LeadershipLeadership

Ahmed Ali QureshiAhmed Ali Qureshi

SourcesSources

http://http://www.nwlink.com/~donclark/leader/lwww.nwlink.com/~donclark/leader/leadstl.htmleadstl.html

Stockholm SyndromeStockholm Syndrome Memory ImprintMemory Imprint Attitude and BehaviourAttitude and Behaviour

QuotesQuotes

Don't tell people how to do things, Don't tell people how to do things, tell them what to do and let them tell them what to do and let them surprise you with their surprise you with their results.results.George S. PattonGeorge S. Patton

Leadership is the art of getting Leadership is the art of getting someone else to do something you someone else to do something you want done because he wants to do want done because he wants to do it.it.Dwight EisenhowerDwight Eisenhower

I must follow the people. Am I not I must follow the people. Am I not their leader?their leader?Benjamin DisraeliBenjamin Disraeli

Delegating work works, provided the Delegating work works, provided the one delegating works, too.one delegating works, too.Robert Robert HalfHalf

JAWAHARLAL NEHRUJAWAHARLAL NEHRU::A leader or a A leader or a man of action in a crisis almost man of action in a crisis almost always acts subconsciously and then always acts subconsciously and then thinks of the reasons for his action.thinks of the reasons for his action.

JOHN QUINCY JOHN QUINCY ADAMSADAMS::If your If your actions inspire others to dream actions inspire others to dream more, learn more, do more and more, learn more, do more and become more, you are a leader.become more, you are a leader.

ROSALYNN CARTERROSALYNN CARTER::A leader takes A leader takes people where they want to go. A people where they want to go. A great leader takes people where great leader takes people where they don't necessarily want to go but they don't necessarily want to go but ought to be.ought to be.

http://http://psychology.about.com/od/leadership/psychology.about.com/od/leadership/p/leadtheories.htmp/leadtheories.htm

LeadershipLeadership

Born or MadeBorn or Made MBA/BBA/Leadership diplomasMBA/BBA/Leadership diplomas Too Many qualities of leaders-so-farToo Many qualities of leaders-so-far

LeadershipLeadership

Born or MadeBorn or Made MBA/BBA/Leadership diplomasMBA/BBA/Leadership diplomas Too Many qualities of leaders-so-farToo Many qualities of leaders-so-far

In which one person influences In which one person influences subordinates subordinates

Sources of PowerSources of Power

CoerciveCoercive RewardReward LegitimateLegitimate ExpertExpert ReferentReferent

Assumption about PeopleAssumption about People

Theory X & Theory YTheory X & Theory Y Theory XTheory X People basically dislike People basically dislike

work, are lazy and will avoid work, are lazy and will avoid work if possiblework if possible

For above reasons they must For above reasons they must be coerced, threatened and be coerced, threatened and closely directed and closely directed and controlled to ensure controlled to ensure minimum performanceminimum performance

Most people like to be Most people like to be managed with policies, rules managed with policies, rules and close control by and close control by someone in an authoritative someone in an authoritative positionposition

Most people are possible, Most people are possible, low risk takers and low risk takers and therefore prefer job security therefore prefer job security to any other element of work to any other element of work life.life.

Theory YTheory Y People do not avoid work People do not avoid work

because they like it. Work is because they like it. Work is as natural as eating, sleeping as natural as eating, sleeping and playing.and playing.

Given the proper Given the proper environment, people will seek environment, people will seek responsibility and be very responsibility and be very creative in their work.creative in their work.

When organizational When organizational objectives are congruent with objectives are congruent with personal goals, people will be personal goals, people will be highly motivated to work and highly motivated to work and exercise substantial self exercise substantial self direction and control.direction and control.

Peoples commitment to the Peoples commitment to the organizational objectives is a organizational objectives is a function of the rewards they function of the rewards they receive for achievement.receive for achievement.

Theory ZTheory Z

Both assumptions are correct at Both assumptions are correct at different times with deifferent different times with deifferent peoplepeople

Different School of Different School of ThoughtThought

Trait School of ThoughtTrait School of Thought Behavior School of ThoughtBehavior School of Thought Situational School of ThoughtSituational School of Thought

Great Man TheoryGreat Man Theory

Leaders were born not madeLeaders were born not made Focused on personal traits of leaders.Focused on personal traits of leaders. Tried to differentiate Tried to differentiate

Leaders from followersLeaders from followers Successful leaders from unsuccessful leadersSuccessful leaders from unsuccessful leaders

By personal traits.By personal traits. PhysicalPhysical IntellectualIntellectual PersonalityPersonality etcetc

Stogdill’s Trait FactorsStogdill’s Trait Factors

Study of 5000 studiesStudy of 5000 studies Result: no consistent traitsResult: no consistent traits Generally categorized in 5Generally categorized in 5

Intelligence and scholarship Intelligence and scholarship PersonalityPersonality Social status and experienceSocial status and experience Tasks orientationTasks orientation Physical traitsPhysical traits

Napoleon

Hitler

Golda Meir

Ghiselli’s personal traitsGhiselli’s personal traits

300 managers from 90 companies.300 managers from 90 companies.Very important

1. Decisiveness

2. Intellectual capacity

3. Job achievement orientation

4. Self-actualization feelings

5. Self-confidence

6. Management ability-team builder.

Moderately important

1. Affinity for working class

2. Drive and initiative

3. Need for a lot of money

4. Need for job security

5. Personal Maturity

Almost no importance

1. Masculinity versus femininity

Problem

1. Several traits are interdependent

2. How much of one trait

Combining the TraitsCombining the Traits

Generally, the leader is bright, usually Generally, the leader is bright, usually somewhat more intelligent than the somewhat more intelligent than the

followers. The leader excels at academic followers. The leader excels at academic (structured) tasks, perseveres, displays (structured) tasks, perseveres, displays carefulness, the leader is dependable, carefulness, the leader is dependable,

someone who can be rusted to exercise someone who can be rusted to exercise responsibilities appropriately. The leader is responsibilities appropriately. The leader is

more rather than less gregarious, slightly more rather than less gregarious, slightly extroverted, and actively participates in his extroverted, and actively participates in his

or her social structure. And the leader is or her social structure. And the leader is usually of upper, or upper middle, usually of upper, or upper middle,

socioeconomic status. socioeconomic status.

Behavioral TheoriesBehavioral Theories

Why Behavioral Why Behavioral Theories?Theories?

Inconsistencies of trait studies of Inconsistencies of trait studies of leadership effectiveness.leadership effectiveness.

Research started working on Research started working on behavioral patterns or styles.behavioral patterns or styles.

•Behaviorist thought suggests that there is one best style of all organization settings.

•They tried to proof it.

Behavioral TheoristsBehavioral Theorists

Contend that leadership style is Contend that leadership style is oriented towards eitheroriented towards either Job centeredJob centered Employee centered Employee centered

Several Research in b/w Several Research in b/w these extremesthese extremes

Job CenteredJob Centered PlanningPlanning OrganizingOrganizing DelegatingDelegating Making decisionsMaking decisions Evaluating Evaluating

performanceperformance Exercising close Exercising close

managementmanagement

Employee centeredEmployee centered FriendlyFriendly Open relationshipsOpen relationships Very personal to Very personal to

theirtheir Social needsSocial needs Personal needsPersonal needs

Leader ContinuumLeader Continuum Lewin, Lippitt and White (1939)Lewin, Lippitt and White (1939) This early study was very influential and This early study was very influential and

established three major leadership established three major leadership styles. styles.

Identified three basic styles of leadershipIdentified three basic styles of leadership AuthoritarianAuthoritarian DemocraticDemocratic Laissez-fair leaderLaissez-fair leader

Further research has identified more Further research has identified more specific types of leadership.specific types of leadership.

The ExperimentThe Experiment

The children were then led in an arts The children were then led in an arts and crafts project. and crafts project.

Researchers then observed the Researchers then observed the behavior of children in response to behavior of children in response to the different styles of leadership.the different styles of leadership.

I want both of you to. . . I want both of you to. . .

Authoritative/AutocraticAuthoritative/Autocratic They provide clear expectations for what needs to be done, They provide clear expectations for what needs to be done,

when it should be done, and how it should be done. when it should be done, and how it should be done. There is also a clear division between the leader and the There is also a clear division between the leader and the

followers. followers. Authoritarian leaders make decisions independently with Authoritarian leaders make decisions independently with

little or no input from the rest of the group.little or no input from the rest of the group. Researchers found that decision-making was less creative Researchers found that decision-making was less creative

under authoritarian leadership. under authoritarian leadership. Lewin also found that it is more difficult to move from an Lewin also found that it is more difficult to move from an

authoritarian style to a democratic style than vice versa. authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, Abuse of this style is usually viewed as controlling, bossy,

and dictatorial.and dictatorial. Authoritarian leadership is best applied to situations Authoritarian leadership is best applied to situations

where there is little time for group decision-making or where there is little time for group decision-making or where the leader is the most knowledgeable member of where the leader is the most knowledgeable member of the groupthe group

Lets work together to solve Lets work together to solve thisthis

Participative Leadership / Participative Leadership / DemocraticDemocratic

Generally the most effective leadership style. Generally the most effective leadership style. Democratic leaders offer guidance to group Democratic leaders offer guidance to group

members, but they also participate in the group members, but they also participate in the group and allow input from other group members. and allow input from other group members.

In Lewin’s study, children in this group were less In Lewin’s study, children in this group were less productive than the members of the productive than the members of the authoritarian group, but their contributions were authoritarian group, but their contributions were of a much higher quality.of a much higher quality.

Participative leaders encourage group members Participative leaders encourage group members to participate, but retain the final say over the to participate, but retain the final say over the decision-making process. decision-making process.

Group members feel engaged in the process and Group members feel engaged in the process and are more motivated and creative.are more motivated and creative.

You take care of the You take care of the problem, While I go…problem, While I go…

Delegative / Laissez-FaireDelegative / Laissez-Faire

Researchers founds that children under Researchers founds that children under delegative (laissez-fair) leadership were the least delegative (laissez-fair) leadership were the least productive of all three groups. productive of all three groups.

The children in this group also made more The children in this group also made more demands on the leader, showed little cooperation, demands on the leader, showed little cooperation, and were unable to work independently.and were unable to work independently.

Delegative leaders offer little or no guidance to Delegative leaders offer little or no guidance to group members and leave decision-making up to group members and leave decision-making up to group members. group members.

While this style can be effective in situations While this style can be effective in situations where group members are highly qualified in an where group members are highly qualified in an area of expertise, it often leads to poorly defined area of expertise, it often leads to poorly defined roles and a lack of motivation. roles and a lack of motivation. 

Autocrat

Democrat

Laissez-faire

Benevolent Autocrat

Leader ContinuumLeader Continuum

Benevolent AutocratBenevolent Autocrat

Robert McMurryRobert McMurry She is the leader whoShe is the leader who

Listens carefully to followersListens carefully to followers Gives the impression of being Gives the impression of being

democraticdemocratic But always makes his or her own But always makes his or her own

personal decisionpersonal decision

……

According to the researcher According to the researcher democratic leadership style is democratic leadership style is Too slowToo slow Unworkable in fast moving business worldUnworkable in fast moving business world

Benevolent autocrat isBenevolent autocrat is PowerfulPowerful PrestigiousPrestigious Respected and thusRespected and thus Able to move faster and more effectively Able to move faster and more effectively

in a firmin a firm

Ohio State StudiesOhio State Studies

After world war IIAfter world war II One of the most widely known One of the most widely known

leadership studiesleadership studies To explore To explore

the determinants of successful the determinants of successful leadership behaviourleadership behaviour

To investigate the effect of various To investigate the effect of various leadership styles on group performance leadership styles on group performance and job satisfactionand job satisfaction

Results of Ohio State Results of Ohio State StudiesStudies

They identified two major factors or They identified two major factors or dimension of with which leaders are dimension of with which leaders are concernedconcerned Initiating structureInitiating structure considerationconsideration

Initiating structuresInitiating structures Degree to which Degree to which

leaders are concerned leaders are concerned with with organization structureorganization structure Definition of jobs to be Definition of jobs to be

donedone Pressure for work Pressure for work

outputoutput Definition of Definition of

communication communication channelschannels

Evaluation of group Evaluation of group outputoutput

Consideration Consideration involves the involves the leaders concern forleaders concern for Mutual trustingMutual trusting Respectful Respectful

relationshipsrelationships FriendshipFriendship Employee supportEmployee support Effective informal Effective informal

communicationcommunication

Ohio State Leader GridOhio State Leader Grid

High consideration

2

Low Structure

……

According to researchersAccording to researchers Most effective leadership study would Most effective leadership study would

be the one that had a high concern for be the one that had a high concern for both consideration and structureboth consideration and structure

However, results indicated that no However, results indicated that no single style was the most effective in single style was the most effective in all instancesall instances

Some findings revealed that a high structure Some findings revealed that a high structure high consideration style was associated with high consideration style was associated with performance and employee satisfactionperformance and employee satisfaction

Other studies indicated that this style resulted Other studies indicated that this style resulted in excessive absenteeism, low employee in excessive absenteeism, low employee satisfaction and poor performance ratings by satisfaction and poor performance ratings by the leaders superior.the leaders superior.

It was also discovered that subordinate rated It was also discovered that subordinate rated their leaders effectiveness not on the style but their leaders effectiveness not on the style but on the situation in which a particular style was on the situation in which a particular style was used. used.

Most importantly…Most importantly…

Military leaders who were rated high Military leaders who were rated high on consideration were considered on consideration were considered less effective than structure oriented less effective than structure oriented officers.officers.

University of Michigan ReseUniversity of Michigan Research arch 

Two similar aspects of leadership Two similar aspects of leadership style that correlate with style that correlate with effectiveness were revealed in this effectiveness were revealed in this research:research: Employee OrientationEmployee Orientation Production orientationProduction orientation

……

Employee Employee OrientationOrientation The human-The human-

relations aspectrelations aspect In which employees In which employees

are viewed as are viewed as human beings with human beings with individual, personal individual, personal needsneeds

Production Production OrientationOrientation Stress on Stress on

production and the production and the technical aspects of technical aspects of the jobthe job

With employees With employees viewed as the viewed as the means of getting means of getting the work done.the work done.

……

Gary M. Yukl and ColleaguesGary M. Yukl and Colleagues Felt that there was a void in existing Felt that there was a void in existing

descriptions of leader behaviour.  descriptions of leader behaviour.   They did not provide specific guidelines They did not provide specific guidelines

for behaviour in varying situations. for behaviour in varying situations.    He and his colleagues isolated eleven He and his colleagues isolated eleven

leadership behaviours which fall into leadership behaviours which fall into four broad categoriesfour broad categories

……

……Building Relationships1.       Networking2.       Supporting3.       Managing conflict 

Influencing People4.       Motivating5.       Recognising and rewarding 

Making Decisions6.       Planning and organising7.       Problem solving8.       Consulting and delegating 

Giving / Seeking Information9.       Monitoring operations and environment10.   Informing11.   Clarifying roles

The Leadership GridThe Leadership Grid Robert Blake and Jane Mouton Robert Blake and Jane Mouton Focusing on production/relationship Focusing on production/relationship

orientations uncovered in orientations uncovered in the Ohio State and Michigan University sthe Ohio State and Michigan University studies.tudies.

They went a little further by creating a They went a little further by creating a grid based on Leaders’ concern for grid based on Leaders’ concern for people (relationships) and production people (relationships) and production (tasks).  (tasks).  

It theory suggest there is a best way to It theory suggest there is a best way to lead people the 9,9 way. lead people the 9,9 way.

……

The Major Leadership Grid Styles

1,1        Impoverished management. Often referred to as Laissez-faire leadership.  Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts.  They do just enough to get by.1,9        Country Club management.  Managers in this position have great concern for people and little concern for production.  They try to avoid conflicts and concentrate on being well liked.  To them the task is less important than good interpersonal relations.  Their goal is to keep people happy.  (This is a soft Theory X approach and not a sound human relations approach.)9,1        Authority-Compliance.  Managers in this position have great concern for production and little concern for people.  They desire tight control in order to get tasks done efficiently. They consider creativity and human relations to be unnecessary.5,5        Organisation Man Management.  Often termed middle-of-the-road leadership. Leaders in this position have medium concern for people and production.  They attempt to balance their concern for both people and production, but they are not committed.9+9      Paternalistic “father knows best” management.  A style in which reward is promised for compliance and punishment threatened for non-complianceOpp  Opportunistic “what’s in it for me” management.  In which the style utilised depends on which style the leader feels will return him or her the greatest self-benefit.9,9        Team Management.  This style of leadership is considered to be ideal.  Such managers have great concern for both people and production.  They work to motivate employees to reach their highest levels of accomplishment.  They are flexible and responsive to change, and they understand the need to change. 

Likert’s four SystemsLikert’s four Systems

Likert studied leadership fromLikert studied leadership from Employee centeredEmployee centered Job centeredJob centered

He studied thousands of leaders and He studied thousands of leaders and employees from business, employees from business, government and medical government and medical organizational to reach his organizational to reach his conclusions.conclusions.

Likert’s ConclusionLikert’s Conclusion

““Supervisors with the best records of Supervisors with the best records of performance focus their primary performance focus their primary

attention on the human aspects of attention on the human aspects of their subordinates’ problems and on their subordinates’ problems and on endeavoring to build effective work endeavoring to build effective work

groups with high performance groups with high performance goals” goals”

Characteristics of Characteristics of Leadership Style / SystemLeadership Style / System

Character of motivational forcesCharacter of motivational forces Character of communication processCharacter of communication process Character of interaction-influence Character of interaction-influence

processprocess Character of decision-making processCharacter of decision-making process Character of goal setting or orderingCharacter of goal setting or ordering Character of control processesCharacter of control processes Performance characteristics Performance characteristics

System 1System 1 Called exploitve-authoritative Called exploitve-authoritative Analgous to Analgous to

AutocraticAutocratic 9,1 task9,1 task High structure, low-consideration styleHigh structure, low-consideration style

Fear is used as a motiveFear is used as a motive Communication is mostly downwardCommunication is mostly downward Little interaction is experiencedLittle interaction is experienced Decisions are made and ordered are issued Decisions are made and ordered are issued

by leader solelyby leader solely As per Likert productivity under this As per Likert productivity under this

system: mediocre.system: mediocre.

System 2System 2

Benevolent authoritativeBenevolent authoritative Imprvement over system 1Imprvement over system 1 Economic reward is used more than Economic reward is used more than

fear or motivation forcesfear or motivation forces Communicatioan is only slightly Communicatioan is only slightly

betterbetter Productivity is fair to goodProductivity is fair to good

System 3System 3 Consultative Consultative Is giant step toward what Likert considers Is giant step toward what Likert considers

to be the ideal leadership styleto be the ideal leadership style Productivity is goodProductivity is good Control is still primarily at the top but is Control is still primarily at the top but is

shared some with middle and lower shared some with middle and lower managermanager

Gorals are set after discusses with Gorals are set after discusses with subordinatessubordinates

Operating decision are made at lower levels Operating decision are made at lower levels in the organizationsin the organizations

System 4System 4 Participative group leadership styleParticipative group leadership style Considered by Likert and his colleagues as the Considered by Likert and his colleagues as the

optimal approach to leading all people in our optimal approach to leading all people in our dynamic and educated societydynamic and educated society

Motivation forces come from ego, economics Motivation forces come from ego, economics and group involvement in decision making and and group involvement in decision making and goal settinggoal setting

Extensive interactionExtensive interaction High degree of mutual trust and respectHigh degree of mutual trust and respect Management controls are widely self-Management controls are widely self-

monitored and productivity is excellent under monitored and productivity is excellent under this system of leadership.this system of leadership.

Situational Situational TheoriesTheories

The main questionThe main question

What single leadership style is most What single leadership style is most effective in all organizational effective in all organizational settings…?settings…?

Situational theorist believe thatSituational theorist believe that Successful leadership depends on the Successful leadership depends on the

relationship between the organizational relationship between the organizational situation and the leader’s stylesituation and the leader’s style

Goal of situational leader theorists is Goal of situational leader theorists is to predict the most effective to predict the most effective leadership style under varying leadership style under varying circumstances.circumstances.

Organizational SituationOrganizational Situation

ClimateClimate Mangers’ and subordinates’ valuesMangers’ and subordinates’ values AttitudesAttitudes ExperienceExperience Nature of particular work to be Nature of particular work to be

accomplishedaccomplished Time and moneyTime and money

Hersey and Blanchard’s Hersey and Blanchard’s situational leadershipsituational leadership

Their basic thesisTheir basic thesis The most effective leadership style The most effective leadership style

should vary with the maturity level should vary with the maturity level of the subordinates. of the subordinates.

Identified two major concerns of a Identified two major concerns of a leaderleader Task behaviorTask behavior Relationship behaviour. Relationship behaviour.

……

Task behaviourTask behaviour It is the extent to It is the extent to

which leaders engage which leaders engage in one way in one way communication with communication with subordinates by subordinates by explaining what each explaining what each follower is to do, follower is to do, when to do and when to do and where and how the where and how the tasks are tasks are accomplished. accomplished.

Relationship Relationship behaviourbehaviour

The manner in which The manner in which leaders engage in two leaders engage in two way communication way communication with subordinates by with subordinates by providing socio-providing socio-emotional support, emotional support, psychological psychological “strokes” and “strokes” and facilitating behaviorfacilitating behavior

Maturity Level according to Maturity Level according to HerseyHersey

The need for a achievement or The need for a achievement or motivation level of subordinates – that is, motivation level of subordinates – that is, their desire and capacity to set high but their desire and capacity to set high but attainable goals.attainable goals.

Subordinates’ willingness and ability to Subordinates’ willingness and ability to accept more responsibilityaccept more responsibility

Education and/or experience of Education and/or experience of subordinates with respect for subordinates with respect for achievement motivation level of to the achievement motivation level of to the job.job.

……

These maturity levels refer only to a These maturity levels refer only to a specific task to be performed, which specific task to be performed, which suggest that an individual or a group suggest that an individual or a group is not totally mature or immature in is not totally mature or immature in any organizational sense. any organizational sense.

E.g student – test taking – E.g student – test taking – interviewing for jobs, thus professor interviewing for jobs, thus professor should guideshould guide

Fiedler’s contigency Fiedler’s contigency modelmodel

Fiedler and his associates were Fiedler and his associates were among the first to develop a among the first to develop a contingency leadership model.contingency leadership model.

Described leaders in terms ofDescribed leaders in terms of Relationship Relationship TasksTasks Motivated behaviourMotivated behaviour

Leadership style effectiveness Leadership style effectiveness depends on relationship and task depends on relationship and task motivated behavior and their motivated behavior and their interaction with following three interaction with following three variablesvariables Leader member relationLeader member relation Task structureTask structure Position powerPosition power

……

Leader member Leader member relationrelation

Leaders acceptance Leaders acceptance by group members, by group members, whether it is based whether it is based on referent, on referent, expertise or friendly expertise or friendly legitimate sources.legitimate sources.

Relations can be Relations can be good or poorgood or poor

Position power Position power refers to the refers to the

LegitimateLegitimate Coercive Coercive Reward powerReward power

Tannenbaum and Schmidt’s Tannenbaum and Schmidt’s situational continuumsituational continuum

Leadership in terms of choices Leadership in terms of choices managers may make regarding managers may make regarding subordinates’ participation in subordinates’ participation in decision making. decision making.

Depending uponDepending upon Forces in the managerForces in the manager Forces in the subordinateForces in the subordinate Forces in the situationForces in the situation

Forces in the ManagerForces in the Manager

The manager’s value systemThe manager’s value system Confidence in subordinatesConfidence in subordinates Leadership inclinationsLeadership inclinations Feelings of security in an uncertain Feelings of security in an uncertain

situation.situation.

Forces in the Forces in the subordinatesubordinate

ExpectationsExpectations Need for independenceNeed for independence Readiness to assume decision-making Readiness to assume decision-making

responsibilityresponsibility Tolerance for ambiguity in task definitionTolerance for ambiguity in task definition Interest in the problemInterest in the problem Ability to understand and identify with the Ability to understand and identify with the

goals of the organisationgoals of the organisation Knowledge and experience to deal with the Knowledge and experience to deal with the

problem.problem.

Forces in the SituationForces in the Situation

Type of organisationType of organisation Effectiveness of the groupEffectiveness of the group The problem itself (the task)The problem itself (the task) Time pressure.Time pressure.

The Path-goal Theory of The Path-goal Theory of leadershipleadership

Robert House & Terence MitchellRobert House & Terence Mitchell

……

They proposed that leadership They proposed that leadership effectiveness is contingent upon two effectiveness is contingent upon two basic propositionsbasic propositions Leadership effectiveness is determined by Leadership effectiveness is determined by

the extent subordinates believe leader the extent subordinates believe leader behavior will immediately on ir in the future behavior will immediately on ir in the future be a source of satisfactionbe a source of satisfaction

Leadership behaviour will positively effect Leadership behaviour will positively effect subordinates’ output if it provides ample subordinates’ output if it provides ample coaching, support, guidance and rewards for coaching, support, guidance and rewards for performance.performance.

……

According to the goal-path theory According to the goal-path theory there are four primary styles of there are four primary styles of leadership:leadership:   Directive Leadership:Directive Leadership: Supportive LeadershipSupportive Leadership Achievement-oriented LeadershipAchievement-oriented Leadership Participative LeadershipParticipative Leadership

Directive LeadershipDirective Leadership

The leader explains the performance goal and provides specific rules and regulations to guide subordinates toward achieving it.

Supportive LeadershipSupportive Leadership

The leader displays personal concern for subordinates.  This includes being friendly to subordinates and sensitive to their needs.

Achievement-oriented Achievement-oriented LeadershipLeadership

The leader emphasises the achievement of difficult tasks and the importance of excellent performance and simultaneously displays confidence that subordinates will perform well.

Participative LeadershipParticipative Leadership

The leader consults with subordinates about work, task goals, and paths to resolve goals.  This leadership style involves sharing information as well as consulting with subordinates before making decisions.

Leadership decision Leadership decision theorytheory

Victor Vroom and Phillip YettonVictor Vroom and Phillip Yetton Researched leadership style in the Researched leadership style in the

context of how much participation context of how much participation the leader should allow subordinates the leader should allow subordinates in making decisionsin making decisions

Identified five leadership styles Identified five leadership styles based on the degree of employee based on the degree of employee participation and power in making participation and power in making organizational decisionsorganizational decisions Autocratic IAutocratic I Autocratic IIAutocratic II Consultive IConsultive I Consultive IIConsultive II Group IIGroup II

The model suggests that seven The model suggests that seven question smust be answered to question smust be answered to determine themost approiate determine themost approiate leadersho style fo r any given leadersho style fo r any given mangerial decisionmangerial decision

How important is the quality of the decisoinHow important is the quality of the decisoin Do I possessadquate information and Do I possessadquate information and

sifficient expertise to make a high quality sifficient expertise to make a high quality decisiondecision

How sturcuted ithe problem or to what How sturcuted ithe problem or to what extenet istheproblem highly structuredextenet istheproblem highly structured

Are acceptance o the decisio by Are acceptance o the decisio by subordinates and their commitment to the subordinates and their commitment to the decision crtical to the effective decision crtical to the effective implrmentation fo the decision. implrmentation fo the decision.

Would I make the decision by myself and Would I make the decision by myself and can ib e certain that it would be can ib e certain that it would be accpeted by my suborindates and accpeted by my suborindates and receive heir wholehearted commitment?receive heir wholehearted commitment?

How motivatd are the subordinates to How motivatd are the subordinates to atainorganizational goals as they are atainorganizational goals as they are represented in this problemrepresented in this problem

Will conflict be likely among Will conflict be likely among subordinates int eh preferred solution subordinates int eh preferred solution and decisions to this problem and decisions to this problem