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A Leadership Story
Management

is doing things right, leadership is doing the

right things
(Warren Bennis and Peter Drucker)

Overview
Ingredients of Leadership
Trait Theory Use of Authority Theory The Managerial Grid Fiedlers Contingency Theory Path-Goal Approach Transformational and Transactional Leadership

Ingredients of Leadership
Power Understanding of People

Inspiring Followers
Style of Leadership Relationship with the Boss
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Leadership Theories
Trait Theory
Behavioral Style Theory Situational Theory
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Trait Theory
What Characteristics or Trait makes

a person a Leader ? Great Man Theory

Trait theories of leadership

sought Trait view has little analytical or predictive value

Behavioral - Use Of Authority


Autocratic Leader Commands Dogmatic and Positive Follower Gives Rewards and punishment
Democratic Consults with subordinates Encourages participation
Autocratic
Follower Follower

Democratic

Follower

Follower

Follower

Behavioral - Use Of Authority


Free Reign Uses little Power Depends largely on subordinates Their Role is of aiding Operations
Free-Reign Leader

Follower

Follower

Follower

The Managerial Grid


High 9
8 1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a common stake in organization purpose leads to relationship of trust and respect

Concern for people

5 4

5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1 2 3 4 5 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 6 7 8 9 9

Low

Low

Concern for production

High

Situational-Fiedlers Theory
Fiedlers Model: Effective leadership is contingent on both the characteristics of the leader and the situation.

Leader style: The enduring, characteristic approach to leadership a manager uses.

Relationship-oriented Task-oriented

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Situational-Fiedlers Theory
Situation Characteristic Position Power: Influence derived from one's formal structural position in the organization
Task Structure: The degree to which task assignments

are clearly spelled out


Leader-member Relations: the degree of confidence,

trust, and respect subordinates have on their leader

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Situational-Fiedlers Theory

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Path-Goal Approach
Environmental Contingency Factors Task Structure Relationship with co-workers Work Group

Leader Behavior Instrumental Supportive Participative Achievement -oriented

Outcomes Performance Satisfaction

Subordinate contingency factors Need Self Confidence Perceived ability

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Transactional Leadership
Identify What Subordinates need
Clarify Roles and Tasks Setup Organization Structure Reward Performance Social Needs of Followers
As a transactional leader, I use formal rewards & punishments.

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Transformational Leadership
Are Capable of charting new courses for their

organizations Are Visionaries Capacity to motivate Shape the organizational Structure


As a transformational leader, I inspire and excite followers to high levels of performance.
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Good leaders dont ask more than their


constituents can give, but they often askand get more than their constituents intended to give or thought it was possible to give. John W. Gardner, Excellence, 1984

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