Post on 21-Apr-2018
transcript
MGT 321: WASIK ALI KHAN LEADERSHIP
What is Leadership
The ability to influence a group toward the achievement of a vision or
set of goals
• Managers get formal rights
• Not all leaders are managers
• Not all managers are leaders
• Non-sanctioned Leadership
– The ability to influence that arises outside the formal structure of the
organisation
• Emergence or Formal Appointment
MGT 321: WASIK ALI KHAN LEADERSHIP
Leaders need to…
• Challenge the status quo
• Create visions of the future
• Inspire organisational member to want to achieve the visions
Need managers to
• Formulate detailed plans
• Create efficient organisational structures
• Oversee day-to-day operations
MGT 321: WASIK ALI KHAN LEADERSHIP
Trait Theories
Theories that consider personal qualities and characteristics that differentiate
leaders from nonleaders
Extraversion most important trait
Sociable and Dominant people more likely to assert themselves
Conscientiousness and openness – strong relationship with leadership
However,
Traits do better job at predicting the emergence and appearance of a leader
Not so much at distinguishing between effective and ineffective leaders
MGT 321: WASIK ALI KHAN LEADERSHIP
Behavioural Theories
Theories proposing that specific behaviours differentiate leaders from
nonleaders and implied we could train people to be leaders
Two Dimensions
• Initiating Structure
• Consideration
MGT 321: WASIK ALI KHAN LEADERSHIP
Two Dimensions based on Ohio State Studies
• Initiating Structure: the extent to which a leader is likely to define and
structure his or her role and those of subordinates in the search of goal
attainment
– Assigns members to a particular task
– Expects members to maintain definite standard
– Emphasizes the meeting of deadlines
• Consideration: is the extent to which a person’s job relationships are
characterised by mutual trust, respect for subordinates’ ideas and regard
for their feelings
MGT 321: WASIK ALI KHAN LEADERSHIP
Two Dimensions based on Michigan Group
• Employee-oriented Leader
– Emphasizes interpersonal relations, takes a personal interest in the
needs of employees and accepts individual difference among
members
• Production-oriented Leader
– Emphasizes technical or task aspects of the job
MGT 321: WASIK ALI KHAN LEADERSHIP
The Fiedler Model
Proposes that effective group performance depends in the proper match between
the leader’s style and the degree to which the situation gives the leader control
Identifying Leadership Style
Least preferred questionnaire
Defining the situation
Three situational dimensions
1. Leader-member relations: confidence, trust and respect members have
2. Task Structure: degree to which job assignments are procedured
3. Position Power: influence a leader has over hiring, firing, discipline, promotions
MGT 321: WASIK ALI KHAN LEADERSHIP
Two ways to improve leader effectiveness (according to Fiedler)
1. Change the Leader to fit the situation
2. Change the situation to fit the leadership style
MGT 321: WASIK ALI KHAN LEADERSHIP
Other Contingency Theories
Situational Leadership Theory
– Focuses on follower’s readiness (the extent to which they are willing
and able to accomplish a specific task
• Unable and unwilling – give clear and specific directions (telling)
• Unable and willing – high task/relationship orientation (selling)
• Able and unwilling – supportive and participative style (Participating)
• Able and willing – doesn’t need to do much (Delegating)
MGT 321: WASIK ALI KHAN LEADERSHIP
Other Contingency Theories
Path Goal Theory
– States that it is the leader’s job to assist followers in attaining their
goals and to provide the necessary direction and/or support to ensure
that their goals are compatible with the overall objectives
• Directive Leadership when tasks are ambiguous and stressful
• Supportive Leadership when tasks are structured
• Directive Leadership redundant among high performers
MGT 321: WASIK ALI KHAN LEADERSHIP
Leader-Member Exchange (LMX) Theory
A theory that supports leaders’ creation of in-groups and out-
groups
Subordinates of in-group status will have higher performance ratings, less
turnover and greater satisfaction
Members are selected based on
• Demography
• Attitude
• Personality
Same gender leader-follower tend to have higher LMX
MGT 321: WASIK ALI KHAN LEADERSHIP
Charismatic Leadership
States that followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviours
Charisma: compelling attractiveness or charm that can inspire devotion in others
Are charismatic leaders born or Made?
Born
• personality and traits to be charismatic
Made
1. Develop an aura of charisma by maintaining an optimistic view
2. Using passion to generate enthusiasm
3. Communicate with the whole body, not just words
MGT 321: WASIK ALI KHAN LEADERSHIP
How do Charismatic Leaders influence followers?
1. Appealing vision
2. Formal articulation: vision statement
3. Set examples through words and actions
4. Engage in emotion-inducing and unconventional behaviour
MGT 321: WASIK ALI KHAN LEADERSHIP
Dark side of Charismatic Leaders
• At times, they let their personal goals override org. goals
• Charismatic leader isn’t always the answer
• Example: Hitler
– Pursued a vision that turned out to be disastrous
MGT 321: WASIK ALI KHAN LEADERSHIP
Transformational Leadership
Leaders who inspire followers to transcend their own self-interests and
who are capable of having a profound and extraordinary effect on
followers
Pay attention to the concerns and needs of individual followers
They change follower’s awareness of issues
Inspire followers to put out extra effort
Transactional and Transformational leadership complement each other
MGT 321: WASIK ALI KHAN LEADERSHIP
Authentic Leadership
Leaders who know who they are, know what they believe in and value,
and act on those values and beliefs openly and candidly
Primary quality is trust
Share info, encourage open communication and stick to ideals
Result: people come to have faith in them
MGT 321: WASIK ALI KHAN LEADERSHIP
Authentic Leadership: Ethics and Leadership
• Unethical leaders use charisma to enhance power over
followers, directed towards self-serving ends
• Ethical leaders use it in a socially constructive way to serve
other
• Leaders who treat followers fairly are seen as more effective
• Socialised Charismatic Leadership
– States that leaders convey values that are other centred versus self-
centred and who role-model ethical conduct
MGT 321: WASIK ALI KHAN LEADERSHIP
Servant Leadership
A leadership style marked by going beyond the leader’s own self-
interest and instead focusing on opportunities to help followers
grow and develop
Characteristic behaviours
• Listening, empathising, persuading, accepting stewardship
and developing follower’s potential
MGT 321: WASIK ALI KHAN LEADERSHIP
Trust and Leadership
Trust: a positive expectation that another will not act
opportunistically
• Not completely in control, but willing to take a chance
• Breaking trust can have serious effect on positive performance
MGT 321: WASIK ALI KHAN LEADERSHIP
How is trust developed?
1. Integrity – honesty and truthfulness
2. Benevolence – trusted person has your interest at heart even
if yours isn’t necessarily in line with theirs
3. Ability – encompasses an individual’s technical and
interpersonal knowledge and skills
MGT 321: WASIK ALI KHAN LEADERSHIP
Trust as a process
Trust Propensity refers to how likely a particular employee is to trust a
leader.
According to Exhibit 12-6
Leaders’ Trustworthiness and Follower’s propensity to trust leads to trust which,
in turn, leads to
• risk taking
• information sharing
• group effectiveness
• Productivity
Trust is built over a period of time
MGT 321: WASIK ALI KHAN LEADERSHIP
Consequences of Trust
• Trust encourages taking risks
• Trust facilitates information sharing
• Trusting groups are more effective
• Trust enhances productivity
MGT 321: WASIK ALI KHAN LEADERSHIP
Leading for the Future: Mentoring
Mentor: a senior employee who sponsors and supports a less
experienced employee, call a protégé
Present clear ideas, listen well and empathises with the protégé
Develops informally and formally
– Formal - not as effective due to mentor or protégé commitment
Usually with an assignment
Access to the attitudes of lower-ranking employees
Mentor – also to a build a powerful good network
MGT 321: WASIK ALI KHAN LEADERSHIP
Finding and Creating Effective Leaders
• Selecting Leaders
– Reviewing knowledge, skills and ability
– Personality tests
– High self-monitors, high emotional intelligence
• Training Leaders
– More successful with high self-monitors
– Implementation skills, trust building, mentoring, situational analysis
skills