Professional Documents
Culture Documents
Leadership in Organizations
Leadership in Organizations
Your Syllabus
LEADERSHIP Leadership and management
Perspectives on leadership: Trait, Behavioural, and Contingency Transactional vs. transformational leadership vs. charismatic leadership Leaders and mentorship
Leaders primarily are responsible for establishing an organizational mission, whereas managers primarily are responsible for implementing that mission through others. The intermediate steps formulating a strategy for the mission and increasing peoples commitment toward it tend to be performed by either leaders or managers. It is these overlapping functions that make the distinction between leaders and managers blurred in actual practice.
Leadership Theories
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Next to BEHAVIOURS
Do leaders behave in particular ways?
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Then to SITUATIONS
The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority.
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.
Ambition and energy The desire to lead Emotional Stability & Maturity Honesty and integrity Self-confidence Intelligence Job-relevant knowledge Power, Achievement & Affiliation Motivation
Leadership Characteristics
Leadership Style
An approach to leadership describing the ways in which leaders allocate influence to subordinates. This ranges from controlling everything (autocratic) to allowing others to make decisions for themselves (delegating). Between these two extremes are more participative forms of leadership consulting and make joint decisions.
Consultative
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Leadership Skills
Administrative
Skills
Skills
Communication Interpersonal
Skills
Conceptual
Skills
BEHAVIOURAL PERSPECTIVE OF
LEADERSHIP
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Behavioral Theories
Theories proposing that specific behaviors differentiate leaders from non-leaders.
Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.
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Behavioral Theories
Propose that specific behaviours differentiate leaders from others 1. Initiating Structure
This indicates a concern about defining the roles ir relationships within an organization, establishing well defined norms of organizations, channels of communication, and ways of getting a job done, and trying out new ideas and practice.
e.g., task-orientation, work-orientation, production-orientation
2. Consideration
1. This indicates friendship mutual trust, respect, and worth. A leader with this kind of behaviour is likely to be friendly and approachable, and likely to have a good rapport with subordinates.
employee needs and concerns
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3. Examples
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Research at Ohio University identified consideration and initiating structure as the dimensions of leadership behaviour
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Scandinavian Studies
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S2
Benevolent Authoritative
S3
Participative
S4
Democratic
Benevolent Authoritative
Condescending confidence and trust in subordinates Motivated by economic needs and moderately by desire for status Decisions made at all levels, always checked by upper level Orders issued but with comment opportunities
Democratic
Complete confidence and trust in subordinates Interaction with individuals and groups are high Decision making widely done throughout organization Except in emergencies, goals are usually established through group participation
Contingency Theories
Any of several theories that recognize that certain styles of leadership are more effective in some situations than others. Theories include
LPC Contingency Theory Situational Leadership Theory Path-Goal Theory Normative Decision Theory Substitutes for Leadership
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A theory suggesting that leader effectiveness is determined both by the competency of the leader and by the situation. LPC: Short for esteem for least preferred coworker, a personality variable distinguishing individuals with respect to their concern for people (high LPC) and their concern for production (low LPC). Situational determinants of effectiveness:
Leaders relations with group members Degree of structure in the task being performed Leaders position power
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Source: Fred E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1967), p. 41.
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Advice to Managers
Do not expect leaders to change their leader style from task-oriented to relationship-oriented or vice versa. Assign task-oriented leaders to very unfavorable or to very favorable situations. Assign relationshiporiented leaders to moderately favorable situations. If you or one of your subordinates is a relationshiporiented leader in a very unfavorable situation, try to increase the favorability of the situation by improving leader-member relations, increasing task structure by clarifying goals or ways to achieve goals, or raising levels of position power.
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Expectancy Theory
Determinants of Motivation
Expectancy: The belief that ones efforts will
likelihood of being rewarded in accord with his or her own level of performance.
Valence: The value a person places on the rewards
Path-Goal Theory
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Path-Goal Theory
A theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals. Four basic leadership styles:
Instrumental (directive): An approach focused on providing specific guidance and establishing work schedules and rules. Let followers know what is expected, schedule work for them, give specific guidance Supportive: A style focused on establishing good relations with subordinates and satisfying their needs. Be friendly and show concern for needs of followers Participative: A pattern in which the leader consults with subordinates, permitting them to participate in decisions. Consult with followers and use their suggestions to make decisions Achievement Oriented: An approach in which the leader sets challenging goals and seeks improvements in performance. Set challenging goals and expect followers to perform at their highest Copyright 2003, Prentice Hall levels
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Path-Goal Contingencies
Employee Contingencies
Skill/Experience Locus of Control
Directive Supportive Participative Achievement
low external low external high internal high internal
Environmental Contingencies
Task Structure Team Dynamics
Directive leadership will lead to greater satisfaction when tasks are ambiguous or stressful Supportive leadership results in high performance and satisfaction when employees are performing structured tasks Directive leadership is likely to be perceived as redundant among employees with high perceived ability or considerable experience Employees with an internal locus of control will be more satisfied with a participative style Achievement-oriented leadership will increase employees expectancies that effort will lead to high performance when tasks are ambiguously structured
Source: Adapted from Robbins, 2003
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Charisma
Charisma is a rare personal quality attributed to leaders who arouse fervent popular devotion and enthusiasm.
Charismatic Leadership
Charismatic Leaders
Qualities of Charismatic Leaders
Self-confidence A vision Extraordinary behavior Recognized as change agents Environmental sensitivity
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Transactional leadership
Leaders who favour this style create defined structures, including a clear chain of command. They work on the assumption that once a deal is struck between boss and subordinate, all authority passes on to the former, while responsibility rests with the latter.
Transformational leadership
Leaders are truly transformational when they increase the awareness of what is right, good, important and beautiful, when they help to elevate followers needs for achievement and self realization
Stimulation: Transformational leaders help their followers recognize problems and ways of solving them. Individualized Consideration: Transformational leaders give their followers the support, encouragement, and attention they need to perform their jobs well. Inspirational Motivation: Transformational leaders clearly communicate the importance of the companys mission and rely on symbols (e.g., pins and slogans) to help focus their efforts.
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Leaders as Mentors
Mentor
This is the term used to describe a favourite teacher, a wise master, an insightful friend, an experienced educator, a seasonal guide, or a guru.
Mentoring
The concept of mentoring relates to mental and emotional support and guidance given usually by an older person to a younger one, who is called a protg.
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THANK YOU
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