23720037 What is Leadership

7/31/2019 23720037 What is Leadership

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Leadership


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Leadership is power, But power is not necessarilyleadership.

Power is the ability to get others to do what you want

them to do.

But coercive power is not leadership.

Ratherleadership is power that grows out of personalcharacteristics such as charisma, expertise, andinterpersonal skills.

What is Leadership?


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Leading people

Influencing people

Commanding people

Guiding people

What is Leadership?


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Leadership is the initiation of action to

solve a problem

Leadership is directing or controlling the

activity of a group

Leadership is influencing the activities of

group as it moves toward its goals.

What is Leadership?


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Leadership is a process by which a person

influences others to accomplish an objective

and directs the organization in a way that

makes it more cohesive and coherent.

Leadership is the ability to influence, motivate,and enable others to contribute toward the

effectiveness of the organizations of which they

are members.

What is Leadership?


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Managers vs. Leaders

Managers are people who do

things right, while leaders are

people who do the right thing.

Warren Bennis


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Leaders vs. ManagersLeaders vs. Managers

w LEADERS:

q innovateinnovate

q focus on peoplefocus on people

q inspire trustinspire trust

q have a long-rangehave a long-range

viewviewq ask what and whyask what and whyq have eyes on horizonhave eyes on horizonq originateoriginateq challenge status quochallenge status quo

q do the right thingdo the right thing

w MANAGERS:MANAGERS:

q administrateadministrateq focus on systems andfocus on systems and

structuresstructures

q rely on controlrely on control

q

have a short-rangehave a short-rangeviewview

q ask how and whenask how and when

q have eyes on bottomhave eyes on bottomlineline

q initiateinitiateq accept status quoaccept status quo

q do things rightdo things right


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What is leadership style?

Leaders styles encompasshow they relate to others within and outsidethe organization AND

how they view themselves and their position.


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Power Meter

Position Shared

Autocratic

Democratic

Traditional Leadership


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Types of Leadership Style

Autocratic: Emphasizes task over people

keeps authority and information within the

leaders tight control, and acts in a unilateral command-and-control

fashion.

Boss

Subordinate


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Autocratic: Leader makes decisions without reference to

anyone else

High degree of dependency on the leader Can create de-motivation and alienation

of staff

May be valuable in some types of business

where decisions need to be made quickly

and decisively


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Autocratic Leadership

Autocratic typesa. Strict Autocrat- Motivation by imposing penalty.

b. Benevolent Autocrat- Motivation style is positive.

c. Incompetent Autocrat- Style to hide incompetency.


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Democratic:

Committed to task and people

getting things done while sharing information

encouraging participation in decision making,and

helping people develop skills andcompetencies.

Boss

Subordinate


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Democratic: May help motivation and involvement

Workers feel ownership of the firm and

its ideas Improves the sharing of ideas

and experiences within the business

Can delay decision making


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Laissez-Faire:

Shows little concern for task

lets the group make decisions, and acts with

a do the best you can and dont botherme attitude.

Boss

Subordinate Subordinate


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Laissez-Faire:

Let it be the leadership responsibilities

are shared by all

Can be very useful in businesses where creative ideas are important

Can be highly motivational,

as people have control over their working life

Can make coordination and decision making time-consuming and

lacking in overall direction

Relies on good team work

Relies on good interpersonal relations


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Leadership styles


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Are Leaders Born or Made?

Good leaders are made not born.

If you have the desire and willpower, you

can become an effective leader. Good leaders develop through a never

ending process of self-study, education,

training, and experience.


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Good leaders are

made not born


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A leader lives in each of us


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The Evolution of Leadership

Theory


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Theories of Leadership Trait theories:

Is there a set of characteristics thatdetermine a good leader?

Are such characteristics inherently gender

biased? Do such characteristics produce good

leaders?

Does this imply that leaders are born notmade?


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Trait Theories (1920s-30s)

Research focused on identifying personalcharacteristics that differentiated leaders from

non leaders who was unsuccessful.

studies lead to the conclusion that there was

no such set of personal characteristics that

by themselves distinguished leaders from

non-leaders.


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A few traits such as above averageintelligence, responsibility, self

confidence, and persistence were

associated with leaders, but they arenot sufficient

Later Studies:


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Later research on the leadershipprocess identified seven traits

associated with successful

leadership: Drive, the desire to lead, honesty and

integrity, self-confidence, intelligence,

job-relevant knowledge, and

extraversion.


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Traits Often Shared by Effective Leaders

Drive Successful leaders have high energy, display initiative, and are tenacious.

Self-confidence Successful leaders trust themselves and have confidence in their abilities.

Creativity Successful leaders are creative and original in their thinking.

Cognitive ability Successful leaders have the intelligence to integrate and interpret

information. Business knowledge

Successful leaders know their industry and its technical foundations. Motivation

Successful leaders enjoy influencing others to achieve shared goals. Flexibility

Successful leaders adapt to fit the needs of followers and demands ofsituations.

Honesty and integrity Successful leaders are trustworthy; they are honest, predictable, and

dependable.


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Behavioral Styles Theories of Leadership

The Ohio State Model - identified two critical dimensions of

leader behavior.

Initiating structure: leaders efforts to get things

organized and get things done.

Consideration: the degree of trust, friendship, respect,and warmth that the leader extended to subordinates.

Identified four leadership styles

Low structure, high consideration

High structure, high consideration

Low structure, low consideration

High structure, low consideration



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(contd) The Leadership Grid

Robert Blake and Jane Mouton developed the managerialgrid. The managerial grid is more complex and identifies

five leadership styles that combine different degrees of

concern for production and concern for people.

The belief that there is one best style of leadership.

Concern for production: the desire to achieve greater

output, cost-effectiveness, and profits.

Concern for people: promoting friendships, helping

coworkers get the job done, and attending to things

that matter to people.



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The Leadership Grid Styles 9, 1 style: primary concern for production; people

secondary.

1, 9 style: primary concern for people; production

secondary. 1, 1 style: minimal concern for production or people

5, 5 style: moderate concern for both production and

people to maintain the status quo.

9, 9 style: high concern for both production andpeople (commitment, trust, and teamwork)


(contd)


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Blake and Mouton Leadership Grid

Team management.

High task concern; high people concern.

Authority-obedience management.

High task concern; low people concern.

Country club management. High people concern; low task concern.

Impoverished management.

Low task concern; low people concern.

Middle of the road management. Non-committal for both task concern and people

concern.

The Managerial Grid Model


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The Managerial Grid Model

1, 1

5, 5

9, 9

9, 1

1, 9

0

1

2

3

4

5

6

7

8

9

10

0 1 2 3 4 5 6 7 8 9 10

Low

HighLow

High

Concernfor

pe

ople

Concern for production

Country

club style

Impoverished

style

Produce or

perish style

Team

style

Middle-of-the-

road style


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Managerial styles in Blake and Moutons

Leadership Grid.


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More Successful

Team

Authoritarian

Country Club

Impoverished

Less Successful

Blake & Mouton Managerial Guide

Authoritarian Team

Country Club

Impoverished

Task oriented

Strong on schedules

Expects directions to be followed

Intolerant of dissent

Task oriented

Positive examples

Fosters environment for

people to reach their

highest potential

Works to strengthen bonds

among team members

Uses rewards almost

exclusively

Generally incapableof coercive, punitive,

or disciplined action

Fears conflict

Delegates and disappears

Detaches from team

Lets team work out power

struggles

Low commitment to task

accomplishment

h d b h d lTh L d M b E h (LMX M d l)


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The Leader-Member Exchange (LMX Model)The Leader-Member Exchange (LMX Model)

LMX Approach: Leaders create In-groups and Out-groupsLMX Approach: Leaders create In-groups and Out-groups

This model is based on the idea that one of two distinct types ofThis model is based on the idea that one of two distinct types of

leader member exchange relationships evolve, and theseleader member exchange relationships evolve, and theseexchanges are related to important work outcomes.exchanges are related to important work outcomes.

-In-Groups:

These members are trusted, they get leaders attention and aremore likely to get special privileges.

a partnership characterized by mutual trust, respect and liking

- Out-Groups:

They get less of leaders time, fewer rewards and have leaderfollower relationship based on formal authority structure.

a partnership characterized by lack of mutual trust, respect andliking


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Research shows that there is not onebest style of leadership. Theeffectiveness of a particular leadershipstyle depends on the situation at hand.

The contingencies models of

leadership states that the situationdetermines the best style of

leadership to use.


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Fiedlers Contingency Theory

Fiedler and Chemers (1974) and Potter and Fiedler

(1993) argues that

Performance of the leader depends on:

the degree to which the situation gives the leader

control and influence (favorableness of the

situation).

the leaders basic motivation to either accomplish

the task or having supportive relationships with

others (task or relationship motivation).

The challenge is to match the leader with a suitable

situation.


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Contingency Theory

argue that a combination of three

separate factors determines a leaders

effectiveness:

Leader-member relations

Task structure

Position power


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Suggests that the best leadership style depends on the situation


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Fiedlers Contingency Leadership Model


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Fiedler s Contingency Leadership Model


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Hersey-Blanchard Situational Leadership Model

- States that the style of leadership used shouldbe matched to the level of readiness of the

followers.

- Leaders adjust their styles depending on the

readiness of their followers to perform in a givensituation.

Readiness - how able, willing and

confident, the followers are in performingtasks.


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The Situational Leadership Model

Deleg

ating

Parti

cipa

ting

Selling

Telling

High Moderate Low

R1R2R3R4

Able and willing

or confident

Able but unwilling

or insecure

Unable but willing

or confident

Unable and unwilling

or insecure

4.Provide specific

instruction and

closely supervise

performance

1.Share ideas andfacilitate in

decision making

3.Turn over

responsibility

for decisions and

implementation

2.Explain yourdecisions and provide

opportunity for

clarification


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Hersey-Blanchard situational leadership model


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Situational Theories of Leadership (contd)

Path-Goal Theory

Derived from expectancy motivation theory. Effective leaders enhance employee motivation by

clarifying perceptions of work goals.

linking rewards to goal attainment.

explaining how goals and rewards can be achieved. Leadership styles

Directive Supportive

Participative Achievement-oriented


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Houses Path-Goal Theory


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Transactional leadership

Views leadership as based on transactionsbetween leader and followers

focuses on the interpersonal interactions between

managers and employees

Transactional Leaders

- use contingent rewards to motivate employees

- exert corrective action only when employees

fail to obtain performance goals


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Monitor people to see that they do the

expected, according to plan in order to

maintain the status quo.

Get people to do things by offering a

reward or threatening them with a

punishment.

Transactional leadership


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Transformational leadership

It sees a true leader as one who can distill thevalues and hopes and needs of followers into a

vision.

Are visionaries who challenge people to doexceptional things, above and beyond the plan.

Transactional versusTransactional versus


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Transactional versusTransactional versus

Charismatic LeadershipCharismatic Leadership

Charismatic LeadershipCharismatic Leadership::emphasizes symbolicleader behavior that transforms employees to pursueorganizational goals over self-interests

Charisma uses power of personal reference and emotion toarouse others enthusiasm, faith, loyalty, pride, and trust in

themselves.

Charismatic LeadersCharismatic Leaders- use visionary and inspirational messages- rely on non verbal communication

- appeal to ideological values- attempt to intellectually stimulate employees- display confidence in self and followers- set high performance expectations


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Charismatic Model of LeadershipCharismatic Model of LeadershipIndividual and

OrganizationalCharacteristics

Leaderbehavior

Effects on

followers andwork groups

Outcomes

TraitsTraits Leaderestablishes avision

Increasedintrinsicmotivation,achievement

orientation, andgoal pursuit

Personalcommitment to leaderand vision

OrganizationalOrganizational

CultureCulture


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Visionary leadership

Vision

A future that one hopes to create or achieve in

order to improve upon the present state of

affairs.

Visionary leadership

A leader who brings to the situation a clear and

compelling sense of the future as well as an

understanding of the actions needed to get

there successfully.

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