LEADERSHIP

Syllabus

• Organizational leadership.

• Leadership theories, skills and styles.

• Leadership Training

DEFINITION

• Leadership is the process of encouraging and helping others to work enthusiastically towards objectives.

• Leadership is a interpersonal influence exercised in a situation and directed through the communication process, towards the attainment of a specified goal or goals.

Thoughts

• Managers are necessary; leaders are essential.

• Leadership is of the Spirit, compounded of personality and vision. Management is of the mind, more a matter of accurate calculation,statistics, methods, timetables, and routine. (Field Marshall Sir William Slim)

• “You can lead a horse to water, but you can’t manage him to drink.” (unknown)

Thoughts

• Peter drucker and warren bennis have rightly pointed out -Management is doing things right, leadership is doing right thing.

• Management lies in climbing the ladder of success leadership determines whether the ladder is leaning against the right wall.

Tasks or Functions of A Leader

1. Deciding what needs to be done

2. Creating networks and relationships

3. Ensuring people do the job

Difference between Leader and Manager

1. Leader have followers

2. Leader have emotional appeal

3. Leader fulfill follower’s needs

Difference between Leader and Manager

Leaders Managers

INNOVATE ADMINSTER

DEVELOP MAINTAIN

INSPIRE CONTROL

LONG TERM VIEW SHORT TERM VIEW

ASK WHAT AND WHY ASK HOW AND WHEN

ORIGINATE INITIATE

CHALLENGES THE STATUS QUO ACCEPT THE STATUS QUO

DO THE RIGHT THINGS DO THINGS RIGHT

Leadership StylesThe Iowa Leadership Studies::Autocratic vs. Democratic

vs. Laissez-Faire

• Autocratic or authoritarian style• Under the autocratic leadership style, all

decision-making powers are centralized in the leader, as with dictators.

• Leaders do not entertain any suggestions or initiatives from subordinates.

• Advantages:--The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person has to decided for the whole group.

Leadership Styles

• Participative or democratic style

• The democratic leadership style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members and by practicing social equality. This has also called shared leadership.

Leadership Styles

• Laissez-faire or free-rein style

• A person may be in a leadership position without providing leadership, leaving the group to fend for itself. Subordinates are given a free hand in deciding their own policies and methods. The subordinates are motivated to be creative and innovative

Leadership & Followership

Leadership - the process of guiding & directing the behavior of people in the work environment

Formal leadership - the officially sanctioned leadership based on the authority of a formal position

Informal leadership - the unofficial leadership accorded to a person by other members of the organization

Followership - the process of being guided & directed by a leader in the work environment

Leadership theories

• The emergence of trait leadership dates back to Thomas Carlyle’s “great man” theory, which stated that “the history of the world was the biography of great men” (Carlyle, 1849)

• Fiedler’s (1967) contingency model, Blake and Mouton’s (1964) managerial grid, Hersey and Blanchard’s (1969) situational leadership model, transformational leadership(Avolio, Sosik, Jung, & Berson, 2003) and transactional leadership model by Bass, 1985; Podsakoff, MacKenzie, Moorman, & Fetter, 1990).

Leadership theories

• Trait theory

• Leader Behavior theory

• Contingency theories

Trait theory

• The trait theory of leadership focuses on the individual characteristics of successful leaders

• BIG FIVE TRAITS:

Big Five Traits

Big Five Triats

• Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine. Some disagreement remains about how to interpret the openness factor, which is sometimes called "intellect" rather than openness to experience.

• Conscientiousness: (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized, and dependable.

Big Five Triats

• Extraversion: (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, surgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness.

• Agreeableness: (friendly/compassionate vs. cold/unkind). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether a person is generally well tempered or not.

• Neuroticism: (sensitive/nervous vs. secure/confident). The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to by its low pole, "emotional stability".

Behavioral theories

• Ohio State University (1940s)

• One of the primary purposes of the study was to identify common leadership behaviors. After compiling and analyzing the results, the study led to the conclusion that there were two groups of behaviors that were strongly correlated. These were defined as Consideration (People Oriented behavioral Leaders) and Initiating Structure (Task Oriented Leaders).

Behavioral theories

• Task oriented leaders• The task concerned leaders are focusing their

behaviors on the organizational structure, the standard operating procedures (S.O.P.) and they like to keep control. Task-oriented leaders are still concern with their staff motivation; however it's not their main concern. They will favor behaviors that are in line with:

• Initiating• Organizing• Clarifying• Information Gathering

Behavioral theories

• People oriented leaders• The people oriented leaders are focusing their behaviors on

ensuring that the inner needs of the people are satisfied. Thus they will seek to motivate their staff through emphasizing the human relation. People oriented leaders still focus on the task and the results; they just achieve them through different means. Leaders with a people focus will have behaviors that are in line with:

• Encouraging• Observing• Listening• Coaching and Mentoring

Behavioral theories

• University of Michigan (1950s)• Lead by the famous organizational psychologist, Dr.

Rensis Likert, the leadership studies at the University of Michigan identified three characteristics of effective leadership; two of which were previously observed in studies that had been conducted at Ohio State University. The study showed that task and relationship-oriented behaviors weren't of major significance within the world of organizational psychology.

• However it was the third observation that introduced a new concept, one of participative leadership.

The Blake Mouton Managerial GridBalancing Task- and People-Oriented Leadership

• Understanding the Model• The Managerial Grid is based on two behavioral dimensions:• Concern for People – This is the degree to which a leader

considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.

• Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

• Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the following five leadership styles:

• Impoverished Leadership – Low Production/Low People

• This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is disorganization, dissatisfaction and disharmony.

• Country Club Leadership – High People/Low Production

• This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.

• Produce or Perish Leadership – High Production/Low People

• Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.

• Middle-of-the-Road Leadership – Medium Production/Medium People

• This style seems to be a balance of the two competing concerns, and it may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern, so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.

• Team Leadership – High Production/High People• According to the Blake Mouton model, this is the best

managerial style. These leaders stress production needs and the needs of the people equally highly.

• The premise here is that employees understand the organizations purpose and are involved in determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.

Contingency theories

FIEDLER’S Least Preferred Coworker(LPC) CONCEPT

Fiedler model say that the effectiveness of a leader depends upon

1- his motivational style (autocratic,democraticand free rein)

2- the favourableness of the situation

He recommends that leaders change thesituation rather than their own leadershipstyle.

FIEDLER’S SITUATION FAVORABLENESS

• Situational Factors are the situation which isfavourable to the leader when he has influence and control over his subordinatesperformance are::

• Leader-member relations. Leaders with goodrelations have more influence.

• Task structure. Leaders in a structuredsituation have more influence.

• Position power. Leaders with position powerhave more influence.

TANNENBAUM & SCHMIDT CONTINUUM

• Boss. Based on personality and behavior, some leaders tend to be more autocratic and others more participative.

• Subordinates. Followers’ preferred style also based on personality and behavior.

• Situation. Organization size, structure, climate, goals and technology influence choice. Time available.

Continuum of Leadership Behavior

Leader

decides,

announces

decision

“Sells”

decision

to group

Area of freedom of

the group

Use of authority

by leader

Gives group as

much freedom as

possible to define

problem and decide

Presents

problem and

boundaries,

group

decides

Presents

problem,

asks for

ideas,

decides

Presents

tentative

decision,

consults

group, and

decides

Announces

decision,

permits

questions

Group CenteredLeader Centered

3rd theoryHOUSE’S PATH GOAL LEADERSHIP THEORY

This model is used to select the leadership styleappropriate to the situation to maximize bothperformance and job satisfaction. Based ongoal setting and expectancy theory.

• Clairify the follower’s path to the rewards thatare available

• Increase rewards the follower values and desires

• Leaders Influence Satisfaction and Performance

• Increase Subordinate Outcomes By:–Clarifying Path to Goals

–Reducing Roadblocks to Goals

–Increase Job Satisfaction on the Way

• Inclusion of Task Characteristics and Subordinate Characteristics

• 4 Types of Leaders– Supportive (Boring)–Directive (Unstructured)–Participative (Complex)–Achievement-Oriented (High nACH

Employees)

• Mixed Results

The Path Goal Theory

Situational Leadership

• Hersey & Blanchard (1977)

• Hersey-Blanchard Situational Leadership Theory

• The Hersey-Blanchard Situational Leadership Theory was created by Dr Paul Hersey, a professor and author of "The Situational Leader," and Ken Blanchard, author of the best selling "One-Minute Manager," among others.

• The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.

• Leadership Styles

• According to Hersey and Blanchard, there are four main leadership styles:

• Telling (S1) – Leaders tell their people what to do and how to do it.

• Selling (S2) – Leaders provide information and direction, but there's more communication with followers. Leaders "sell" their message to get people on board.

• Participating (S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities.

• Delegating (S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in decisions.

• Maturity Levels

• According to Hersey and Blanchard, knowing when to use each style is largely dependent on the maturity of the person or group you're leading. They break maturity down into four different levels:

• M1 – People at this level of maturity are at the bottom level of the scale. They lack the knowledge, skills, or confidence to work on their own, and they often need to be pushed to take the task on.

• M2 – at this level, followers might be willing to work on the task, but they still don't have the skills to complete it successfully.

• M3 – Here, followers are ready and willing to help with the task. They have more skills than the M2 group, but they're still not confident in their abilities.

• M4 – These followers are able to work on their own. They have high confidence and strong skills, and they're committed to the task.

• The Hersey-Blanchard model maps each leadership style to each maturity level, as shown below.

Maturity Level Most Appropriate Leadership Style

M1: Low maturity S1: Telling/directing

M2: Medium maturity, limited skills S2: Selling/coaching

M3: Medium maturity, higher skills but lacking confidence

S3: Participating/supporting

M4: High maturity S4: Delegating

Transformational leadership

• J M Burns (1978) and Bernard bass (1985)• The full range of leadership introduces four elements of

transformational leadership:• Individualized Consideration – the degree to which the

leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks.

• Intellectual Stimulation – the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks.

• Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable

• , precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.

• Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.

Types of Leadership Defined

TRANSACTIONAL

Focuses on the

exchanges

that occur

between leaders

and their

followers

TRANSFORMATIONAL

Process of

engaging with others

to create a

connection that

increases

motivation and

morality in both the

leader and the

follower

Focuses on

the

leader’s

own interests

rather than the

interests of

their followers

PSEUDOTRANSFORMATIONAL

Transformational Leadership

• TLs empower and nurture followers

• TLs stimulate change by becoming strong role models for followers

• TLs commonly create a vision

• TLs require leaders to become social architects

• TLs build trust & foster collaboration

• Describes how leaders can initiate, develop, and carry out significant changes in organizations

• It breaks the resistance to change.

Focus of Transformational

LeadersOverall Scope

Normative Leadership Styles

DECIDE Leader makes decision alone and announces it, or sells it to the followers. The leader may get information from others outside the group and within the group without specifying the problem.

Normative Leadership Styles

CONSULT INDIVIDUALLY. Leader tells followers individually the problem, gets information and suggestions, and then makes the decision.

CONSULT GROUP. Leader holds a group meeting and tells followers the problem, gets information and suggestions, and then makes the decision.

Normative Leadership Styles

FACILITATE. Leaders holds a group meeting and acts as a facilitator to define the problem and the limits within which a decision must be made, but doesn’t push own ideas.

DELEGATE. Leader lets the group diagnose the problem and make the decision within stated limits.

SUBSTITUTES FOR LEADERSHIP

Characteristics of the subordinate, task, or

organizaiton that replace the need for a leader or neturalize the leader’s behavior

• Traits required are:

1. A strong desire for accomplishment

2. Persistent pursuit of goals

3. Creativity and intelligence used to solve problems

4. Initiative applied to social sitiuation

Trait theory contd

5. Self assumed personality

6. Willingness to accept behavioral consequences

7. Low susceptibility to interpersonal stress

8. High tolerance of ambiguity

9. Ability to influence other people

10. Ability to structure social interactions

• Leadership Style Examples• You're about to leave for an extended holiday, and your tasks will be handled by an experienced

colleague. He's very familiar with your responsibilities, and he's excited to do the job. • Instead of trusting his knowledge and skills to do the work, you spend hours creating a detailed list

of tasks for which he'll be responsible, and give full instructions on how to do them.• The result? Your work gets done, but you've damaged the relationship with your colleague by your

lack of trust. He was an M4 in maturity, and yet you used an S1 leadership style instead of an S4, which would have been more appropriate.

• You've just been put in charge of leading a new team. It's your first time working with these people. As far as you can tell, they have some of the necessary skills to reach the department's goals, but not all of them. The good news is that they're excited and willing to do the work.

• You estimate they're at an M3 maturity level, so you use the matching S3 leadership style. You coach them through the project's goals, pushing and teaching where necessary, but largely leaving them to make their own decisions. As a result, their relationship with you is strengthened, and the team is successful.

• - See more at: http://www.mindtools.com/pages/article/newLDR_44.htm#sthash.c8DPogwu.dpuf