Strategic Leadership: Interpersonal Competencies...2020/10/22 · Contingency Theory of Leadership:...
Transcript of Strategic Leadership: Interpersonal Competencies...2020/10/22 · Contingency Theory of Leadership:...
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Strategic Leadership: Interpersonal
CompetenciesDr. Sudeshna Bhattacharya
For Qualification
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How the session will run
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but please do so in a friendly way.
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Aim of the Session
How have notions of
leadership changed?
Salience of these personal
characteristics, how have
they changed through time?
Theories of
interpersonal
leadershipContingency theory, Cross
cultural theory,
Entrepreneurial leadership
What are the personal
characteristics relevant
for strategic
leadership?Empathy, Authenticity,
Awareness of differences
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Activity
Take a few minutes to think..
• Who is the first leader that comes to your mind?
• What is the most defining characteristic of this leader?
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There has been a shift in how we understand
leadership as type of work has evolved.
If you think back to the early 20th century it was the heyday of the industrial revolution and work involved manual work in a lot of cases. There was abundant semi skilled or skilled jobs which were routinised in nature. Here the concept of leadership is more about the ability of an individual to influence and control – also the conceptions of leadership was mostly based on political leadership which involved moving the masses.
However organisations went through change and there is more and more the emergence of knowledge workers and here the style of leadership has to be that of being able to manage individual’s or groups so that they feel they can work effectively and contribute to the organisation.
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Modern work
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The shifts
Trait approaches
1930’s 40’s
Behavioural
approaches
1950’s
Power influence
processSituation approaches
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Putting it all together
Leader traits
and skills
Performance
outcomes
Follower
attitudes and
behaviour
Leader
behaviour
Influence
processes
Situational
variables
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Contingency Theory of Leadership: Leader need to adapt style
Leadership
Style
Main Characteristic Underlying Emotional
Intelligence Characteristics
Coercive Demands immediate compliance, has overall negative impact on climate in
organization, works good in time of crisis or in case of problems with
workers
Drive to achieve, initiative and self
control
Authoritative Mobilizes people toward vision, works especially good, if new vision or new
direction is required
Self-confidence, empathy, change
catalyst
Affiliative Concentrates on harmony and builds emotional bonds, works good, when
people face difficult circumstances
Empathy, communication, building
relationships
Democratic Forges consensus through participation and works successfully, if there is a
need to built buy-in or in consensus, or to get input from valuable team
members
Team leadership, communication
skills, collaboration
Pacesetting Style sets high standards for performance, works effectively with motivated
and competent people, knowing, how to get quick results from them
Conscientious-ness, drive to
achieve, initiative
Coaching Develop people for future, works especially good if there is a need to help
others improving performance or setting long term strengths
Developing others, self-awareness,
empathy
Goleman’s contingency theory, 2000
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Problems with Contingency Theory
1. Weak research designs
2. Correlation research designs!
3. They do not provide sufficient guidance to help managers/leaders
• Understanding leadership requirements
• Understanding available options
Basically TOO CONFUSING
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The Issue of National Culture
Hofstede’s
dimensions
of Culture
Individualism
Collectivism
Power
Distance
Uncertainty
Avoidance
Long Term Vs
Short Term
Masculinity/
Femininity
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Think point
Is nationally culturally equally distributed within society?
- What factors might shape it?
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So what personal characteristics are useful for
Leadership?
Empathy is ‘the ability to understand why a person is in need in the first place and how it might feel to have that
particular need’ and this dimension sets it apart from other people skills such as collaboration or teamwork. There are
two main types of empathy – affective and cognitive. Whereas affective empathy is emotional and often spontaneous –
cognitive empathy is conscious and rational with the capacity to understand the other person’s mental state.
Authentic leaders are portrayed as possessing self-knowledge and a personal point of view, which reflects clarity about
their values and convictions. They are also portrayed as identifying strongly with their leadership role, expressing
themselves by enacting that role, and acting on the basis of their values and convictions.
Authenticity
Empathy
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Next Session..
•Consider the issue of
authenticity further.