9 - Leadership

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Management & Org

Dynamics

LEADERSHIP

Shahid 12
INTRODUCTION

 leadership The ability to influence a group toward the


achievement of a vision or set of goals

 trait theories of leadership Theories that consider personal


qualities and characteristics that differentiate leaders from
non-leaders. Big 5 Model (Extrovert, Agreeable, Conscientious,
Em Stab & Op to exp). Traits can predict the emergence of
leaders and the appearance of leadership, not distinguishing
between effective and ineffective leaders (selecting the right
people for leadership)

 behavioral theories of leadership Theories proposing that


specific behaviors differentiate leaders from non-leaders
(effectiveness of leadership)(train people to be leaders)
(initiating structure and consideration)
LEADERSHIP STUDIES

 initiating structure The extent to which a leader is likely to


define and structure his or her role and those of subordinates
in the search for goal attainment

 consideration The extent to which a leader is likely to have


job relationships characterized by mutual trust, respect for
subordinates’ ideas, and regard for their feelings
LEADERSHIP STUDIES

 employee-oriented leader A leader who emphasizes


interpersonal relations, takes a personal interest in the needs
of employees, and accepts individual differences among
members.

 production-oriented leader A leader who emphasizes technical


or task aspects of the job
THE FIELDER MODEL

 It proposes that effective group performance depends on the


proper match between the leader’s style and the degree to
which the situation gives the leader control

 He created the least preferred co-worker (LPC) questionnaire, on


a scale of 1 to 8 for each of 16 sets of contrasting adjectives
(such as pleasant–unpleasant, efficient– inefficient, open–
guarded, supportive–hostile)

 Fiedler assumes an individual’s leadership style is fixed. This


means if a situation requires a task-oriented leader and the
person in the leadership position is relationship oriented, either
the situation has to be modified or the leader has to be replaced
to achieve optimal effectiveness
THE FIELDER MODEL

 It proposes that effective group performance depends on the


proper match between the leader’s style and the degree to which
the situation gives the leader control

 Created least preferred co-worker (LPC) questionnaire, on a scale


1-8 for each of 16 sets of contrasting adjectives (such as
pleasant–unpleasant, efficient– inefficient, open–guarded,
supportive–hostile)

 High LPC score - relationship oriented . low LPC score - task


oriented

 Fiedler assumes an individual’s leadership style is fixed. If


situation requires a task-oriented leader and the leader is
relationship oriented, either the situation has to be modified or
the leader has to be replaced to achieve optimal effectiveness
THE FIELDER MODEL

Fiedler identified three contingency or situational dimensions:

 1. Leader–member relations is the degree of confidence,


trust, and respect members have in their leader.

 2. Task structure is the degree to which the job assignments


are procedurized (that is, structured or unstructured).

 3. Position power is the degree of influence a leader has over


power variables such as hiring, firing, discipline, promotions,
and salary increases
THE FIELDER MODEL
SITUATIONAL LEADERSHIP THEORY

 SLT focuses on followers. Successful leadership depends on


selecting the right leadership style contingent on the
followers’ readiness, or the extent to which they are willing
and able to accomplish a specific task.

 If unable & unwilling, leader needs to give clear /specific


directions
 If unable & willing, leader needs to display high task
orientation to compensate for followers’ lack of ability and
high relationship orientation to get them to “buy into” the
leader’s desires.
 If able and unwilling, the leader needs to use a supportive
and participative style
 if able and willing, the leader doesn’t need to do much
PATH-GOAL THEORY

 leader’s job to provide followers with the information,


support, or other resources necessary to achieve their goals

 Directive leadership yields greater satisfaction when tasks


are ambiguous or stressful than when they are highly
structured and well laid out

 Supportive leadership results in high performance and


satisfaction when employees are performing structured tasks.

 Directive leadership is likely to be perceived as redundant


among employees with high ability or considerable experience
LEADER-MEMBER THEORY
LEADER-MEMBER THEORY

 (LMX) theory argues that, because of time pressures, leaders


establish a special relationship with a small group of their
followers

 These individuals make up the ingroup — they are trusted, get


a disproportionate amount of the leader’s attention, and are
more likely to receive special privileges.

 Other followers fall into the outgroup

 For the LMX relationship to remain intact, the leader and the
follower must invest in the relationship
CHARISMATIC LEADER THEORY
CHARISMATIC LEADERS, BORN OR MADE

 Both

 Steps to become Charismatic Leaders:


 First, develop an aura of charisma by maintaining an optimistic
view; using passion as a catalyst for generating enthusiasm;
and communicating with the whole body, not just with words

 Second, draw others in by creating a bond that inspires them


to follow

 Third, bring out the potential in followers by tapping into their


emotions
CHARISMATIC LEADERS, BORN OR MADE

 Both

 Steps to become Charismatic Leaders:


 First, develop an aura of charisma by maintaining an optimistic
view; using passion as a catalyst for generating enthusiasm;
and communicating with the whole body, not just with words

 Second, draw others in by creating a bond that inspires them


to follow

 Third, bring out the potential in followers by tapping into their


emotions
HOW CL INFLUENCES FOLLOWER

 Four Step process

 Articulating an appealing vision , a long-term strategy for


attaining a goal by linking the present with a better future for
the organization. Desirable visions fit the times and
circumstances and reflect the uniqueness of the organization.

 vision statement , a formal articulation of an organization’s


vision or mission. Charismatic leaders may use vision
statements to imprint on followers an overarching goal and
purpose. They build followers’ self-esteem and confidence
with high performance expectations and belief that followers
can attain them
HOW CL INFLUENCES FOLLOWER

 Through words and actions the leader conveys a new set of


values and sets an example for followers to imitate

 Engages in emotion-inducing and often unconventional


behavior to demonstrate courage and conviction about the
vision. Followers “catch” the emotions their leader is
conveying
DOES EFFECTIVE CL DEPEND ON
SITUATION?
 Charisma appears most successful when the follower’s task
has an ideological component or the environment includes a
high degree of stress and uncertainty

 Likely to surface in politics or religion, or during wartime, or


when a business is in its infancy or facing a life-threatening
crisis

 Unfortunately, charismatic leaders who are larger than life


don’t necessarily act in the best interests of their orgs

 Enron, Tyco, WorldCom etc were leaders who recklessly used


organizational resources for their personal benefit and
executives who violated laws / ethical boundaries.(Hitler/ IK?)
TRANSFORMATIONAL LEADERSHIP

 inspire followers to transcend their self-interests for the good


of the organization and can have an extraordinary effect on
their followers

 They pay attention to the concerns and needs of individual


followers; they change followers’ awareness of issues by
helping them look at old problems in new ways; and they
excite and inspire followers to put out extra effort to achieve
group goals

 Transactional vs transformational leadership


TRANSFORMATIONAL LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
MENTORING
THANK YOU

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