Leadership (7)

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LEADERSHIP


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Free Powerpoint Templates

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LEADERSHIP IS THE ABILITY TO INFLUENCE A

GROUP TOWARDS ACHIEVEMENT OF A VISION OR

SET OF GOALS

DEFINATION:

POWER:

POTENTIAL ABILITY OF A PERSON OR A GROUP TO

EXERCISE CONTROL OVER ANOTHER PERSON OR

GROUP.
http://www.powerpointstyles.com/http://www.powerpointstyles.com/


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EXIST IN UNORGANISED ANDORGANISED GROUPS

EXIST IN ORGANISEDGROUPS

ABLITY TO INFLUENCE

WITHOUT FORMALAUTHORITY

ABLE TO INFLUENCE PEOPLE

WITH FORMAL AUTHORITY

COMFORTABLE WITH RISKAND CHAOS

UNCOMFORTABLE WITH RISKAND CHAOS

LEADER ORIGINATESIDEAS.

MANAGER IMITATESIDEAS


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Theories that consider personality, social, physical, or

intellectual traits to differentiate leaders from non-

leaders .

Are leaders are born ?

Id walk through fire if my boss

asked me


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Self confidence: they have complete confidence in their judgments

and ability.

A vision:this is an idealized goal that proposes a future better than the status quo.

The greater the disparity between this idealized goal and the status quo, the

more likely that followers will attribute extraordinary vision to the leader.

Strong convictions in that vision : charismatic leaders are perceived as being

strongly committed. They are perceived as willing to take on high personalrisk, incur high costs, and engage in self sacrifice to achieve their vision.

Extra ordinary behavior:leaders with charisma engage in behavior that is

perceived as novel, unconventional, and counter to norms. When successful

these behaviors evoke surprise and admiration in follows.Image as a change agent: charismatic leaders are perceived as agents of radical

change rather than as caretaker of the status quo.


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Free Powerpoint Templates Page 7

No universal traits found that predict

leadership in all situations.

Unclear evidence of the cause and effect ofrelationship of leadership and traits.

Better predictor of the appearance of

leadership than distinguishing effective and

ineffective leaders.


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Behavioral theories of leadership are theoriesproposing that specific behaviors differentiate leaders

from non leaders.

The difference between trait and behavioral theories

lies in their assumptions, trait theories assumes

leaders are born where as behavioral theories believesleaders are made which implies people can be trained

to become leaders

In this section we would look at three different

behavioral theories ,their common goal is to develop

leaders.1. Ohio state studies2. University of Michigan studies3. The managerial grid


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The most comprehensive and replicated behavioral

theories resulted from Ohio state studies in1940,which sought to identify independent

dimensions of leader behavior .Two of the dimensionsemerged out to be most accounted leadership behavior

researchers called them as

Initiating structureand consideration

Initiating structure

The extent to which a leader is likely to define

and structure his or her role and those ofsubordinates in search for goal attainment. It

includes behavior that attempts to organize

work, work relationships and goals.


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Consideration

The extent to which a leader is likely to have

relationships characterized by mutual trust ,respect foremployees ideas and regard for their feelings. A leader

high in consideration helps employees with personal

problems, shows concern for their well being, comfort

,satisfaction and treat all employees as equals.

CONCLUSIONS

The person who were high on considerationswas

more strongly related to the individual. In other words

their followers were more satisfied with their jobs andmore motivated. Where as initiating structurewas

more strongly related to higher levels of group and

organization productivity and positive performance

evaluations.


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A group of researchers from Michigan University SurveyResearch Center made a survey to locate behavioralcharacteristics of leaders that appeared to be related tomeasures of performance effectiveness.

After completing the survey the Michigan group came upwith two dimensions of leadership styles , that theylabeled

A. Production-oriented :-the main concern of production

oriented leaders are to lead employees by focusing onwork and how well the job gets done.


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Employee-oriented :- The employee oriented leaders are greatly concern about

developing cohesive work group and ensuring employeesatisfaction. The employee oriented leaders emphasizesemployees well being rather than the task the performed.

The conclusions arrived by the Michigan researchers stronglyfavored the leaders who were employee-oriented in theirbehavior. Employee-oriented leaders were associated withhigher group productivity and higher job satisfaction than

Production-oriented leaders.


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Usage of the Blake Mouton

Managerial Grid

o The five basic approaches to management identified by Robert R Blakeand Jane S Mouton are based on the styles of concern for people andConcern for productions.

Generating a 9 by 9 grid (Figure1.1),Robert R Blake and Jane S Mouton identified the

A. The 1.1 or The impoverished style of managers who are low onboth their concern for people and production

B. The 1.9 or The country club style, where their concern for peoplewere high but low for production


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c. 5.5 or The middle of the road managers whohave moderate levels of concern for both peopleand production

d. 9.1 or The task manager style, where there ishigh concern of production but very little forpeople.

e. 9.9 or The ream-management style, where themanager has high concern for both people andproduction.

According to Robert R Blake and Jane SMouton , the best style for all managers, in allorganizations and under all situations is the 9.9or team management style. However , they havefound that most managers use the 5.5 or themiddle of the road managers.


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Figure 1.1


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Hersey & Blanchards

Situational Leadership

Situational leadership is a contingency

theory which focuses on the followersreadiness of selecting the rightleadership style

Followers are who accepts or rejectsthe leader


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Dimensions of

Situational Leadership

Task Relationship

Behavior


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Leaders Behavior

Delegating: Leader provides little direction orsupport. (low task- low relationship)

Participating: Leader & follower share in decisionmaking. (low task-high relationship)

Selling: It emphasizes directive & supportive

behaviour. (high task high relationship)

Telling: It emphasizes directive behaviour. (hightask low relationship)


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Four Stages of Readiness

M1: People are too insecure to take responsibility to dosomething. They are neither competent nor confident.

M2: People are unable but willing to do the necessary jobtasks. They are motivated but lack the appropriate skills.

M3: People are able but unwilling or too apprehensive todo what the leader wants.

M4: People are both able and willing to do what is askedof them.


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FIEDLER MODEL

The first comprehensive contingency modelfor leadership was developed by FREDFIEDLER. The Fiedler contingency modelproposes that effective group performance

depends on the proper match between theleaders style and degree to which thesituation gives the leader control.

THREE STEPS OF FIEDLER MODEL

Identification of leadership style.

Defining the situation.

Matching leaders and situation.


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Relationship oriented-It is individuals basic leadershipstyle. Fiedler created the Least Preferred Co-Worker(LPC)questionnaire to identify that style by measuring whether aperson is task or relationship oriented. The persons are leastable to work with in a favourable term(high LPC score),they

called as relationship oriented

Task oriented-Same as you see your co-worker inrelatively unfavourable term(low LPC score),they called astask oriented. About 16% of respondents score in the middlerang and rest of our discussion relates to the 84%,who scorehigh or low range of LPC questionnaire

The identifying leadership style


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Situation characteristics

Leader-member relationsextent to whichfollowers like, trust, and are loyal to their leader

Task structureextent to which the work to beperformed is clear-cut so that a leaders subordinates knowwhat needs to be accomplished and how to go about doing it.

Position Power- the amount of legitimate, reward,and coercive power leaders have due to their position. Whenpositional power is strong, leadership opportunity becomesmore favorable.


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Finding from Fiedler Model


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Matching Leaders and situations

Fiedler model proposes matching an individuals LPC

score and these eight situations to achieve maximumleadership effectiveness. Fiedler concluded that task-

oriented leaders perform better in situations veryfavourable to them and very unfavourable. So whenfaced with a category 1,2,3,7or8 situation, task-oriented leader perform better. Relationship-oriented

leaders, however performs better in moderatelyfavourable situations-categories 4 and 6.

V d R dd f i h d 3 40 000 l di d f


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Varaprasad Reddy was furious when around 3,40,000 people died of

Hepatitis-B in 1991, just be cause the cost of vaccine was too

high(2,250 Rs for the entire course)for most Indians. He was Indignant

when , at a WHO conference in Geneva on global programs for

Immunization.He decided to solve the problem. He would manufacture high quality

vaccines for Hepatitis-B at an affordable cost . In 1993,he set up

Shantha Biotechnics Ltd. in Hyderabad to fulfill his dream. He was

able to bring the global prices down from 2,250 Rs to 50 Rs .In2008,more than 100 million people in India had benefitted from this

revolution.Varaprasad ,an electronics engineer , had no back ground in

biotechnology or Pharmacology . To realize his dream , investmentin primary research was essential & he very quickly ran out of

money. His father sold all their to support his son.

1960s Finally we discuss the most contemporary approaches


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1960s.Finally,we discuss the most contemporary approaches ,

charismatic , transformational,& authentic Leadership. In 1997,Shantha

Biotechnics commercially released Shanvac-B , Indians first r-DNA

Hepatitis-B vaccine. The next challenge for varaprasad was to sell the

vaccine at the cost of 50 Rs.He always encourage people to takerisk.Under the Leadership of varaprasad,failures are not frowned upon

but trying to cover them up is unacceptable.

As the example of Varaprasad Reddy shows, Leader often are not like toother people . But what makes them so ? Intelligence? Drive ? Luck ? A

certain Leadership style ? In this chapter ,we look at what makes an

effective leader & what differentiates leaders from nonreaders. First, we

present trait theories, the study of Leadership up to late 1040s.After that

Behavioral Theory popular untold

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Leadership (7)

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