Leadership -Applied Theory
Transcript of Leadership -Applied Theory
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LEADERSHIP
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LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good leaders?
How leaders adapt their behavior to each situation?
Skills essential for effective leadership?
How leaders use power & influence?
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LEADERSHIPLEADERSHIP is different from management
Leadership complements management; it doesn't replace it.
Management is about coping with complexity-Leadership is about coping with change
Management involves planning & budgeting,organizing & staffing; Leadership is about setting direction & aligning people
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LEADERSHIPLEADERSHIP is different from management
Management ensures plan accomplishment by controlling & problem solving ( pushing in the right direction)while leadership requires motivating & inspiring(satisfying needs &drives).
Leadership needs to create challenging opportunities.
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WHAT DO LEADERS DO?
Initiate ideas
Set goals
Organise & structure work
make decisions
Solve problems
Generate enthusiasm
Train & develop employee skills
Communicate formally
with subordinates Informally interact with subordinates
Stand up for & support subordinates
Take responsibility
Develop group atmosphere
Reward & punish subordinates
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SPECIFIC LEADER SKILLS
ORGANISINGANALYSIS & DECISION MAKINGPLNNINGCOMMUNICATIONDELEGATIONWORK HABITSCAREFULNESSINTER PERSONAL SKILLS
JOB KNOWLEDGE
ORGANISATIONAL KNOWLEDGE
TOUGHNESS
INTEGRITY
DEVELOPMENT TO OTHERS
LISTENING
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WHAT MAKES A LEADER?
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TRUSTWORTHINESS TOPS THE LISTTRUSTWORTHINESS TOPS THE LIST
“INTEGRITY IS HONESTYCARRIED THROUGH THE FIBRES OF THE BEING AND THE WHOLE MIND, INTO THOUGHT AS WELL AS INTO ACTION SO THAT THE PERSON IS COMPLETE IN HONESTY. THAT KIND OF INTEGRITY I PUT ABOVE ALL ELSE AS AN ESSENTIAL OF LEADERSHIP”-Pearl.S. Buck, winner of 1938 Nobel Prize for literature
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Theories of Leadership
leadership
Behavioral theory
Trait theory
Situational theory
Functional theory
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TRAIT THEORY
PHYSICAL TRAITSABILITY-INTELLIGENCE, FLUENCY OF SPEECH, KNOWLEDGE
PERSONALITY -EXTROVERSION-INTROVERSION, DOMINANCE, PERSONAL ADJUSTMENT, SELF CONFIDENCE, INTER PERSONAL SENSISTIVITY, EMOTIONAL CONTROL
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PERSONAL CHARACTERISTICS
ADAPTABLEADAPTABLE FRIENDLY
ASSERTIVE HONEST
CHARISMATIC INTELLIGENT
CREATIVE MASCULINE
DECISIVEDECISIVE OUTGOING
DOMINANT SELF-CONFIDENTSELF-CONFIDENT
ENERGETIC WISE
EXTROVERTED
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TRAITSTRAITS
INTELLIGENCE & KNOWLEDGE
ABILITY TO FOCUS ATTENTION
AMBITION & ENERGY
EMPHASIS ON COMMON VALUES
STAYING IN TOUCH WITH PEOPLE-INTER PERSONAL SENSITIVITY
INITIATIVE
SELF CONFIDENCE
ANALYTICAL ABILITY
CHARISMA
CREATIVITY
FLEXIBILITY
MANAGING CHANGE
AVOIDING ‘DO-IT-ALLISM’
FACING UP TO FAILURE
DESIRE TO LEAD
INTEGRITY
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MOST STABLE TRAIT
SELF MONITORING
CHANGE BEHAVIOR TO MEET DEMANDS OF SITUATION OR PERSON WITH WHOM DEALING
LEADERSHIP MOTIVATION PATTERN-TASK FOCUS
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LEADER EMERGENCE vs LEADER PERFORMANCE
LIKELIHOOD THAT A PERSON WOULD BECOME A LEADER
INDICATES THAT EXCELLENT LEADERS POSSESS CERTAIN CHARACTERISTICS THAT POOR LEADERS DO NOT
RELATIONSHIP BET THE 2 : TRAITS, NEEDS & ORIENTATION
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Leadership Traits
Enthusiasm
Self ConfidenceDetermination
IntelligenceDominance
Physical
Sociability
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LEADERSHIP BEHAVIOR vs TRAITS
APPROPRIATE BEHAVIOR AND ACTIONS
TRAITS PROVIDE LATENT POTENTIAL OF A LEADER WHILE BEHAVIOR DEMONSTRATES IT
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BEHAVIOR THEORIES
EXPLAINS REASONS & CAUSES OF EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL QUALITIES COULD BE ATTRIBUTED TO LEADERSHIP
LEADERSHIP CAN BE TAUGHT
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STUDIES ON BEHAVIORAL THEORIES
OHIO STATE-INITIATING STRUCTURES WORK & WORK RELATIONSHIPS FOR ATTAINMENT OF GOALS& CONSIDERATION OF JOB RELATIONSHIPS WITH TEAM MEMBERS
UNIVERSITY OF MICHIGAN STUDIES-EMPLOYEE ORIENTED & PRODUCTION ORIENTED
MANGERIAL GRID-PEOPLE CONCERN & PRODUCTION CONCERN (9-9)
SCANDINAVIAN STUDIES- DEVELOPMENT ORIENTATION
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Leader Behavior
Leader Characteristics Leaders Hierarchical Position
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RELATIONSHIP BETWEEN MANAGERIAL GRID (MG) THEORY, Theory X and OHIO State(OS) theory
HIGHLOW
Middle of the road(MG)
TASK ORIENTATION
PERSON
ORIENTATION
HIGH
LOW
Country club (MG)
Consideration (OS)
Theory Y
Impoverished (MG)
Task (MG)
Task Centered (MG)
Initiating Structures (OS)
Theory X
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Leadership Styles- based on Behavioral Approach
Power Leadership as Likert’s Managerial Tri Orientation Continuum Mngt System Grid DimensionalGrid
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Power Orientation
Autocratic Leadership Strict AutocratStrict Autocrat Benevolent AutocratBenevolent Autocrat Incompetent AutocratIncompetent Autocrat
Participative
Free Rein
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Leadership as a continuum
Use of Authority by manager
Area of freedom for subordinates
Autocratic Free Rein
Takes Sells Presents Presents Presents Defines Permits
decision decision idea tentative decision problems Limits
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Likerts Management System
Leadership variable
Autocratic Benevolent Autocratic
Participative Democratic
Trust & Confidence
Motivation
Communication
Interaction-Influence
Decision making
Goal Setting& Control process
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Tri Dimensional Grid
Task Orientation
Relationship Orientation
Effectiveness
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SITUATIONAL OR CONTINGENCY
APPROACH FIEDLER’S CONTINGENCY MODEL-FIEDLER’S CONTINGENCY MODEL-Influence through Structure & Power
HERSEY AND BLANCHARD’S HERSEY AND BLANCHARD’S SITUATIONAL THEORY-SITUATIONAL THEORY-Subordinate ability
GRAEN’S LEADERSHIP-MEMBER GRAEN’S LEADERSHIP-MEMBER EXCHANGE THEORY-EXCHANGE THEORY-Subordinate relationship
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SITUATIONAL OR CONTINGENCY
APPROACH VROOM-YETTON LEADER –VROOM-YETTON LEADER –PARTICIPATION- PARTICIPATION- through decision making
IMPACT THEORY-IMPACT THEORY-Organizational climate
HOUSE’S PATH GOAL THEORY- HOUSE’S PATH GOAL THEORY- Subordinate Support Requirement
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FIEDLER’S CONTINGENCY MODEL
LEADERSHIP STYLE IS THE RESULT OF A LIFETIME OF EXPERIENCES
EFFECTIVE ONLY IN CERTAIN SITUATIONS
-UNDERSTAND YOUR LEADERSHIP STYLE & LEARN HOW TO MANIPULATE A SITUATION SO THAT THE TWO MATCH
Read your Least Preferred Coworker scores. Low LPC Score leaders tend to be task oriented, whereas High LPC leaders tend to be more concerned with inter personal relations.
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FIEDLER’S CONTINGENCY MODEL- Leadership through Influence
FAVOURABLENESS OF A SITUATION IS DETERMINED BY THREE VARIABLES-TASK STRUCTUREDNESSTASK STRUCTUREDNESS (more structured-more favourable), LEADER LEADER POSITION POWERPOSITION POWER (greater the power, the more favourable the situation), LEADER-LEADER-MEMBER RELATIONS MEMBER RELATIONS (the more leader liked by subordinates , the more favourable the situation)
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FIEDLER’S RESEARCH & TRAINING
LEADERSHIP STYLE CANNOT BE EASILY CHANGED- BUT LEADERS CAN BE TAUGHT TO DIAGNOSE SITUATIONS AND THEN CHANGE THESE SITUATIONS TO FIT THEIR PARTICULAR LEADERSHIP STYLE- CALLED LEADER MATCH TRAININGLEADER MATCH TRAINING
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FIEDLER’S CONTINGENCY MODEL OF LEADERSHIP
VERY UNFAVOURABLE UNFAVOURABLE
FAVOURABLEVERY FAVOURABLE
STYLE OF LEADERSHIP
FAVOURABLENESS OF THE SITUATION
HUMAN RELATIONS ORIENTED
TASK ORIENTED
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HERSEY AND BLANCHARD’S SITUATIONAL THEORY
LIFE CYCLE MODEL-SELECTION OF SELECTION OF LEADERSHIP STYLE DETERMINED BY LEADERSHIP STYLE DETERMINED BY MATURITY LEVEL OF SUBORDINATEMATURITY LEVEL OF SUBORDINATE (employee situation)termed as ‘ DEVELOPMENT LEVEL’ refers to task-specific combination of
employee competence &
motivation to perform
Emphasis on an individual employee’s capabilities to undertake a specific task
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HERSEY AND BLANCHARD’S SITUATIONAL THEORY
- Subordinate Ability
Development stage Recommended style
1.Low Ability, Low Willingness
Insecure
Telling (High direction, Low support)
2. Low Ability, High Willingness
Confident
Selling (High Direction, High Support)
3. High Ability, Low Willingness
Insecure
Participating ( Low Direction, High support)
4. High Ability, High Willingness
Confident
Delegating ( Low Direction, Low Support)
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DANSERAU,GRAEN & HAGA’S LEADER-MEMBER EXCHANGE THEORY- Leadership & Subordinate
relationship
ACKNOWLEDGED THAT LEADERS ACT DIFFERENTLY WITH DIFFERENT SUBORDINATES
DUE TO TIME CONSTRAINTS LEADERS TRY & ESTABLISH A SRECIAL RELATIONSHIP WITH A GROUP OF SUBORDINATES-’IN GROUP’ WHO GET MORE TIME & ATTENTION THAN THE ‘OUT GROUP’ WHOSE RELATIONSHIP WITH LEADER IS BASED ON FORMAL AUTHORITY INTERACTION
THEORY PREDICTS HIGHER PERFORMANCE RATINGS, LESSER TURNOVER & GREATER SATISFACTION WITH SUPERIOR OF THE ‘IN GROUP’ IN COMPARISON WITH THE ‘OUT GROUP’
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LEADER-MEMBER EXCHANGE THEORY -VERTICAL DYAD LINKAGE
DYAD-RELATIONSHIP BETWEEN 2 PEOPLE
VERTICAL-POSITION OF LEADER ABOVE SUBORDINATE
LINKAGE-INTER RELATED BEHAVIOR
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VICTOR VROOM & PHILLIP YETTON’S LEADER PARTICIPATION MODEL
LEADER BEHAVIOR MUST ADJUST TO REFLECTLEADER BEHAVIOR MUST ADJUST TO REFLECT THE TASK STRUCTURE which has varying demands for routine & non routine activitiesPROBLEM ATTRIBUTES with decision qualitydecision quality dimension ( cost considerations, info availability, nature of problem structure)& employee acceptanceemployee acceptance attribute( need for commitment, prior approval,congruence of goals, conflict among employee, level of subordinate information, time constraints, geographical distribution of subordinates, leader’s motivation to invest time with subordinate)
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LEADER PARTICIPATION MODEL-Leadership through Decision making
LEADERSHIP STYLELEADERSHIP STYLE PROBLEM ATTRIBUTEPROBLEM ATTRIBUTE
AUTOCRATIC AI Info available;leader solves problem directly
AUTOCRATIC AII Data obtained from subordinates 77 then decision made by leader
CONSULTATIVE CI Leader obtains ideas from subordinates individually after explaining problem to them
CONSULTATIVE CII Leader meets a group of subordinates to share problem & obtains inputs to decide
GROUP II Shares problems & facilitates discussion on alternatives
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GEIER, DOWNEY & JOHNSON’s IMPACT THEORY-Leadership & org climate
6 LEADERSHIP STYLES6 LEADERSHIP STYLES INFORMATIONAL MAGNETIC POSITION AFFILIATION COERCIVE TACTICAL
EACH STYLE APPLICABLE IN A PARTICULAR SITUATION OR ORG CLIMATE
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Comparison of IMPACT styles & bases of power
IMPACT STYLEIMPACT STYLE BASES OF POWERBASES OF POWER
IInformational
MMagnetic
PPosition
AAffiliation
CCoercive
TTactical
po
Expert
Referent
Legitimate
Coercive/ Reward
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Situational Applicability of IMPACT styles
IMPACT IMPACT STYLESTYLE
SITUATIONAL SITUATIONAL APPLICABILITYAPPLICABILITY
CHARACTERISTICSCHARACTERISTICS
IInformational
MMagnetic
PPosition
AAffiliation
CCoercive
TTactical
po
Climate of Ignorance
Climate of Despair
Climate of Instability
Climate of Anxiety
Climate of Crisis
Climate of Disorganization
Lack of Information
Low morale-lead through
energy & optimism
People unsure of action
Insecure-people orientation
Controlling reward/punishment
Change unfreezing
process
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House's PATH GOAL THEORY
LEADER ‘S BEHAVIOR ACCEPTED BY SUBORDINATES ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS SUBORDINATES ACHIEVE THEIR GOALS.
LEADERS WOULD BE SUCCESSFUL ONLY IF THEIR SUBORDINATES PERCEIVE THEM AS WORKING WITH THEM TO MEET CERTAIN GOALS & IF THOSE GOALS OFFER A FAVUORABLE OUTCOME FOR THE SUBORDINATES
NEEDS OF SUBORDINATES CHANGE WITH NEW SITUATIONS , LEADERS NEED TO ADJUST THEIR BEHAVIOR TO MEET NEEDS OF SUBORDINATES
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PATH GOAL THEORY- Leadership through Decision Making
BEHAVIORAL BEHAVIORAL LEADERSHIP LEADERSHIP STYLESTYLE
SITUATIONSITUATION
INSTRUMENTAL
SUPPORTIVE
PARTICIPATIVE
ACHIEVEMENT ORIENTED
Planning, organizing, controlling activities of employees
Concern for employees
Share info with employees & participation in decision making
Set challenging goals & performance linked rewards.
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EFFECTIVE LEADERSHIP: House
RECOGNISE SUBORDINATE’S NEEDS & WORK TO SATIFY IT
REWARD SUBORDINATES WHO REACH THEIR GOALS
HELP SUBORDINATES IDENTIFY BEST PATHS TO RAECH GOALS
CLEAR THOSE PATHS TO ENABLE EMPLOYEES TO REACH THOSE GOALS
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LEADERSHIP THROUGH CONTACT
MANAGEMENT BY WALKING AROUND (MBWA)-Sam Walton of
Wal- Mart
Increases Communication,Builds relationships & encourages employee participation
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LEADERSHIP THROUGH POWER
EXPERT POWER
LEGITIMATE POWER
REWARD & COERCIVE POWER
REFERRENT POWER
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LEADERSHIP THROUGH VISION
TRANSFORMATIONAL LEADERSHIP- “Visionary”, “Charismatic”, “ Inspirational” BASED ONVISIONDIFFERENTIATIONVALUESTRANSMISSION OF VISION & VALUESFLAWS & ITS ACCEPTANCE
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TRANSFORMATIONAL LEADERSHIP
Develop a clear & appealing visionDevelop a strategy for attaining the visionArticulate & Promote the visionAct Confident & optimisticExpress confidence in followers Use early success in small steps to build confidenceCelebrate successesUse dramatic ,symbolic actions to emphasizes key valuesLead by example
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LEADERSHIP THROUGH PERSUASION
PERSUASION BY COMMUNICATIONEXPERTISETRUSTWORTHINESSATTRACTIVENESSMESSAGE & ITS DISCREPANCYTHREATS
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Where are you?
Mastered the skills?Are you a high self- monitor? Are you high on both task & person orientationWhat is your Leadership motive pattern? N-Ach, Aff, Power?Are you emotionally stable?Do you have the personality & skill to be a transformational Leader
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INSTITUTIONALISING A LEADERSHIP-CENTRED CULTURE IS THE ULTIMATE ACT OF LEADERSHIP
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IDEAL WAY TO DEVELOP LEADERSHIPIDEAL WAY TO DEVELOP LEADERSHIP
USING POWER TO INFLUENCE THOUGHTS & ACTIONS OF PEOPLE
MANAGERIAL PERSONALITY EMPHASISES ON RATIONALITY & CONTROL -DIFFERS FROM LEADERSHIP PERSONALITY REQUIRING INNOVATION/CONTROL
LEADERSHIP REQUIRES A DISCIPLINE OF BUILDING CHARACTER
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IDEAL WAY TO DEVELOP LEADERSHIPIDEAL WAY TO DEVELOP LEADERSHIP
TO BECOME LEADERS, MANAGERS NEED TO TRANSLATE THEIR PERSONAL VALUES INTO CALCULATED ACTION.
SELF ENQUIRY MUST LEAD TO SHREWD, PERSUASIVE & SELF CONFIDENT ACTION IF IT IS TO BE AN EFFECTIVE TOOL.
MANAGERS NEED TO DETERMINE IF THEIR ETHICAL VISION WILL BE SUPPORTED BY THEIR COWORKERS & EMPLOYEES.
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ORGANISATIONAL LEADERSHIP & CHANGE
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ORGANIZATIONAL LEADERSHIP
CHARISMATIC
TRANSFORMATIONAL
STRATEGIC
STEWARDSHIP & SERVANT
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CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC LEADERSHIP-RESULT OF FOLLOWER PERCEPTIONS & REACTIONS, INFLUENCED NOT ONLY BY ACTUAL LEADERS CHARACTERISTICS & BEHAVIOR BUT ALSO BY TH ECONTEXT OF THE SITUATION
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CHARACTERISTICS OF CHARISMATIC LEADERS
VISIONARYSUPERB COMMUNICATION SKILLSSELF CONFIDENCE & MORAL CONVICTIONABILITY TO INSPIRE TRUSTHIGH RISK ORIENTATIONHIGH ENERGY & ACTION ORIENTATIONRELATIONAL POWER BASEMINIMUM INTERNAL CONFLICTENPOWERING OTHERSSELF PROMOTING PERSONALITY
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PERSONALIZED/SOCIALIZED CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven goals & promote feelings of obedience, dependency & submission of followers
SOCIALIZED- pursue organization driven goals & promote feelings of empowerment, personal growth, & equal participation in followers
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Evaluation & implication of Charismatic Leadership
Response through feelings & emotions towards leadersNot a rational predictive process but a collective social processIrrespective of leader's own accomplishmentNot necessarily dyadic relationship but more a social identification process
Not very effective in transformational , change process or conflicting situations etc where shared leadership more effective
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TRANSFORMATIONAL LEADERSHIP
FOCUS ON WHAT LEADERS ACCOMPLISHES RATHER THAN INDIVIDUAL’S PERSONAL CHARACTERISTICS & FOLLLWERS’ REACTIONS
REQUIRES ONE WHO CAN CRAFT & IMPLEMENT BOLD STRATEGIES
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TRANSFORMATIONAL LEADERSHIP
SERVES TO CHANGE THE STATUS QUO BY ARTICULATING TO FOLLOWERS THE PROBLEM IN THE CURRENT SYSTEM AND A COPELLING VISION OF WHAT A NEW ORGANISATION COULD BE.
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CHARISMATIC vs TRANSFORMATIONAL LEADERSHIP
TAKE CHARISMA A STEP FURTHER , BEYOND THE VISIONARY TO THE ACTION STAGEARTICULATE A COMPELLING VISION OF THE FUTURE & INFLUENCE FOLLOWERS TO AROUSE STRONG EMOTIONS IN SUPPORT OF THE VISION.CAN EMERGE FROM DIFFERENT LEVELS OF ORG
CONVEY VISION & FORM STRONG EMOTIONAL BONDS WITH FOLLOWERS
MAY NOT BE ABLE TO MOTIVATE ENOUGH FOR FOLLOWERS TO TRANSEND SELF INTEREST FOR THE BENEFIT OF A HIGHER IDEAL OR SOCIETAL NEED
GENERALLY EMERGE OUT OF CONFLICTS, CRISIS
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CHARISMATIC vs TRANSFORMATIONAL LEADERSHIP
BOTH ARE GENERALLY INVOLVED IN CONFLICT OR CHANGE ( must be willing to embrace conflict, create enemies, make unusual allowances for self sacrifice, be extraordinarily focused in order to achieve & institutionalize their vision) PEOPLE ‘S RESPONSE TO A CHARISMATIC LEADER OR TRANSFORMATIONLA LEADER ARE LIKELY TO BE POLARISED, HOWEVER EMOTIONAL LEVELS OF RESISTANCE RESISTANCE TOWARDS ANY MAJOR CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO BE MORE EXTREME TOWARDS CHARISMATIC THAN TRANSFORMATIONAL LEADERS
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ATTRIBUTES OF A TRANSFORMATIONAL LEADERSHIP
SEE THEMSELVES AS A CHANGE AGENTS
ARE VISIONARIES WHO HAVE A HIGH LEVEL
ARE RISK TAKERS , BUT NOT RECKLESS
CAPABLE OF ARTICULATING A SET OF CORE VALUES THAT TEND TO GUIDE THEIR OWN BEHAVIOR
POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE IN CAREFUL DELIBERATION BEFORE TAKING ACTION
BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR NEEDS
ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE
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TRANSACTIONAL LEADERSHIP
SEEKS TO MAINTAIN STABILITY RATHER THAN PROMOTING CHANGE WITHIN AN ORGANISATION, THROUGH REGULAR ECONOMIC AND SOCIAL EXCHANGES THAT ACHIEVE SPECIFIC GOALS FOR BOTH THE LEADERS AND THEIR FOLLOWERS
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TRANSACTIONAL LEADERSHIP vsTRANSFORMATIONAL LEADERSHIP
GOES INTO SPECIFIC CONTRACTUAL ARRANGEMENTS WITH FOLLOWERS
IN EXCHANGE FOR SPECIFIC OBJECTIVES , LEADER SATISFIES CERTAIN NEEDS & DESIRES
PROMOTES CHANGE THROUGH ECONOMIC & EMOTIONAL EXCHANGES
EXCHANGE BENEFITS ARE MORE INTANGIBLE
( inspiring vision, shared values, or emotional bonding)
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Transformation Process
Recognizing Need for Change
Creating New Vision
Increase sensitivity to environmental changes & threats
Respond to subtle radical changes in environment
Employ alternative strategies for monitoring environment
Encourage everyone to think with a future orientation
Involve others
Express in ideological, not just economic terms
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Transformation Process
Managing Transition
Institutionalizing the Change
Instill in managers a sense of urgency for changeRaise followers awareness & expectationsHelp followers understand need for changeIncrease followers self confidence & optimismAvoid temptation of a “quick fit”Recognize & deal openly with emotional component of resisting change
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Transformation Process
Institutionalizing the Change
Enable & Strengthen followers with a “greatness attitude”Help followers find self fulfillment with new visionHelp followers look beyond self interestChange reward systems & appraisal proceduresImplement team building interventions & personnel changesAppoint a special task force to monitor progress
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STRATEGIC LEADERSHIP
PROCESS OF PROVIDING INPIRATION NECESSARY TO CREATE AND IMPLEMENT A VISION , MISSION & STRATEGIES TO ACHIEVE & SUSTAIN ORGANIZATIONAL OBJECTIVES
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STRATEGIC LEADERSHIP FRAMEWORK
Vision
Implement Strategy
Mission
Formulate Strategy
Strategic CompetitivenessAbove Average Returns
Analyze internal environment
Analyze externalenvironment
FEEDBACKFEEDBACK
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STEWARDSHIP& SERVANT LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED FORM OF LEADERSHIP THAT EMPOWERS FOLLOWERS TO MAKE DECISIONS & HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS SELF INTEREST TO SERVE THE NEEDS OF OTHERS , BY HELPING THEM GROW PROFESSIONALLY & EMOTIONALLY
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FRAMEWORK FOR STEWARDSHIP
Strong teamwork orientation
Decentralized decision making and power
Equality assumption
Reward assumption
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VALUES OF STEWARDSHIP
Reward Reward AssumptionAssumption DecentralizationDecentralization
Equality Equality AssumptionsAssumptions
Effective listeningEffective listening
StewardshipStewardship
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FRAMEWORK FOR SERVANT LEADERSHIP
Helping others discover their inner spirit
Earning and keeping others trust
Service over self interest
Effective listening
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GUIDELINES TO SERVANT LEADERSHIP
Earning and keeping Earning and keeping others trustothers trust
Helping others Helping others discover their inner discover their inner spiritspirit
Service to others over Service to others over self interestself interest
Teamwork Teamwork OrientationOrientation
Servant leadershipServant leadership
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Leading ChangeStage IStage I Stage IStage I Stage IStage I
Unfreezing
Establish a sense of responsibility
Changing
Form powerful coalition
Developing a compelling vision
Communicate the vision widely
Generate short-term wins
Consolidate gains,create greater change
Refreezing
Institutionalize changes in the organizational culture
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Why People Resist Changea. Threat to one’s self interest
b. Uncertainty
c. Lack of confidence that change will succeed
d. Lack of conviction that change is necessary
e. Distrust of leadership
f. Threat to personal values
g. Fear of being manipulated