Effective leadership

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What are some typical leadership behaviors that come to mind?

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Is it being the first? Is it biggest? Most powerful?

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Leadership is a topic that has been written a lot and also a lot of research has been done on it over centuries

Despite all this leadership is still a very controversial topic

For example - leadership guru Warren Bennis gives the title “ The End of Leadership” to make the point that effective leadership cannot exist without full inclusion, initiatives and cooperation of employees

In other words, one cannot be a greater leader without great followers

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In spite of seeming discontent at least with the traditional approaches to leadership theory and practice, throughout history, the differences between success and failure, whether in a war, a business, a protest movement, a sports etc have been attributed to leadership

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A study by Gallup survey indicates that most employees believe that it is the leader, not the company, that guides the culture and creates situations where workers can be happy and successful

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Definition Enabling groups of people to face

challenges and achieve results in complex situations

Involves creating a positive work culture characterized by strong relationships with your colleagues, and staff, trust, dedication, handwork, and teamwork

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When you boil it all down, contemporary leadership see to be a matte of aligning people towards common goals and empowering them to take the actions needed to reach them ( Fortunes article)

Being able to create the kind of meaning for people, the values that make sense to them, where there is enough trust in the system … (W. Bennis)

04/19/23DSM 5048

Leadership is about responsibility -leadership is not a rank, privileges, titles, or money. It is about responsibility

Leaders do not start with “ what do I want” but rather start with “what needs to be done "Then they ask “what can and should I do to make a difference”

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Leadership is done with others - Mobilizing people through out the organization to do adaptive work

Leadership happens at all levels – What ever level you are, whatever your job, you can bring new insight, new leadership, to your team or to your group

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Leadership is the art of inspiring subordinates or followers to perform their duties willingly, competently, and enthusiastically.

Leadership is a social influence process in which the leader seeks voluntary participation of the followers in order to achieve organizational objectives.

Leadership is both process and property. As a process, leadership involves the use of noncoercive influence to direct and coordinate the activities of the members of an organized group towards the achievement of group objectives.

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As a property, leadership is a set of qualities or characteristics attributed to those who are perceived to successfully employ such influence. Such qualities include:

Ability to inspire the other. Ability to understand human behavior. Ability of verbal assertiveness. Willingness to take risk.

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Someone who set direction and puts effort to influence people to follow that direction

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Are leaders born or made?

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Believes that leadership capacities and competencies can be acquired but the desire to learn must be there.

Leadership is a goal to be pursued, not a gift to be bestowed only upon a lucky few.

The best leaders make a personal choice to continually assess and constantly develop their leadership capabilities

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Who are the Leaders and Who are the Managers?

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In recent years, many theorist and practitioners have emphasized the difference between managers and leaders

Warren Bennis has noted that “ to survive in the 21st century we are going to need a new generation of leaders – leaders, not managers

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Leaders conquer the context – the volatile, turbulent, ambiguous surrounding that sometimes seem to conspire against us and will surely suffocate us if we let them, while managers surrender to it

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What characteristics do the managers normally demonstrate?

What characteristics do the leaders normally demonstrate?

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Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction

Management controls or directs people/resources in a group according to principles or values that have already been established

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Leadership without management ...sets a direction or vision that others

follow, without considering too much how the new direction is going to be achieved. Other people then have to work hard in the trail that is left behind, picking up the pieces and making it work

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Management without leadership ...controls resources to maintain the status

quo or ensure things happen according to already-established plans

Leadership combined with management

...does both - it both sets a new direction and manages the resources to achieve it.

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Leaders…… Managers…..Do the right thing Do things right

Are interested in effectiveness Are interested in efficiency

Innovate Administer

Develop Maintain

Focus on people Focus on systems and structure

Rely on trust Rely on control

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Leaders Vs Managers Leaders Vs Managers cont…d cont…d

Challenge the status quo Accept the status quo

Focus on the future Focus on the present

Have their eyes on the horizon Have their eyes on the bottom line

Develop visions and strategies Develop detailed steps and timetables

Seek change Seek predictability and order

Take risks Avoid risks

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Leaders Vs Managers Leaders Vs Managers cont…d cont…d

Inspire people to change Motivate people to comply with standards

Use person-to-person influence Use position-to-position influence

Inspire others to follow Require others to comply

Operate outside of organizational rules, regulations, policies and procedures

Operate within organizational rules, regulations, policies and procedures

Take initiative to lead Are given a position

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Leaders Vs Managers Leaders Vs Managers cont…d cont…d

Align people with a direction Organize and staff

Emphasize philosophy; core values, and shared goals

Emphasize tactics, structure and systems

Have a long-term view Have a short-term view

Ask what and why Ask how and when

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Leaders Vs Managers Leaders Vs Managers cont…d cont…d

What is the difference between the role of the leadership and the role of management in the organisation?

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Leadership

Goals

Objectives

Vision

Vision-reality gap

Inspire/

empower

Planning

organizing

Monitoring/Evaluating

Leadership

Management

Doing the right thing

And Doing them right

Focus on self

Habit 1 Be Proactive: Principles of Personal Vision

Habit 2: Begin with the End in Mind: Principles of Personal Leadership

Habit 3 : Put First Things First: Principles of Personal Management

Habit 4: Think Win/Win: Principles of Interpersonal Leadership

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Habit 5: Seek First to Understand, Then to be Understood

Habit 6: Synergize Principles of Creative Communication

Habit 7: Sharpen the Saw: Principles of Balanced Self-Renewal

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The traits of an effective leader -Jack and Suzy Welch

Four Es of effective leadership ( Old Es) Four Es of Effective Global Leaders ( New

Es)

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Energy - the capacity to go-go-go, always engaged and ready for challenge

Energize – the ability to invigorate/stimulate others

Edge – the capacity to make a yes or no decision

Execution - the ability to get the things done

Passion – for both work and life04/19/23DSM 504

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Today's global environment with its ever increasing competitive intensity, leaders will need the old Es, but the new Es are becoming just as essential. These are:

E - Empathy E- Experimental E- Example Excited

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Empathy – means more than just warmth and compassion and extends to understanding different cultures enough to show consistent respect for their values and traditions e.g. new year for Chinese

Experimental – leaders fearless exploration of new ideas, products or markets , even when the rewards are not immediate ( risk taking)

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Example – building an organizational culture through shared values, hence leaders at every level need the ability to serve as role models – they must demonstrate the behaviour that the company wants and expects from its employee

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Excited to win – this stems from increased competition from the global market. The never-turned-off, ever changing world demands that leaders show up with a radically different attitude . ◦ One CEO says “ just find me a person who is

dying to win, a person who hates losing and everything seems to take care of itself

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These are:◦ Great Man Approach◦ Traits approach◦ Behavioral approach◦ Situational approach

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The great man theory – leaders are born and not made. Individuals are born either with or without the necessary traits for leadership

Traits approach: - Researchers identify and study attributes of leaders in order to determine which traits and skills distinguish superior leaders. personality, social, physical or intellectual traits that differentiate leaders from non leaders

Behavioral approach : - focuses on what leaders actually do in their positions and how these actions relate to the leaders effectiveness

Situational approach: - Follows the logic of the contingency, whereas important contextual factors are identified and studied ( e.g. motivation levels of subordinates, the reward system)

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Leaders are born and great leaders will arise when there is a great need

In time of need a Great Man would arise – almost magically

Based on early research of leadership which was based on people who are already leaders

Leaders associated with great man theory – Eisenhower, Churchill, Jesus, Moses, Mohammed

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Before 1950s researchers sought to understand leadership by comparing traits of leaders with followers and effective leaders with ineffective leaders

This search for features/traits of a leader was prompted by a belief that leaders somewhat possess distinguishing traits that set them apart form other people

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Traits theory focuses on traits or personal characteristics that differentiate leaders from followers.

A leader trait is basically a physical, psychological, social or personality characteristics that distinguish leaders from others

The assumption was that if people could also be found with these traits, they too could become great leaders

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Ralph Stogdill (1948) and Richard Man (1959) concluded that the following traits tended to differentiate between leaders and followers:

Intelligence Dominance Self confidence Task relevant knowledge Level of energy and activity

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Traits◦ Adaptive to situations◦ Alert to social environments◦ Ambitious and achievement oriented◦ Assertive◦ Cooperative◦ Decisive◦ Dependable◦ Dominant desire to influence

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◦ persistent◦ Self confidence◦ Tolerant to stress◦ Willing to assume responsibilityCalmness in crisis◦ Energy◦ Determination◦ Resolute courage◦ Sense of justice◦ Initiative◦ Humor

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Physical factors:◦ Activity level◦ Appearance◦ Height◦ Weight◦ Physical fitness

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Skill◦ Conceptual skills◦ Analytical skills◦ Creative◦ Diplomatic and friendly◦ Effective speaking◦ Knowledgeable about group task◦ Organised administrative ability◦ Persuasive

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Based on personal experience and observations, we might expect to find consistent differences between effective and in effect leaders, however a if we consider a large number of leaders, we reach different conclusions.

e.g. generally, leaders are observed to be outgoing and socially assertive, yet some outstanding leaders like Mahatma Gandhi and Abraham Lincoln were relatively shy and withdrawn

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As more studies were done under this approach, the number of traits of suspected importance began to grow and the results became increasingly mixed, with no clear pattern of traits that was strongly and consistently related to leadership

Several studies on traits approach seem to disagree on the required traits of a leader.

Some say that as far as physical traits are concerned, leaders tend to be bigger and brighter than those being led

Intelligence though seems to come out often

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Political analysis indicates that candidates should not come out as too intelligent to be electable

The most intelligent member of a criminal gang is not the leader

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It appears that people who hold leadership positions tend to be somewhat more intelligent

On the other hand, there is a good reason to believe that highly intelligent people are not likely to maintain or retain leadership in many settings.

According to this line of reasoning, individuals who are much brighter than their potential followers may have difficulty in communicating and relating to them

Therefore, there might be an optimal level of intelligence for a leader in a given situation

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In his study Fred Fielder and associates suggest that leaders who are intelligent and possess relevant job experience will be more effective if they are in a stress free setting with subordinates who are supportive – this could be the logic much of hiring of managers

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Therefore, when selecting supervisors, it is common to search for experienced managers possessing a fair degree of intelligence plus social skills that can be used to build supportiveness and reduce interpersonal stress

Intelligence here is not looked at as a single unitary factor, but consists of:◦ analytical reasoning ability,◦ social intelligence◦ and creativity

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Analytical reasoning ability – refers to ability to solve problems that have an abstract element, ability to use deductive thinking – e.g. an individual who is able to solve math problem easily can be said to have high analytical reasoning ability

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Social intelligence – refers to the ability to understand the motives and actions of others and to interact effectively with others

Individuals with this capability are expected t be more capable of understanding and influencing others (they are “street smart” )

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Creativity – refers to the ability to identify many possible solutions to a given problem

NB: Since it is difficult to get employees with all these capabilities in one, selection is done depending on the job. E.g. an R & D job may require high level analytical reasoning

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Task persistence Self confidence dominance Tolerance of interpersonal stress Ability to influence others behaviour

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As interest in the early traits approach to leadership began to decline, researchers focuses their attention on leaders actions rather than on their attributes

They tried to identify specific styles of leaders conduct and attempted to discover where leaders behaviour was associated with employee attitudes and performance

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University of IOWA Leadership Studies◦ Authoritarian◦ Democratic◦ Laissez –faire

Ohio state University Leadership Studies The managerial Grid – Robert Blake and Jane

Mouton Directive vs. Participative Leadership –

Tannenbaum and W. Schmidt Charismatic leadership Transactional leadership vs. transformational

leadership

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Gives definite instructions Demands compliance Emphasis task performance Exercise close supervision Permits very little or no subordinate

influence on decisions Do not welcome suggestion form

subordinates

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Uses coercion, threat and authority to enforce discipline and ensure performance

Is leader centred, production centred, directive leadership styles

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Involves subordinates as individuals and as groups in decision making, relating to their goals and plans

Permits them to take initiative and judgment

Emphasis groups efforts Exercise broad supervision Motivates employees to higher level of

performance

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Uses influence rather than authority Builds a two way communication These leaders are called employee centred,

consultative, permissive, equalitarian

Laizzes faire ◦ Takes no interest in production or in people “ lets

things drift”

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Authoritarian:◦ impaired groups morale and initiative◦ Generates hostility and fosters aggressive

behaviour◦ Leads to high rage of grievance and absenteeism◦ Dissatisfaction with work◦ Autocratic led groups tend to stop working and

engage in horseplay whenever the leader left the room

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◦ Although there is a tendency for authoritarian groups to produce more output, the quality of output tend to be higher in the democratically led groups

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Democratic◦ Promotes high morale and positive attitude

towards the leader and work◦ Lowers rate of grievances, turnover and

absenteeism◦ Greater acceptance of decisions and greeter

commitment to implement themselves◦ High level of performance and productivity

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◦ Democratically led groups were more satisfied and displayed less aggression towards one another than in the autocratically led groups

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◦ Democratically led groups were more satisfied and displayed less aggression towards one another than in the autocratically led groups

◦ Although there is a tendency for authoritarian groups to produce more output, the quality of output tend to be higher in the democratically led groups

◦ Autocratic led groups tend to stop working and engage in horseplay whenever the leader left the room

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Autocratic leadership may not always be inappropriate.

Some situations may call for urgent action and in these cases autocratic style of leadership many be the best

Most people are familiar with the autocratic leadership and therefore have less difficult in adopting that style

In some situations, subordinates may actually prefer an autocratic style

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The researchers under these studies proposed that consideration and initiating structures are two primary dimensions of leadership that parallel the styles of employee task orientation

Consideration is defined as the extent to which the leader has job relationship that rely on mutual trust, respect for subordinates, and sensitively to subordinate feelings

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Initiating structures is the extent to which a leader defines and structures the work that subordinates perform, with an eye towards successful task accomplishment

These two dimensions of a leader behaviour are assumed to be independent of each other, so that a leader may possess either a high or low predisposition towards each dimension

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Leadership Behaviors

Consideration Style (expressing warmth,

caring concern for workers)

Structured Style(organized, planned,

use of deadlines)

Factors

• Ability level of employees

• Number of subordinates

• Difficulty of job

• Best for a leader to use both styles when appropriate

Consideration:

• Is easy to get along with _____.• Explains actions to group members• Usually treats everyone in the same manner• Let's followers know of changes in advance• Puts group ideas into operation

Structure:

• Informs subordinates about what is expected• Clarifies roles among group members• Makes decisions regarding work methods• Advocates the use of standardized procedures• Sets specific goals and monitors performance  

Measurement of Leader’s Behaviors

(Based on the Leader Behavior Descriptive Questionnaire; LBDQ)

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The combination of the two dimensions for an individual suggests that several different types of managers can be identified

high in consideration and low in initiating structures - would be described as a highly considerate of subordinates while lacking the concern for employee production

high on initiating structures but low on consideration (lacks concern for the feelings of employees but moderately concerned with output

high on both ( ideal style)

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High consideration leaders reported lowered rates of grievance and lower turnover

However beyond a certain point, increase in supervisory considerateness did not appear to decrease turnover and grievances further

In addition the study showed that high consideration leaders could structure work more without risking grievances and that supervisors can, to some extent compensate for displaying a high degree of structures if they can increase their considerateness

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In contrast, supervisors who are low on considerateness cannot eliminate negative impact by being less concerned with the creation of structures

Low considerateness apparently has a strong and persistent negative effect on relations with subordinates

Additionally research has also shown that low considerateness is associated with employee dissatisfaction with supervisors

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These two adopted the Ohio States approach to a explain leadership styles in the contest of a grid

In the Managerial Grid, the various combinations of a concern for people and a concern for production defines five major leadership styles

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1,9Country club management

Thoughtful attention needs of peoplefor satisfying relationships leads to

A comfortable, friendly organization

atmosphere and work tempo

9,9Team management

Work accomplishment is from committed people, interdependence

through a “common stake” in organization purpose leads to relationship

of trust and respect

1,1Impoverished Management

Exertion of minimum effort to get required work done is appropriate

to sustain organization membership

5,5Organization Man Management

Adequate organization performance possible through balancing the necessity to

get out work with maintaining morale of the people at a satisfactory level

9,1Authority-Obedience

Efficiency in operations results from arranging conditions of

work in such a way that human elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Con

cern

for

peo

ple

1,1 impoverished manager Puts minimum effort to get the required

work done Shows very little concern for people or

production. Very much like Laissez Faire leader who just

lets things drift. He is neither close to production

requirements or employee needs. Has minimal standards.

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1,9 Country Club Manager This just aims at keeping the boys happy and has

little concern for production Involves thoughtful attention to the needs of the

people He thinks that if he takes care of employees

production will take of itself. Unfortunately, happy workers are not necessarily

productive Gives careful attention to people to create a

meaningful relationship and friendly atmosphere.

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9,1 authority/obedience manager Emphasize efficiently in operations that result from

arranging work conditions in such a way that human element can only interfere to a small degree

Shows maximum concern for production and minimum concern for people

He is authoritarian Demands compliance by using mainly threats and coercion Exercises close supervision Allows employees little or no chance for decision making. He causes employees alienation from the organization by

frustrating their needs.

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5,5 middle-of-the-road manager Emphasises both production as well as employee

need satisfaction but not maximizing. Obtains adequate but not optimal performance Involve people in decision making Uses and seek their ideas Engage in up and down communication. Providing an environment for employee need

satisfaction Though they do not optimize on any of these

dimensions.

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9,9 Team manager Places maximum emphasis on production as

well as people They are team managers. They integrate the individual and group

such with organizational goals, thus optimize on both dimensions-employees involvement and need satisfaction as well as production.

This is the most effective leadership style.

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The managerial grid model assumes that there is one best or most effective style of management – the team management style.

Managers who emphasize both concern for people and production are presumed to be more successful

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This focus attention on incorporating power sharing into leadership

It says power-sharing can occur to varying degree: from - ◦ Genuine control over decisions that are made, ◦ to providing input to the final decision, ◦ to consultation, ◦ to mere tokenism and the misuse of the term

participative to manipulate other

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Tannenbaum and Schmidt have suggested that participation is based on the amount of authority used by the supervisor in relation to the amount of freedom permitted to subordinates

Their views are presented in a continuum ranging from boss-centred leadership to subordinate centred leadership

The use of the authority by manager diminishes in the continuum

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Studies on the cost and benefit of participative Vs directive style of leadership have not shown convincingly that either style is more commonly superior

In some instance, the cost of employee participation may offset the benefits

In other instances, however, participation is favour over directive leadership especially where employee loyalty, job satisfaction and commitment is high

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post-World War II development Mere qualities alone are no longer valid The previous approaches concentrated on

only leaders themselves and fell short of being an of addressing the various intervening determinants of leadership

Fred Fiedler Contingency Theory (1961) Path-Goal Leadership Theory ( Martin Evans

and Robert House (1971)

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Contingency theory turns its attention to:

◦ The group being led◦ The exchange relationship between the leader

and the group◦ The situational aspect of leadership

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It is believed that there are situational variables that affect:◦ Leadership roles◦ Leadership Skills◦ Leadership Behaviours◦ Followers performance and satisfactions

These variables have been identified by Fred Fielder in his Contingency Model of Leadership effectiveness

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This model contains the relationship between leadership style and the favourableness of the situation

It says that a leaders behaviour required for effective group performance depends on the favourableness or unfavourableness of the situation

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Leader-member relationship ( with group members)

1. Degree of task structure ( nature of task) 2. The leaders position power (arising from

the organisation structure)

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All the three dimensions are high i.e.◦ The leader is generally accepted, respected,

gets support from the followers and the group is ready to be directed ( high first dimension)

◦ The extent to which the task is structured is clearly defined so that it can be delegated, controlled and evaluated ( high second dimension)

◦ If a great deal of authority and power are formally attributed to the leaders position ( high third dimension)

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◦ The tasks are very ambiguous◦ The leader position authority is weak◦ The group relationship with the leader is poor –

no respect, support or acceptance Fiedler concluded through his research that

the favourableness of the situation in combination of the leadership style determines leadership effectiveness

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Based on the analysis of Fiedler findings from all types of situations, Fielder discovered that:

Under very favourable and very unfavorable situation … the task- directed, hard-nosed and authoritarian, type of a leader was most effective

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However, when the situation is moderately favourable or unfavourable ( the intermediate range of favourableness),…… the human oriented or democratic type of leader was most effective

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In very favourable situations in which the leader has power, informal backing and relatively well structured task, the group is ready to be directed, and the group expect to be told what to do

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In this situation, the effective leader will take charge and make the direction that need to be made to accomplish a task without asking for input and trying to keep everyone happy, otherwise nothing will be done

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Will be effective in the intermediate range of favourableness

E.g. In a committee where the leader may not be wholly accepted by other members, and the task is not completely structured, and some authority or power is granted to the leader

The same moderate favourable situation applies often managers and supervisors

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The path Goal Theory attempts to explain the impact that leader behaviour has on subordinate motivation , satisfaction, and performance

It emphasizes that leaders can optimize organizational effectiveness by influencing the path-goal perception of subordinates and their need satisfaction

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© 2007 Prentice Hall Inc. All rights reserved.

Premise

• Leader must help followers attaining goals and reduce roadblocks to success

•Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)

Leader is seen as important in providing a path for employees to attain desired goals

• Directive [leader tells subordinates how to perform tasks; provides guidelines and structure]

• Supportive [leader shows caring and concern for subordinates’ well- being]

• Participative [leader involves subordinates in decision-making]

• Achievement-oriented [leader sets specific and challenging goals; promotes high work-related aspirations and goal attainment]

Leadership Behaviors (must be able to use all four types when necessary. Use varies with such factors as employee ability, work environment, group size)

1.Directive leadership: subordinates know exactly what is expected of them, and the leader gives specific direction. There is not participation by subordinates

2.Supportive leadership: the leader is friendly and approachable and shows a genuine concern for subordinates

3.Participative leadership: The leader asks for and uses suggestions form subordinates but still makes the decision

04/19/23DSM 504108

4. Achievement- oriented leadership: The leader sets challenging goals for subordinates and show confidence that they will attain these goals and perform well

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The path-goal theory suggests that these various styles can be and actually are used by the same leader in different situations ( differs from Fiedler’s model in this respect)

Two situational factors that have been identified are:◦ The personal characteristics of the subordinates◦ The environmental pressures and demands

facing the subordinates

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subordinated accept a leader behaviour and respond to his/her goal, plans and policies to the extent that they perceive his behaviour as either an immediate source of satisfaction or as instrumental or future satisfaction

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Its preposition is that: A leader will be successful in obtaining

optimum employee task performance and contribution to organizational goals to the extent that s(he): 1. Makes employee needs satisfaction

conditional to effective performance2. It complements the environment of

subordinates by proving the coaching, guidance, support and rewards which are necessary for effective performance and which many otherwise be lacking in subordinates in their environment

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Environmental Contingency Factors• Task Structure• Formal authority system• Work Group

Subordinate contingency factors•Locus of control•Experience•Perceived ability

Outcomes •Performance•Satisfaction

Leader Behavior•Directive•Supportive•Participative•Achievement -oriented

Using one of the four styles contingent on the situational factors outlines, the leader attempts to influence subordinates’ perceptions and motivate them, which in turn lead to their role clarity, goal expectancies, satisfaction , and performance.

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1. Recognizing and/or arousing the subordinates needs for outcome/reward over which the leader has some control

2. Increase his personal payoff for goal attainment

3. Making the path for those pay-offs easier to travel by coaching and directing

4. Helping subordinate clarify his expectations

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5. Reduce frustrating barriers 6. Increase opportunities for personal

satisfaction contingent on effective performance ◦ In other words, by doing the above, the leader

attempts to make the path to subordinates goal as smooth as possible

◦ But to accomplish the path-goal facilitation, the leader must use the appropriate style contingent on the situation variables present

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The contingency and path goal theories have a relative degree of acceptance. But despite this scholars feel that much more research on leadership needs to be conducted and a number of other theories have recently emerged.

These include:◦ The charismatic◦ Transformational leadership

04/19/23DSM 504117

From the late 1970s onwards the concept of ‘transformational leadership’ gained currency with writers like Burns (1978) and later Covey (1992) who advocated for leadership being about transforming people and organisations by engaging their hearts and minds

Also in the last 20 years other leadership theories have emphasised the importance of the ‘charismatic leader’ or the ‘servant leader’ (Greenleaf 1998).

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Charismatic leaders are persons “ who by the force of their personal abilities are capable of having profound and extraordinary effect on followers”

Charismatic leaders:◦ Exude self confidence◦ Have a sense of purpose◦ Have ability to articulate a view that

subordinates are already likely to accept

04/19/23DSM 504119

Charismatic leaders:◦ Exude self confidence◦ Have a sense of purpose◦ Have ability to articulate a view that

subordinates are already likely to accept Studies of identifiable charismatic

individuals indicate that charismatic types are often rejecting of formal authority and are willing to take personal risk because of their strong convictions

04/19/23DSM 504120

Bernard Bass and Bruce in their study of charismatic leaders found that they are rated more highly on their effectiveness as leaders and have subordinates who are more highly satisfied with their leadership

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Charismatic leadership has been seen to have its bright and dark side

Franklin Roosevelt, John F. Kennedy, Mahatma Gandhi, Nelson Mandela have shown the bright side

Adolph Hitler, and the like have shown the dark side – where these leaders have encouraged followers to be devoted to them rather than commitment ideological principles

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The modern development of charismatic leadership is attributed to the work of Robert House

He suggests that charismatic leaders are characterized by self confidence and confidence in subordinates, high expectations for subordinates, ideological vision and the use of personal example

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Followers of charismatic leaders identify with the leader and the mission of the leader, exhibit extreme loyalty to and confidence in the leader, emulate the leaders values and behaviour and derive self esteem form their relationship with the leader

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Another author Bass Bernard has extended the profile of charismatic leaders to include superior debating and persuasive skills as well as technical expertise and fostering of attitudinal, behavioral, and emotional changes in their followers

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Because of the effects the charismatic leaders have on followers, the theory predicts that charismatic leaders will produce in followers performance beyond expectations as well as strong commitment to the leader and his/her mission

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Research indicates that the impact of such a charismatic leader will be enhanced when the followers exhibit higher levels of self awareness and self-monitoring, especially when observing the charismatic leaders’ behaviours and activities and when operating in a social network

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Leaders traits that foster charismatic attributions include:◦ Self confidence◦ Impressions management skills◦ Social sensitivity and empathy

Situations that promote charismatic leadership include:◦ A crisis requiring dramatic change or ◦ Followers who are very dissatisfied with the status quo

Therefore charismatic leadership must be considered in the context in which the leader operates and the nature of task being performed

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Envisioning To create a picture for the future – or a

desired future state - with which people can identify and can generate excitement

◦ For example articulating a compelling vision and/or setting high expectations

Energizing Directing the generation of energy, the

motivation to act, among members of the organisation

◦ For example demonstrating person excitement and confidence and seeking, finding and using success

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Enabling Psychologically helping people act or

performing in the face of challenging goals◦ For example expressing personal support and

empathizing

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Charismatic leaders tend to be portrayed as wonderful heroes,

But there can also be unethical characteristics associated with charismatic leaders as noted by Jane Howell an Bruce Avolio (1992)

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Envisioning To create a picture for the future – or a

desire end future state - with which people can identify and can generate excitement

◦ For example articulating a compelling vision and/or setting high expectations

Energizing Directing the generation of energy, the

motivation to act, among members of the organisation

◦ For example demonstrating person excitement and confidence and seeking, finding and using success

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Enabling Psychologically helping people act or

performing in the face of challenging goals◦ For example expressing personal support and

empathizing

Self Confidence- They have complete confidence in their judgment and ability.

A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.

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Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.

Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

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Charismatic leadership has been seen to have its bright and dark side

Franklin Roosevelt, John F. Kennedy, Mahatma Gandhi, Nelson Mandela have shown the bright side

Adolph Hitler, and the like have shown the dark side – where these leaders have encouraged followers to be devoted to them rather than commitment ideological principles

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Charismatic leaders tend to be portrayed as wonderful heroes,

But there can also be unethical characteristics associated with charismatic leaders as noted by Jane Howell an Bruce Avolio (1992)

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Ethical charismatic leader

Aligns vision with followers needs and aspirations

Considers and learns from criticism

Stimulates followers to think independently and to question the leaders view

Unethical charismatic leader

Uses power only for personal gain or impact

Promotes own personal vision

Censures critical or opposing views

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Open two-way communication

Coaches, develops, and supports follower; shares recognition with others

Relies on internal moral standards to satisfy organizational and societal interests

One way communication

Insensitive to followers needs

Relies on convenient, external moral standards to satisfy self interests

Ethical charismatic leader

Aligns vision with followers needs and aspirations

Considers and learns from criticism

Stimulates followers to think independently and to question the leaders view

Unethical charismatic leader

Uses power only for personal gain or impact

Promotes own personal vision

Censures critical or opposing views

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Open two-way communication

Coaches, develops, and supports follower; shares recognition with others

Relies on internal moral standards to satisfy organizational and societal interests

One way communication

Insensitive to followers needs

Relies on convenient, external moral standards to satisfy self interests

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Transformational leadership is based more on leaders shifting the values, beliefs and needs of their followers unlike the transactional leadership which involves exchange relationship between leaders and followers

Transactional leadership refers to the everyday exchanges that takes place between leaders and subordinates as they routinely perform their duties

Transformational leadership , is a more broader concept than charismatic and implies reshaping entire strategies of an organisation

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Transformational leaderships elevates the goals of subordinates and enhances their self confidence to strive for higher goals

Transformational leadership is potentially the highest level of management

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Transactional leaders:

Contingent rewards: Contracts the exchange of reward for effort; promises reward for good performance; recognizes accomplishment

Transformational leaders

Charisma: provides vision and sense of mission, instill pride, gains respect and trust

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Management by exception (active): watches and searches for deviations form rule and standards; taken corrective action

Inspirational: communicates high expectations ; uses symbols to focus effort, expresses important purposes in a simple way

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Management by exception (passive): Intervenes only if standards are not met

Laissez-faire: abdicates responsibility and avoids making decisions

Intellectual stimulation: promotes intelligence; rationality, and careful problem solving

Individual consideration; Gives personal attention, treats each employee individually ; coaches and advises

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Bass concludes that in many instances (such as relying on passive management by exception), transactional leadership is a prescription for mediocrity and the transformational leadership leads to superior performance in organisations facing demand for renewal and changes

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Charisma : Provides vision and sense of mission, instills pride, gains respect trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

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They identify themselves as change agents Courageous Believe in people Are value driven They are lifelong learners Have the ability to deal with complexity,

ambiguity and uncertainty Are visionary

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Is there any?

Can an organisation perform effectively without effective leadership?

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Some of the basic assumptions about the importance of leadership per se have been challenged over the years

Steve Kerr and John Jermier have suggested that leader behaviour may sometimes be unnecessary, redundant or superfluous and can be neutralized because factors in the situation offer sufficient aid to subordinates

The substitute or neutralizer can be found in subordinate characteristics, task characteristics and organizational characteristic

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Subordinate characteristics Subordinate experience, ability and training – can

be a substitute for instrumental/task leadership. Does not need a leader to perform well

Professional orientation – Where one is a professional in their own right ( substitute for instrumental and supportive leadership

Indifference towards organizational rewards - Those subordinates who do not particularly care about organizational reward will neutralize both supportive/relationship and instrumental/task leadership attempts

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Task Characteristics Structured and routine tasks – substitute for

instrumental leadership Feedback within the task – substitute for

instrumental leadership Intrinsically satisfying tasks – substitute for

supportive leadership

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Organizational characteristics Cohesive work groups - substitute for

instrumental and supportive leadership Low position power of leader – neutralizing

instrumental and supportive leadership Formalization – substitute for instrumental

leadership Inflexibility – neutralizes instrumental

leadership Leader physically isolated from

subordinates – neutralizes instrumental and supportive leadership

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Leaders can face a rough road:◦ For reasons beyond their control ( subordinates,

task, or organizational characteristics)◦ Or for failing to follow some widely accepted

management wisdom as compiled by J. K. Van Fleet – the biggest mistakes manager make

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1. Failing to stay abreast of developments in your field and limiting yourself to your own specialty area

2. Refusing to seek higher responsibility or to take responsibility for your own actions

3. Failing to make sure that assignments are understood, supervised and accomplished

4. Refusing to assess your own performance and abilities realistically

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5. Using your position for personal gain and failing to tell the truth

6. Not setting a positive, personal example for subordinates

7. Trying to be liked rather than respected 8. Emphasizing rules rather than skill 9. Failing to keep criticism in a constructive

vein 10. Not attending to employees pains/

problems and complains

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