6 - Leadership

Leadership

Management is about arranging & telling. Leadership is about nurturing & enhancing.

Thomas J. Peters Romina Mathew, IMT Hyderabad

The ability to persuade others to seek defined objectives

- Keith Davis

Leadership

Romina Mathew, IMT Hyderabad

Leadership is an influence relationship among leaders &

followers who intend real changes & outcomes that

reflect their shared purposes

Leadership


What does Leadership Involve


Leadership Vs. Management


Leaders Vs. Managers

Emerges Wields Power Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status quo Do the right thing

Appointed Wields Authority Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right

Leaders Managers


LEADERSHIP THEORIES


Approaches to Leadership

Traits Approach

Behavioral Approach

Contingency Approach


Trait Theories

Involves discerning how to be a leader by examining the characteristics and methods of

recognized leaders. Leaders are born not made. Great Person Theory Some traits are particularly suited to leadership. People who make good leaders have the right (or sufficient) combination of traits.


Traits of Successful Leaders Trait/ Characteristic Drive Honesty and integrity Leadership motivation Self-confidence Cognitive ability Knowledge of the business Creativity Flexibility

Description Desire for achievement; ambition; high energy; tenacity; initiative Trustworthy; reliable; open Desire to exercise influence over others to reach shared goals Trust in own abilities Intelligence; ability to integrate and interpret large amounts of information Knowledge of industry, relevant technical matters Originality Ability to adapt to needs of followers and requirements of situation


Criticisms Failed to identify any traits as absolutely

essential

Problem of identifying traits

Problem of measuring traits

Overlooks situational nature of leadership


Successful leadership is based in definable, learnable behavior.

Focus on what leaders actually do

Studies under behavioral approach

The Ohio State Studies The University of Michigan Studies Managerial Grid Scandinavian Studies

Behavioral Theories


Ohio State Studies C

onsi

dera

tion

Initiating structure

LOW

HIGH

LOW HIGH

High Consideration High IS


University of Michigan Studies

Compared behavior of effective & ineffective supervisors

Employee vs. Production oriented

Distinct leadership styles

Employee oriented" leaders


Robert Blake & Mouton

Concern for people" vs. "concern for

production

9 x 9 Grid

5 leadership styles

Leadership Grid Theory


The Managerial Grid

1,9 pattern Country club management

Con

cern

for P

eopl

e

1 2 3 4 5 6 7 8 9 Concern for Production Low High

Low

High

9

8

7

6

5

4

3

2

1

5,5 pattern Middle-of-the-road management

9,1 pattern Task management

9,9 pattern Team management- the ideal style

1,1 pattern Impoverished management


Leadership grid: Styles

Authority-Compliance/ Task management people are tools for getting the job done communication is for instructions

Country Club Management personal and social needs of followers, positive climate

Impoverished Management no commitment, apathetic


Middle-of-the-Road Management

compromisers, avoid conflicts, emphasize moderate levels of production

Team Management

stimulate participation, acts determined, makes priorities clear, behaves open-mindedly

Leadership grid: Styles


Scandinavian Studies

Development Oriented Behavior

Development Oriented leaders considered more competitive.


Individualized Leadership A theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves towards the member and how the member responds


Stages of development of Individualized Leadership

1. Vertical Dyad Linkage 2. Leader- Member Exchange 3. Partnership Building


L

S

Dyadic Relationship The

Vertical Dyad

Vertical Dyad Linkage Model

In-group/out-group status based on how well subordinate works with the leader & how well the leader works with the subordinate


Vertical Dyad Linkage Model


Leader Member Exchange Theory

Describes how leaders in groups maintain their position through a series of tacit exchange agreements with their members.

Differentiation of members into "in-group" & "out-group"

Result : in-group members higher Performance & satisfaction


Partnership Building In-group/out group may lead to resentment among out-group members Train/focus on developing positive relationships with all followers. Leader views each person independently, and may treat each person in a different but positive way.


Contingency Theories

No one best way of leading

Leader's ability to lead is contingent upon various situational factors

Contingency Models Fiedlers Contingency Model

Hersey & Blanchards Situational Theory

Path Goal Theory

Vroom Yetton Jago Contingency Model


Fiedlers Contingency Model

Group performance depends on:

Leadership style, described in terms of task motivation and relationship motivation.

Situational favorableness, determined by three factors:

Leader-member relations

Task structure

Position power


Leadership Style measured with a questionnaire known as Least Preferred Coworker (LPC) scale

Based on the scale, leader classified as

Relationship oriented Task oriented

Fiedlers Contingency Model


Most unfavorable


Fiedlers Contingency Model How Leadership Style fits the Situation



Leader: decreasing need for support and supervision Romina Mathew, IMT Hyderabad


Different situations demand different kinds of leadership

Being an effective leader requires that an individual adapt her/his style to the demands of different situations

Prescriptive curve indicates when each style should be used

Directive & supportive dimension


Path Goal Theory

By Robert House To describe the way that leaders encourage & support their followers in achieving the goals they have set by making the path that they should take clear & easy.

Effectiveness = f (environment, subordinates)


Path Goal Theory


Path- Goal Theory


Path Goal Theory


Leadership Participation Model

By Victor Vroom, Philip Yetton, Arthur Jago

Establish relationship between Leadership

Behavior & Decision Making

Participation increases decision acceptance.

Decision acceptance increases commitment

and effectiveness of action.



A decision making tree that enables a leader to examine a situation & determine which style or level of involvement to engage By asking oneself a series of questions about the nature of the problem, decision, & consequences, the leader can decide just how much involvement others should have in the decision Model identifies 5 styles along a continuum ranging from autocratic to consultative to group-based



Assumptions Leaders can classify problems by following decision tree

Leaders are willing & capable of adapting their styles to suit the situation

Employees accept the leaders classification of the situation & change in leadership style


Leadership Participation Model Problem Attributes

Decision Quality

Employee Acceptance

Leadership Styles:

Autocratic A1

Autocratic A2

Consultative C1

Consultative C2

Group G2 Romina Mathew, IMT Hyderabad

Leadership Participation Model Leadership Styles:

Autocratic A1- you use the information you already have & make the decision Autocratic A2 - you ask team members for specific information & once you have it, you make the decision Consultative C1- you inform team members of what you're doing & may individually ask opinions, Consultative C2 - you are responsible for making the decision, however, you get together as a group to discuss the situation & solicit suggestions. Group G2 - The team makes a decision together. Your role is mostly facilitative and you help the team come to a final decision that everyone agrees on


Questions to be asked in the sequence below

1. Quality Requirement (QR): How important is the technical quality of the decision?

2. Commitment Requirement (CR): How important is subordinate commitment to the decision?

3. Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own?

4. Problem Structure (ST): Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited, etc.)?

5. Commitment Probability (CP): If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision?

6. Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem?

7. Subordinate conflict (CO): Is conflict among subordinates over preferred solutions likely?

8. Subordinate information (SI): Do subordinates have sufficient information to make a high quality decision?


Transactional & Transformational Leadership

Contingent Reward

Management by Exception

Laissez-Faire

Charisma

Inspiration

Intellectual Stimulation

Individual Consideration


Charismatic Leadership

Key Characteristics: 1. Vision and

articulation 2. Personal risk 3. Environmental

sensitivity 4. Sensitivity to

follower needs 5. Unconventional

behavior


Transformational Leadership and Charisma

Personality Characteristics Behaviours Effects on Followers

Dominant Desire to influence Confident Strong values

Sets strong role model Shows competence Articulate goals Communicates high expectations Express confidence Arouse motives

Trust in leaders ideology Belief similarity between leader and follower Unquestioning acceptance Obedience Identification with leader Emotional involvement, heightened goals, increased confidence


Authentic Leadership Authentic leaders are good in their

skin, so good they dont feel a need

to impress or please others. They not

only inspire those around them, they

bring people together around a

shared purpose & a common set of

values & motivate them to create

value for everyone involved.


LeadershipSlide Number 2Slide Number 3What does Leadership InvolveLeadership Vs. ManagementLeaders Vs. ManagersSlide Number 7LEADERSHIP THEORIESApproaches to LeadershipTrait TheoriesTraits of Successful LeadersCriticismsBehavioral TheoriesOhio State StudiesUniversity of Michigan StudiesLeadership Grid TheoryThe Managerial GridLeadership grid: StylesLeadership grid: StylesScandinavian StudiesIndividualized LeadershipStages of development of Individualized LeadershipSlide Number 23Vertical Dyad Linkage ModelLeader Member Exchange TheoryPartnership BuildingContingency TheoriesFiedlers Contingency ModelFiedlers Contingency ModelSlide Number 30Fiedlers Contingency ModelHersey & Blanchards Situational TheoryHersey & Blanchards Situational TheorySlide Number 34Slide Number 35Path Goal TheoryPath Goal TheoryPath- Goal TheoryPath Goal TheoryLeadership Participation ModelLeadership Participation ModelLeadership Participation ModelLeadership Participation ModelLeadership Participation ModelQuestions to be asked in the sequence belowSlide Number 46Transactional & Transformational LeadershipCharismatic LeadershipTransformational Leadership and CharismaAuthentic Leadership

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6 - Leadership