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LEADERSHIP

Alford and Beatty Defined

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Page 1: Alford and Beatty Defined

LEADERSHIP

Page 2: Alford and Beatty Defined

ALFORD AND BEATTY DEFINED

Leadership is the ability to secure desirable actions from a group of followers voluntarily, without the use of coercion.

KOONTZ AND O’DONNELL DEFINED

Managerial Leadership is the ability to use inter-personal influence by means of communication, towards the achievement of a goal.

Page 3: Alford and Beatty Defined

CHARACTERISTICS OF LEADERSHIP Leadership implies the existence of

followers. Leadership involves a community of

interest between the leader and his followers

Leadership involves an unequal distribution of authority among leaders and group members

Leadership is a process of influence Leadership is the function of stimulation A leader must be exemplary A leader ensures absolute justice. Leadership styles and patterns

Page 4: Alford and Beatty Defined

CHARACTERISTICS OF LEADERSHIP Leadership implies the existence of followers:

We appraise the qualities of a leader by studying his followers.

Leader has to be able to be both a leader as well as a follower, and be able to relate himself both upward and downward.

Leadership involves a community of interest between the leader and his followers:

Objectives of both the leader and his men are one and the same.

Leadership involves an unequal distribution of authority among leaders and group members:

Leadership is a process of influence: Influence their followers or subordinates and able to

give legitimate directions.

Page 5: Alford and Beatty Defined

Leadership is the function of stimulation:

Motivating people to attain organizational objectives.

A leader must be exemplary: Leaders shows the way by his own

example.A leader ensures absolute justice:

Leader must be objective and impartial.Leadership styles and patterns:

Degree of authority of boss and degree of freedom available to his subordinates.

Page 6: Alford and Beatty Defined

Charismatic Leadership theory: Charisma is a special characteristics. Followers trust the correctness of the

leader’s believes. Followers feel attention to the leader and

obey the leader willingly. Followers feel an emotional involvement in

the mission. Leader should have a compelling vision or

sense of purpose. Leader should be able to communicate that

vision effectively. Leader should be able to demonstrate

consistency and know their own strengths and capitalize on them.

Page 7: Alford and Beatty Defined

Leadership Styles:Leadership style refers to the behavior pattern

adopted by a leader to influence the behavior of his subordinates for attaining the organizational goals.

Manager makes decision and announce it. Manager sells his decisions. Manger presents his ideas and invites

questions. Manager presents a hesitant decision subject

to change. Manager may present the problem, get the

suggestions and then take his own decision. Manager may define the limits and request

the group to make a decision. Manager may permit full involvement of the

subordinates in the decision making process.

Page 8: Alford and Beatty Defined

Leadership Skills: Human Skills

• Empathy• Objectivity• Communication Skills• Teaching Skills• Social Skill

Conceptual Skills• Understanding of the organizational behavior.• Understanding the competitors of the firm.• Knowing the financial status of the firm.

Technical Skills• Principles, procedures and operations of a job.

Personal Skill:• Intelligence• Emotional Maturity• Personal Motivation• Integrity• Flexibility of Mind

Page 9: Alford and Beatty Defined

Human Skills• Empathy:

Leader should respect the beliefs, beliefs and sentiments of others.

Leader should be empathetic towards his followers so that he can judge their strengths, weaknesses and ambitions.

• Objectivity: His approach to any issue or problem should be

objective and not based on any pressure, prejudice. Objectivity is a vital aspect of analytical decision making.

• Communication Skills: Leader should be able to persuade, to inform,

stimulate, direct and convince his subordinates.• Teaching Skills:

Leader should have the ability to demonstrate how to accomplish a particular task.

• Social Skill: He should be helpful, sympathetic and friendly.

Page 10: Alford and Beatty Defined

Personal Skill:Intelligence:

• Leaders generally have somewhat higher level of intelligence than the average of their subordinates.

Emotional Maturity:• Leader should act with self-confidence, avoid

anger, take decisions on a rational basis and think clearly and maturely.

Personal Motivation:• Leaders have relatively intense achievement type

motivational drive.Integrity:

• Integrity is the straight forward honesty of purpose which makes a man truthful, not only to others but to himself.

Flexibility of Mind:• A leader should have a flexible mind, so that he

may change in obedience to the change in obedience to the change in flexible mind.

Page 11: Alford and Beatty Defined

Functions of a Leader:To take the initiativeHe identifies group goalsHe represents the organizationHe acts as an arbitratorTo assign reasons for his actionTo interpretTo guide and directTo encourage teamworkHe manages the organization

Page 12: Alford and Beatty Defined

Theories of Leadership:1. Trait Theory of Leadership2. Behavioral Theory of Leadership3. Management Grid or Leadership

Grid4. Situational Theory of Leadership5. Great Man Theory of Leadership6. Path-Goal Theory7. Participation Theory of Leadership

Page 13: Alford and Beatty Defined

Trait Theory of Leadership:Trait theory try to find personal characteristics of effective leaders.

It points out that the personal traits or personal characteristics of a person make him an effective or successful leader.

Page 14: Alford and Beatty Defined

TRAITS ASSOCIATED WITH EFFECTIVE LEADERSHIP

Drive High Level of effort; relatively high desire for achievement; ambition; high energy; persistence; initiative.

Desire to Lead Strong desire to influence and lead others; willingness to take responsibility

Honesty and Integrity

Trusting relationships with followers; truthfulness; high consistency between words and actions.

Self-confidence Absence of self-doubt; self-assurance that convinces followers of the rightness of the leader’s goals and decisions

Intelligence Ability to gather; synthesize; and interpret large amounts of information; ability to create visions; solve problems, and make good decisions.

Job-relevant Knowledge

High level of knowledge about the organization’s, industry, and technical matters related to the group’s activities

Page 15: Alford and Beatty Defined

Persons who possess the following traits could become successful leaders:Good PersonalityIntellectual abilityInitiativeImaginationMaturityDesire to accept responsibilitySelf-ConfidenceFlexibilityFairness and objectivity

Page 16: Alford and Beatty Defined

Good Personality• Physical characteristics• Level of maturity

Intellectual ability• Analyzing and taking decisions accordingly.

Initiative• Initiate suitable activities at a proper time.

Imagination• Ability to imagine• Visualize trends and apply his policies and programmes.

Page 17: Alford and Beatty Defined

Maturity• Emotionally mature• Balanced temperament

Desire to accept responsibility• Accept full responsibility for his actions.

Self-confidence• To motivate the followers and boost up their morale.

Flexibility• Open mind, adopt new ideas

Fairness and objectivity• Honesty, fairplay, justice, integrity

Page 18: Alford and Beatty Defined

Behavioral Theory of Leadership:Task-Centered Leader Behavior

• Lead employees by focusing on work, how well employees perform,

• close attention to employees work, • work procedures, interested in their performance.

Employee-centered Leader Behavior• Lead employees by developing a cohesive work group and ensuring employee satisfaction,

• Emphasizes employees well being rather than tasks they perform.

Page 19: Alford and Beatty Defined

Situational Theory of Leadership:

Leader’s characteristics

Leader’s Hierarchical

position

Leader’s behavior

Leadership effectiveness

Groupperformance

SITUATIONAL FACTORS

Subordinate’scharacteristics

Leader’s situation

Groupfactors

Organizational factors

Page 20: Alford and Beatty Defined

Black and Mouton Managerial Grid:

High

9

88

7

6

4

5

3

2

1

1 3 4 5 6 7 8 920 HighLow

Concern for Production

Con

cern

for

Em

plo

yee

. (9, 1) Task

. (9, 9) Team

. (5, 5) Middle Road

. (1, 1) impoverished

. (1, 9) Country club

Page 21: Alford and Beatty Defined

Impoverished (1, 1):Minimum concern for production or people.

Uses delegate and disappear management style.

Since leaders are not committed to either task accomplishment or maintenance; they allow their team to do whatever it wishes.

Page 22: Alford and Beatty Defined

Task oriented (9, 1):Much task oriented and hard on their workers.

Little allowance for co-operation.High concern for production and low concern for people.

Country club (1, 9):Rewards power to maintain discipline and to encourage them to accomplish goals.

Employees feel comfortable.Low concern for production, high concern for people.

Page 23: Alford and Beatty Defined

Team (9, 9): Person leads by positive exampleTeam members reach their highest potential, both as team members and as people.

Encourage the team to reach team goals.

Strengthen the bonds among the various members.

Middle road of the management (5, 5):Management balances needs through compromise, resulting in adequate performance.

Page 24: Alford and Beatty Defined

Path Goal Theory of Leadership:

Leader identifiesSubordinate

needs

Appropriate goals are

established

Leader connects rewards with

goals

Leader provides

assistance on employee

path towards goals

Employee becomes

satisfied and accepts the

leader

Effective performance

occurs

Both employee and

organization are better able to

reach the goals

Page 25: Alford and Beatty Defined

LEADERSHIP STYLES BASED ON SITUATION

Leadership styles exists four types according to the situation:

1. Directive: Leader gives specific orders and makes it clear

what is expected of them.

2. Supportive: Friendly behavior to the employees; he shows

concern for their needs and welfare; creates pleasant organizational climate.

3. Participative: Makes the decision with active participation of the

employees; share information with them and seeks suggestions.

4. Achievement-Oriented: Leader sets challenging goals, seeks improvement of

performance by displaying confidence in the abilities of the subordinates.

Page 26: Alford and Beatty Defined

LEADERSHIP STYLES BASED ON POWER ORIENTATION

1. Autocratic: Leader gives orders He should be obeyed Authority is centralized Dictator by nature His actions must produce result He controls the entire planning

2. Democratic or Participative: Leader consults and invites his subordinates to

participate in the decision making process. Manager largely avoids using the power He assigns a fair workload to his personnel and

accordingly due recognition to jobs that are well done.

Page 27: Alford and Beatty Defined

LEADERSHIP STYLES BASED ON POWER ORIENTATION

3. Free-rein: Leaves the group entirely to itself. Give the subordinates complete freedom Group of members work independently

and provide their own motivation.

4. Paternalistic: Leader assumes that his function is fatherly.

He treats the relationship between the leader and his groups as that of family.

Leader works to help, guide, protect and keep his followers happily working together as members of a family.

Page 28: Alford and Beatty Defined

CONTINGENCY MODELS CONTINGENCY MODELS

Fiedler’s Model: effective leadership is contingent on both the characteristics of the leader and the situation. Leader style: the enduring, characteristic

approach to leadership a manager uses.Relationship-oriented: concerned with developing good relations with workers.

Task-oriented: concerned that workers perform so the job gets done.

Page 29: Alford and Beatty Defined

FIEDLER’S MODEL FIEDLER’S MODEL

Situation characteristic: how favorable a given situation is for leading to occur.Leader-member relations: determines how much workers like and trust their leader.

Task structure: extent to which workers tasks are clear-cut. Clear issues make a situation favorable for leadership.

Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.When positional power is strong, leadership opportunity becomes more favorable.

Page 30: Alford and Beatty Defined

FIEDLER’S CONTINGENCY MODELFIEDLER’S CONTINGENCY MODEL

GOOD POOR

HIGH LO W HIGH LOW

S W S W S W S W

Leader-MemberRelations

TaskStructure

PositionPower

Kinds ofLeadershipSituations

VeryFavorable

VeryUnfavorable

I II III IV V VI VII VIII1

Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.

Page 31: Alford and Beatty Defined

USING FIEDLER’S MODELUSING FIEDLER’S MODEL

Can combine leader-member relations, task structure, and position power to identify leadership situations.

Identifies situations where given types of managers might perform best.

Leader style is a characteristic managers cannot change. Thus, managers will be most effective when:

1) They are placed in leadership situations that suit their style.

2) The situation can be changed to fit the manager.

Page 32: Alford and Beatty Defined

LEADERSHIP AS A CONTINUUM