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•Leadership

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• Leader• Some one who can influence others and who

has managerial authority. All managers should ideally be leaders. Not all leaders have the ability to be an effective

manager

• Leadership Is a process of influencing a group toward the

achievement of goals

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Managers Versus Leaders

• Managers Do things right

Status quo

Short term

Means

Buildings

Problem solving

• Leaders Do the right thing

Change

Long term

Ends

Architects

Inspiring and motivating

Nature of LeadershipLeadership is an ability to influence and motivate others towardsorganizational goals

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• What Leaders actually do!

• Process behavior include

Influencing organizational goals Motivating behaviors towards goalsHelping define organizational culture

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How Leaders Influence Others?

• Sources of Leadership Powers:

1. Legitimate PowerPower stemming from a position’s placement in the managerial hierarchy.

2. Reward PowerPower based on the capacity to provide valued rewards to others.

3. Coercive PowerPower based on the ability to punish others.

4. Expert PowerPower based on the possession of expertise valued by others.

5. Information PowerPower based on access and control over the distribution of information.

6. Referent PowerPower resulting from being liked, admired or identified with.

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Effective Use of Power

•Likely reaction to use of Power!

Cordon

LegitimateInformation

Reward

ReferentExpert

Resistance

Compliance

Commitment

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• Leadership schools

1. Trait Model

2. Behavioral Models

• Iowa Studies• Michigan Studies• Ohio State Studies• Leadership Grid

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Leadership Trait• Leadership Property! Set of characteristics attributed to individuals perceived

to be leader.

• Search for Leadership Traits• Approach assumes that some basic traits (individual qualities) differentiated

leaders from non-leaders.

• Later research on the leadership process identified traits associated with successful leadership:

1. Intelligence2. Supervisory Ability3. Initiative4. Drive5. Individuality

6. Self Confident7. Risk Taker8. Motivated9. Hard Working10.Self Assurance

Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job- relevant knowledge, and extraversion.

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• Behavioral Theories• Knowing the ways how effective leaders behave would

provide basis for training other leaders.

• 2. Behavioral Models• Iowa Studies• Michigan Studies• Ohio State Studies• Leadership Grid

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Behavioral Models

Iowa Studies (By Kurt Lewin)Identified three leadership styles related to performance:

–Autocratic style: centralized authority, low participation, leader dictated the work.

–Democratic style: involvement, high participation, feedback, involved staff in decision making.

–Laissez faire style: hands-off management, gave the group complete freedom.

Research findings: mixed results

–No specific style was consistently better for producing better performance

–Employees were more satisfied under a democratic leader than an autocratic leader.

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Behavioral Models

Michigan Studies

Employees centered leaders superior to job or Production centered Leaders?

Identified two dimensions of leader behavior

– Employee oriented: emphasizing personal relationships

– Production oriented: emphasizing task accomplishment

Research findings:

– Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

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Behavioral ModelsOhio State StudiesSuggested that the ideal was for leaders to combine job-centered-ness (Initiating structure) with an ability to build mutual trust with subordinates (consideration).

Identified two dimensions of leader behavior

– Initiating structure: the role of the leader in defining his or her role and the roles of group members

– Consideration: the leader’s mutual trust and respect for group 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 to strongly influence leadership effectiveness.

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Behavioral Models

• Leadership GridAppraises leadership styles using two dimensions:

Concern for people Concern for production

Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management

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The Leadership Grid

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Contingency Theories of Leadership

• Basic Assumptions

1. Leader’s effectiveness depends on the situation.

2. Must isolate situational conditions or contingencies.