Theories of Leadership Lec 2
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Transcript of Theories of Leadership Lec 2
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Trait Theories (1920s30s)
Research that focused on identifying personal
characteristics that differentiated leaders fromnon leaders was unsuccessful
Later research on the leadership process
identified seven traits associated with successful
leadership: Drive, the desire to lead, honesty and integrity, self-
confidence, intelligence, job-relevant knowledge, andextraversion
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Drive Desire to lead
Honesty and integrity Self-confidence Intelligence Job-relevant knowledge Extraversion
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University of Iowa Studies (Kurt Lewin) Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation,feedback
Laissez-faire style: hands-off management
Research findings: mixed results No specific style was consistently better for producing
better performance
Employees were more satisfied under a democraticleader than an autocratic leader
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Ohio State Studies Identified two dimensions of leader behavior
Initiating structure: the role of the leader in defining hisor her role and the roles of group members
Consideration: the leaders mutual trust and respect forgroup members ideas and feelings
Research findings: mixed results High-high leaders generally, but not always, achieved
high group task performance and satisfaction
Evidence indicated that situational factors appeared tostrongly influence leadership effectiveness
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University of Michigan Studies
Identified two dimensions of leader behavior
Employee oriented: emphasizing personal relationships Production oriented: emphasizing task
accomplishment
Research findings:
Leaders who are employee oriented are stronglyassociated with high group productivity and high jobsatisfaction
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Managerial Grid Blake & Mouton
Appraises leadership styles using two dimensions:
Concern for people Concern for production
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i. Impoverished Management ( Style 1,1)
Low task and low people orientation Minimum effort is exercised toward getting the work
done. It refers to lazy approach.
ii. Task Management ( Style 9,1)
High task and low people orientation Strong focus on task and efficiency. Little concern for people, including the elimination of
people wherever possible.
Managerial Grid
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iii. Country-club Management( Style 1,9) Low task and high people orientation A comfortable and friendly environment and collegial
style. A low focus on task may lead to questionable result.iv. Middle of the road Management( Style 5,5) Medium task and medium people orientation Lack of focus on both people and the work.
The leader concentrates only on getting the work doneand does not push the boundaries of achievements.
Managerial Grid
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v. Team Management( Style 9,9) High task and high people orientation
Highly motivated subordinates are committed to the
task. The leader is committed to his/her people and the task.
Managerial Grid
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The Fiedler Model
Effective group performance depends upon the matchbetween the leaders style of interacting with followers
and the degree to which the situation allows the leaderto control and influence
Assumptions:
Different situations require different leadership styles
Leaders do not readily change leadership styles
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The Fiedler Model Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of
contrasting adjectives High score: a relationship-oriented leadership style
Low score: a task-oriented leadership style
Situational factors in matching leader to the situation:
Leader-member relations
Task structure
Position power
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12-20
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Poor
Good
Highly FavourableSituation Favourableness: Moderate Highly UnfavourableI
GoodHigh
GoodHigh
Strong Weak
GoodLow
Weak
PoorHigh
Strong
PoorHighWeak
PoorLow
Strong
PoorLow
Weak
GoodLow
Strong
II III IV V VI VII VIIICategoryLeaderMember
RelationsTask StructurePosition Power
RelationshipOriented
TaskOriented
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Hersey and Blanchards SituationalLeadership Theory (SLT) Successful leadership is achieved by selecting a
leadership style that matches the level of thefollowers readiness Acceptance: do followers accept or reject a leader?
Readiness: do followers have the ability and willingnessto accomplish a specific task?
Leaders must give up control as followers becomemore competent
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Hersey and Blanchards SituationalLeadership Theory (SLT)
Creates four specific leadership stylesincorporating Fiedlers two leadershipdimensions:
Telling: high tasklow relationship leadership
Selling: high taskhigh relationship leadership
Participating: low taskhigh relationship leadership
Delegating: low tasklow relationship leadership
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Hersey and Blanchards SituationalLeadership Theory (SLT)
Identifies four stages of follower readiness: R1: followers are unable and unwilling
R2: followers are unable but willing
R3: followers are able but unwilling
R4: followers are able and willing
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S3 S2S4 S1
STYLE OF LEADER
Task Behaviour
High
Low High
High relationshipand low task High task andhigh relationship
Low relationshipand low task
Moderate
Follower Readiness
LowHigh
Ableand
willingAbleand
unwillingUnable
andwilling
Unableand
unwilling
R4 R3 R2 R1
High task andlow relationship
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Path-Goal Model
Leaders job is to assist his or her followers in
achieving organizational goals Leaders style depends on the situation:
Directive
Supportive
Participative
Achievement-oriented
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EnvironmentalContingency FactorsTaskStructureFormal Authority SystemWork Group
SubordinateContingency FactorsLocusof ControlExperiencePerceived Ability
Leader BehaviourDirectiveSupportiveParticipativeAchievement Oriented
OutcomesPerformanceSatisfaction
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Transactional Leadership Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements Transformational Leadership
Leaders who inspire followers to go beyond theirown self-interests for the good of theorganization
Leaders who have a profound and extraordinaryeffect on their followers
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Charismatic Leadership
An enthusiastic, self-confident leader whose
personality and actions influence people tobehave in certain ways
Characteristics of charismatic leaders:
Have a vision
Are willing to take risks to achieve the vision
Are sensitive to the environment and to follower needs
Exhibit behaviors that are out of the ordinary