The Importance

of Vision and
the Motive to
Lead
Lecture 4

DUM2062: EFFECTIVE LEADERSHIP

Presented by: Lt Col Assoc Prof Ajaya Kumar (Ret)
2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Learning Objectives
Describe how the situation influences the

choice of leadership objectives.

Present an overview of the contingency
theory of leadership effectiveness.
Explain the path-goal theory of leadership
effectiveness.
Explain Situational Leadership II (SLII).
When and to whom to delegate.

2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

An Effective Leader
is one who helps group members
attain productivity, including high quality
and customer satisfaction, as well as job
satisfaction. Effective leadership is
measured using:

-Objective data: sales, production,

safety, cost-cutting, etc.

-Subjective data: ratings, surveys,

Board of Director reviews
2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part.

Organizational Climate
Important dimensions that
determine organizational
climate:
Reward system
Organizational clarity
Standards of performance
Warmth and support
Leadership practices
2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Organizational Climate
Organizations are only as strong as
the weakest link

Organizational climate influences

the quality of work and work life for
members

2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Organizational Climate
Consider an exploitive or
impoverished hospital
The best workers leave
Those who stay spend more time complaining
than working
The result is unattended patients, poor
housekeeping, and medical and clerical errors

The unnecessary mistakes are due to

human factors: untrained, unqualified,
and uncommitted workers
2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Organizational Climate
Now consider an enlightened,
supportive hospital

Standards of performance are high

Leadership is effective
Goals and responsibilities are clear
Support prevails
The reward system reinforces work

2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Organizational Climate
Enlightened and Supportive
organizations are good
investments because they:
Attract excellent personnel
Outperform counterparts

2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Organizational Climate
Organizations are composed of
interdependent groups:
Success depends on conditions of
subgroups
All units should develop an enlightened
and supportive climate

2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

Contingency Approach to
Leadership

Leaders are most effective

when they make their
behavior contingent on
situational forces, including
group member characteristics.

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

10

Fiedlers Contingency
Theory
The best style of leadership is

determined by situational factors

Leadership style may be
relationship-motivated or taskmotivated
Leadership style is relatively
enduring and difficult to change
Leaders should be matched to
situations according to their style
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or duplicated, or posted to a publicly accessible website, in whole or in part.

11

Least Preferred Coworker

(LPC)
The LPC scale measures the degree to
which a leader describes favorably or
unfavorably an employee with whom he
or she could work least well
A relationship-motivated leader tends to
describe their LPC in favorable terms
A task-motivated leader tends to describe
their LPC in an unfavorable manner

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

12

Measuring the Situation

Leadership situations are classified as high,
moderate, or low control
More controllable situations are viewed as
more favorable for the leader
Control is determined by three dimensions:

Leader-member relations
Task structure
Position power

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

13

 2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

14

Summary of Findings From

Fiedlers Contingency Theory

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

15

Evaluation of Fiedlers Contingency

Theory
Fiedlers work prompted others to conduct

studies about the contingency nature of

leadership.
The model has alerted leaders to the
importance of sizing up the situation to gain
control.
However, contingency theory is too
complicated to have much of an impact on
most leaders.

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

16

Path-Goal Theory
Developed by Robert House
Specifies what the leader must do to achieve

high productivity and morale in a given

situation
Based on expectancy theory of motivation
The manager should choose a leadership style
that takes into account the characteristics of
group members and the demands of the task

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

17

The Path-Goal Theory of

Leadership
Characteristi
cs of Group
Members

(Contingency factors)

LEADERSHIP
STYLE
Directive
Supportive
Participative
Achievementoriented

Demands
of
the task
The Path-Goal Theory of Leadership

OUTCOME
S
Productivity
Morale

(Contingency factors)

To achieve the outcomes of productivity and morale, the manager chooses one of
four leadership styles, depending on (a) the characteristics of the situation, and
(b) the demands of the task.

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Path-Goal Theory: Matching the

Leadership Style to the Situation
Tasks are unclear Directive style
Tasks are frustrating and stressful +

workers are apprehensive Supportive

style
Tasks are non-repetitive + workers are
capable and motivated Participative
style
Tasks are unique or entrepreneurial +
workers are competent and committed
Achievement-oriented style
2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

19

Situational Leadership II (SLII)

Developed by Kenneth H. Blanchard
and others
Explains how to match leadership style to
the capabilities of group members on a
given task
SLII is designed to increase the
frequency and quality of conversations
about performance and professional
development between managers and
group members so that competence is
developed, commitment takes place,
and turnover among talented workers is
reduced
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or duplicated, or posted to a publicly accessible website, in whole or in part.

20

SLII (contd)
Effective leadership depends on
two independent behaviors:
Supporting behaviors, e.g.,
listening, giving recognition,
communicating, encouraging,
coaching
Directing behaviors, e.g., giving
explicit directions, controlling,
supervising, ruling, regulating
2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

21

ituational Leadership II (SL

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or duplicated, or posted to a publicly accessible website, in whole or in part.

22

SLII (contd)
Quadrants indicate the desired match of
leaders style to group members
development level
No one style is best
An effective leader uses all four styles,
depending on the situation and the
individual group member
Challenging to apply SLII consistently
because leaders must stay tuned and
tasks shift rapidly

2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.

23

Delegation
Is the process of assigning the responsibility and
authority for accomplishing objectives
Refers to giving employees new tasks
Success depends on a managers ability to know
what to delegate and what not to delegate
The leader should consider the following:
Task
Time required
Follower characteristics
SC Copyright 2012
Effective Leadership

24

Benefits of Delegation
Gives managers more time to perform highpriority tasks
Gets tasks accomplished and increases
productivity
Enables leaders to mobilize resources and
secure better results than they could have got
alone
Trains employees and improves their self-esteem
Eases the stress and burden on managers
Enriches followers jobs
SC Copyright 2012

Effective Leadership

25

Obstacles to Delegation
Some managers dont delegate
because of:
Habit
Fear - that employees will fail
Successful delegation is based on:
Selecting what task(s) to delegate
Selecting who to delegate too

SC Copyright 2012
Effective Leadership

26

Summary
Leaders are more effective when they make
their behavior contingent upon situational
factors.
Leaders need to understand the organizational
climate in order to be effective leaders.
The path-goal theory of leadership effectiveness
specifies the best leadership style based on the
characteristics of the group members and the
tasks.
Leaders need to understand what to delegate
and to whom to delegate.
2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part.

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Anything to add,
comments, clarifications?

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