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8/3/2019 Ch12- Basic to Lead Reship
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CHAPTER 12
OBJECTIVE 1
Define leadership and contrastDefine leadership and contrast
leadership and managementleadership and management
PRESENTED BYPRESENTED BY-- GOMTIGOMTI
MEENAKSHIMEENAKSHINEELAMNEELAM
PRITIPRITI
RAMYARAMYA
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What Is Leadership ?
The ability to influence a group
toward the achievement of a vision or
set of goals.
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Difference Between Leadership And
Management
Management is about coping with
complexity.
Leadership is about coping withchange.
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OBJECTIVE 2
Trait TheoriesTheories that consider personal qualities and
characteristics that differentiate leaders from
non leaders.Strong Leaders : Mahatma Gandhi, Buddha,
Napoleon, Nelson Mandela.
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Important behavioral studies
Ohio state studies
The Managerial grid
University of Michigan studies
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1. Ohio State University
Found two key dimensions of leader behavior:
Initiating structure
the defining and structuring of roles
Organize work, work relationships, and goals
Maintain definite standard of performance
Consideration
job relationships that reflect trust and respect
Help employees with personal problems
2009 Prentice-Hall Inc. All rights reserved. 12-5
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2. University of Michigan
Two key dimensions of leader behavior:
Employee oriented-Emphasize on interpersonal relations
Production oriented
Emphasize on technical aspects ofjob
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3. Managerial Grid
Developed by Blake andMouton-
concern for people
concern for production
Style is determined
by position on the graph
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Contingency Theories
While trait and behavior theories do help usunderstand leadership, an important component
is missing: the environment in which the leader
exists
Contingency Theory deals with this additional
aspect of leadership effectiveness studies
Three key theories:
Fiedlers Model Hersey and Blanchards Situational Leadership Theory
Path-Goal Theory
2009 Prentice-Hall Inc. All rights reserved. 12-8
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Fiedler Model
Effective group performance depends on the propermatch between leadership style and the situation
Assumes that leadership style (based on orientation
revealed in LPC questionnaire) is fixed
Considers Three Situational Factors: Leader-member relations: degree of confidence, trust
and respect members have in the leader.
Task structure: degree to which job assignments are
procedurized.
Position power: leaders ability to hire, fire, and
reward
For effective leadership: must change to a leader who fits
the situation or change the situational variables to fit the
current leader 2009 Prentice-Hall Inc. All rights reserved. 12-9
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Graphic Representation of Fiedlers Model
2009 Prentice-Hall Inc. All rights reserved. 12-10
E X H I B I T 12-2
Used to
determine
which type
of leader
to use in agiven
situation
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Assessment of Fiedlers Model
Positives: Considerable evidence supports the model, especially
if the original eight situations are grouped into three
2009 Prentice-Hall Inc. All rights reserved. 12-11
Problems:
The logic behind the LPC
scale is not well
understood
LPC scores are not
stable Contingency variables
are complex and difficult
for practitioners to
access.
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Fiedlers Cognitive Resource Theory
A refinement ofFiedlers original model: Focuses on stress as the enemy of rationality and
creator of unfavorable conditions
A leaders intelligence and experience influence his or
her reaction to that stress
2009 Prentice-Hall Inc. All rights reserved. 12-12
Stress Level
Low High
IntellectualAbilities
Effective Ineffective
LeadersExperience
Ineffective Effective
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Hersey & Blanchards Situational theory
Leadership model developed by Paul hersey and Ken Blanchard
A model that focuses on follower readiness
Followers can accept or reject the leader
Effectiveness depends on the followers response to
the leaders actions
Readiness is the extent to which people have the
abilityand willingness to accomplish a specific task
A paternal model:
As the child matures, the adult releases more and
more control over the situation
As the workers become more ready, the leader
becomes more laissez-faire
An intuitive model that does not get much support
from the research findings 2009 Prentice-Hall Inc. All rights reserved. 12-13
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Houses Path-Goal Theory
Builds from the Ohio State studies and the expectancytheory of motivation
The Theory:
Leaders provide followers with information, support,and resources to help them achieve their goals
Leaders help clarify the path to the workers goals
Leaders can display multiple leadership types
Four types of leaders:
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker Participative: consults with employees in decision-
making Achievement-Oriented: sets challenging goals
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Path-Goal Model
Two classes of contingency variables: Environmental are outside of employee control
Subordinate factors are internal to employee
Mixed support in the research findings
2009 Prentice-Hall Inc. All rights reserved. 12-15
E X H I B I T 12-4
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Leader-Member Exchange (LMX) Theory
A response to the failing of contingency theories toaccount for followers and heterogeneous leadership
approaches to individual workers
LMX Premise:
Because of time pressures, leaders form a specialrelationship with a small group of followers: the in-
group
This in-group is trusted and gets more time and
attention from the leader (more exchanges)
All other followers are in the out-group and get less ofthe leaders attention and tend to have formal
relationships with the leader (fewer exchanges)
Leaders pick group members early in the relationship
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LMX Model
How groups are assigned is unclear Follower characteristics determine group membership
Leaders control by keeping favorites close
Research has been generally supportive
2009 Prentice-Hall Inc. All rights reserved. 12-17
E X H I B I T 12-3
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Yroom and Yettons Leader-Participation Model
How a leader makes decisions is as important as whatisdecided
Premise:
Leader behaviors must adjust to reflect task structure
Normative model: tells leaders how participative to bein their decision-making of a decision tree
Five leadership styles
Twelve contingency variables
Research testing for both original and modified modelshas not been encouraging
Model is overly complex
2009 Prentice-Hall Inc. All rights reserved. 12-18
E X H I B I T 12-5
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