Leadership

Who are leaders.

Leaders Vs. Managers .

Trait Theories Of

leadership.

Behavioral Theories of

Leadership.

Contingency Theories of

Leadership.

Emerging Approaches to

Leadership

Who is Leader

A leader is "a person who influences a group of

people towards the achievement of a goal".

What is leadership?

Commanding people

Leading people

Influencing people

Guiding people

Managers Vs. LeadersManagers Leaders

Focus on things

Do things right

Plan

Organize

Direct

Control

Follows the rules

Focus on people

Do the right things

Inspire

Influence

Motivate

Build

Shape entities

Trait Theories Of Leadership

Theories that consider

personality, social,

physical, or intellectual

traits to differentiate

leaders from non leaders.

Leadership Traits:

• Ambition and energy

• The desire to lead

• Honest and integrity

• Self-confidence

• Intelligence

• High self-monitoring

• Job-relevant knowledge

Behavioral Theories of Leadership

Theories proposing that

specific behaviors

differentiate leaders from

non leaders.

• Trait theory:

Leaders are born, not

made.

• Behavioral theory:

Leadership traits can be

taught.

Behavioral Styles Studies

In the aspect of behavioral studies three studies are of more importance.

1) Kurt Lewin’s Studies.

2) Ohio State Group Studies.

3) University of Michigan Studies.

Kurt Lewin’s Studies

1. Autocratic Style {Good Quantity of Work}

2. Democratic Style. { high Performance+ Good Quality+ Good Quantity}

Democratic Consultative Leaders

Democratic participative

3. Laissez-faire {Poor Performance}

Ohio State StudiesInitiating Structure

The extent to which a leader is likely to define and structure

his or her role and those of sub-ordinates in the search for

goal attainment.

Consideration

The extent to which a leader is likely to have job

relationships characterized by mutual trust, respect for

subordinate’s ideas, and regard for their feelings

University of Michigan Studies

Employee-Oriented Leaders.

Emphasizing interpersonal relations; taking a personal interest in the

needs of employees and accepting individual differences among

members.

Production-Oriented Leaders

One who emphasizes technical or task aspects of the job. And

Concerned mainly with accomplishing their group tasks.

Managerial Grid.

Managerial grid is a two Dimensional view of

leadership style .

Managerial grid based on the style “Concerns for People and

“Concerns for Production”.

Which essentially represent the Ohio State dimensions of

considerations and initiating structures. And the Michigan

dimensions of employee orientation and production

orientation.

Managerial Grid.

(1,1)

Impoverished

Management

Put the Minimum effort to

done the required task is

enough to sustain the

organization Membership.

(9,1)

Work done in define measures

with low degree of human interfere.

(5,5)

Adequate performance

with work done in

justified boundaries

and with maintain the

morale of people at

satisfaction level

(9,9)

Team Management

(1,9)Throughout attention

to needs of people for

trust, friendly

relations and to

provide maximum

Satisfaction. .

Scandinavian Studies

Development-Oriented Leader

One who values experimentation, seeking new ideas,

and generating and implementing change.

Contingency Theories

Fiedler’s

Contingency Model

Path Goal Theory

Situational

Leadership Theory

Leader Member

Exchange Theory

Contingency TheoriesSeveral approaches to isolating key situational variables have

proved more successful and gained wider Recognition.

Fiedler’s Contingency ModelThe theory that effective groups depend on 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.

Fiedler’s Contingency Model

Least Preferred Co-Worker (LPC)

Questionnaire

An instrument that support to measure whether a

person is task- or relationship-oriented.

Leader-Member Relations

Task Structure

Position Power

Path Goal Theory

Path Goal theory that it as leaders Job to assist followers in

attains their goals and to provide the necessary direction and

support. A leaders behavior is motivational to the degree that

It makes employee need satisfaction Contingent on effective

performance

Provides the coaching ,guidance, support and rewards that are

necessary.

Path Goal TheoryFor support of these two statements House give four leadership

behaviors.

Directive Leaders. (closely related to the Ohio Initiating

structure).

Supportive leaders. (closely related to the Ohio

Consideration structure).

Participative Structure

Achievement –oriented

Leader Behavior

Directive

Supportive

Participative

Achievement oriented

Environmental Contingency Factors

Task Structure

Formal Authority System

Work group

Employee Contingency Theory

Locus of Control

Experience

Perceived Ability

Outcomes

Performance

Satisfaction

Situational Leadership Theory

This Theory says that how a leader should adjust his or her

leadership style in accordance with the readiness of followers.

Why Focus on Followers…It is the followers who accept or reject a leader. Regardless that what leader

does, effectiveness depend on the action of followers.

Readiness

Refers to the extant people have the ability and willingness to accomplish the task.

Leadership Styles and Follower Readiness

WillingUnwilling

Able

Unable Directive

High Task

and

Relationship

Orientations

Supportive

Participative Monitoring

Follower Readiness

Leadership

Styles

Selling Style

Participative

StyleTelling style

Leadership Styles

Directive Style Selling

Low relationship/ low task

Responsibility

Willing employees

High relationship/ low

task

Facilitate decisions

Able but unwilling

High task/high relationship

Explain decisions

Willing but unable

High Task/Low relationship

Provide instruction

Closely supervise

Participative Style Telling

Leader Member Exchange Theory (LMX)

Leadership is a process that is centered on the interactions

between leaders and followers.

LMX makes the dyadic relationship between leaders and

followers the focal point of the leadership process.

Focus is also placed on the differences that might exist

between the leader and each of his or her followers – the

leader can not treat all the followers the same.

Leader Member Exchange

LMXPersonality and other personal characteristics are

also related to this process.

In groups – based on expanded and negotiated role

responsibilities. Followers go far beyond their formal job

description, and the leader in turn does more for these

followers.

Out group – based on the formal employment contract.

Followers are not interested in taking on new and different

job responsibilities.

Leader Member Exchange

S Subordinate

In-GroupOut-Group

Leader

SS

S

S S

S

S

S S

S

S

S

In-Group o more information,

influence, confidence &

concern from Leader.

o more dependable,

highly involved &

communicative than out-

group.

Out-Group

o less compatible

with Leader

o usually just come to

work, do their job &

go home

LMX Researchers found that high quality leader member

exchanges produced less employee turnover, more

positive performance evaluations, higher frequency of

promotions, greater organizational commitment, more

desirable work assignments, better job attitudes, more

attention and support from the leader.

When leaders and followers have good exchanges, they feel

better, accomplish more, and the organization prospers.

LMX

Stranger

Interactions within the leader-subordinate dyad are generally rule bound

Rely on contractual relationships

Relate to each other within prescribed organizational roles

Acquaintance

Begins with an “offer” by leader/subordinate for improved career-oriented social

exchanges

Testing period for both, assessing whether

the subordinate is interested in taking on new roles

leader is willing to provide new challenges

Shift in dyad from formalized interactions to new ways of relating

Mature Partnership

Marked by high-quality leader-member exchanges

Experience high degree of mutual trust, respect, and obligation toward each other

Tested relationship and found it dependable

High degree of reciprocity between leaders and subordinates

Emerging

Approaches

to Leadership

Charismatic

Leadership Theory.

Visionary

Leadership.

Transactional

Leaders and

Transformational

Leaders.

Charismatic Leadership

36

Key Characteristics:

1. Vision and articulation

2. Personal risk

3. Environmental sensitivity

4. Sensitivity to follower needs

5. Unconventional behavior

Key Characteristics of

Charismatic Leaders

37

E X H I B I T 12-2

Visionary Leadership

38

Qualities of a Vision:

• Inspiration that is value-centered

• Is realizable

• Evokes superior imagery

• Well-articulated

Qualities of a Visionary Leader

39

• Has the ability to explain the vision to others.

• Uses own behavior to express the vision.

• Is able to extend the vision to different leadership contexts.

Transactional and Transformational

Leadership

40

• Contingent Reward

• Management by Exception (active)

• Management by Exception (passive)

• Laissez-Faire

• Charisma

• Inspiration

• Intellectual Stimulation

• Individual Consideration

Characteristics of Transactional

Leaders

41

E X H I B I T 12-3a

Characteristics of

Transformational Leaders

42

E X H I B I T 12-3b

Quote by Phil

“No leader

can create a

successful

team alone-

no matter how

gifted he is”