Leadership

.

Leadership is the influencing process of leaders and followers to achieve

organizational objectives through change.

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Key Elements of Leadership

LeadershipLeadership

InfluenceInfluence

Organizational Organizational ObjectivesObjectives

PeoplePeopleChangeChange

Leaders-Leaders-FollowersFollowers

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Managerial Roles

InterpersonalInterpersonal

InformationalInformational

DecisionalDecisional

1. Figurehead2.Leader3. Liaison

4. Monitor5. Disseminator6. Spokesperson

7. Entrepreneur8. Disturbance handler9. Resource-allocator10. Negotiator

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3 Levels of Leadership Analysis

IndividualIndividual

GroupGroup

Organizational

Organizational

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BehavioralBehavioral IntegrativeIntegrative

TraitTrait ContingencyContingency

The 4 Leadership The 4 Leadership Theory Theory

Classifications Classifications Include:Include:

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Leadership Trait Theoryattempts to explain distinctive characteristics

accounting for leadership effectiveness to identify a set of traits that all successful leaders possess.

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Behavioral Leadership Theories

attempt to explain distinctive styles used by effective leaders or the nature of their work.

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Contingency Leadership Theoriesattempt to explain the appropriate leadership stylebased on the leader, followers, and situation

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Integrative Leadership Theories attempt to combine the train, behavioral,

and contingency theories to explain successful influencing leader follower relationships.

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Great Man (Person) Approach

Sought to identifythe traits effectiveleaders possessed.

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Big Five Model of Personality

SurgencySurgency

AdjustmentAgreeableness

Open to experienceConscientiousness

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1. Bullying style

2. Cold, aloof, arrogant

3. Betrayed personal trust

4. Self-centered

5. Specific performance problems

6. Overmanaged

66MajorMajorReasonsReasonsforforExecutiveExecutiveDerailmentDerailment

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Locus of Control Integrity

High energy Flexibility

Dominance Sensitivity to others

Self-confident Intelligence

99Traits ofTraits ofEffectiveEffectiveLeadersLeaders

Stability

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Achievement MotivationTheory

• attempts to explain and predict behavior and performance based on one’s need for achievement, power, and affiliation.

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Theory X.................Theory Y(Autocratic) (Participative)

ControlControl SupportSupport

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Pygmalion Effect• Managers’ attitudes, expectations, and

treatment of employees explain and predict behavior and performance behavior and performance of employees

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“If you think you canyou can,if you think you can’t,you can’t.”

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MotivationMotivation

Leadership Styles Based on Attitudes

Theory Y Theory Y AttitudesAttitudes Theory X AttitudesTheory X Attitudes

PositivePositive

Self-Self-ConceptConcept

•Gives and accepts positive feedback

•Expects others to succeed

•Lets others do the job their way

•Bossy •Pushy

•Impatient •Critical

•Autocratic

NegativeNegative

Self-Self-ConceptConcept

•Afraid to make decisions

•Unassertive

•Self-blaming

•Pessimistic

•Promotes hopelessness

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Golden Rule““Do unto others as you want them to do unto you.”Do unto others as you want them to do unto you.” or““Don’t do anything to anyone that you would not Don’t do anything to anyone that you would not

want them to do to you.”want them to do to you.”

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Stakeholder’s Approach to Ethics

• creates a win-win situation for relevant parties affected by the decision.

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Leadership Styles

Autocratic...........................Democratic

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One-Dimensional Two Leadership Styles Model

Job Centered........Employee CenteredJob Centered........Employee Centered

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Two-Dimensional Leadership Two-Dimensional Leadership StylesStyles

High

Low Structure High Structureand andHigh Consideration High Consideration

Low Structure High Structureand andLow Consideration Low Consideration

Low

Initiating StructureLow High

CONSIDERATION

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Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration

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Leadership GridLeadership Grid

CCOONNCCEERRNN--PPEEOOPPLLEE

1 CONCERN for PRODUCTIONCONCERN for PRODUCTION 9Low High

Low

High 1,9Country Club

1,1 9,1

9,9

5,5

Impoverished

Team Leader

Middle of the Road

Authority-Compliance

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Hierarchy ofNeeds

Two-Factor

Acquired Needs

33Content Content

MotivationMotivationTheoriesTheories

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The Motivation Process

Need Motive Behavior Consequence Satisfaction or Dissatisfaction

FeedbackFeedback

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Major Motivation TheoriesMajor Motivation TheoriesClassification of

MotivationTheories1.1.Content Motivation Content Motivation

theoriestheories

2.2.Process Motivation Process Motivation TheoriesTheories

3.3.Reinforcement TheoryReinforcement Theory

Specific Motivation Theory

a. Hierarchy of needs theory

b. Two-factor theoryc. Acquired needs

theory

a. Equity theory b. Goal-setting

theoryc. Expectancy theory

Type of Reinforcement a. Positiveb. Avoidancec. Extinctiond. Punishment

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Self-Actualization

Esteem

Social

Safety

Physiological

Hierarchy of Needs TheoryHierarchy of Needs Theory

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Acquired Needs Theory(employees are motivated by their need for:)

AffiliationAffiliation PowerPower AchievementAchievement

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Equity Theory

= Others’ input (contributions)

Others’ outcomes (rewards)

Our inputs (contributions)

=Our outcomes (rewards)

(proposed that employees are motivated when (proposed that employees are motivated when their perceived inputs equal outputs.)their perceived inputs equal outputs.)

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Expectancy Theory Proposes that employees are motivated when

they believe they can accomplish the task and the rewards for doing so are worth the effort.

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