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Ranjana Dureja Faculty (LJMBA)
Approaches toApproaches toLeadershipLeadership
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Ranjana Dureja Faculty (LJMBA)
LeadershipLeadership
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Ranjana Dureja Faculty (LJMBA)
What Is Leadership?
The ability to influence a group
toward the achievement of goals
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Ranjana Dureja Faculty (LJMBA)
What is leadership?What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
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Ranjana Dureja Faculty (LJMBA)
Trait TheoriesTrait Theories
What characteristics orWhat characteristics or traits make atraits make aperson a leaderperson a leader??
Great Man Theory: Individuals are bornGreat Man Theory: Individuals are born
either with or without the necessary traitseither with or without the necessary traitsfor leadershipfor leadership
Trait theories of leadership soughtTrait theories of leadership sought
personality, social, physical or intellectualpersonality, social, physical or intellectual
traitstraits that differentiate leaders from nonthat differentiate leaders from nonleadersleaders
Trait view has little analytical or predictiveTrait view has little analytical or predictive
valuevalue
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Ranjana Dureja Faculty (LJMBA)
Trait Theories of LeadershipTrait Theories of Leadership
AmbitionAmbition
and Energyand EnergyDesireDesire
to Leadto Lead
Self-Self-
ConfidenceConfidenceHonestyHonesty
and Integrityand Integrity
IntelligenceIntelligenceJob-RelevantJob-Relevant
KnowledgeKnowledge
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Behavioral TheoriesBehavioral Theories
Ohio state studiesOhio state studies::Initiating structure (task or goal orientation) vsInitiating structure (task or goal orientation) vs
Consideration (recognition of individual needs andConsideration (recognition of individual needs and
relationships)relationships)
University of Michigan studies:University of Michigan studies:
Employee oriented ( genuine concern for people)Employee oriented ( genuine concern for people)
Production oriented genuine concern for task)Production oriented genuine concern for task)
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Ranjana Dureja Faculty (LJMBA)
Behavioral Theoriesehavioral TheoriesOhio Statehio State
Employee-Orientationmployee-OrientationProduction-Orientationroduction-Orientation
University ofniversity ofMichiganichigan
Initiating Structurenitiating StructureConsiderationonsideration
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Ranjana Dureja Faculty (LJMBA)
Development-Orientedevelopment-OrientedLeadershipeadershipSeekingSeeking
New IdeasNew IdeasGeneratingGenerating
ExperimentsExperiments
PromotingPromoting
ChangeChange
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Ranjana Dureja Faculty (LJMBA)
Managers Vs LeadersManagers Vs Leaders
Manager CharacteristicsManager Characteristics
AdministersAdministers
A copyA copy
MaintainsMaintains
Focuses on systems andFocuses on systems and
structuresstructures Relies on controlRelies on control
Short range viewShort range view
Asks how and whenAsks how and when
Eye on bottom lineEye on bottom line
ImitatesImitates
Accepts the status quoAccepts the status quo
Classic good soldiersClassic good soldiers
Does things rightDoes things right
Leader Characteristics Innovates An original Develops Focuses on people
Inspires trust Long range perspective Asks what and why Eye on horizon Originates
Challenges the status quo Own person Does the right thing
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Ranjana Dureja Faculty (LJMBA)
The Managerial GridThe Managerial Grid
1,9
Country club managementThoughtful attention needs of peoplefor satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team managementWork accomplishment is from
committed people, interdependencethrough a common stake in organization
purpose leads to relationship
of trust and respect
1,1Impoverished ManagementExertion of minimum effort to get
required work done is appropriate
to sustain organization membership
5,5Organization Man ManagementAdequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level9,1
Authority-ObedienceEfficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
1
2
3 4 5 6 987
1
2
3
4
5
6
7
8
9
Concern for production
Low High
Low
High
Concernfor
people
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Ranjana Dureja Faculty (LJMBA)
Fiedler ContingencyFiedler Contingency
ModelModel Effective groups depend upon a properEffective groups depend upon a proper
match between a leader's style ofmatch between a leader's style of
interacting with subordinates and theinteracting with subordinates and the
degree to which the situation gives controldegree to which the situation gives controland influence to the leaderand influence to the leader
LPC measures task- or relationship-LPC measures task- or relationship-
oriented leadership style ( think of all theoriented leadership style ( think of all the
coworkers you have ever had and describecoworkers you have ever had and describeone person youone person you least enjoyedleast enjoyedworkingworking
with)with)
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Ranjana Dureja Faculty (LJMBA)
Fiedler-Defining theFiedler-Defining the
situationsituation After the individual's basic leadership styleAfter the individual's basic leadership style
has been assessed through the LPC, it ishas been assessed through the LPC, it isnecessary to match the leader with thenecessary to match the leader with thesituationsituation
Leader member relationsLeader member relations -the degree of-the degree ofconfidence, trust, and respectconfidence, trust, and respectsubordinates have on their leadersubordinates have on their leader
Task structureTask structure -the degree to which task-the degree to which taskassignments are procedurizedassignments are procedurized Position powerPosition power-influence derived from-influence derived from
one's formal structural position in theone's formal structural position in the
organizationorganization
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Ranjana Dureja Faculty (LJMBA)
Findings of the Fiedler ModelFindings of the Fiedler Model
Category
Leader-
MemberRelations
Task
Structure
I
Good
High
Strong
II
Good
High
Weak
III
Good
Low
Strong
IV
Good
High
Weak
V
Poor
High
Strong
VI
Poor
High
Weak
VII
Poor
Low
Strong
VII
Poor
Low
Weak
Good
Poor
Performance Relationship-Oriented
Task-Oriented
Favorable Moderate Unfavorable
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Ranjana Dureja Faculty (LJMBA)
SituationalLeadership Theory (Hersey &
Blanchard)
Able and Willing Let Followers Perform
Able and Unwilling Support & Participation
Unable and Willing High Task Orientation
Unable and Unwilling Clear, Specific Directions
Readinessof Followers Behaviorof Leaders
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Ranjana Dureja Faculty (LJMBA)
Path Goal TheoryPath Goal Theory
Environmental Contingency Factors Task Structure Formal authority system Work Group
Subordinate contingency factorsLocus of controlExperiencePerceived ability
OutcomesPerformanceSatisfaction
Leader BehaviorDirectiveSupportiveParticipativeAchievement -oriented
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Ranjana Dureja Faculty (LJMBA)
Leader-Member Exchange Model
PersonalPersonal
CompatibilityCompatibility
and/orand/or
SubordinateSubordinate
CompetenceCompetence
LeaderLeader
SubordinateSubordinateAA
SubordinateSubordinateBB
SubordinateSubordinateCC
In-Group
SubordinateSubordinateDD
SubordinateSubordinateEE
SubordinateSubordinateFF
Out-Group
Trust HighInteractions
FormalRelations
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Ranjana Dureja Faculty (LJMBA)
Charismatic LeadershipCharismatic LeadershipKey Characteristics of Charismatic leadersKey Characteristics of Charismatic leaders
Self Confidence-Self Confidence- They have complete confidence in their judgmentThey have complete confidence in their judgment
and ability.and ability.A vision-A vision- This is an idealized goal that proposes a future better thanThis is an idealized goal that proposes a future better than
the status quo. The greater the disparity between idealized goalthe status quo. The greater the disparity between idealized goal
and the status quo, the more likely that followers will attributeand the status quo, the more likely that followers will attribute
extraordinary vision to the leader.extraordinary vision to the leader.
Ability to articulate the vision-Ability to articulate the vision- They are able to clarify and state theThey are able to clarify and state the
vision in terms that are understandable to others. This articulationvision in terms that are understandable to others. This articulationdemonstrates an understanding of the followers needs and,demonstrates an understanding of the followers needs and,
hence acts as a motivating force.hence acts as a motivating force.
Strong convictions about vision-Strong convictions about vision- Charismatic leaders are perceivedCharismatic leaders are perceived
as being strongly committed, and willing to take on high personalas being strongly committed, and willing to take on high personal
risk, incur high costs, and engage in self-sacrifice to achieve theirrisk, incur high costs, and engage in self-sacrifice to achieve their
vision.vision.
Behavior that is out of the ordinary-Behavior that is out of the ordinary- Those with charisma engageThose with charisma engage
in behavior that is perceived as being novel, unconventional, andin behavior that is perceived as being novel, unconventional, and
counter to norms. When successful , these behaviors evokecounter to norms. When successful , these behaviors evoke
surprise and admiration in followers.surprise and admiration in followers.
Perceived as being a change agent-Perceived as being a change agent- Charismatic leaders areCharismatic leaders areerceived as a ents of radical chan e rather than as caretakers oferceived as a ents of radical chan e rather than as caretakers of
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Ranjana Dureja Faculty (LJMBA)
CharismaticharismaticLeaderseaders
Vision and ArticulationVision and Articulation
Personal RiskPersonal Risk
Sensitivity to EnvironmentSensitivity to Environment
Sensitivity to FollowersSensitivity to Followers
Unconventional BehaviorUnconventional Behavior
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Ranjana Dureja Faculty (LJMBA)
TransactionalransactionalLeadershipeadershipTransactionalransactionalLeadershipeadership
Contingent reward
Laissez-Faire
Management by exception (passive)
Management by exception (active)
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Ranjana Dureja Faculty (LJMBA)
TransformationalransformationalLeadershipeadershipTransformationalransformational
Leadershipeadership Charisma
Inspiration
Intellectual stimulation
Individualized consideration
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Ranjana Dureja Faculty (LJMBA)
Transactional vs TransformationalTransactional vs Transformational
leadersleadersCharacteristics of Transactional andCharacteristics of Transactional and
transformational leaderstransformational leaders
Transactional LeadersTransactional Leaders
Contingent Reward: Contracts exchange of rewards for effort,Contingent Reward: Contracts exchange of rewards for effort,
promises rewards for good performance, recognizespromises rewards for good performance, recognizes
accomplishmentaccomplishment
Management by exception (active): Watches and searches forManagement by exception (active): Watches and searches fordeviations from rules and standards, takes corrective action.deviations from rules and standards, takes corrective action.
Management by exception (passive): Intervenes only if standards areManagement by exception (passive): Intervenes only if standards are
not metnot met
Laissez faire: Abdicates responsibilities, avoids making decisionsLaissez faire: Abdicates responsibilities, avoids making decisions
Transformational LeadersTransformational Leaders
CharismaCharisma : Provides vision and sense of mission, instills pride, gains: Provides vision and sense of mission, instills pride, gains
respect trust.respect trust.
Inspiration:Inspiration: Communicates high expectations, uses symbols to focusCommunicates high expectations, uses symbols to focus
efforts, expresses important purposes in simple ways.efforts, expresses important purposes in simple ways.
Intellectual StimulationsIntellectual Stimulations: Promotes intelligence, rationality, and: Promotes intelligence, rationality, and
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Ranjana Dureja Faculty (LJMBA)
Leader- participation model
Provides set of rules to determineform & amount of participative
decision making in differentsituations
Given by Yetton & Vroom
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Ranjana Dureja Faculty (LJMBA)
Contingency Variables in the RevisedLeader-Participation Model
Importance of the decision
Importance of subordinate commitment
Whether leader has enough information
The structural nature of the problem
Acceptability of autocratic decisions
Commitment of subordinates to the
organization
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Ranjana Dureja Faculty (LJMBA)
Contingency Variables in the RevisedLeader-Participation Model
Subordinates opinions about alternatives
Knowledge level of subordinates
Time constraints on involvement of
subordinates
Cost of arranging for subordinates to meet
Time constraints on making a decision
Importance of participation
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Ranjana Dureja Faculty (LJMBA)
Leadership StylesLeadership Styles
DelegatingDelegating Low relationship/Low relationship/
low tasklow task
ResponsibilityResponsibility WillingWilling
employeesemployees
ParticipatingParticipating HighHigh
relationship/ lowrelationship/ low
tasktask
SellingSelling High task/highHigh task/high
relationshiprelationship
Explain decisionsExplain decisions Willing butWilling but
unableunable
TellingTelling High Task/LowHigh Task/Low
relationshiprelationship
ProvideProvide
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Ranjana Dureja Faculty (LJMBA)
Substitutes and Neutralizers for Leadership
Defining
Characteristics
Relationship-
Oriented Leadership
Task-
Oriented Leadership
Individual
Experience/training
Professionalism
Indifference to rewardsJob
Highly structured task
Provides own feedback
Intrinsically satisfying
OrganizationExplicit formal goals
Rigid rules & procedures
Cohesive work groups
No effect
Substitutes
Neutralizes
No effect
No effect
Substitutes
No effect
No effect
Substitutes
Substitutes
Substitutes
Neutralizes
Substitutes
Substitutes
No effect
Substitutes
Substitutes
Substitutes
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Ranjana Dureja Faculty (LJMBA)
The Activities of Successful & EffectiveThe Activities of Successful & Effective
leadersleaders
Type of Activity Description categoriesDerived from free Observation
Interacting with outsiders
Traditional Management
Networking
Human Resource Management
Exchange Information
Handling paperwork
Planning
Decision Making
Controlling
Routine Communication
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Managing conflict
staffing
Training/Developing
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Ranjana Dureja Faculty (LJMBA)
What skills do leaders need?What skills do leaders need? Personal SkillsPersonal Skills
1.Developing
Self-awareness
3. Solving
Problems
creatively
2.Managingstress
Determining values
and prioritiesIdentifying cognitive styleAssessing attitude toward change
Coping with stressors
Managing timeDelegating
Using the rational approachUsing the creative approachFostering innovation in others
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Ranjana Dureja Faculty (LJMBA)
InterpersonalInterpersonal
SkillsSkills
4. Communication
supportively
5. Gaining power
and influences
7. Management
conflict
6. Motivating others
Gaining powerExercise influenceEmpowering others
CoachingCounselingListening
Identifying causesSelecting appropriate strategiesResolving confrontations
Diagnosing poor performanceCreating a motivating environmentRewarding accomplishment
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Ranjana Dureja Faculty (LJMBA)
Extend
the Vision
Livethe VisionExpressthe Vision
Visionary Leadership
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Ranjana Dureja Faculty (LJMBA)
Leadership StylesLeadership Styles
DelegatingDelegating Low relationship/Low relationship/
low tasklow task
ResponsibilityResponsibility WillingWilling
employeesemployees
ParticipatingParticipating HighHigh
relationship/ lowrelationship/ low
tasktask
FacilitateFacilitate
SellingSelling High task/highHigh task/high
relationshiprelationship
Explain decisionsExplain decisions Willing butWilling but
unableunable
TellingTelling High Task/LowHigh Task/Low
relationshiprelationship
ProvideProvide
instructioninstruction
Contemporary Issues
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Ranjana Dureja Faculty (LJMBA)
Contemporary Issuesin Leadership
Emotional intelligence
Team leadership
Moral leadership
Cross-cultural leadership
Mentoring
Self leadership
Online leadership
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Ranjana Dureja Faculty (LJMBA)
What Is Trust?What Is Trust?
Positive expectationPositive expectation
That another will not That another will not
Through words, actions or decisionsThrough words, actions or decisions Act opportunisticallyAct opportunistically
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Ranjana Dureja Faculty (LJMBA)
Dimensions of trust
Integrity
Competence
Consistency
Loyalty
Openness
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R j D j F lt (LJMBA)
DeterrenceDeterrence
BasedBased
KnowledgeKnowledge
BasedBased
IdentificationIdentification
BasedBased
Three Types of Trusthree Types of Trust