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LEADERSHIP
Presented by:-
ANCHIT AGRAWALANUJ SHARMA
ANURITA ARYA
SHWETA AGGARWAL
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Timeline of Theories
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Leaders vs. Managers
Leaders Managers
Vision
DirectionGoals
Objectives
Effectiveness
PurposeInnovate
Focus on
people
Inspire trust
Efficiency
Day to day &Short run
Administer
Focus on
systems &structure
Rely on
control
Establish
organizational
mission
Formulate
Strategy for
implementing
mission
Implement
organizational
strategy
Leaders
Job
Managers Job
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Leadership Attributes
Trust Confidence Respect
Commitment Character Courage Passion
Communicator General Knowledge Technical Skills
Example Risk Taker
Honesty Integrity Equitable
Moral
Emotional Rational Ethical
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Trait theory
Trait theory of leadership differentiates leaders from
non-leaders by focusing on personal qualities and
characteristics.
The various traits may be Charisma
Enthusiasm
Courage
Openness
Emotional intelligence by recent studies
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Trait theory
And the most important trait
Extraversion
Ambition
Energy
These traits have been identified by the Big five
personality trait theory which is shown as follows.
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Sample openness items
I have a rich vocabulary.
I have a vivid imagination.
I have excellent ideas.
I spend time reflecting on things.
I use difficult words.
I am not interested in abstractions. (reversed)
I do not have a good imagination. (reversed)
Sample conscientiousness items
I am always prepared.
I am exacting in my work.
I follow a schedule.
I like order.
I pay attention to details.
I leave my belongings around. (reversed)
I make a mess of things. (reversed)
Sample extraversion items
I am the life of the party.
I don't mind being the center of attention.
I feel comfortable around people.
I am quiet around strangers. (reversed)
I don't like to draw attention to myself. (reversed)
Sample agreeableness itemsI am interested in people.
I feel others' feelings.
I have a soft heart.
I am not really interested in others. (reversed)
I insult people. (reversed)
Sample neuroticism itemsI am easily disturbed.
I change my mood a lot.
I get irritated easily.
I am relaxed most of the time. (reversed)
I seldom feel blue. (reversed)[
http://en.wikipedia.org/wiki/Big_Five_personality_traitshttp://en.wikipedia.org/wiki/Big_Five_personality_traits8/4/2019 Leadership Compatible
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Behavioral Theory
Behavioral theory suggests that there are various
specific behavioral patterns by means of which
leadership can be identified.
And as such these traits could be embedded inindividuals who desired to be effective leaders by
means of some programs and exercises designed.
There are three different behavioral theories of
leadership which comes as follows.
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Behavioral Theory
Ohio state study sought to identify the independentdimensions of leadership and finalized to two
categories:
1. Initiating structure is the extent to which a leader islikely to define and structure his/her role and thoseof employees in the search for goal attainment.
2. Consideration is described as the extent to which aperson is likely to have job relationships that arecharacterised by mutual trust,respect foremployees ideas and their feelings.
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Behavioral Theory
University of Michigan studies had objective to locatebehavioral characteristics of a leader that appeared tobe related to measures of performance effectiveness.
They also came up with two dimensions1. Employee oriented leader is described as one
emphasizing interpersonal relationship and tookpersonal interest in employee needs.
2. Production oriented leaders emphasized ontechnical/task aspect of the job with main goal as toachive that task with group members as means.
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Contingency Theories
Contingency theory states that all traits of a
leader may not be effective in a given situation.
It is only a different mixture of different traits
that is optimal for a given situation.
The various contingency theories are
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Contingency Theories
Fiedler modelFred Fiedler developed a model according to which
group performance depends on proper match between
Leadership Style and, Degree to which situation gives control to leader
The Fiedler model has the following steps
identifying leadership style
Least preferred co-worker.
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Scoring
Your final score is the total of the numbers you
circled on the 18 scales
57 or less = Low LPC (task motivated)
58-63 = Middle LPC (socio-independent leaders,
self directed and not overly concerned with the
task or with how others view them)
64 or above = High LPC (motivated by
relationships)
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Contingency Theories
Defining the situation
Match the leader with situation with three dimensions
identified by Fiedler.
Leader member relationship Degree of trust confidence and respect on leader
Task structure
Degree to which job assignments are procedurized.
Position power Degree of influence leader has over power variables
Matching leaders and situations
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Contingency Theories
Cognitive resource theory
It is a re-conceptualized Fiedler theory.
Stress is the enemy of rationality.
Evaluation of a leaders logical and analytical abilities under
stress.
Intellectual abilities and performance correlate positively with
low stress and negatively with high stress.
Experience and performance correlate negatively under low
stress and positively under high stress.
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Contingency Theories
Situational leadership theory
Focus on leader-follower relationship
Related to parent-child relationship.
Relates ability and willingness of workers in four
categories
Able and willing- Delegation (less role for leader)
Unable and willing- Telling (high task and relationship orientation)
Able and unwilling- Participating ( supportive and participative style)
Unable and unwilling- Selling ( clear and specific instruction)
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Contingency Theories
Path-Goal theory
Leaders job to provide followers with information, support
and other resources
Leaders must change behaviors to fit the situation Leader behaviors are classified as
Directive- reveals expectations, schedules tasks and specific guidelines
Supportive- friendly, concerned for follower needs
Participative- consults followers in decisions.
Achievement oriented- sets challenges for followers to follow
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Path-Goal Theory
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Path-Goal Theory
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Leader behaviors
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Leader-Member EXchange theory
Because of time pressure leader choose from amongst their
followers
In group members: they receive special privileges, are trusted, get
leader attention
Out- group members: other followers except in followers.
Relationship is relatively stable over time
Reason for choosing in members may be similarities to leader
in competence, demography, attitude, gender and personality.
Both leader and follower must invest in relationship.
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Leader-Member EXchange theory
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Decision Theory
Leader-Participation model
Developed by Victor Vroom and Philip Yetton to relate leadership
behavior and participation in decision making.
Is a normative model
Is a decision tree incorporating seven contingencies
answerable by a yes or no covering five leadership styles.
The revised model has 12 contingency variables.
Fails to cover factors like stress, intelligence & experience.
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Contingency Theories
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