Leaders Hp

Leadership

•  Act of making an impact on others or influencing others to move in a desired direction.

Trait Theories Leadership Traits: •  Ambition and energy •  The desire to lead •  Honesty and integrity •  Self-confidence •  Intelligence •  High self-monitoring •  Job-relevant

knowledge

T h e o r i e s t h a t consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.

Trait Theories

McCall and Lombardo •  Emotional stabilty and composure •  Admitting error •  Good Interpersonal Skills •  Intellectual Breadth

Bennis and Thomas •  Adaptive Capacity •  Engaging others by sharing meaning •  Voice- emotional intelligence, self –

awareness, self-confidence •  Integrity-ambition, moral compass

Stogdill

•  Adaptable to situation

•  Assertive

•  Self-confident

•  Persistent

•  Decisive

•  Dependable

•  Tolerant of stress

•  Ambitious and achievement oriented

Behavioral Theories

•  Trait theory: Leaders are born, not made.

•  Behavioral theory: Leadership traits can be taught.

Theories proposing that specific behaviors differentiate leaders from non leaders.

Three-dimensional theory – Kurt Lewin

University of Michigan Studies

Blake & Mouton

Behavioral Theories

Ohio State Studies

Three-dimensional theory: Kurt Lewin

Democratic Involve people in decision making. People usually like democratic leadership, but can be difficult when options differ widely and is difficult to arise at one conclusion.

Laissez-faire Minimum level of involvement of people in decision making. Can be successful only when people are capable and motivated to make their own decisions. At times may create chaos.

Autocratic Take decisions on their own. Experiment indicated that type style resulted in very high level of discontent. Is only effective when there is no need for involvement of people in decision making and their motivation would lower down if they are not involved.

University of Michigan Studies

Employee-Oriented Leader

Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

Production-Oriented Leader

One who emphasizes technical or task aspects of the job.

Early Leadership Studies- Under the leadership of Likert

Behaviour could be described on a continuum ranging from Authoritarian to Participative. Identified 4 styles:

1. Exploitive 2. Benevolent 3. Consultative 4. Participative

Ohio State (LBDQ) Studies

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment. Organizing and defining what group members should be doing.

Consideration for Employees

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

The Managerial Grid (Blake and Mouton)

E X H I B I T 11–1

Managerial Grid

1,9 country club

manager

9,9 team manager

5,5 middle of the road

1,1 impoverished

9,1 task manager

Contingency Theories Fiedler’s Contingency Model

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person is task- or relationship-oriented.

Fiedler’s Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respect subordinates have in their leader.

Position Power

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments have procedure.

Situational Theory •  Hersey and Blanchard combined

contingency approach and managerial grid

•  Maturity of followers or Development level in terms of competence, motivation and team-work

•  D-4 (all three aspects are high)

•  D-3 (two are high one is low)

•  D-2 (one high and two low)

•  D-1 (all three are low)

Four Leadership Styles

N u r t u r I n g

High

Low

Low Regulating

High Nurturing

S3

Consulting

High Regulating

High Nurturing

S2

Supportive

Low Regulating

Low Nurturing

S4

Delegating

High Regulating

Low Nurturing

S1

Directive

Low High

D4 D3 D2 D1 Development Level of Team

L H

Regulating

Situational Theory

•  Regulating Behaviour: one way communication; stucture, control supervise

•  Nurturing Behaviour: two way

communication; praise, listen facilitate

Leadership Effectiveness

v  Leadership effectiveness is using style appropriate to the situation.

v  Situation is defined in terms of development level of the team.

v  Development level is indicated by

1. competence,

2. Commitment / Motivation

3. Cohesion / Team Spirit.

Leadership Effectiveness

Leadership effectiveness involves

•  Style appropriateness

•  Style flexibility

Raising Development Level

1.  Competence

•  Provide relevant information

•  Build relevant skills

•  Use long - term planning

2. Commitment

•  Help people set challenging but realistic goals

•  Support them to achieve the goals

•  Use feedback and reward

3. Cohesion

•  Make team responsible for most tasks

•  Provide resources

•  Include team work for appraisal and rewards

Leadership Functions theories Transactional functions:-

Successful completion of task, clear structure, clear instructions, based on contingency

•  Policy making •  Planning •  Developing •  Monitoring performance •  Co-ordination •  Rewarding •  Coaching

Leadership Functions theories Transformational functions:

Developing competencies of individuals and groups to give performance beyond expectation.

•  Visioning

•  Modelling

•  Setting standards

•  Building culture and climate

•  Synergizing (building teams)

•  Searching out and nurturing talent