Ch12- Basic to Lead Reship

8/3/2019 Ch12- Basic to Lead Reship

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CHAPTER 12

OBJECTIVE 1

Define leadership and contrastDefine leadership and contrast

leadership and managementleadership and management

PRESENTED BYPRESENTED BY-- GOMTIGOMTI

MEENAKSHIMEENAKSHINEELAMNEELAM

PRITIPRITI

RAMYARAMYA


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What Is Leadership ?

The ability to influence a group

toward the achievement of a vision or

set of goals.


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Difference Between Leadership And

Management

Management is about coping with

complexity.

Leadership is about coping withchange.


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OBJECTIVE 2

Trait TheoriesTheories that consider personal qualities and

characteristics that differentiate leaders from

non leaders.Strong Leaders : Mahatma Gandhi, Buddha,

Napoleon, Nelson Mandela.


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Important behavioral studies

Ohio state studies

The Managerial grid

University of Michigan studies


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1. Ohio State University

Found two key dimensions of leader behavior:

Initiating structure

the defining and structuring of roles

Organize work, work relationships, and goals

Maintain definite standard of performance

Consideration

job relationships that reflect trust and respect

Help employees with personal problems

2009 Prentice-Hall Inc. All rights reserved. 12-5


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2. University of Michigan

Two key dimensions of leader behavior:

Employee oriented-Emphasize on interpersonal relations

Production oriented

Emphasize on technical aspects ofjob


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3. Managerial Grid

Developed by Blake andMouton-

concern for people

concern for production

Style is determined

by position on the graph


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Contingency Theories

While trait and behavior theories do help usunderstand leadership, an important component

is missing: the environment in which the leader

exists

Contingency Theory deals with this additional

aspect of leadership effectiveness studies

Three key theories:

Fiedlers Model Hersey and Blanchards Situational Leadership Theory

Path-Goal Theory



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Fiedler Model

Effective group performance depends on the propermatch between leadership style and the situation

Assumes that leadership style (based on orientation

revealed in LPC questionnaire) is fixed

Considers Three Situational Factors: Leader-member relations: degree of confidence, trust

and respect members have in the leader.

Task structure: degree to which job assignments are

procedurized.

Position power: leaders ability to hire, fire, and

reward

For effective leadership: must change to a leader who fits

the situation or change the situational variables to fit the

current leader 2009 Prentice-Hall Inc. All rights reserved. 12-9


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Graphic Representation of Fiedlers Model


E X H I B I T 12-2

Used to

determine

which type

of leader

to use in agiven

situation


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Assessment of Fiedlers Model

Positives: Considerable evidence supports the model, especially

if the original eight situations are grouped into three


Problems:

The logic behind the LPC

scale is not well

understood

LPC scores are not

stable Contingency variables

are complex and difficult

for practitioners to

access.


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Fiedlers Cognitive Resource Theory

A refinement ofFiedlers original model: Focuses on stress as the enemy of rationality and

creator of unfavorable conditions

A leaders intelligence and experience influence his or

her reaction to that stress


Stress Level

Low High

IntellectualAbilities

Effective Ineffective

LeadersExperience

Ineffective Effective


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Hersey & Blanchards Situational theory

Leadership model developed by Paul hersey and Ken Blanchard

A model that focuses on follower readiness

Followers can accept or reject the leader

Effectiveness depends on the followers response to

the leaders actions

Readiness is the extent to which people have the

abilityand willingness to accomplish a specific task

A paternal model:

As the child matures, the adult releases more and

more control over the situation

As the workers become more ready, the leader

becomes more laissez-faire

An intuitive model that does not get much support

from the research findings 2009 Prentice-Hall Inc. All rights reserved. 12-13


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Houses Path-Goal Theory

Builds from the Ohio State studies and the expectancytheory of motivation

The Theory:

Leaders provide followers with information, support,and resources to help them achieve their goals

Leaders help clarify the path to the workers goals

Leaders can display multiple leadership types

Four types of leaders:

Directive: focuses on the work to be done

Supportive: focuses on the well-being of the worker Participative: consults with employees in decision-

making Achievement-Oriented: sets challenging goals



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Path-Goal Model

Two classes of contingency variables: Environmental are outside of employee control

Subordinate factors are internal to employee

Mixed support in the research findings


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Leader-Member Exchange (LMX) Theory

A response to the failing of contingency theories toaccount for followers and heterogeneous leadership

approaches to individual workers

LMX Premise:

Because of time pressures, leaders form a specialrelationship with a small group of followers: the in-

group

This in-group is trusted and gets more time and

attention from the leader (more exchanges)

All other followers are in the out-group and get less ofthe leaders attention and tend to have formal

relationships with the leader (fewer exchanges)

Leaders pick group members early in the relationship



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LMX Model

How groups are assigned is unclear Follower characteristics determine group membership

Leaders control by keeping favorites close

Research has been generally supportive


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Yroom and Yettons Leader-Participation Model

How a leader makes decisions is as important as whatisdecided

Premise:

Leader behaviors must adjust to reflect task structure

Normative model: tells leaders how participative to bein their decision-making of a decision tree

Five leadership styles

Twelve contingency variables

Research testing for both original and modified modelshas not been encouraging

Model is overly complex


E X H I B I T 12-5


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Ch12- Basic to Lead Reship

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