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Topic6 Leadership New
Topic6 Leadership New
LEADERSHIP
Definition
Leadership is defined as:- the process of directing and influencing
the task related activities of group
members;
- the process of directing human resource
efforts toward organizational objectives.
Importance of Leadership
Traits of Leaders
1. Physical Appearance
- height, facial expression, gestures, age, etc.
2. Charisma
- Vision, self-confidence
3. Mental Ability
- Sharpness, intelligence
4. Behavior / Attitude
- Introvert vs. Extrovert, quiet vs. talkative
5.
Personality Factors
- Tendency towards dominance or cooperation
Approaches to Leadership
(Leadership Theories)
1. Trait Theory
2. Behavioral Theory
- University of Iowa Studies
- Michigan Studies
- Ohio State Studies
- Managerial Grid
3. Contingency/Situational Theory
- Path-Goal Theory
- Hersey & Blanchard Life-Cycle Theory
Approaches to Leadership:
Trait Theory
The trait theory assumed that leaders
were born and not made.
Assumed that leaders are born with
certain physical characteristics,
personality that make them successful
leaders.
Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Source: Reprinted from Leadership: Do Traits Really Matter? by S. A. Kirkpatrick and E. A. Locke by permission of
Academy of Management Executive. May 1991, pp. 4860. 1991 by Academy of Management Executive.
Exhibit 11.1
Approaches to Leadership:
Behavioral Theory
The behavioral approach/theory
assumes that effective leadership
behaviors can be learned/trained
Focus on what effective leaders do
rather than what effective leaders are.
Assumption: effective leaders behaved
differently than less-effective leaders.
-i.e. problem solving, leadership skills (task oriented
or employees oriented)
Behavioral 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
No specific style was consistently better for producing
better performance
Employees were more satisfied under a democratic
leader than an autocratic leader.
Behavioral Theory:
Michigan Studies
Introduced by Rensis Likert a
researcher at University of Michigan.
He identified 2 basic forms of leader
behavior:1. Job-centered leader behavior
2. Employee-centered leader
behavior
Behavioral Theory:
Michigan Studies
Job-centered leader:
Focus on job
Leader who pays close
attention to subordinates
work, explain work
procedures, interested in
performance.
Employee-centered
leader:
Focus on employee
Leaders who develop
cohesive/organized work
groups and ensure
employee satisfaction.
Behavioral Theory:
Michigan Studies
CONCLUSION:
Researchers favored employee-centered
leader as an effective leader.
Reasons
- contribute to higher job
productivity and greater
job satisfaction.
Job-centered leader tend to contribute to low
productivity and lower job satisfaction.
Behavioral Theory:
Ohio State Studies
A research conducted by Ohio State
University.
Identified 2 basic forms of leader
behavior:1. Initiating-structure behavior
2. Consideration behavior
Behavioral Theory:
Ohio State Studies
Initiating-structure behavior:
Leaders who define the leader-subordinate
roles so that everyone knows what is
expected, establish formal lines of
communication, and determine how tasks
will be performed.
Consideration behavior:
Leaders who show concern for
subordinates and attempt to establish a
friendly and supportive climate.
Behavioral Theory:
Ohio State Studies
CONCLUSION:
Both initiating structure & consideration
are associated with effective leadership.
Initiating structure lead to high
productivity.
Consideration lead to high job
satisfaction & high motivation.
Behavioral Theory:
Managerial/Leadership Grid
Introduced by Blake and Mouton.
The grid reflects the concern for:
Concern for production/job/task:
Deals with the job aspects of leader behavior.
The
Leadership/
Managerial
Grid
Managerial/Leadership Grid
Different leadership styles that are practiced in LG/MG
Point (1,1) Impoverished Management
The management has little concern for people and production.
Managerial/Leadership Grid
Among the five leadership styles, Point 9,9 is the best
leadership style.
- leaders have high concern for people and production
- employees are highly satisfied, less absenteeism, less
turnover, high productivity
Exhibit 172
Approaches to Leadership:
Situational/Contingency Theory
This approach focuses on situational
factors influencing managerial style.
Assumes that appropriate leader
behavior varies from one situation to
another.
Identify factors that contribute to
effectiveness of leadership styles in
each situation.
Situational Approach :
The Path-Goal Theory (by Robert House)
This theory suggests that: The primary functions of a leader are to make valued or
desired rewards available in the workplace.
Clarify to the subordinate the kinds of behavior that will
lead to rewards (the leader should clarify the paths to
goal attainment).
A leaders behavior will contribute to employees
satisfaction.
A leader/manager is the sources for rewards.
A leaders job is to create a work environment through
structure (organizing), rules and procedures , plans and
goals, supports and rewards (motivation) and to act as a
facilitator to help employees reach goals.
Leader Behavior
Directive
Supportive
Participative
Achievement
oriented
Environmental
Characteristics
Task structure
Work group
Situational Approach :
Hershey Blanchard Life Cycle Theory
The theory suggests that:- A leader should change his style of leadership
according to the level of maturity (desire for
achievement, willingness and ability to accept
responsibility, education/ experience and skills
relevant to particular tasks) of his employee and
the demands of the situation.
Relationship Behavior
(the amount of relation
behavior the leader provides ie
providing consideration and
level of emotional support)
Low
Low
PHASE 3
PHASE 2
High
Relationship
High
Relationship
Low Task
High Task
PHASE 4
PHASE 1
Low
Relationship
Low
Relationship
Low Task
High Task
High
Task Behavior
(the amount of task behavior that the leader shows ie providing
direction, guidelines, controlling and monitoring)
High
Low
PHASE 3
PHASE 2
High
Relationship
High
Relationship
Low Task
High Task
PHASE 4
PHASE 1
Low
Relationship
Low
Relationship
Low Task
High Task
Low
High
Transformational vs Transactional
Transformational leaders:
inspire followers to transcend their own selfinterest for the good of the organization.
are capable of having a profound and
extraordinary effect on their followers.
Transactional leaders:
Leaders who guide their followers directions
and tasks to achieve goals.
MANAGEMENT (managers)
LEADERSHIP (leaders)
Developing a
Organizing and staffing.
human network to Establishing structure and
achieve agenda
delegation
Aligning people.
Communicating by words and
actions
Executing Plans
Outcome
Producing a degree of
predictability and order and
able to produce consistently
major results.
POWER
Is the potential ability to influence
others behavior.
The ability to exert/use influence.
There are 2 types of power a leader
holds in an organization:1. Position power
2. Personal power
POWER
Position power
a power that a manager has due to his
position in an organization. The position that
a manager holds, gives him the power to
reward or punish subordinates in order to
influence their behavior.
POSITION POWER
4 sources of position power (forms of position
power)
1. Legitimate power
- Power granted through organizational hierarchy.
i.e. Company guard has the power to require even the
company president to present an identification card
before entering the premise.
2. Reward power
- The power to give or withhold rewards such as salary
increase, bonuses, promotion.
3. Coercive power
- The power to punish or recommend punishment
i.e. written or verbal warning, fines
4. Information power
- Power based on control of information.
- Leaders power to access and distribute information that
is desired by others, which other people dont have
access.
POWER
Personal power
a power that a manager has due to his
special knowledge or personal
characteristics.
PERSONAL POWER
2 sources of personal power:
1. Expert power
2. Referent power
- The personal power that accrues to someone based on
identification, loyalty or charisma
i.e. Tun Dr. Mahathir the charisma that he has.
i.e. workers admire a supervisor because of the way he
deals with employees.