Leadership & change management, Lecture 2, by rahat kazmi

LEADERSHIP AND CHANGE MANAGEMENT

CONTINGENCY THEORIES OF LEADERSHIP

21ST CENTURY APPROACHES

LEADERSHIP DEVELOPMENT INITIATIVES

LECTURE 2

BY

RAHAT KAZMI

SEPTEMBER 2010

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Content:


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Contingency theories of leadership

– Favourability of leadership situation

– Quality and acceptance of leader‟s decision

– Path-goal theory

– Maturity of followers

21st century approaches

– Transformational leadership

– Transactional leadership

– Inspirational leadership

Leadership development initiatives

Objectives:

To define what is meant by leadership

To examine the different styles of leaders in terms of their focus and nature

To discuss the concept and measurement of leader effectiveness

To apply the issues surrounding leader, leadership style and effectiveness of leaders to own experiences



LEADERSHIP IN THE

WORKPLACE



Definition of leadership:

“as the process (act) of influencing the activities of an

organized group in its efforts towards goal setting

and goal achievement”

(Stogdill, 1950: pg 3)

“(the) process by which one person directs group

members toward the attainment of specific goals”

Moghaddan (1998; pg 455)



Your experience of ‘good leadership’!

Think of someone who has held a position of leadership over you & whom you have been happy to work for

What made them able to lead?

What made them able to organise a group effectively?

What made you happy in the group?

What made you want to co-operate with the leader?



Key issues of leadership in work:

What sort of leader can keep a group together?

What sort of leader can make the group productive?

What sort of leader can maintain a good deal of job satisfaction among the group members?



Contingency theories of leadership

• Favourability of leadership situation- This was an experiment

carried out by Fiedler where the relationship between leadership

and organizational performance was considered.

• Fiedler suggests that leadership behaviour is dependent upon the

favourability of the leadership situation which is ultimately

determined by

- Leader-member relations-the degree to which the leader is

trusted and liked by group members

– The task structure-the degree to which the task is clearly defined

for the group

– Position power-the power of the leader by virtue of position in

the organization.



Quality and Acceptance of Leader’s

Decision

• This model is provided by Vroom and Yetton.

• They base their analysis on two aspects of a leader

– Decision quality-the effect decisions have on group

performance

– Decision acceptance-the motivation and commitment of group

members in implementing the decision.

– A third consideration is the amount of time required to make

the decision



Path-goal theory

• House and Dessler worked on this model.

• This model is based upon the belief that the individual‟s motivation is dependent

upon expectations that increased effort to achieve an improved level of

performance will be successful.

•The path-goal theory of leadership suggests that the performance of subordinates

is affected by the extent to which the manager satisfies their expectations.

•Path-goal theory holds that subordinates will see leadership behaviour as a

motivating influence.

•Under this model, House identifies four main types of leadership behaviour

- Directive leadership-giving specific directions and rules to subordinates

- Supportive leadership

- Participative leadership

- Achievement-oriented leadership-setting challenging goals for subordinates



Maturity of followers

•Hersey and Blanchard present this model of leadership based on the

readiness level of the people the leader is attempting to influence

•Readiness is the extent to which followers have the ability and willingness

to accomplish a specific task.

• Readiness is divided into a continuum of four levels

– R1-low follower readiness-refers to followers who are both unable and

unwilling and who lack commitment and motivation

– R2-low to moderate follower readiness-followers who are unable but

willing

– R3-moderate to high follower readiness-followers who are able but

unwilling

– R4-high follower readiness-refers to followers who are both able and

willing and who have the ability and commitment to perform



Findings of the Fiedler Model



Task Behaviour and Relationship

Behaviour

•For each of the four levels of maturity, the appropriate style of

leadership is a combination of task behaviour and relationship

behaviour

– Task behaviour-is the extent to which

leaders provide directions for the actions

of followers

– Relationship behaviour-is the extent to

which the leader engages in two-way

communication with followers



Reflecting back on your experiences of „good

leadership‟.

Was the person you were happy to work for „task-

oriented‟ or „people-oriented‟?

Do you think a good leader can be both?



Task Behaviour and Relationship

Behaviour

Transformational versus Transactional

Leadership

•Transactional leadership is based on legitimate authority within the

bureaucratic structure of the organization.

– Emphasis is on the clarification of goals and objectives, work tasks and

outcomes, and organizational rewards and punishments

•Transformational leadership, by contrast, is a process of

engendering higher levels of motivation and commitment among

followers.

– Emphasis is on generating a vision for the organization and the

leader‟s ability to appeal to higher ideals and values of followers



Components of Transformational

Leadership

•Transformational leaders motivate followers to do more than

originally expected

•Four basic components make up transformational leadership

namely:

– Idealised influence-the charisma of the leader and the respect

and admiration of the followers

– Inspirational motivation-the behaviour of the leader

– Intellectual stimulation-leaders who solicit new and novel

approaches for the performance of work

– Individualised consideration-leaders who listen and give specific

concern to the growth and developmental needs of the followers



Guidelines for transformational

leadership

• Articulate a clear and appealing vision

• Explain how the vision can be attained

• Act confident and optimistic

• Express confidence in followers

• Provide opportunities for early success

• Celebrate success

• Use dramatic, symbolic actions to emphasize key

values

• Lead by example

• Empower people to achieve the vision



Inspirational Leadership

• Successful transformational leaders are usually identified in terms

of providing a strong vision and sense of mission in followers

• Inspirational leadership today is associated with the concept of

creating a vision with which others can identify.

• An author, Adair argues that to be a truly inspirational leader one

must understand the spirit within.

• The inspirational leader connects with the led, appreciates the

capabilities of others and through trust will unlock the power in

others



Interaction of Focus & Nature of

Leadership Style:

If a leader is autocratic & task-oriented, how would

they act towards their subordinates?

If a leader is autocratic & relationship-oriented,

how would they act towards their subordinates?



If a leader is democratic & task-oriented, how

would they act towards their subordinates?

If a leader is democratic & relationship-oriented,

how would they act towards their subordinates?



Interaction of Focus & Nature of

Leadership Style:

Leadership development initiatives

• A survey carried out by the Development Dimensions International (DDI) indicated that

majority of staff in more than 52 companies do not have confidence in the abilities of

their leaders to guide and direct the organization in the future.

• According to Investors in People, leadership development is not just a corporate issue,

all organizations small or great should be identifying the managers they will need in a

few years time and developing them

• All top managers should be planning their succession and supporting the people who

will step into their shoes

• Gratton suggested four new developmental expectations from managers namely:

– Dream collectively

– Balance the short term with longer term

– Build an organization that values people

– Understand the reality of the organization



Leaders of the Future

• Bennis suggests that leaders will have to learn new

skills and that four competencies will determine the

success of new leadership

– The new leader understands and practises the power

of appreciation

– The new leader keeps reminding people of what is

important

– The new leader generates and sustains trust

– The new leader and the led are intimate allies



Theories of Leadership:

Dispositional theories – Is a leader born, not made?

„great man theories‟, trait theories, behaviour theories

Situational theories – given the right circumstances anyone is a potential leader?

Central figure in communication networks

Contingency theories – good leader outcome is dependent on a number of factors



Leader Characteristics:

Early work suggested that leaders tended to be higher

than non-leaders on:

Intelligence

Dominance/need for power

Self-confidence

Energy/persistence

Knowledge of the task

(Stogdill, 1974)



Leader Characteristics:

Current research focuses on characteristics such as:

Sociability

Need for power

Need for achievement

Style (as discussed earlier)

Nature (as discussed earlier)

Charisma (more details to follow next session)



References

• Laurie J Mullins (2007) Management and Organisational behaviour, 7th edition

• Richard L Daft (2007) Organization theory and design, 8th edition, page

• John Pearson and Robinson (2005) Strategic management; Formulation,

implementation and control, 7th edition

• IAM Diploma in Administrative Management: Study guide



Business

Leadership & change management, Lecture 2, by rahat kazmi