LEADERSHIP

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 LEADERSHIP

Leadership is an influence in an
organizational setting, the effects of which
are meaningful; has a distinct impact on
and facilitates the achievement of
challenging, organizationally relevant goals

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 Leadership Defined

Leadership is the
ability to influence
employees to
voluntarily pursue an
organization’s goals

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 The nature of leadership
 Is not the same as management
 Is a complex concept
 Attributes can be developed via experience,
training and analysis
 Effectiveness depends primarily on fit
between leader, followers and situations
 Is substitutes for in various settings and
situations

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 Working Definitions

Manager a formally appointed position, a role in a hierarchy,

associated with the formal authority to direct the actions
of subordinates.
Leader - a role conferred on a person by followers

Leadership - a process in which leader and followers interact

such that the leader influences the actions of the followers
Leadership - a set of characteristics of the person occupying
the leader role which enables him or her to exert influence
in the behaviour of followers

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 Managers Vs. Leaders
Managers Leaders

 What needs to be done  What needs to be done

—planning and —setting a direction
budgeting  Creating arrangements
 Creating arrangements of people to accomplish
of people to accomplish an agenda—aligning
an agenda—organizing people
and staffing  Ensuring people do
 Ensuring people do their jobs—motivating
their jobs—controlling and inspiring
and problem solving

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 Management / Leadership

Management is about Leadership is about

coping with complexity coping with change
Formal plans, Vision
organizational structures Communication
monitoring for results inspiration

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 Typology of Leadership Theories

 Trait approach
 Style approach
 Behavioral approaches
 Situational (contingency) approach
 Transactional approach

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 Trait theories

 To be an effective leader an individual must

have certain personal traits
 Traits are stable and transferable across
situations
 Traits are identifiable and measurable

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 Trait theories

 Trait Approaches to Leadership attempt to

identify distinctive characteristics that account
for the effectiveness of leaders

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 Traits associated with leadership effectiveness
Intelligence personality abilities

Judgment adaptability Ability to enlist

cooperation
decisiveness alertness cooperativeness

knowledge creativity Popularity &

prestige
Fluency of speech Personal integrity Sociability(interper
sonal skills)
Self-confidence Social participation

independence Tact, diplomacy

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 Traits associated with effectiveness

 Alertness  Drive
 Originality  Motivation
 Personal integrity  Ambition
 Self-confidence  Honesty
 Integrity
 Self-confidence

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 Style theories
 Autocratic leaders: those who strongly control
subordinates and make major decisions
 Democratic leaders: those who involve
followers in decision making
 Laisser-faire leaders: those who abdicate
from the leadership role

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 Behavioral Approaches to
Leadership (late 1940s)

 The behavioral approach to leadership tried

to identify behaviors that differentiated effective
leaders from nonleaders.
 The behavioral approach includes
 The Michigan studies
 The Ohio State studies
 The leadership grid

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 The Ohio State Leadership Studies

 Initiating structure  Consideration

The extent to which a The extent to which a
leader is likely to define leader is likely to have
a job relationships
and structure his role
characterized by
and roles of
mutual trust, respect
subordinates in the
for subordinates’ ideas
search for goal and regards for their
attainment feelings

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 Four basic leadership styles

 High consideration and High initiating structure

 High consideration and Low initiating structure
 Low consideration and High initiating structure
 Low consideration and Low initiating structure

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 The Michigan Leadership Studies
(late 40-s – early 50-s)

 The Michigan leadership studies defined job-

centered and employee–centered
leaderships as opposite ends of a single
leadership dimension
Employee-oriented leader emphasizes
interpersonal relations
Job-centered leader emphasizes technical
aspects of the job

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Blake & Moutoun’s Managerial/
Panel 14.5
Leadership Grid Model
High 1,9 Country 9,9 Team
club
Concern for people

5,5 Middle-
of-the-road

Impoverished Task 9,1

1,1

Low
Low High

Concern for production

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 The Managerial Grid
developed by Blake and Mouton

 1.1Impoverished Management
 1.9. County Club Management
 5.5 Middle of the Road Management
 9.1 Authority-Obedience
 9.9 Team Management

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 Contingency Approach

Contingency
Approach effective
leadership behavior
depends on the
situation at hand

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 Contingency (Situational)Theories

 The Fiedler contingency model

 Hersey and Blanchard’s situational theory
 Leader-member exchange theory
 The path-goal theory
 Vertical Dyad Linkage Model

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 Fiedler contingency model

Effective groups depend upon 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

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 3 variables that affect the style
( Contingency Dimensions):

 Leader-member relations: the degree of

confidence, trust, and respect members have
in their leader
 Task structure: The degree to which the
job assignments are procedurized
 Position power: The degree of influence a
leader has over power variables such as
hiring, firing, discipline, promotions and salary
increases
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 LPC – least preferred co-worker

A supervisor's preferred style can be assessed

by using this questionnaire (LPC), developed
by Fiedler. It measures whether a person is
task or relationship oriented.

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 Fiedler’s situational variables & preferred
leadership styles

Situation 1 11 111 1Y Y Y1 Y11 Y111

Leader- good Good Good Good Poor Poor Poor poor

member
relations
Task High High Low Low High High Low Low
structure
Position Stron Weak Strong Weak Stron Weak Strong Weak
power g g

Very Very
Favorable unfavor
25 able
 Task vs. Relationship

Is best under
Task-oriented Leadership
situations of
high
Relationship-oriented or low control
Leadership Is best under
situations of
moderate control

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 Leadership actions to change situations
(modifying Leader-Member relations)

 Spend more-or less informal time (lunch, leisure

activities) with your subordinates.
 Request for particular people to work
 Volunteer to direct difficult or troublesome
subordinates
 Suggest to carry out transfers of particular
subordinates into or out of your unit
 Raise morale by obtaining positive
outcomes(special bonuses, time off, attractive
jobs) for subordinates

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 Leadership actions to change situations
(modifying Task Structure)

If you wish to work with less-structured tasks:

1. Ask your boss whenever possible to give you new or
unusual problems & let you figure out how to get then
done.
2. Bring the problems & tasks to your group members
& invite them to work with you on the planning &
decision-making phases of the tasks
–If you wish to work with more highly-structures tasks:
1.Ask your superior to give you whenever possible tasks
that are more structures or to give you more detailed
instructions
2.Break the job down into smaller subtasks that can be
more highly structured
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 Leaders action to change
situation(modifying position power)

To raise your position power

1. Show your subordinates who’s boss by exercising fully
the powers that the organization provides.]
2. Make sure that info to your group gets channeled
through you.
To lower your position power
1. Call on members of your group to participate in
planning and decision-making functions

29 2. Let your assistants exercise relatively more power.

 Path-Goal Leadership Model

Path-goal Leadership Model holds that the

effective leader clarifies paths through which
subordinates can achieve goals, both
organizational and personal
1. Clarifying the paths
2. Removing barriers
3. Increasing opportunities for personal
satisfaction

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 Contingency factors

Followers Characteristics Environmental factors

 Locus of control
 Task structure
 Experience
 Authority system
 Perceived ability
 Work group
 Need for achievement

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 Leader Behavioral Style
 Participative leader consults with followers and
uses their suggestions before making a decision
 Directive leader lets followers know what is
expected of them, schedules work to be done, and
gives guidance as to how to accomplish tasks
 Supportive is friendly and shows concern for the
needs of followers
 Achievement oriented leader sets challenging
goals and expects followers to perform at their
highest level.

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 The Hersey and Blanchard
Contingency Approach(1988)

A situational model of leadership which

suggests that leader style should be varied
according to the readiness (maturity) of
followers to direct their own actions

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 Two facets of subordinates behavior:

Task-related readiness subordinates skills, and

abilities that enable them to do a job without
leader guidance
Psychological readiness: subordinate
characteristics that make them willing to accept
the responsibility of working without leader
guidance
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 4 Stages of Maturity

 M1. People are both unable and unwilling to

take responsibility to do smth
 M2. People are unable but willing to do the
necessary job tasks
 M3. People are able but unwilling to do what the
leader wants.
 M4. People are both able and willing to do what
is asked of them

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 Basic Leadership Styles:
 Telling – high on task behavior and low on
relationship
 Selling – high on both task-oriented and
relationship-oriented behavior
 Participating –A low degree of task-orientation but
a high degree of relationship-oriented behavior
 Delegating – low task orientation and low
relationship orientation

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 Hersey and Blanchard’s
Panel 14.6
Situational Leadership Model
Leader Behavior

High
Participating Selling
S3 S2
Relationship Behavior

Share ideas and Explain decisions and

(supportive behavior)

facilitate in provide opportunity for

decision making clarification

Delegating Telling
S4 S1
Turn over Provide specific
responsibility for instructions and closely
decisions and supervise performance
implementation
Low

Low Task Behavior High

Follower Readiness
High Moderate Low
R4 R3 R2 R1

Follower-Directed Leader-Directed
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 The Vertical Dyad Linkage Model

The leader’s perception of followers influences

the leader’s behaviour, which then influences
the followers’ behavior

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 The Vertical Dyad Linkage Model

In-group members: Out-group members:

have a common bond have less in common
and value system and with the leader and
interact with the leader don’t share with him
 They are likely to get much.
 Receive less
bore challenging
assignments and more challenging
rewards assignments, little
positive reinforcement.

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 Transactional vs Transformational
Leadership
 Transactional leaders  Transformational
- guide or motivate leaders - provide
their followers in the individual
direction of consideration and
established goals by intellectual stimulation
clarifying role and task and possess charisma.
requirement. Approach Approach most
s most appropriate to appropriate in times of
stable conditions significant
organizational change

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 Characteristics of Leaders
Transactional leaders Transformational leaders
 Contingent Rewards  Charisma
 Management by  Inspiration
exceptions  intellectual stimulation
 Laisser-Faire  Individual
Consideration

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 Transformational leader
 Charisma: provides vision and sense of mission,
instills pride, gains respect and trust

 Inspiration: communicates high expectations,

uses symbols to focus efforts, expresses important
purposes in simple ways.
 intellectual stimulation: ability to energize
followers to do something, promote creativity,
innovation
 consideration and sensitivity to followers:
close attention to followers and their differences

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 Charismatic Leadership
 Charismatic Leader
A leader who has the ability to motivate
subordinates to transcend their expected
performance

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 Phenomena associated with
charismatic leadership

 Followers full-heartedly, even blindly,

trusting the correctness of the leader's
beliefs
 Followers feeling affection to the leader and
obeying the leader willingly
 Followers feeling an emotional involvement
in the mission they are led into

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  Substitutes for leadership reduce the
need for leaders
 Neutralizers counteract leadership
behavior and prevents the leader from
displaying certain behaviors
 Enhancers strengthen the effects of
leader behavior on subordinates.
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 Substitutes and neutralizers for
leadership

CHARACTERISTICS CONSIDERATION STRUCTURING (task)

(relationship
)

Subordinates

Experience and ? Substitute

1. 1. 1.
Training

Professionalism
46 2. 2. Substitute
2. Substitute
 Substitutes and neutralizers for
leadership

CHARACTERISTICS CONSIDERATION STRUCTURING

Task

1. Unambiguous  ?
1. Substitute

2. Direct feedback for  ?

47 task
 Substitutes and neutralizers for
leadership

Consideration Structuring
Organizational
Substitute Substitute
Cohesive team 1. 1.
1.
Neutralizer
Leader's lack of 2.
2.
Neutralizer
power 2.
?
3. Standardization and 3.
formalization Substitute
3.
Organizational ?
48 4. 4.