaluations. Conflicts & Negotiation 10/26/2014 22 PGC Business Management - XLRI Learning Objectives Define Conflict Differentiate between types of conflict The Conflict Process Define Negotiation Distributive Vs Integrative Bargaining 5 steps of Negotiation process Individual Differences influence negotiations Roles and functions of third party negotiation 10/26/2014 23 PGC Business Management - XLRI Conflict is a perception, a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. Define Conflict 10/26/2014 24 PGC Business Management - XLRI Differentiate between different types of conflicts Conflict must be avoided- that it indicates a malfunctioning within the group. We call this the traditional view Conflict can be a positive force in a group but that some conflict is absolutely necessary for a group to perform effectively. This is the interactionist view Instead of encouraging good or discouraging bad conflict, its more important to resolve naturally occurring conflicts productively. This perspective is the managed conflict view 10/26/2014 25 PGC Business Management - XLRI Traditional view of conflict Conflict was a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people and the failure of managers to be responsive to the needs and aspirations of the employee. This was the traditional view of conflict which was derived from the perceptions of group behavior and attitudes of individuals in the early 1930s and 1940s. Eventually, this school of thought evolved and lead to multiple views on conflict which had positive as well as negative connotations. 10/26/2014 26 PGC Business Management - XLRI Interactionist view of Conflict Interactionist view of conflict encourages conflict on the grounds that a harmonious, peaceful and cooperative group becomes static, resists change and innovation. Interactionist view does not support all types of conflicts. Functional conflict supports the goals of the group and improves performance and hence constructive. Dysfunctional conflict hinders growth and performance Differentiation between these two conflicts happens by understanding whether its connected to task, process or relationships Conflict Task (related to contents & goals) Process (how work gets done) Relationship (interpersonal relationships) Relationship conflicts are always dysfunctional, whereas low levels of task and process conflicts can be functional and bring positive outcomes and better performance eventually 10/26/2014 27 PGC Business Management - XLRI Managed or Resolution based view of Conflict Research studies indicate there are very specific kinds of conflicts which are beneficial. Most conflicts are eventually dysfunctional and lower performance and productivity in the organization Hence companies have started focusing more on managing the whole context in which conflicts occur, both before and after the behavior stage of conflict by preparing employees for conflicts, developing resolution strategies & facilitating open discussions to summarize all 3 views Traditional view was shortsighted in assuming all conflicts should be eliminated
Interactionist view that conflict can stimulate active discussion without spilling over into negative, disruptive emotions is incomplete
Managed conflict perspective does recognize that conflict is probably inevitable in most organizations and focuses more on productive conflict resolution 10/26/2014 28 PGC Business Management - XLRI The Conflict Process Different Stages of Conflict Process Potential Opposition or Incompatibility Cognition & Personalization Intentions Behavior Outcomes Stage I 10/26/2014 29 PGC Business Management - XLRI The Conflict Process Potential Opposition or Incompatibility Cognition & Personalization Intentions Behavior Outcomes Communication Structure Personal Variables Perceived Conflict Felt Conflict Conflict handling intentions Competing Collaborating Compromising Avoiding Accommodating Overt Conflict Partys behavior Others reaction Increased Group Performance Decreased Group Performance Stage I Stage II Stage III Stage IV Stage V 10/26/2014 30 PGC Business Management - XLRI Different Stages of the conflict Process Potential Opposition or Incompatibility (Stage I) The first step in the conflict process is the appearance of conditions that create opportunities for conflict to arise. These conditions need not lead directly to conflict but one of them is necessary for a conflict to surface Communication Communication can be a source of conflict. Differing word connotations, jargon, written communication, insufficient exchange of information are all barriers to communication and pose potential risk to push to a conflict Structure Structural conflicts arise out of some key variables like size of group, degree of specialization in tasks assigned to group members, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems & the degree of dependence between groups. Diversity or even conflict of goals among groups is a major source of conflict. Viz. Sales and credit at an organizational level both are eventually concerned with growth of business, but their conflicting roles creates an environment for high conflicts on a day to day basis Personal Variables Have you ever met someone whom we have instantly disliked, disagreed with most of the opinions he/she expressed. Personality, emotions, values plays a huge role in conflict management. 10/26/2014 31 PGC Business Management - XLRI Cognition & Personalization (Stage II) Different Stages of the conflict Process If one of the conditions from stage 1 exists, then the potential for opposition or conflict becomes actualized at the second stage. Perceived Conflict A may be aware that B and A are in serious disagreement, but it may not make A tense or anxious and it may have no effect whatsoever on As affection towards B. Hence perceived conflict does not mean its personalized Felt Conflict individuals become emotionally involved at this level leading to anxiety, tension, frustration or hostility. Emotions play a very important role in shaping perceptions. Intentions (Stage III) Intentions intervene between peoples perceptions and emotions and their overt behavior. Some primary conflict handling intentions are shared below one person seeks to satisfy his or her own interests regardless of its impact on the other person Competing Collaborating When parties in conflict each desire to fully satisfy the concerns of all parties (mutually beneficial solution) Avoiding Person may recognize a conflict and want to withdraw from or suppress it. Accommodating One person seeks to appease the other by sacrificing his own interests to maintain the relationship Compromising Incomplete satisfaction to both parties. Willingness shown by both parties to ration the object of conflict 10/26/2014 32 PGC Business Management - XLRI Different Stages of the conflict Process Behavior (Stage IV) Its a dynamic process of interaction. Conflicts become visible from this stage. The behavior stage includes, statements, actions & reactions made by conflicting parties or groups usually as overt attempts to implement their own intentions All conflicts reside on a continuum at different levels. The lower levels are characterized by subtle, indirect & highly controlled forms of tension. Intensities escalate as they move upwards until they become highly destructive like strikes, riots & wars.
Functional conflicts fall in the lower end of the continuum and dysfunctional conflicts in the middle and higher end of the continuum Outcomes (Stage V) Action reaction interplay between conflicting forces result in consequences which can be functional outcomes (if constructive and positive outcomes arise out of it) or dysfunctional (highly destructive or impacting the organization) Conflict Resolution techniques are Problem Solving, Superordinate Goals, Expansion of Resources, Avoidance, Smoothing, Compromise, Authoritative Command, Altering the human variable, altering the structural variables 10/26/2014 33 PGC Business Management - XLRI Define Negotiation A process that occurs when two or more parties decide how to allocate scarce resources Outcomes of negotiations: In one shot economic terms like price of a car Relationships between Negotiators can be very important in organizations when the periodicity of their interactions Is frequent. Good social relationships and ethics are very important as an immediate outcome of bargaining 10/26/2014 34 PGC Business Management - XLRI Bargaining Strategies Two bargaining strategies describe the negotiation process. Distributive Bargaining Operates under zero sum conditions any gain I make is at your expense and vice versa Essence is negotiating over who gets what share of a fixed pie. When the pie is fixed, or the parties believe it is, they tend to bargain distributively In distributive bargaining, both parties have a target point that defines what he or she would like to achieve Individuals in power generally make the first move and make a aggressive offer which can act like an anchoring bias. Once an anchoring point is set, its difficult to deviate very diverse to the initial offer or the negotiations end up failing Integrative Bargaining Operates under the assumption that one or more settlements can create a win-win situation Both parties must be engaged to work (takes two to tango) More preferred as compared to distributive bargaining, because it builds long term relationships 10/26/2014 35 PGC Business Management - XLRI Negotiation Process Preparation & Planning Definition of Ground Rules Clarification & Justification Bargaining & Problem Solving Closure & Implementation 10/26/2014 36 PGC Business Management - XLRI Individual Differences in Negotiation Process Are some people better negotiators than others. 4 factors influence how effectively individuals negotiate Personality Moods/Emotions Culture Gender Culture also plays a key role in negotiation. Research suggests that Japanese negotiators tended to communicate indirectly and adapt their behaviors to the situation. Indian negotiators have less trust in their negotiation counterparts than did US respondents. Even then some negotiation tactics yield superior outcomes across cultures
Gender also plays a key role in negotiation. Women and men place unequal values on outcomes. A popular stereotype is that woman are more cooperative and pleasant than men and hence influence less outcomes. Evidence suggests womens own attitudes and behaviors hurt them in negotiations. Managerial women demonstrate less confidence than men in anticipation of negotiating & are less satisfied with their performance afterward, even when their performance and the outcomes are similar to those for men 10/26/2014 37 PGC Business Management - XLRI Third Party Negotiations Bargaining reaches a stalemate at times and in such scenarios, third party negotiators are appointed to help in find a mutually acceptable solution Third Party Roles Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, alternatives. Viz. labor management negotiations Arbitrato r A third party with the authority to dictate on an agreement. Can be voluntary or compulsory. Advantage of arbitration over mediation is the success ratio. It always results to some form of settlement as compared to mediation. Trusted third party who provides an informal communication link between the negotiator and the opponent. Conciliato r 10/26/2014 38 PGC Business Management - XLRI 8 7 6 5 4 3 2 1 LEADERSHIP 10/26/2014 39 PGC Business Management - XLRI Learning Objectives 1. Define Leadership ; contrast leadership and management
2. Summarize conclusions of trait theories of leadership
3. Central Tenets and Key limitations of behavioral theories
4. Compare & contrast Charismatic Vs Transformational Leadership
5. Define Authentic leadership and show why effective leaders exemplify ethics and trust
6. Role of mentoring in our understanding of leadership
7. Challenges to the effectiveness of leadership 10/26/2014 40 PGC Business Management - XLRI Define Leadership Leadership is the ability to influence a group towards the achievement of a vision or a set of goals.
Leaders can emerge from within a group or by formal appointments.
Organizations need strong leadership and strong management for optimal effectiveness. Leaders are required to bring about change in status quo, create visions & inspire members to want to achieve the visions
Managers are required to formulate detailed plans, create efficient organizational structures and oversee day to day operations 10/26/2014 41 PGC Business Management - XLRI Summarize conclusions of trait theories of leadership Trait theories of leadership focus on personal qualities and characteristics that differentiate leaders from non leaders.
Most of the dozens of traits in various leadership reviews fit under one of the Big Five giving strong support to traits as predictors of leadership.
Extraversion seems to be the best possible trait for leaders. Leaders who like being around people and are able to assert themselves, who are disciplined and able to keep commitments they make
Research has proven that traits can predict leadership.
Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.
10/26/2014 42 PGC Business Management - XLRI Behavioral Theories Trait research provides a basis for selecting the right people for leadership. In contrast, behavioral theories of leadership implied we could train people to be leaders. Two important dimensions substantially accounted for most of the leadership behavior described by employees: initiating structure & consideration. Initiating Structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships and goals. Consideration is the extent to which a persons job relationships are characterized by mutual trust, respect for employees ideas, and regard for their feelings. A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals and expresses appreciation and support Employee Oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them & the Production oriented leader, emphasized the technical or task aspects of the job focusing on accomplishing the groups tasks. 10/26/2014 43 PGC Business Management - XLRI Leaders who have certain traits and who display consideration and structuring behaviors do appear to be more effective. Some leaders may have the right traits or display the right behaviors and still fail.. 10/26/2014 44 PGC Business Management - XLRI Contingency Theories Researchers looked at situational influences, it appeared that under condition A, leadership style X would be appropriate, whereas style Y was more suitable for condition B and style Z for condition C. But what were conditions a,b,c? The Fiedler Model The Fiedler contingency model proposes that effective group performance depends on the proper match between the leaders style and the degree to which the situation gives the leader control Key Features Leadership success relies on the individuals basic leadership style. He created the least preferred co-worker (LPC) questionnaire to identify that style by measuring whether a person is task or relationship oriented. The LPC questionnaire asks respondents to think of all the co-workers they have ever had and describe the one they least enjoyed working with by rating that person on a scale of 1 to 8 for each of 16 sets of contrasting adjectives. If you describe the person you are least able to work with in favorable terms (a high LPC Score), Fiedler would label you relationship oriented 10/26/2014 45 PGC Business Management - XLRI Contingency Theories Fiedler Model Fiedler assumes an individual leadership style is fixed. This means if a situation requires a task-oriented leader and the person in the leadership position is relationship-oriented, either the situation has to modified or the leader has to be replaced to achieve optimal effectiveness Situation Definition After assessing an individuals basic leadership style, through the LPC Questionnaire, we match the leader with the situation with the 3 contingency or situational dimensions identified by Fiedler
Leader-Member Relations: is the degree of confidence, trust and respect members have in their leader Task Structure: is the degree to which the job assignments are process based (structure/unstructured) Position Power: is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary hikes. 10/26/2014 46 PGC Business Management - XLRI Combining the 3 contingency dimensions yields eight possible situations in which leaders can find themselves. The Fiedler model proposes matching an individuals LPC scores and the 8 situations to achieve maximum leadership effectiveness. These 8 situations were further condensed to 3. Task oriented leaders do well in high & low control situations and relationship oriented leaders do well in moderate situations Contingency Theories Fred Fiedler Model Evaluation and Application of Theory First you can change the leader to fit the situation or change the situation to fit the leader 10/26/2014 47 PGC Business Management - XLRI Contingency Theories Situational Leadership Theory developed by Dr. Paul Hersey and Ken Blanchard Situational Leadership Theory SLT Focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers readiness, or the extent to which they are willing and able to accomplish a specific task. If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions IF they are unable and willing, the leader needs to display high task orientation to compensate for followers lack of ability and high relationship orientation to get them to buy into the leaders desires. If followers are able and unwilling, the leader needs to use a supportive and participative style If they are both able and willing, the leader doesnt need to do much Research indicates that though SLT has intuitive appeal the results and outcomes of the theory have not been successful. Scope of SLT 10/26/2014 48 PGC Business Management - XLRI Contingency Theories Path Goal Theory developed by Robert House Path Goal Theory says its the leaders job to provide followers with the information, support or other resources necessary to achieve their goals. The term path-goal implies effective leaders clarify followers path to their work goals and make the journey easier by reducing roadblocks. Whether a leader should be directive or supportive, depends on the complex analysis of the situation.
Directive Leadership yields greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. Supportive leadership results in high performance and satisfaction when employees are performing structured tasks Testing Path Goal theory has not been easy and has produced mixed results. Scope of Path Goal Theory 10/26/2014 49 PGC Business Management - XLRI Contingency Theories Leader- Participation Model developed by Victor Vroom and Phillip Yetton Leader Participation model relates leadership behavior and participation in decision making. The theory argues that the way leader makes decisions is as important as what she or he decides Leader behavior must adjust to reflect the task structure. The model provides a decision tree of seven contingencies and five leadership styles for determining the form and amount of participation in decision making. Scope of Leader-Participation Model The models complexity makes it very difficult to bring effective outcomes. 10/26/2014 50 PGC Business Management - XLRI Contingency Theories Leader- Member Exchange (LMX) Theory or Vertical Dyad Linkage Theory Leader Member exchange theory argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. The individuals make up the in group-they are trusted, get a disproportionate amount of the leaders attention and are more likely to receive special privileges. Other followers fall into the outgroup. Scope of the Theory It focuses on the relationship that develops between managers and members of their teams. The theory states that all relationships between managers and subordinates go through three stages. Role-Taking occurs when team members first join the group. Managers use this time to assess the new members skills and abilities.
Role-Making- New team members then begin to work on projects and tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role. In this period, managers subconsciously sort members into ingroups and outgroups
10/26/2014 51 PGC Business Management - XLRI Routinization - During this last phase, routines between team members and their managers are established. In-Group team members work hard to maintain the good opinion of their managers, by showing trust, respect, empathy, patience, and persistence. Out-Group members may start to dislike or distrust their managers. Because it's so hard to move out of the Out-Group once the perception has been established, Out-Group members may have to change departments or organizations in order to "start over." Contingency Theories Leader- Member Exchange (LMX) Theory or Vertical Dyad Linkage Theory A problem with the Leader-Member Exchange Theory is that it assumes that all team members are equally worthy of trust, prestigious projects and advancement. Although we may like to think that everyone is honest, hard-working and worthy of our esteem, the reality can be different!
Managers need to get the best possible results. This means putting the right people in the right places, and it means developing and reinforcing success. Of necessity, this means that talented people will get more interesting opportunities and may get more attention than less-talented ones. Summarize on the Theory 10/26/2014 52 PGC Business Management - XLRI Charismatic & Transformational Leadership is when a person assumes or is given the role of leader based on his or her charisma. The employees, followers, or subordinates follow the directions and instructions of this leader based almost solely on that charisma. The charismatic leader is connected to the people, is popular, and those who work for or follow that leader will hang on their every word. A charismatic leader is almost akin to a religious figure. It is the leader's personality that ultimately gets things done and the people who follow that leader will ensure goals are achieved out of respect for the leader. Charismatic Leadership Transformational Leadership is when the person in the leadership position connects to the people as well, but they appeal to each person's abilities and ideas. The transformational leader challenges each person to be all that they can be and more; encouraging productivity and innovation. This type of leader will expect the same from each team member or follower as he or she expects from themselves. A transformational leader is always energetic, expecting new ideas and encouraging questions from the followers, even if the questions are about the leader & the leader's course of action. 10/26/2014 53 PGC Business Management - XLRI Difference between Charismatic & Transformational Leadership The main difference is in intention and structural integrity. Analogy Say a project is being carried out by two groups, one with a charismatic leader and one with a transformational leader. Each team starts out well with much energy and enthusiasm. The charismatic leader just decides one day to leave and go elsewhere. The likely result is the charismatic team's project will stall out or fail altogether to achieve the goal. This is because the mental part of achieving success lies with the leader being there. Without that person accomplishment is not possible. With the transformational leader the followers are inspired to believe more in the team and themselves, as well as the goals of the project. If the leader leaves it is likely a new one will step into place and the work will continue until completion. Which is more relevant? Based on the comparisons of each style it would seem that overall transformational leadership is better than charismatic. It can be seen how people react with enthusiasm to both types although the goals are more likely to be achieved with transformational than charismatic. Charismatic leadership success depends almost solely on the presence of the leader and can be subject to corruption as the leader knows that the people will likely follow no matter what. 10/26/2014 54 PGC Business Management - XLRI Authentic Leadership & Servant Leadership Authentic leaders know who they are , know what they believe in and value, act on those values and beliefs openly and candidly. Their followers consider them ethical people. The primary quality produced by authentic leadership is trust. People have faith in them.
Ethics and Leadership intersect at a number of junctures. Ethical leaders use charisma in a socially constructive way to serve others. Servant Leaders go beyond their own self interest and focus on opportunities to help followers grow and develop. They dont use power to achieve ends; they emphasize persuasion.
Characteristic behavior include listening, empathizing, persuading, accepting stewardship, and actively developing followers potential. Its more prevalent in certain cultures. 10/26/2014 55 PGC Business Management - XLRI Thank You 10/26/2014 56 PGC Business Management - XLRI