High Performance Leadership

M Sutapa Lakshmanan

Coverage

Leaders Vs Managers Leadership Theories

What is leadership expected to do?

Does it set direction?
Does it create customer focus? Clear and visible values Demand high expectations (setting higher goals) Balance the need of all stakeholders Does it achieve performance excellence? Create an environment for innovation Build knowledge and capability Organizational sustainability Inspire, motivate (influences people)

Do they serve as role models?

Leaders Vs Managers
Leader Visionary Passionate Creative Inspiring Innovative Courageous Rational Business-like Persistent Tough-minded Analytical Structured Manager

Imaginative
Experimental Independent

Deliberative
Authoritative Stabilizing

Leaders Vs Managers
Leaders Shares Knowledge Managers Centralizes knowledge

Trusting
Warm and radiant Expresses humility Initiator

Guarded
Cool and reserved Rarely admits to being wrong Implementer

Acts as coach, consultant, teacher

Does the right things

Acts as a boss
Does things right

A Framework for Understanding Leadership

Leader characteristics

Leader behavior and style Leadership Effectiveness

Group member characteristics

Internal and External Environment

Leadership is the ability to influence a group towards achievement of a vision or set of goals

Leadership Theories- Trait Theory

Characteristics that describe an individuals behavior (personality traits) Personality traits differentiate leaders from non-leaders Extroversion (gregarious, assertive, sociable) Agreeableness (co-operative, warm, trusting) Conscientiousness (responsible, organized, persistent) Emotional Stability (calm, self-confident, secure) Openness to experience (creative, curious, artistically sensitive)

Behavioral Theories
Behaviors exhibited by specific leaders
Ohio State Studies
Initiating structure (assign tasks, define standards of performance and adherence to deadlines) Consideration (mutual trust, respect for employees ideas & regard for their feelings)

University of Michigan Studies

Employee Oriented ( focus on needs of employees) Production Oriented (focus on accomplishing task)

The Managerial Grid (Blake & Mouton)

High
1,9 Concern for people 9,9

5,5

1,1

9,1 High

Low
Low Concern for Production

Situational Leadership
L=f(l,f,s)

Leadership process is a function of leader, follower & other situational variables

Depends on maturity of individuals or groups, to be influenced

Fiedlers Contingency Theory

Effective group performance depends on proper match between leaders
style and control of leader over situation

3 Contingency dimensions define the key situational factors

Leader-member relations: Degree of trust, confidence, respect members have in the leader Task Structure: Structured or unstructured job assignments Position Power: Leaders influence over power variables such as hiring, discipline, promotion, salary, firing etc.

Task-oriented leaders perform best in situations of high and low control Relationship-oriented leaders perform best in moderate control situations

Hersey & Blanchards Situational Leadership Theory

Contingency theory focused on followers

Selecting right leadership based on followers readiness

Extent to which people have ability (knowledge, experience, skill) and willingness to accomplish a specific task ( confidence, commitment, motivation) Style 1: Telling: High task and low relationship Style 2: Selling: High task and high relationship Style 3: Participating: High relationship and low task Style 4: Delegating: Low relationship and low task

Path-Goal Theory (Robert House)

Effective leadership clarify the path to achieve goals and reduce roadblocks to make the path easier Leaders are flexible and can display any or all behaviors depending on situation
Environmental contingency factors Task Structure Formal authority system Work group Leader behavior Directive Supportive Participative Achievement-oriented Personal characteristics Locus of control Experience Perceived ability Outcomes Performance Satisfaction

Thank You