04/21/23 1

Leadership and Organizational

04/21/23 2

Leadership…

Who is a leader?

What quality a leader should have?

Whom to call a leader?

Everybody seems to have a say when it comes to

Leadership!!

Historical figures (Alexander, Napolean, Hitler??)

From business world (JRD Tata, Dhirubhai Ambani, Bill Gates etc..)

04/21/23 3

Influence is the process of affecting potential behavior of others.

Whereas, PowerPower is the capacity to exert influence.

Sources of Power (French & Raven, 1959)Position Power: Legitimate Power, Reward Power,

Coercive Power.

Personal Power: Referent Power and Expert Power

(information power)

Leadership…

04/21/23 4

Trait Theory

Historic findings reveal that leaders and followers vary by- intelligence- dominance- self-confidence- level of energy and activity- task-relevant knowledge

Contemporary findings show that- people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, and competent

The trait theory provides descriptive insights but has little analytical or predictive power.

Leadership Traits: represent the personal characteristics that differentiate leaders from followers.

04/21/23 5

Trait Theory (continued)

Gender and leadership- men and women differ in the type of leadership roles they assume in work groups: men display more task leadership and women exhibit more social leadership- leadership styles vary by gender: women are more democratic and men are more autocratic and directive- female and male leaders are equally effective- men are perceived as more effective than women when the job is defined in masculine terms, and women are more effective than men in roles defined in less masculine terms- male leaders are perceived as more effective than females when there are a greater percentage of male leaders and male direct reports; the same positive bias is not true for women leaders

04/21/23 6

Group Exchange Theory

This theory posits that there must be positive exchange between the leader and followers in order for the group goals to be accomplished.

Followers impact on leaders- Some important research studies indicate that followers/subordinates may actually affect leaders as much as leaders affect them.

Vertical Dyad Linkage model (VDL)- It states that leaders treat individual subordinates differently. They develop dyadic (two persons) relationships which affect the behavior of both leader and subordinates.

04/21/23 7

House’s Path-Goal Theory Employee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity

Environmental Factors- Employee’s task- Authority system- Work group

Leadership Styles- Directive- Supportive- Participative- Achievement oriented

Employee Attitudes and Behavior- Job satisfaction - Acceptance of leader- Motivation- Performance

04/21/23 8

Path Goal Theory

1. Directive Leadership: This style is similar to that of the Lippitt and White authoritarian leader. Subordinates know exactly what is expected of them, and the leader gives specific directions. There is no participation by subordinates.

2. Supportive Leadership: The leader is friendly and approachable and shows a genuine concern for subordinates.

3. Participative Leadership: The leader asks for and uses suggestions from subordinates but still makes the decisions.

4. Achievement—Oriented Leadership: The leader sets challenging goals for subordinates and shows confidence that they will attain these goals and perform well.

04/21/23 9

Path Goal Theory

Two of the situational factors that have been identified are the personal characteristics of subordinates and the environmental pressures and demands facing subordinates. With respect to the first situational factors, the theory asserts:

“Leader behavior will be acceptable to subordinates to the extent that the subordinates see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction.”

04/21/23 10

Path Goal Theory

And, with respect to the second situational factors, the theory states:

“Leader behavior will be motivational (e.g., will increase subordinate effort) to the extent that (1) it makes satisfaction of subordinate needs contingent on effective

performance, and (2) it complements the environment of subordinates by providing the coaching, guidance, support and rewards which are necessary for effective performance and which may otherwise be lacking in subordinates or in their environment.”

04/21/23 11

Path Goal Theory

Research findings:

1. Studies of seven organizations have found that leader directiveness is (a) positively related to satisfaction and expectations of subordinates engaged in ambiguous tasks and (b) negatively related to satisfaction and expectancies of subordinates engaged in clear tasks.

2. Studies involving ten different samples of employees found that supportive leadership will have its most positive effect on satisfaction for subordinates who work on stressful, frustrating, or dissatisfying tasks.

04/21/23 12

Path Goal Theory

3. In a major study in an industrial manufacturing organization, it was found that in nonrepetitive, ego-involving tasks, employees were more satisfied under participative leader than under non-participative leader.

4. In three separate organizations it was found that for subordinates performing ambiguous, nonrepetitive tasks, the higher the achievement orientation of the leader, the more subordinates were confident that their efforts would pay off in effective performance.

04/21/23 13

Hershey and Blanchard’s Life–Cycle or Situational Approach

Two major styles of leadership

1)Task style and 2) Relationship style

The level of maturity is defined by three criteria

a) Degree of achievement motivation,

b) Willingness to take responsibility and

c) Amount of education and/or experience.

04/21/23 14

Hershey and Blanchard’s Life–Cycle or Situational Approach

Four basic styles1) Telling style – This is high task, low relationship

style and is effective when followers are at a very low level of maturity

2) Selling style - This is high task, high relationship style and is effective when followers are on the low side of maturity

3) Participative style - This is low task, high relationship style and is effective when followers are on the high side of maturity

4) Delegating style - This is low task, low relationship style and is effective when followers are at a very high level of maturity

04/21/23 15

Likert’s Four Systems of Management System 1 (Exploitative Autocratic) – Manager has no

trust or confidence in subordinates and subordinates do not feel free with their superior.

System 2 (Benevolent Autocratic) - Manager has condescending trust and confidence but subordinates do not feel very free with their superior.

System 3 (Participative) - Manager has substantial but not complete trust and confidence and subordinates rather feel free with their superior.

System 4 (Democratic) - Manager has complete trust and confidence in subordinates in all matters and subordinates feel completely free with their superior.

04/21/23 16

Empirical support for Likert’s Four Systems of Management

Likert and his colleagues have quite consistently found that high producing units were described according to system 3 and 4 while low producing units fell under system 1 and 2. These responses were given irrespective of the manager’s field of experience.

04/21/23 17

Ethical and Unethical characteristics of Charismatic leaders

Ethical Uses power to serve

others Aligns vision with

followers’ needs and aspirations

Consider and learns from criticism

Open, two way communication

Unethical Uses power only for

personal gains Promotes own

personal vision

Censures critical or opposing views

One way communication

04/21/23 18

Ethical and Unethical characteristics of Charismatic leaders (contd…)

Ethical Stimulates followers to think

independently and to question the leader’s view

Coaches, develops, and supports followers; shares recognitions with other

Relies on internal moral standards to satisfy organizational and societal goals

Unethical Demands own decisions to be

accepted without question

Insensitive to followers’ needs

Relies on convenient external moral standards to satisfy self interests

Concept of employment

• Commitment: loyalty - devotion or dedication, e.g. to a cause, person, or relationship.

• Morale: a: the mental and emotional condition (as of enthusiasm, confidence, or loyalty) of an individual or group with regard to the function or tasks at hand b: a sense of common purpose with respect to a group.

04/21/23 19

Engagement Defined “Engaged employees are defined as those who are “mentally and emotionally

invested in their work and in contributing to their employer’s success.” “In a nutshell, engaged employees brings all of themselves to work.”(JoAnna

Brandi, president of JoAnna Brandi and Co.)

*Excerpt from “Learning’s role in employee engagement” ASTD Research Study sponsored by Dale Carnegie training

** Excerpt from ICMI’s Call Center Management Review , March 2006

Excerpt for “Learning’s role in employee engagement” AN ASTD Research Study, A Dale Carnegie training

Employee Engagement The Business Impact of Employee

Engagement:

The Corporate Leadership Council has completed a study of the engagement level of 50,000 employees around the world. And found that… Those employees who are most committed

(engaged) perform 20% better and are 87% less likely to leave the organization.

Source: Corporate Leadership Council

Source: First Break All the Rules

Motivation

“You can’t motivate other people. You can only influence what they’re motivated to do.”

“People don’t change that much.Don’t waste time trying to put in what was left out.

Try to draw out what was left in.That is hard enough.”

Motivation is…….

“Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly.”

Dr. Stephen Covey

“Motivation is a function of growth from getting intrinsic rewards out of interesting and challenging work.”

“Motivation is based on growth needs. It is an internal engine.”

Frederick Herzberg - Retrospective Commentary on 1968 HBR article “How Do You Motivate Employees”

Motivation Ladder

•Competitive pay/benefits•Job fit•Working conditions•Relationship with supervisor

•Money•Prizes•Awards•Celebrations

•The work itself•Responsibility•Social interactions•Achievement•Recognition•Growth •Advancement

Price of Admission:Covering Basic Needs

Sustained Motivation (Internal Commitment)

Meeting Advanced Needs

Short-term Motivation (External Commitment)

MO

TIV

AT

ION

What Is a High Performing, Motivated Workforce?

Greater than 1/3 employees consistently exceed expectations

Average worker performs higher than industry Strong emotional commitment Collective performance of major segments…

forms core of competitive advantage Leaders believe front line people are key to

success and engage employees emotionally and rationally

Source: Peak Performance, Jon Katzenbach

“Things that matter to Employees that most Companies aren’t doing well!”

1. Feeling appreciated for the work they do.

2. Not working in a stressful environment (i.e. call handling time pressure).

3. Being valued and respected within the center and organization.

4. Career opportunities for advancement within the center and organization.

5. The Center effectively utilizes employee’s knowledge and skills.

Source: SQM Group Study for Manpower

As many as 34% of employees who quit a job cited a lack or limited appreciation of their contributions as the reason. Robert Half International

A Motivation Problem?

What Happens in the Center…

• No news is good news, we’ll let you know if something is wrong

• Negative reinforcement is common• Attempts at positive reinforcement are

disconnected and remote (financial incentives, contests, reports)

• Constant redirection & correction

What Happens in the Center…

It doesn’t matter if I do it or not…

No response

I think that’s how I was supposed to do it?

No response

Wow! I did it!

Praise Should Be . . .

Specific

Sincere

Individual

Proportionate

Frequent & ongoing

Encouraging

Praise Should Be. . .Specific Eliminate generic, blanket

praise (e.g., “nice work”)

Use descriptive language,

quotes, examples

Describe exactly what was positive - the behavior, the result

Praise Should Be. . . Sincere Communicate your concern,

excitement, interest, investment

Express confidence the agent can/will succeed

Convey through word choice, tone of voice, body language

Praise Should Be. . . Individual A view of the “big picture”

Continuity between coaching sessions

Refer to individual challenges, struggles, talents, strengths

Praise Should Be…Proportionate Behavior being praised

Extent to which a goal was achieved

Importance of the goal

Praise Should Be. . . Encouraging

Clarify exactly what you’d like to see happen in the future

Provide recognition to inspire reoccurrence

Stress that the behavior is valued, applauded

Practical Application Practice, Encourage throughout the Center

Manager to Reports Peer to Peer Across the Call Center Coach to Agent

Make it part of your weekly To-Do list Track the type & amount of praise being

delivered Measure the Results Celebrate!