Leadership2007

Welcome To The Presentation Of Leadership

Prepared For:

Mr. Farid Hossain Talukdar

Lecturer

Department of Management

Bangladesh University of Business & Technology

Group Name: Pandemonium

Prepared By:Fariha Ahmad----------------------ID-10111101092-----Intake------23rd

Tarich Khalasi----------------------ID-10112101111-----Intake------24th

Monira Kazal-----------------------ID-08092101218------Intake------18th

Bangladesh University of Business & Technology

Fariha Ahmad

ID-10111101092

Leadership

Leadership Is defined as the art of directing, motivating, influencing people toward the achievement of a common goal. A leader is a person who performs the activities of leadership.

It involves:

(1) Establishing a clear vision (2) Sharing that vision with others so that they will follow willingly (3) Providing the information, knowledge and methods to realize that vision.

Nature of leadership:

Studying the nature of leadership is useful because we tend break things into characteristics to make big concepts easier to handle.

The nature of leadership is given below:

A Good CommunicatorA good leader asks many questions, considers all options, and leads in the right direction.

RespectfulTreating others with respect will ultimately earn respect.

Quiet ConfidenceA leader is sure of him/herself with humble intentions.

Open-MindedA strong leader will evaluate the input from all interested parties and work for the betterment of the whole.

DelegatorA leader will know the talents and interests of people around him/her, thus delegating tasks accordingly.

Leadership and Management

Leadership is an important part of management.

Management involves planning activities, organizing appropriate structures, and controlling resources. Managers hold formal positions, and they achieve results by directing activities of others.

Leadership involves setting a new direction or vision for a group that they follow. Leaders inspire others to achieve the vision and to stretch themselves beyond their normal capabilities.

• The manager focuses on systems and structure; the leader focuses on people.

• The manager relies on control; the leader inspires trust.• The manager has a short-range view; the leader has a

long-range perspective.• The manager imitates; the leader originates.• The manager accepts the status quo; the leader

challenges it.

Leadership Behavior

Successful leadership depends more on appropriate behavior, skills, & actions, & less on personal traits.

The three broad types of skills leaders use are technical, human & conceptual.

Technical Skill:

It refers to a person’s knowledge & ability in any type of process or technique. For example, the skills learned by accountants, engineers.

Human Skill:

It is the ability to work effectively with people and to build teamwork. It involves a wide range of behaviors-energizing individuals, giving feedback, coaching, care-giving.

Conceptual Skill:

Conceptual skill deals with ideas, long-range plans, frame-works, broad relationships and higher managerial jobs.

Followership style of leadership: With few exceptions, leaders in organizations are also

followers, they nearly always report to someone else.

In formal organizations, ability to follow is one of the first requirements for good leadership.

Followership includes:• Not competing with the leader to be in the limelight• Being loyal and supportive, a team player.

• Not being a yes person, who automatically agrees• Acting as a devil’s advocate by raising penetrating

questions• Constructively confronting the leader’s ideas, values,

and actions• Anticipating potential problems and preventing them.

Trait approach of leadership:

The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure.

Assumptions:• Leaders are born, not made.• People who make good leaders have the right

combination of traits.

Behavioral approach of leadership: Behavioral theories of leadership focus on the study of

specific behaviors of a leader. For behavioral theorists, a leader behavior is the best predictor of his leadership influences.

Assumptions• Leaders can be made, rather than are born.• Successful leadership is based in definable, learnable

behavior.

Ohio State Studies: In 1945, a group of researchers at Ohio state university

began extensive investigations of leadership.

Initiating Structure:

It refers to the extent to which a leader is likely to define & structure his/her role & those of employees for goal attainment.

Consideration:

It is the extent to which a person is likely to have job relationship characterized by mutual trust, respect for employees’ ideas, & regard for their feeling.

University of Michigan Studies: Leadership studies undertaken at the University of

Michigan’s Survey Research Center came up with two dimensions of leadership.

Employee Oriented Leader:

This type of leaders emphasize on interpersonal relationships, personal interest in the employees’ needs, & they accept individual difference among employees.

Production Oriented Leader:

This type of leaders emphasize on the technical or task aspect of the job.

Blake & Mouton’s Managerial Grid:

Drawing from the Ohio State and Michigan studies, Blake and Mouton proposed a managerial grid, which is a nine-by-nine matrix outlining 81 different leadership styles, based on the styles of concern for people and concern for production, which essentially represent the Ohio State dimensions of consideration and initial structure or The Michigan Dimensions of employee oriented and production oriented.

Contingency Theories Of Leadership:

• Fiedler’s Contingency Model• Cognitive Resource Theory• Hersey and Blanchard’s Situational Leadership

Model• Path-goal Theory

Fiedler’s Contingency Model: The Fiedler Contingency Model was created in the mid-

1960s by Fred Fiedler. The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation.

Leadership Style:

Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale.

Three factors work together to determine how favorable a situation is to a leader. These are:

• Leader-member relations - The degree to which the leaders is trusted and liked by the group members

• Task structure - The degree to which the group’s task has been described as structured or unstructured.

• Position power - The power of the leader by virtue of the organizational position and the degree to which the leader can exercise authority on group members.

Cognitive Resource Theory: The cognitive resource theory is a leadership theory of

industrial and organizational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualization of the Fiedler contingency model.

The theory focuses on the influence of the leader's intelligence and experience on his or her reaction to stress.

• Leader’s intellectual abilities correlate positively with performance under low stress but negatively under high stress.

• Leader’s experience correlates negatively with performance under low stress but positively under high stress.

Tarich Khalasi

ID-10112101111

Hersey& Blanchard’s Situational Leadership Model:

Paul Hersey & Ken Blanchard have developed a leadership model that focuses on followers’ readiness.

According to Hersey & Blanchard, readiness is the extent to which people have the ability and willingness to accomplish a specific task. They have identified four specific leadership styles. These are:

Telling= High directiveness &low supportiveness

Selling= High directiveness & high supportiveness

Participating= Low directiveness & high supportiveness

Delegating= Low directiveness & low supportiveness

Path-Goal Theory: Developed by Robert House, path-goal theory extracts

elements from the Ohio State leadership research on initiating structure & consideration & the expectancy theory of motivation.

The Theory:

According to this theory, is the leader’s job to provide followers with information, support, or other resources necessary for them to achieve their goals.

Leader Behaviors:House identified four leadership behaviors.• Directive Leader: Lets followers know what is expected

of them, schedules work to be done.• Supportive Leader: Is friendly and shows concern for the

needs of followers.• Participative Leader: Consults with followers and uses

their suggestions before making a decision.• Achievement-oriented Leader: Sets challenging goals

and expects to perform at their highest level.

Path-goal theory proposes two classes of contingency variables that moderate the leadership behavior-outcome relationship.

Monira Kazal

ID-08092101218

Leader-Member Exchange (LMX) Theory: Leader-member exchange theory states that, because of

time pressure, leaders establish a special relationship with a small group of followers based on attitude, demographic, and traits similar to the leaders. This group is called In Group, they receive more attention, reward, greater performance ratings.

Out-Group consists other followers who get less attention, reward, and have leader-follower relations based on formal authority interactions

Leader-Participation Theory: The Vroom–Yetton contingency model is a situational

leadership theory. The situational theory argues the best style of leadership is contingent to the situation. This model suggests the selection a leadership style for group decision making.

This model identifies five different styles on the situation & level of involvement. They are:

Autocratic Type 1 (AI) :Leader makes own decision using information that is readily available to him at the time.

Autocratic Type 2 (AII): Leader collects required information from followers, then makes decision alone.

Consultative Type 1 (CI): Leader shares problem to relevant followers individually and seeks their ideas and suggestions and makes decision alone.

Consultative Type 2 (CII): Leader shares problem to relevant followers as a group and seeks their ideas and suggestions and makes decision alone.

Group-based Type 2 (GII): Leader discuss problem and situation with followers as a group and seeks their ideas and suggestions through brainstorming.

Self-leadership: Self-leadership advocated by Charles Manz & Henry

Sims, is leading one-self to perform naturally motivating tasks & managing oneself to do work that is required but not naturally rewarding.

Superleadership:

Situation where a leader deliberately and gradually turns over his or her authority, power, and responsibilities to a self managing team.

Thank You!