LEADERSHIP

PA L A K S H I S A R M A H
SIKKIM UNIVERSITY

LEADERSHIP
Leadership- The ability to influence a group toward
the achievement of a vision or set of goals.
All managers are not leaders nor all leaders are
managers
nonsanctional leadership

THE DIFFERENCES
M AN AG ER

Administers
A copy
Maintains

Focuses on systems and structure

L E AD ER

Innovates
An original
Develops

Focuses on people

Relies on control

Inspires trust

Short-range view

Long-range perspective

Asks how and when

Eye on the bottom line
Imitates
Accepts the status quo
Classic good soldier
Does things right

Asks what & why

Eye on the horizon
Originates
Challenges the status quo
Own person
Does the right thing

TRAIT THEORIES
Big five factor theory
Openness to experience, conscientiousness & extraversion positively
related
Agreeableness & emotional stability negative relations
Emotional intelligence
Emergence & appearance of leadership; not effective or ineffective leaders.

BEHAVIORAL THEORIES
Ohio State Studies (1945)
Leaders Behaviour Description Questionnaire (LBDQ)
Initiating structure- the extent to which a leader is likely to define &
structure his/her role & those of employees in the search of goal attainment
Consideration- the extent to which a persons job relationships
characterized by mutual trust, respect for employees ideas & regard for
their feelings.
University of Michigan's Survey Research studies
Employee-oriented leader
Production-oriented leader
GLOBE studies

CONTINGENCY
THEORIES

FIEDLER CONTINGENCY THEORIES

Effective group performance depend on the proper match between a leader's style and the
degree to which the situation gives the leader control
Fiedler developed the LPC-least preferred coworker questionnaire
He asked individuals to rate the coworkers they least enjoyed working with
on a scale of 1 to 8 for each of 18 sets of contrasting adjectives.
LPC identifies 2 types of leadership styles- task oriented or relationship
oriented
High score indicated relationship oriented, low score indicated task oriented
16% falls mid range

 Fiedler identified 3 contingency dimensions1) Leader member relations -the degree of confidence, trust, and respect members have in
their leader
2) Task structure -the degree to which job assignments are procedurized
3) Position power the degree of influence a leader has over power variables

SITUATIONAL LEADERSHIP THEORY

(SLT)
HERSHEY & BLANCHARD
No single best style to leadership
Based on two concepts- leadership style & groups maturity level
4 main leadership styles S1-TELLING
S2-SELLING
S3-PARTICIPATING
S4-DELEGATING

MATURITY LEVEL
UNWILLING

WILLING

UNABLE

M1

M2

ABLE

M3

M4

MATURITY LEVEL & LEADERSHIP STYLE

UNWILLING

WILLING

UNABLE

TELLING

SELLING

ABLE

PARTICIPATING

DELEGATING

PATH GOAL THEORY

Developed by Robert House
Leaders job is to provide followers with information, support & other
information necessary to achieve their goals.
This can be done in three ways1. Helping them identify and achieve their goals.
2. Clearing away obstacles, thereby improving performance.
3. Offering appropriate rewards along the way.

ENVIRONMENTAL
CONTINGENCY FACTORS
Task structure
Formal authority system
Work group

LEADER
BEHAVIOUR

OUTCOMES
High performance
High satisfaction

Directive
Supportive
Participative
Achievement
oriented
SUBORDINATE
CONTINGENCY FACTORS
Locus of control
Experience
Perceived ability

LEADER PARTICIPATION THEORY

Developed by Victor Vroom & Philip Yetton
5 different decision approaches that a leader can use are based on participation-

AI- Autocratic Type I: Decisions are made completely by the leader. Leaders make
the decision on their own with whatever information is available.

AII- Autocratic Type 2: The decision is still made by the leader alone, but the
leader collects information from the followers. Followers play no other rolein the
decision-making process.

CI- Consultative Type 1: The leader seeksinput from select followers individually
based on their relevant knowledge. Followers do not meet each other, and the
leader's decision may or may not reflect followers' influence.

CII- Consultative Type 2: except the leader shares theproblem with relevant
followers as a group and seeks their ideas and suggestions. The followers are
involved in the decision, but the leader still makes the decision.
GII Group-based Type 2:The entire group works through the problem with the
leader. A decision is made by the followers in collaboration with the leader. In a GII
decision, leaders are not at liberty to make a decision on their own.

 Is there a quality requirement? Is the nature of the solution critical? Are there technical
or rational grounds for selecting among possible solutions?
Do I have sufficient information to make a high quality decision?
Is the problem structured? Are the alternative courses of action and methods for their
evaluation known?
Is acceptance of the decision by subordinates critical to its implementation?
If I were to make the decision by myself, is it reasonably certain that it would be
accepted by my subordinates?
Do subordinates share the organizational goals to be obtained in solving this problem?
Is conflict among subordinates likely in obtaining the preferred solution?

STUDY OB
STUDY AT
HOME

MAKE COUNSELLING PSYCHOLOGY TERM PAPER

WRITE ZOOLOGY PRACTICAL

BUNK CLASS
FOR THE DAY

GO
SHOPPING

BUY GROCERIES AT BIG BAZAAR

BUY CLOTHES AT MG MARG

GO FOR A
MOVIE

WATCH THE JUNGLE BOOK

WATCH FAN

LEADER MEMBER EXCHANGE

THEORY(LMX)
Aka Vertical dyad linkage (VDL) model
Effective leadership rests on the ability of the leader to develop good
quality personalized exchange relationship with individual members.
In-group- favored by the leader, receive more attention & more access to
the organizational resources. They also show higher performance rates, less
turnover & greater job satisfaction.
Out-group- disfavored by leader, fewer valued resources.

LMX CONTD..
The in-group selection process occurs in 3 stagesRole taking- leader has expectations & try out different roles in the
subordinates
Role making- mutual leader-member exchanges establish the subordinates'
role
Role routinization- Leader-member relationships has become stable, smooth
running & automatic