Leadership

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 OUTLINE
 Managers Vs. Leaders
 Early Leadership Theories
 Contingency Theories of Leadership

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 Vision
 a mental image of a possible and desirable future
state of the organization
 having a vision and communicating it to others are
essential components of great leadership
 can exist throughout all organizational levels

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Are managers and leaders the same?
 Should all managers be leaders?
 Should all leaders be managers?
 Managers are appointed – formal authority
 Leaders are appointed or emerge – beyond
formal authority

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 Definition
 Leader – is someone who can influence others
and who has managerial authority.

 Leadership – The process of influencing a

group toward the achievement of goals.

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 Leading And Managing
 Ability to lead effectively sets excellent managers
apart from average ones
 managers deal with ongoing organizational activities
 planning and budgeting routines, structuring the organization
 leadership includes orchestrating organizational change
 creating a vision for the firm and inspiring people to attain it
 management and leadership are both vitally important
 supervisory leadership - provides guidance, support, and
corrective feedback for day-to-day activities of work unit
members
 strategic leadership - gives purpose and meaning to
organizations
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 Leading And Following
 Organizations succeed or fail because of how
well followers follow
 effective followers:
 are capable of independent thinking
 are actively committed to organizational goals
 are enthusiastic about ideas and purposes beyond their
own self interest
 master skills that are useful to the organization
 hold performance standards that are higher than
required
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 Sources of Power

Authority

Control over
Expertise
Power rewards

Appealing
personal Control over
characteristics Zahid
punishments 8
Distinguishing Managership from Leadership

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 THEORIES OF LEADERSHIP
• Characteristics of the individual
TRAIT THEORY
• University of Iowa
Styles: autocratic, democratic, laissez-faire
• Continuum of Leader Behaviors
BEHAVIORAL THEORIES • University of Michigan
Employee-Centered vs. Job-Centered
• Ohio State University
Initiating Structure/Consideration
• Managerial Grid
• The Fielder Model
SITUATIONAL THEORY
• Situational Leadership Theory
• Leader Participation Model
• Path-Goal Theory
TRANSFORMATIONAL
LEADERSHIP • Transactional/Transformational Leaders
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 Early Leadership Theories
 Trait Theories (1920s–30s)
 Research that focused on identifying personal
characteristics that differentiated leaders from
nonleaders was unsuccessful
 Later research on the leadership process
identified seven traits associated with successful
leadership

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Seven Traits Associated with Leadership
 Drive
 Desire to lead
 Honesty and integrity
 Self-confidence
 Intelligence
 Job-relevant knowledge
 Extraversion
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 Behavioural Theories
 University of Iowa Studies (Kurt Lewin)
 Identified three leadership styles:
 Autocratic style: centralized authority, low
participation
 Democratic style: involvement, high participation,
feedback
 Laissez-faire style: hands-off management
 Research findings: mixed results
 No specific style was consistently better for producing
better performance
 Employees were more satisfied under a democratic
leader than an autocratic leader 13

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 Behavioural Theories (cont’d)
 Ohio State Studies
 Identified two dimensions of leader behaviour
 Initiating structure: the role of the leader in defining
his or her role and the roles of group members
 Consideration: the leader’s mutual trust and respect
for group members’ ideas and feelings
 Research findings: mixed results
 High-high leaders generally, but not always, achieved
high group task performance and satisfaction
 Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness 14

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 Behavioural Theories (cont’d)
 University of Michigan Studies
 Identified two dimensions of leader behaviour
 Employee oriented: emphasizing personal
relationships
 Production oriented: emphasizing task
accomplishment
 Research findings:
 Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction
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 Behavioural Theories (cont’d)
 Managerial Grid
 Appraises leadership styles using two
dimensions:
 Concern for people
 Concern for production

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The Managerial Grid

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Behavioural Theories of Leadership

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Contingency Theories of Leadership
 The Fiedler Model
 Effective group performance depends upon the match
between the leader’s style of interacting with followers
and the degree to which the situation allows the leader
to control and influence
 Assumptions:
 Different situations require different leadership styles
 Leaders do not readily change leadership styles
 Matching the leader to the situation or changing the situation to
make it favourable to the leader is required

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 Contingency Theories… (cont’d)
 The Fiedler Model (cont’d)
 Least-preferred co-worker (LPC) questionnaire
 Determines leadership style by measuring responses to 18 pairs
of contrasting adjectives
 High score: a relationship-oriented leadership style
 Low score: a task-oriented leadership style
 Situational factors in matching leader to the situation:
 Leader-member relations
 Task structure
 Position power

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Fiedler’s Least-Preferred Co-worker Questionnaire

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 Findings of the Fiedler Model
Good
Task
Oriented

Relationship
Oriented
Poor
Situation Favourableness: Highly Favourable Moderate Highly Unfavourable

Category I II III IV V VI VII VIII

Leader– Member Good Good Good Good Poor Poor Poor Poor
Relations
Task Structure High High Low Low High High Low Low
Position Power Strong Weak Strong Weak Strong Weak Strong Weak

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 Contingency Theories… (cont’d)
 Hersey and Blanchard’s Situational
Leadership Theory (SLT)
 Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
 Acceptance: do followers accept or reject a leader?
 Readiness: do followers have the ability and
willingness to accomplish a specific task?
 Leaders must give up control as followers
become more competent
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 Contingency Theories… (cont’d)
 Hersey and Blanchard’s Situational
Leadership Theory (SLT) (cont’d)
 Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions:
 Telling: high task–low relationship leadership
 Selling: high task–high relationship leadership
 Participating: low task–high relationship leadership
 Delegating: low task–low relationship leadership
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 Contingency Theories… (cont’d)
 Hersey and Blanchard’s Situational
Leadership Theory (SLT) (cont’d)
 Identifies four stages of follower readiness:
 R1: followers are unable and unwilling
 R2: followers are unable but willing
 R3: followers are able but unwilling
 R4: followers are able and willing

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 Hersey and Blanchard’s Situational Leadership Model

High relationship High task and

and low task high relationship

High STYLE OF LEADER

S3 S2 High Moderate Low

S4 S1
R4 R3 R2 R1

Able Able Unable Unable

and and and and
willing unwilling willing unwilling
Low High
Task Behaviour Follower Readiness

Low relationship High task and

and low task low relationship 26
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THANK YOU

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