Leadership Written Report

8/17/2019 Leadership Written Report

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Mohammed Bien M. Kulintang, RN (MASTERS OFARTS IN NURSING – Clinical Management)

LEADERSHIP

Learning Objectives

Define Leadership and explain its effectiveness and importance for organizations.

Familiarize with the 8 Dimensions of Leadership Identify the different Leadership Styles and their advantages & disadvantages to

organizations.

Understand the various Leadership Theories/Approaches and their implications toorganizations.

Describe the Situational Theories of the Contingency Approach of Leadership,specifically the Hersey and Blanchard’s Theory, House’s Path-Goal Theory, &Fiedler’s Contingency Model and its application to leader’s participation.

Discuss the Leadership Grid.

Identify the Functions and Traits of an Effective Leader.

LEADERSHIP

The Meaning of Leadership…Process: what leaders actually do? Using non coercive influence to shape the group’s or organization’s goals. Motivating others’ behavior toward goals. Helping to define organizational culture.

Property: who leaders are. The set of characteristics attributed to individuals perceived to be leaders.

The process of influencing the behavior of others to work willingly and enthusiasticallyfor achieving predetermined goals.

Leader - a person who can influence others to be more effective in working toachieve their mutual goals and maintain effective working relationships amongmembers.

Leadership Skills - sum total of your ability to help the group achieve its goalsand maintain an effective working relationship among members.

Nature of Leadership

Leadership is the continuous process of behavior. Leadership may be seen in terms of relationship between a leader and his followers. Leaders try to influence the behavior of individuals or group of individuals around

him to achieve common goals. Leadership gives an experience of help to followers to attain common goals. Leadership is exercised in a particular situation, at a given point of time, and under

specific set of circumstances.


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Leadership versus Management

Importance of Leadership

Initiates action - Leader is a person who starts the work by communicating the

policies and plans to the subordinates from where the work actually starts.Motivation - A leader proves to be playing an incentive role in the concern’sworking. He motivates the employees with economic and non-economic rewardsand thereby gets the work from the subordinates.Providing guidance - A leader has to not only supervise but also play a guidingrole for the subordinates. Guidance here means instructing the subordinates theway they have to perform their work effectively and efficiently.Building morale - A leader can be a morale booster by achieving full co-operationso that they perform with best of their abilities as they work to achieve goals.Builds work environment - An efficient work environment helps in sound andstable growth. Therefore, human relations should be kept into mind by a leader.

Co-ordination - Co-ordination can be achieved through reconciling personalinterests with organizational goals. This synchronization can be achieved throughproper and effective co-ordination which should be primary motive of a leader.

Leadership Effectiveness

DETERMINANTS OF LEADERSHIP The effectiveness of an individual as a leader can be determined by two variables:

1. Quality of Subordinates - The quality of subordinates is a primary indicator ofeffective leadership. An effective leader always builds a strong term consisting of

people who are independent and self-motivated.2. The Nature of the Situation - Different individuals are effective in differentsituations. An individual who has the background and knowledge relevant to agiven situation will come forward by himself to lead the group when that situationarises.

Leadership effectiveness is fundamentally the practice of the following pr inciples:1. Build a collective vision, mission, and set of values that help people focus on their

contributions and bring out their best.2. Establish a fearless communication environment that encourages accurate and

honest feedback and self-disclosure.3. Make information readily available.

4. Establish trust, respect, and peer-based behavior as the norm.5. Be inclusive and patient, show concern for each person.6. Demonstrate resourcefulness and the willingness to learn.7. Create an environment that stimulates extraordinary performance.


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Dimensions of Leadership Behavior(See Behavioral Theory - Ohio State Studies)

CONSIDERATION - The degree to which the leader creates an environment ofemotional support, warmth, friendliness, and trust. Involves being friendly and

approachable, looking out for the personal welfare of the group, keeping the groupabreast of new developments, and doing small favors for the group.

INITIATING STRUCTURE - Organizing and defining relationships in the group byengaging in such activities as assigning specific tasks, specifying procedures to befollowed, scheduling work, and clarifying expectations for team members. It alsoreferred to as production emphasis, task orientation, and task motivation.

Four Combinations of Initiating Structure and Consideration

8 Dimensions of Leadership

No matter how good one-dimensional leaders are, they can’t provide the kind ofleadership that leads to innovation, social change, and business transformation. Multidimensional leaders understand that great leadership requires a range of

competencies and skills and know that their own personality traits can work both forand against them.

1. The Pioneering Leadera. At their best: Bold and passionate, they inspire others to take chances on new

directions.b. At their worst : Impulsive and overconfident, they use their charm to gain support for

poorly thought-out ideas.2. The Energizing Leader

a. At their best: Upbeat and eager, they take chances on colorful new ideas.b. At their worst : Scattered and erratic, they see little need for consistency.

3. The Affirming Leadera. At their bes t: Kind and supportive, they create a respectful and positive

environment.b. At their worst : Indirect and conflict-averse, they fail to hold others accountable.

4. The Inclusive Leadera. At their bes t: Sincere and accommodating, they collaborate with others to make

win-win decisions.b. At their worst : Passive and overly trusting, they let others take advantage of their

supportive, patient nature.

5. The Humble Leadera. At their best: Modest and fair-minded, they provide reliable outcomes through

steadiness and consistency.b. At their worst : Rigid and overly cautious, they are afraid to move beyond the status

quo.


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6. The Deliberate Leadera. At their best: Conscientious and disciplined, they provide high-quality outcomes

through careful analysis and planning.b. At their worst : Risk-averse and perfectionistic, they pay little attention to the human

element.7. The Resolu te Leader

a. At their bes t: Questioning and independent, they aren’t afraid to challenge thestatus quo to get better results.

b. At their worst : Cynical and insensitive, they seem intent on putting a negative spinon everything.

8. The Commanding Leadera. At their bes t: Powerful and decisive, they enlist others to work quickly toward

ambitious goals.b. At their worst : Forceful and egotistical, they push others at the expense of morale.

THEORIES OF LEADERSHIP

These are the main theories that attempt to explain Leadership:I. Trait Theory

II. Behavioral Theory

III. Situational Theory

IV. Power-Influence Approach

I. Trait Theory Trait theory is a major approach to the study of human personality. Assumed that a basic set of personal traits that differentiated leaders from non-leaders

could be used to identify leaders and as a tool for predicting who would becomeleaders.

The trait approach was unsuccessful in establishing empirical relationships betweentraits and persons regarded as leaders.

II. Behavioral Theory Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they

look at what leaders actually do. The behavioral theorists concentrated on the unique behavioral aspects found in

leaders that enabled them to attain effective leadership.

Basic Assumptions of Behavioral TheoriesLeaders can be made, rather than are born.

Successful leadership is based in definable, learnable behavior.

Various Behavioral Theories of Leadership1. The Ohio State Studies2. University of Michigan Studies3. University of Iowa Studies4. The Managerial / Leadership Grid®5. Scandinavian Studies

1.) The Ohio State Studies In 1945, the research was based on a questionnaire called ‘Leader Behavior

Description Questionnaire’. They narrowed down to two independent dimensions along which an individual’s

leadership behavior could be studied.


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a. Initiating Structure - the leader clearly defines the leader-subordinate roleexpectations, formalizes communications, and sets the working agenda.

b. Consideration - the leader shows concern for subordinates and attempts toestablish a friendly and supportive climate.

2.) University of Michigan Studies

As a result of these studies, the following dimensions of leadership were observed:

a. Employee-oriented Dimension - managers who focus on the development ofcohesive work groups and employee satisfaction.

b. Job/Production-oriented Dimension - leaders who pay close attention tosubordinates’ work, explain work procedures, and are keenly interested inperformance.

Researchers concluded that leaders with an inclination towards employee orienteddimension resulted in higher job satisfaction and greater productivity.

3.) University of Iowa Studies Identified three leadership styles:

a. Autocratic style: centralized authority, low participationb. Democratic style: involvement, high participation, feedbackc. Laissez-faire style: hands-off management

Research findings: “mixed results” No specific style was consistently better for producing better performance. Employees were more satisfied under a democratic leader than an autocratic leader.

4.) The Managerial / Leadership Grid

The Leadership Grid® is a method of evaluating leadership styles. The Grid® is used to train managers so that they are simultaneously more concerned

for people and for production. The Grid® is a very simple framework that elegantly defines FIVE basic styles that

characterize workplace behavior and the resulting relationships. The FIVE managerialGrid styles are based on how two fundamental concerns (concern for people andconcern for results) are manifested at varying levels whenever people interact.

5.) Scandinavian Studies The behavior theories did not take into account the dynamics, or even chaotic

environments that influence the modern organizations. Some Finnish and Swedish theorists began reviewing earlier theories to find new

dimensions that could incorporate the dynamics of the environment.

The new dimension found was called as “Development–oriented Behavior”. According to this dimension leaders were ready to experiment with new ideas and

practices and embrace change. Leaders who were inclined towards this dimension were found to be more efficient by

the subordinates.


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III. Situational Theory According to this theory of leadership, a single leadership style is not applicable to all

situations. It emphasizes the importance of contextual factors: work performed by the leader’s

unit, external environment, and Characteristics of followers. It attempts to identify the aspects of the situation that “moderate” the relationship of

leader behaviors and leadership effectiveness.

Situational Theories of Leadership1.) Tannenbaum and Schmidt’s Leadership Continuum2.) Hersey and Blanchard’s Situational Theory3.) Path Goal Theory4.) Fiedler’s Contingency Model

IV. Power-Influence Approach It attempts to understand leadership by examining influence processes between

leaders and followers. Power is viewed as important not only for influencing subordinates, but also for

influencing peers, superiors and people outside the organization. How is power acquired and lost by various individuals.

Leadership Styles Based on the Use of Authority

Kurt Zadek Lewin, together with Ronald Lipitt, and Ralph White developed in 1939 theseminal work on the influence of leadership styles and performance. The researchersevaluated the performance of groups of eleven-year-old boys under different types of workclimate. In each, the leader exercised his influence regarding the type of group decision

making, praise and criticism (feedback), and the management of the group tasks (projectmanagement) according to three styles:

Autocratic,Democratic/ParticipativeLaissez-faire

A. AUTOCRATIC LEADERSHIP It also known as Authoritarian, Directive, Monothetic, Centric, or “boss-centered” style. The Leader exerts high levels of power over his or her employees or team members. The Leader structures the complete situation for his/her employees, centralizes

decision making power in himself/herself and issue orders/instructions.

The Leader functions with high concern for task accomplishment but low concern forthe people who perform these tasks.

The Leader has no confidence and trust in his or her subordinates. No suggestions – No considerations

The threat of punishment and penalties make the workers obey their orders. May also offer rewards (positive motivation) to their followers for their good

performance. In such cases the leaders are termed as BENEVOLENT AUTOCRATICLEADERS.

3 Categories of Autocratic Leadershipa. STRICT AUTOCRAT - The Leader follows in a very strict sense. His method of

influencing subordinates behavior is through negative motivation, that is, by

criticizing subordinates, imposing penalty etc.

b. BENEVOLENT AUTOCRAT - The Leader centralizes decision-making power inhim, but his motivation style is positive. He can be getting efficiency in many


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situations. Some people like to work under strong authority structure and theyderive satisfaction by this leadership.

c. INCOMPETENT AUTOCRAT - Sometimes superiors may adopt autocraticleadership style just to hide their incompetence because in other styles, they maybe exposed before their subordinates. However, this cannot be used for a long

time.

ADVANTAGES: Quick decision-making due to centralized authority. Less competent and less skilled employees can also be hired. Can prove to be successful in short-run. Reduced stress due to increased control. A more productive group while the leader is watching. Improved logistics of operations

DISADVANTAGES:

Leadership may be negative because followers are uninformed, insecure, andafraid of the leader’s authority.

Negative impact on organizational productivity and efficiency due to strictleadership and lack of motivation as frustration, low morale, dissatisfactionamongst the members, and conflict develop in the organization.

There is more dependence and less individuality in the organization. As such,future leaders in the organization do not develop.

When it is Effective? Short term projects with a highly technical, complex or risky element. Work environments where spans of control are wide and hence the manager has

little time to devote to each employee.

Industries where employees need to perform low-skilled, monotonous andrepetitive tasks and generally have low levels of motivation.

Projects where the work performed needs to be completed to exact specificationsand/or with a tight deadline.

Companies that suffer from a high employee turnover, i.e. where time andresources devoted to leadership development would be largely wasted.

B. PARTICIPATIVE LEADERSHIP Participation is defined as mental and emotional involvement of a person in a group

situation which encourages him to contribute to group goals and share responsibilityin them.

This style is also known as consultative, or ideographic. These leaders (one or more) do not centralize the decision making authority with

them; rather they decentralize it to their followers. Though the ultimate responsibility continues to vest with the leaders, they take all

decisions in consultation with their followers and based on their followers’ suggestions& ideas.

The followers thus develop a sense of involvement and contribute positively towardsthe group goals.

The participation may be real.

ADVANTAGES: Highly motivating technique to employees. Employee’s productivity is high. It provides organizational stability by raising morale and attitudes of employees

high and favorable. Increase in followers’ job satisfaction and cooperation with management


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Reduction in employees’ turnover and absenteeism. Improved communication

DISADVANTAGES: Mismatch between the desired and actual participation Lengthy and ‘boring’ decision making.

Like the other styles, the participative style is not always appropriate. It is mostsuccessful when used with highly skilled or experienced employees or whenimplementing operational changes or resolving individual or group problems.

C. DEMOCRATIC LEADERSHIP It is a step further than the participative leadership. Democratic leadership is people oriented. It focuses on human aspects and builds

effective teamwork. Democratic Leadership is the leadership style that promotes the sharing of

responsibility, the exercise of delegation and continual consultation. Interaction between the leader and subordinates is open, friendly and trusting.

The decisions are made in groups through group discussions, by the formation ofvarious committees. It is also called as ‘group dynamics’ approach to participation. It can be most suitable where team working is essential, and quality is more important

than speed to market or productivity.

ADVANTAGES: Positive work environment Successful initiatives Creative thinking Reduction of office politics Reduced employee turnover Overall development of the subordinates

DISADVANTAGES: Lengthy and ‘boring’ Decision making Suggestions given by subordinates may sometimes be better than what leaders

could have thought of. Leaders, in such cases, may not feel happy invitingsuggestions.

Danger of pseudo participation: Employees may not always be willing toparticipate

Suggestions which are not acceptable to the entire group may invite resistancefrom some of the group members.

When is Partic ipative Leadership & Democratic Leadership Effective? It is most successful when used with highly skilled or experienced employees or

when implementing operational changes or resolving individual or group problems. It is applied to an extent in the manufacturing industry, to allow employees to give

their ideas on how processes can become leaner and more efficient. It is effective in professionals’ organizations where the emphasis is clea rly on

training professional & leadership development. Non-profit organizations also tremendously benefit from drawing upon the creative

energies of all their staff to bring about cost cutting techniques or fund raisingideas.

As previously mentioned, creative industries such as advertising and televisionenjoy a lot of benefits from the free flow of ideas that democratic / participative

leadership brings.


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D. LAISSEZ-FAIRE LEADERSHIP

This French phrase means "leave it be," and it describes leaders who allow theirpeople to work on their own.

This style of leadership is also called “Hands-Off”, Free-Rein, Delegative orPermissive.

The leader is ultra-liberal : It means giving complete freedom to subordinates. In thisstyle, the leader once determines policy, programmes and limitations for action thenthe entire process is left to subordinates.

Group members perform everything and the leader usually an on-looker who plays aminor role in affecting the group-goals and maintains contacts with outside persons tobring the information and materials which the group needs.

ADVANTAGES: Increases morale of employees and they strive for higher job satisfaction as they

hold the responsibility for framing and achieving their group-goals. The employees’ satisfaction is exploited to the fullest possible extent.

The subordinates train their own group members and motivate them to work. Theresults are likely to be more productive.

DISADVANTAGES: It makes employees feel insecure at the unavailability of a leader. The leader cannot provide regular feedback to let employees know how well they

are doing. Leaders are unable to thank employees for their good work. The leader doesn’t understand his or her responsibilities and is hoping the

employees can cover for him or her.

When it is Effective?

This style of leadership is effective in highly motivated professionals (outsideexperts, such as staffs or consultants) where independent thinking is rewarded. Itis not useful in organizations that are highly structured.

This type of style is suitable to certain where the leader can leave a choice to hisgroup. This helps subordinates to develop independent personality.

Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Employees are trustworthy.

Other Leadership Styles

1.) Visionary Leadership2.) Coaching Leadership3.) Paternalistic Leadership4.) Transactional Leadership5.) Transformational Leadership6.) Charismatic / “Pace-Setting” Leadership7.) Servant Leadership8.) Bureaucratic Leadership

1. Visionary LeadershipTo build a rich picture of what is neededTalk about future & not about the pastShare their ideas for the futureThink long term & beyond the current problem setCommunicate at all levels to get buy inTell stories & model for how they would like others to behave


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2. Coaching LeadershipRaises performance & develops people for the futureListen to the needs of their peopleWork at the pace of the individuals being coached rather than impose their ownpaceDemonstrate active listening & empathy

Ask tough questions to make the individual think for themselvesChallenge people to do things differentlyHelp people to set clear development goalsGive frequent feedbackGive regular praise & recognition

3. Paternalis tic LeadershipLeader assumes that his function is paternal or fatherly.Leader provides good working conditions & fringe benefits to his sub-ordinates.Employees under such leadership will work harder out of gratitude.It generates resentment in subordinates.

4. Transactional LeadershipThis leadership style starts with the idea that team members agree to obey theirleader when they accept a job.The "transaction" usually involves the organization paying team members in returnfor their effort and compliance.

5. Transformational LeadershipLeaders are inspiring because they expect the best from everyone on their teamas well as themselves. This leads to high productivity and engagement fromeveryone in their team.Leaders transform the organization by developing vision, building commitment,

and empowering followers.It has developed frameworks and measures that have led to a body of research ontransformational leadership.

6. Charismatic / Pace-Setting LeadershipThis can resemble transformational leadership because these leaders inspireenthusiasm in their teams and are energetic in motivating others to move forward.This excitement and commitment from teams is an enormous benefit.In that the leader injects huge doses of enthusiasm into his or her team, and isvery energetic in driving others forward.The Leader can tend to believe more in him or herself than in their team.

Charismatic leadership carries great responsibility, and needs long-termcommitment from the leader.

Charisma - “Charisma is a God gifted attribute in a person which makes hima leader irrespective of the situations in which he works.”

People enjoy leaders who enjoy life Put a 10 on every person’s head Give people hope

“How can you have charisma? Be more concerned about making others feel good

about themselves than you are making them feel good about you.”

7. Servant LeadershipIn many ways, servant leadership is a form of democratic leadership, as the wholeteam tends to be involved in decision-making.


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Supporters of this leadership style suggest it is an important way ahead in a worldwhere values are increasingly important, servant leaders achieve power on thebasis of their values and ideals.People practicing servant leadership will often find themselves left behind byleaders using other leadership styles.Servant leadership, first described by Robert Greenleaf in the 1970’s,

It is leadership upside down because leaders transcend self-interest to serveothers and the organization.

Servant Leader - A leader who works to fulfill subordinates’ needs and goalsas well as to achieve the organization’s larger mission.

8. Bureaucratic LeadershipThis is a very appropriate style for work involving serious safety risks (such asworking with machinery, with toxic substances or at heights) or where large sumsof money are involved (such as cash-handling).In other situations, the inflexibility and high levels of control exerted can

demoralize staff, and can diminish the organizations ability to react to changingexternal circumstances.Bureaucratic leaders work "by the book." They follow rules rigorously, andensure that their people follow procedures precisely.

TRAIT APPROACH TO LEADERSHIP

TRAIT is defined as relatively enduring quality of an individual.

This theory accepted the fact that leadership traits are not completely inborn butcan also be acquired through learning and experience.

This approach seeks to determine “what makes a successful leader” from theleaders own personal characteristics.

It gives hypothesis on the qualities such as intelligence, attitudes, personality andbiological factors for effective leaders.

Various traits are classified into innate and acquirable traits.

Basic Assumptions of Trait Theory People are born with inherited traits. Some traits are particularly suited to leadership. People who make good leaders have the right combination of traits.

Limitations:

No universal traits found that predict leadership in all situations. Traits predict behavior better in “weak” than “strong” situations. Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and

ineffective leaders.

Classification of Traits

1. Innate Traits - Innate qualities are those which are possessed by various

individuals since their birth. These qualities are natural and often known as god-

gifted. On the basis of such qualities, it is said that ‘Leaders are born and not

made’ . These qualities cannot be acquired by the individuals.

The following are the major innate qualities:


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Physical features - Physical features of a man are determined by heredityfactors. Physical characteristics and rate of maturation determine thepersonality formation. To some extent, height, weight, physique, health andappearance are important for leadership.

Intelligence - Intelligence is generally expressed in terms of mental ability.

It, to a very great extent is a natural quality in the individuals because it isdirectly related with brain. Though, many psychologists claim that the levelof intelligence in an individual can be increased through various trainingmethods.

2. Acquirable Traits - Acquirable qualities of leadership are those which can beacquired and increased through various processes. Such as, when a child is born,he learns many of the behavioral patterns through socialization and identificationprocesses.

The following are the major acquirable qualities:

Emotional Stability - A leader should have high level of emotional stability.He should be free from bias, is consistent in action, and refrains from anger.He must be self-confident and believes that he can meet most situationssuccessfully.Human Relations - A leader should know how to deal with human beings.He should have intimate knowledge of people, their relationship to eachother and their reaction to various situations.Empathy - Empathy refers to observing the things or situations from otherspoint of view. It is considered as very important aspect for successfulleader. Empathy requires respect for the other persons, their rights, beliefs,values and feelings.

Objectivity - Objectivity implies that what a leader does should be basedon relevant facts and information. The leader must be objective and doesn’tpermit him to get emotionally involved to the extent that he finds it difficult tomake an objective diagnosis and implement the action required.

CONTINGENCY/SITUATIONAL APPROACHES OF LEADERSHIP

This approach was applied first time in 1920 in the armed forces of Germany with theobjective to get good generals under different situations.

These theories of leadership postulate that leaders should carefully analyze thenature of the situation before deciding on the appropriate leadership style to be

adopted. Effectiveness of leadership is affected by the factors associated with the leader

(Leader’s Behavior ) and the factor associated with the situation (SituationalFactors).

Leadership as being more flexible – different leadership styles used at different timesdepending on the circumstance.

No leadership style is best in all situations.


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Factors affecting Leadership Effectiveness

LEADER’S BEHAVIOR Leader’s behavior is further affected by two variables:

1.) Leader’s Characteristics - The behavior of the individual is influenced by intelligence

and ability, his characteristics like his personality characteristics, attitudes, interest,motivation, and physical characteristics such as age, sex, and physical features.

2.) Leader’s Hierarchical Position - Leader’s hierarchical position in the organization isvery important because persons at different levels face different kinds of problemwhich affect the degree of participation between the superior and his subordinates inarriving at decisions to solve the problems.

SITUATIONAL FACTORS The various situational factors are grouped into four categories:

1.) Subord inate Characteristics - It includes personality characteristics, attitude,interest, motivation, physical characteristics such as age, sex, physical features.

2.) Leader’s Situation - The variables which determine the leaders situation are:

a. Leader’s position power - It helps in influencing others. High position powersimplifies the leader’s task of influencing others, while low position power makesthe leader’s task more difficult.

b. Leader’s Subordinate relation - It is based on the classic exchange theory whichsuggests that there is two way influence in a social relationship. If the leader hasgood subordinates, and good relation with them, he is likely to be more effective.

3.) Group Factors - Various group factors like task design, group composition, group

norms, and peer group relationship affect leadership effectiveness and performance.If these factors are favorable, the leader will be effective.

4.) Organizational Factors - Organizational factors like organizational climate andorganizational culture affect leadership effectiveness. If these are conductive, theleader will be effective.

SITUATIONAL THEORIES OF LEADERSHIP1.) Tannenbaum and Schmidt’s Leadership Continuum2.) Hersey and Blanchard’s Situational Theory 3.) Path-Goal Theory4.) Fiedler’s Contingency Model

Tannenbaum and Schmidt’s Leadership ContinuumThere are a variety of styles of leadership behavior between two extremes of

Autocratic and Free rein. TANNENBAUM and SCHMIDT have depicted a broad


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range of styles on a continuum moving from authoritarian leadership behavior atone end to free-rein behavior at the other end.

According to them, there is no best leadership style that a leader can adopt;rather, she/he chooses one amongst the seven leader behaviors, depending uponthree important factors.

a. Forces in Leader

b. Forces in Subordinates (Followers)c. Forces in the Situation

LEADER BEHAVIOR1. Leader as an Announcer2. Leader as a Seller3. Leader as a Clarifier4. Leader as a Senior Partner5. Leader as a Seeker6. Leader as an Equal Partner7. Leader as a Follower

Hersey and Blanchard’s Situational Theory A contingency approach to leadership that links the leader’s behavioral style with

the task readiness of subordinates.Leaders adjust their styles depending on the readiness of their followers toperform in a given situation.Readiness — how able, willing and confident followers are in performing tasks.Leadership styles can be categorized into four types – Telling, Selling,Participating, and Delegating.The two-by-two matrix shown in the figure indicates that four leadership styles arepossible.


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LEADERSHIP STYLES

(S1) TELLING / DIRECTING High-task, low-relationship style. Work best in low-readiness situations.

Leader Defines Tasks of Followers and closely supervising work Problem Solving and Decision Making Initiated by the Leader One-way Communication

(S2) SELLING / COACHING / MENTORING High-task, high-relationship style. Work best in low-to-moderate readiness situations. Leader emphasizes shared ideas and participative decisions on task directions. Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions Two-way Communication

Control Over Decision Making Remains With the Leader

(S3) PARTICIPATING / SUPPORTING Low-task, high-relationship style. Works best in moderate-to-high readiness situations. Leader explains task directions in a supportive and persuasive way. Focus of Control Shifts to Follower. Leader Actively Listens. Follower Has Ability and Knowledge to Do the Task.

(S4) DELEGATING Low-task, low-relationship style.

Works best in high readiness situations. Allowing the group to take responsibility for task decisions. Leader Discusses Problems With Followers. Seeks Joint Agreement on Problem Definitions. Decision Making Is Handled by the Subordinate. They “Run Their Own Show”

PATH - GOAL THEORY

The path-goals theory is a contingency model of leadership developed develop by

Robert House. This model is called a contingency theory because it consists of three sets of

contingencies (leader behavior and style, situational contingencies, and the use ofrewards to meet subordinates’ needs.)

According to this theory, the main function of the leader is to provide clear directionand required guidance to his followers or subordinates and support/assist them toachieve organizational goals. The Leader should also establish individual (or group)goals for employees that are compatible with the broad organizational goals.

The impact that leader behavior has on subordinate’s motivation, satisfaction &performance.

The leader attempts to make the path to subordinates goal as smooth as possible. To accomplish this path-goal facilitation, the leader must use appropriate style

contingent on the situational variables present.


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Leader Roles in the Path-Goal Theory

Contingency relationships in the Path-Goal Theory

Two important s ituational contingencies are:1.) Follower Contingencies - The personal characteristics of group members.

Include such factors: AbilitySkillsNeedsMotivations

2.) Environmental ContingenciesInclude such factors:

Degree of task structure – the extent task are well-defined and haveexplicit descriptions and work procedures.Nature of formal authority system – the amount of legitimate powerused by managers and the extent to which policies and rules constrainemployees’ behavior.The work group – the educational level of subordinates and the qualityof relationships among them.

Robert House suggested 4 types of leadership by this model:1.) Supportive Leadership

Make work pleasant.

Treat group members as equals.Be friendly and approachable.Show concern for subordinates’ well-being.This is similar to the consideration leadership.Effective when worker self-confidence is low.


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2.) Directive Leadership

Communicate expectations.Give directions.Schedule work.Maintain performance standards.

Clarify leader’s role.This is similar to the initiating-structure leadership.Effective when job assignments are ambiguous.

3.) Participative Leadership

Involve subordinates in decision making.Consult with subordinates.

Ask for subordinates’ suggestions.Use subordinates’ suggestions.Effective when performance incentives are poor.

4.) Achievement-Oriented LeadershipSet challenging goals.Expect high performance levels.Emphasize continuous improvement.Display confidence in meeting high standards.Effective when task challenge is insufficient.

FIEDLER’S CRITICAL DIMENSIONS OF LEADERSHIPSITUATION

Fiedler’s Contingency Model

The Fiedler contingency model is a leadership theory of industrial andorganizational psychology developed by Fred Fiedler (1967).

The theory that effective groups depend on a proper match between a leader’sstyle of interacting with subordinates and the degree to which the situation givescontrol and influence to the leader.

Fiedler's model assumes that group performance depends on the Leadership stylethat may be: Relationship-motivated – concerned with people, as in the consideration

style. Task-motivated – primarily motivated by task accomplishment, which is similar

to the initiating structure style.

Measuring the Situation Leadership requirements depend on the situation the leader; and the choice of the

most appropriate style of leadership depends on whether the overall situation isfavorable or unfavorable to the leader.

Leadership situations are classified as high, moderate, or low control

Control is determined by three dimensions:a) Leader-member relations

The degree of confidence, trust, and respect subordinates has in their

leader including group atmosphere and members’ attitude toward andacceptance of the leader.

b) Degree of Task structure


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The degrees to which tasks on hand can be performed efficiently by thegroup are defined, involve specific procedures, and have clear, explicitgoals.

c) Position power or the Leader’s position

Influence derived from one’s formal structural authority in theorganization; includes power to hire, fire, discipline, promote, and give

salary increases.

Leadership Effectiveness based on Contingency Model

Matching Leadership Style and Situation

Evaluation of Fiedler’s Contingency Theory Fiedler’s work prompted others to conduct studies about the contingency nature of

leadership. The model has alerted leaders to the importance of sizing up the situation to gain

control. However, contingency theory is too complicated to have much of an impact on

most leaders.

FUNCTIONS OF A LEADER

1. Establishing direction - Giving the proper direction to the followers wheredetermining the destination.

2. Aligning people - Keeping the followers within the control of leader.3. Motivating and inspiring - Motivate them and try to be inspired by the leader.4. Change management - Manage any type of organizational change convincing the

followers, creating trust to the management.5. Coordination - Coordinate where necessary6. Determin ing goal - Determine both long and short-term goals and objectives to be

achieved.7. Representing organization - Leader represents on behalf of the organization.8. Making quick and rational decision -Leaders should be able to make immediate

and rational decisions.9. Environmental adaptation - Make the change according to the environmental

change to it.


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10. Communication - Effective communication to its stakeholders.

LEADERSHIP STYLES

Leadership Style is a manner and approach of providing direction, implementing plans

and motivating people. Leadership Style is the way in which a leader influences followers. No matter what their traits or skills, leaders carry out their roles in a wide variety of

styles. Leadership style may be dependent on various factors: Risk - decision making and change initiatives based on degree of risk involved Type of business - creative business or supply driven? Organizational culture - may be long embedded and difficult to change Nature of the task - needing cooperation? Direction? Structure? How important change is… change for change’s sake?

Two (2) Major Styles of Leadership

1.) Task-Oriented Leadership

Leaders focus only on getting the job done, and can be quite autocratic. Leaders will actively define the work and the roles required, put structures in

place, plan, organize and monitor. However, as task-oriented leaders spare little thought for the well-being of their

teams, this approach can suffer many of the flaws of autocratic leadership, withdifficulties in motivating and retaining staff.

2.) People-Oriented / Relation-Oriented Leadership

This style of leadership is the opposite of task-oriented leadership.

A participative style, it tends to lead to good teamwork and creativecollaboration. Leaders are totally focused on organizing, supporting, and developing the

people on their teams.

THE LEADERSHIP GRID

The Leadership (Managerial) grid model is a behavioral leadership model developedby Robert R. Blake and Jane Srygley Mouton in 1964.

This model identified five different leadership styles based on the concern for peoplein y-axis and the concern for production in x-axis.

Understanding the Model The Managerial Grid is based on two behavioral dimensions:

1.) Concern for People - This is the degree to which a leader considers the needsof team members, their interests, and areas of personal development whendeciding how best to accomplish a task.

2.) Concern for Production - This is the degree to which a leader emphasizesconcrete objectives, organizational efficiency and high productivity when decidinghow best to accomplish a task.

LEADERSHIP Styles identified1.) Impoverished Leadership Style (1, 1)

2.) Task Management Style (9, 1)

3.) Middle of the Road (5, 5)


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4.) Country Club (1, 9)

5.) Team Management (9, 9)

1. IMPOVERISED LEADERSHIP (1, 1) “Low Production / Low People”Managers with this approach are low on both the dimensions and exerciseminimum effort to get the work done from subordinates.The leader has low concern for employee satisfaction and work deadlines.

As a result disharmony, disorganization, and dissatisfaction prevail within theorganization.

The leaders are termed ineffective wherein their action is merely aimed atpreserving job and seniority.

2. TASK MANAGEMENT STYLE (9, 1) “High Production / Low People”“Produce or Perish”

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

3. MIDDLE OF THE ROAD (5, 5) “Medium Production / Medium People”“Dampened Pendulum / Status Quo”This is basically a “compromising style” wherein the leader tries to maintain abalance between goals of company and the needs of people.


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The leader does not push the boundaries of achievement resulting in averageperformance for organization.Here neither employee nor production needs are fully met.

4. TEAM MANAGEMENT (9, 9) “High Production / High People”This style is based on the McGregor’s Theory Y and has been termed as most

effective (pinnacle) style.The leader feels that empowerment, commitment, trust, and respect are the keyelements in creating a team atmosphere which will automatically result in highemployee satisfaction and production.The premise here is that employees are involved in understanding organizationalpurpose and determining production needs.

TRAITS, ATTRIBUTES & QUALITIES OF A LEADER

Leadership ATTRIBUTES are inner or personal qualities that constitute effective leadership;

a large array of characteristics such as values, character, motives, habits, traits,competencies, motives, style, behaviors, and skills.

Leadership QUALITIES Leadership qualities are demonstrated in a leader’s behavior, not their position. “Leadership is not just one quality but rather a blend of qualities”.

Leadership TRAITS a set of stable characteristics the distinguishing personal characteristics of a leader. potentially lasting throughout one's entire life.

I. Personality Traits of a Leader

1.) Physical proficiency and resiliency

It enables the leader to quickly recover under times of exceptional stress andimmediately continue his work.

2.) Intell igence

Ability to Gather, Analyze, Interpret, create visions, Solve Problems, and makecorrect decisions.It enables the leader to thoroughly understand his job and his people, as wellas anticipate critical problems.

3.) Character

It strongly determines the individuality of the leaders and his attitudes towardhis responsibilities.

II. Character Traits of a Leader

1.) Judgment

It is the power of the mind to weigh various intervening factors affecting aproblem and arrive at a sound decision with due care and prudence.

2.) Unselfishness

It is the avoidance of providing for one’s own comfort or advantage at theexpense of others.

A leader must show some degree of magnanimous considerations tosubordinates without prejudicing the interest of others who are in need of help.

3.) Decisiveness

A Leader should have the ability to decide promptly and correctly at the propertime and to announce/express his decision clearly and briefly with authority.


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4.) Enthusiasm

A Leader must possess a higher degree of interest and sensitivity inresponding the needs of the organization and performance of all duties.

5.) Loyalty

It is the quality of faithfulness to superiors, subordinates and to the ideals

organization where the leaders belong.6.) Dependabilit y

A Leader must demonstrate a higher degree of initiative in the performance ofhis duty even with or without supervision.

7.) Integrit y

It is uprightness of moral character and the quality of honesty and truthfulness.

8.) Courage

It is the physical and mental ability which recognizes but enables the individualto accept or meet challenges with calmness and fearlessness.

9.) Knowledge

A leader must have a thorough knowledge of the capabilities and limitations ofhis subordinates. A leader should be endowed with superior intelligence and have the necessaryprofessional know-how of the job.

10.) Bearing A Leader dignified in appearance and behavior to earn respect.It is the act of creating a favorable impression in personal conduct at all times.

11.) InitiativeIt is the quality of seeing what needs to be done and initiating a course ofaction.

A Leader should have the ability to start or originate an idea or a work conceptleading to action when others are absent or passive.

12.) TactIt is the ability to deal with others without giving offense. This is a keen feelingand a sense of what is appropriate, tasteful, and aesthetically pleasing.

13.) Endurance A Leader must have a physical and mental endurance to continue relentlesslyin pursuing the goals and objectives of the organization for the common good.It is the leader’s mental and physical stamina moved by the ability to stand painor hardships.

14.) JusticeIt is the ability to be impartial and consistent in dealing with subordinates.

A Leader must be able to render judgement which conforms to principles of

reason, to genarally accepted standards of right and wrong, and to the statedterms of laws, policies, and rules. A Leader should be impartial in rendering punishment and giving credit wherecredit is due.

15.) Humili ty A Leader must possess the virtue of humility – the state of being reasonablymodest and not proud, assuming, arrogant, and boastful.

16.) Sympathy A Leader must be able to understand and to share the feelings of another,especially in time of sorrow or adversity.

17.) Empathy A Leader must show some intellectual and emotional identification with

feelings, thoughts, and attitudes to the employees affected by pain because ofmisfortune.

18.) Force A Leader must be able to demonstrate efficacious power within the bounds oflaw to compel obedience among his subordinate.


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19.) Humor A Leader must possess a good sense of humor which is a mental disposition toappreciate and narrate amusing incidents of everyday life in a comical way.

20.) Wit

A Leader must possess a keen perception and appropriate expression ofamusing words and ideas which awaken amusement and pleasure.

IMPLICATIONS OF LEADERSHIP

Varying leadership styles While the proper leadership style depends on the situation, there are other

factors that also influence which leadership style to use. The Leaders’ personal background - What personality, knowledge, values,

ethics, and experiences does the leader have. What does he or she think willwork?

The Members (employee) being supervised - Members of an organizationare individuals with different personalities and backgrounds. The leadership

style manager use will vary depending upon the individual and what he or shewill respond best to.

The Perfect Leader

A good leader uses all three styles, depending on what forces are involved betweenthe followers, the leader, and the situation . Some examples include:

Using an authoritarian style on a new employee who is just learning the job. Theleader is competent and a good coach. The employee is motivated to learn a new

skill. The situation is a new environment for the employee. Using a participative style with a team of workers who know their job. The leader

knows the problem, but does not have all the information. The employees knowtheir jobs and want to become part of the team.

Using a delegative style with a worker who knows more about the job than you.You cannot do everything! The employee needs to take ownership of her job. Also,the situation might call for you to be at other places, doing other things.

Forces that influence the style to be used included: How much time is available? Are relationships based on respect and trust or on disrespect?

Who has the information - you, your employees, or both? How well your employees are trained and how well you know the task. Internal conflicts? Stress levels? Type of task. Is it structured, unstructured, complicated, or simple?


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CONCLUSION

1.) Effectiveness of leadership depends upon matching leadership behavior style withthe maturity of the group in a specific situation.

2.) Remember knowing and doing are different things.

3.) Leaders must develop flexibility to change style.4.) Matching style and situation is not the only leadership role; group development isanother important role, that is, moving the group to readiness and responsibility isalso an leadership role.

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Leadership Written Report

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