Leadership Theories {HR}
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Transcript of Leadership Theories {HR}
BUSINESS LEADERSHIP
LEADERSHIP THEORIES
BUSINESS LEADERSHIP
UNIVERSALISTIC APPROACH(Trait, Behaviour, Relationships)
BUSINESS LEADERSHIP
A common understanding of leadership is todescribe its qualities such as charisma, intelligence,enthusiasm, courage etc.
While many of the "leaders" seemed to possessand exhibit some or many of these quality traits,the researchers could not find with certainty acommon set of traits that differentiated leadersfrom non-leaders and effective leaders fromthe ineffective
Trait Theory of Leadership
BUSINESS LEADERSHIP
• Stamina / Energy• Sociability / Relationship Skills• Intelligence / Knowledge• Self-Confidence / Enthusiasm• Education• Drive to Achieve• Persistence
BUSINESS LEADERSHIP
Drive - leaders have a relatively high desire for achievement; they are ambitious and possess a lot of energy; they are persistent and show initiative
Desire to lead - leaders have a strong desire to influence and lead others; they demonstrate a willingness to assume responsibility for their actions
Honesty and Integrity - leaders build trusting relationships between themselves and others; they are truthful and non-deceitful, and they show high consistency between word and deed
Trait Theory of Leadership
BUSINESS LEADERSHIP
Self-Confidence - leaders show self-confidence inorder to convince their followers of the rightness ofgoals and decisions.
Intelligence - leaders are intelligent enough togather, synthesize and interpret large volumes ofinformation; they are able to create visions, solveproblems and make correct decisions.
Trait Theory of Leadership
BUSINESS LEADERSHIP
Job-relevant knowledge - leaders have sufficientjob-related knowledge about the company andindustry; they make well-informed decisions andunderstand implications of such decisions.
Trait Theory of Leadership
BUSINESS LEADERSHIP
Traditional Leadership Styles
Autocratic
Benevolent (Paternalistic)
Consultative
Participative
Consensus-making
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C o n ce rn fo r P ro d u c tio n
Co
nce
rn f
or
Peo
ple
L o w H ig h
H ig h
L o w
C o u n try C lu b(1 ,9 )
T ea m(9 ,9 )
Im p o v e r ish ed(1 ,1 )
T a sk(9 ,1 )
M id d le o fth e R o a d
(5 ,5 )
The Leadership Grid
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BUSINESS LEADERSHIP
Managerial Factors
These are the manager's attitudes about control,delegation etc.
These may include factors such as personal valuesystem, trust and confidence etc.
Factors affecting Leadership Styles
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Subordinate Factors
These represent the degree to which subordinateswill trust and respect the manager and consequentlyare influenced by him.
These may include desire for independence andresponsibility, acceptance of uncertainty, interest,comprehension etc.
Factors affecting Leadership Styles
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Situational Factors
These include factors such as the type of theorganisation, nature of problem, effectiveness ofgroups, time pressures etc.
Factors affecting Leadership Styles
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CONTINGENCY APPROACH
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LEADER
FOLLOWER SITUATIONNEEDSMATURITYTRAININGCOHESION
TASKSTRUCTURESYSTEMSENVIRONMENT
STYLESTRAITSBEHAVIOURPOSITION
BUSINESS LEADERSHIP
According to Fred Fiedler (1967), effectivegroup performance depends on the propermatch between the leader's style of interactingwith employees and the degree to which thesituation gives control and influence to theleader.
Contingency Theory of Leadership
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Leader-member relationsDegrees of confidence, trust, and respectemployees have in their leader
Task structureThe degree to which a task is structured orunstructured
Position powerThe degree of influence a leader has over powervariables such as hiring, firing, discipline,promotions
Contingency Theory of Leadership
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Contingency Theory of Leadership
Task-oriented leaders are more effective when the situation is highly favourable or highly unfavourable.
Relationship-oriented leaders are more effective when the situation is moderately favourable.
BUSINESS LEADERSHIP
Situational Leadership model focuses on the followers.Since it is the followers who accept or reject a leader,the focus reflects the reality. Here, the emphasis is onhow a leader should adjust his leadership style inaccordance with the readiness (ability and willingness)of followers.
Situational Theory of Leadership
Paul Hersey & Kenneth Blanchard, 1988
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Readiness can be in four stages:
Stage 1 - follower both unable and unwilling
Stage 2 - follower unable but willing
Stage 3 - follower able but unwilling
Stage 4 - follower able and willing
Situational Leadership
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Contingency Theory of Leadership
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Low-Task / Low-Relationship (S4)
Turn over responsibility for decisions andimplementation
Low-Task / High-Relationship (S3)
Share Ideas and facilitate decision-making
Situational Leadership
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High-Task / High-Relationship (S2)
Explain decisions and provide support
High-Task / Low-Relationship (S1)
Provide specific instructions and monitorclosely
Situational Leadership
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The path-goal theory (Robert House, 1971) isderived from the belief that effective leadersclarify the path to help their followers get fromwhere they are to achieve their goals and makethe journey easier by reducing the roadblocksand hindrances.
Path-Goal Theory of Leadership
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Path-Goal Theory of Leadership
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Supportive Leadership
giving consideration to the needs of the followers; displaying concern for their welfare; creating friendly climate at the work place
Directive Leadership
letting followers know what they are expected to do; giving specific guidelines; scheduling and coordinating work
Path-Goal Theory of Leadership
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Participative Leadership
consulting with followers; taking their opinions and suggestions
Achievement-Oriented Leadership
setting challenging goals and targets; emphasising excellence in performance; showing confidence
Path-Goal Theory of Leadership
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Subordinate Characteristics
Ability - knowledge, skills, competence
Locus of Control - Internal and External
Needs - level of hierarchy of needs
SITUATIONAL CONTINGENCIES
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Task Structure
Structured –stressful, boring, tedious, repetitive
Unstructured –clarify goals, define expectations
SITUATIONAL CONTINGENCIES