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Leadership
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2Nature of LeadershipThe ability to influence people toward the
attainment of organizational goals.Leadership is reciprocal,
occurring among people.Leadership is a people activity, distinct
from administrative paper shuffling or problem-solving
activities.Leadership is dynamic and involves the use of
power.travel the globe solving problemsCopyright 2005 by
South-Western, a division of Thomson Learning. All rights
reserved.
3Leadership versus Management
ManagementPromotes stability, order and problem solving within
existing organizational structure and systemsLeadershipPromotes
vision, creativity, and changeMLTakes care of where you areTakes
you to a new placeCopyright 2005 by South-Western, a division of
Thomson Learning. All rights reserved.
TRAIT APPROACHFirst systematic attempts to study
leadership.Studied to determine what traits made good
leaders.People are born with them and only great people posses
them.
Definition:
Relatively stable and coherent integrations of personal
characteristics that foster a consistent pattern of leadership
performance across a variety of group and organizational
situations. Zaccarro .Copyright 2005 by South-Western, a division
of Thomson Learning. All rights reserved.
TRAIT APPROACH: Some Studies.Stogdill (1948)Mann (1959)Stogdill
(1974)Lord, DeVader and Alliger (1986)Kirkpatrick and Locke
(1991)IntelligenceIntelligenceAchievementIntelligenceDriveAlertnessMasculinityPersistenceMasculinityMotivationInsightAdjustmentInsightDominanceIntegrityResponsibilityDominanceInitiativeConfidenceInitiativeExtroversionSelf-confidenceCognitive
abilityPersistenceConservatismResponsibilityTask
knowledgeSelf-confidenceCooperativenessSociabilityToleranceInfluenceSociabilityCopyright
2005 by South-Western, a division of Thomson Learning. All rights
reserved.
TRAIT APPROACH: Strengths and Critics.Strengths:Focuses on the
Leader.Supports general image as per society.Highly
researched.Helps in selection of people based on traits.Helps to
set benchmarks.Critics:List seems endless.Not focused on outcomes.
Very subjective interpretation.Gap between research and reality.Why
not all with such traits become leaders? Copyright 2005 by
South-Western, a division of Thomson Learning. All rights
reserved.
Style Approach:Focuses what leaders actually do.Leadership
behaviors.
Task-oriented behaviour :Directs subordinate work activities
toward goal attainmentTypically gives instructions, spends time
planning, and emphasizes deadlinesProvides explicit schedules of
work activities
Relationship-oriented behaviour:Is mindful of
subordinatesEstablishes mutual trustProvides open
communicationDevelops teamwork
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Leadership GridHighHighLowLowConcern for ProductionConcern for
PeopleSource: The Leadership Grid Figure from Robert R. Blake and
Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston:
Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc.
Reproduced by permission of the owners.
1,9Country Club ManagementThoughtful attention to theneeds of
people for satisfyingrelationships leads to a com-fortable,
friendly organizationatmosphere and work tempo.Impoverished
ManagementExertion of minimum effortto get required work doneis
appropriate to sustainorganization membership.1,1 9,9Team
ManagementWork accomplishment is fromcommitted people;
interdependencethrough a common stake inorganization purpose leads
torelationships of trust and respect. 5,5Middle-of-the-Road
ManagementAdequate organization performance ispossible through
balancing the necessityto get out work with maintaining morale
ofpeople at a satisfactory level.Authority-ComplianceEfficiency in
operations results from arranging conditions of work in such a way
that human elements interfere to a minimum degree. 9,1The
Leadership Grid5,5Copyright 2005 by South-Western, a division of
Thomson Learning. All rights reserved.
Style Approach: Strengths and Critics.Strengths:Broadened scope
of leadership.Provides a conceptual map to understand leadership
styles.Focuses on process and behaviours of leadership.
Critics:Failed to identify universal style for all situations.Does
not focus on outcomes.Differences in actual vs research esp. for
High-High Style. Copyright 2005 by South-Western, a division of
Thomson Learning. All rights reserved.
Skills Approach:Takes into account the skills and abilities that
the leader has.Focus is on the leader.Skills that a leader should
posses:Technical SkillsHuman SkillsConceptual Skills
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Skills Approach: Strengths and Critics.Strengths:Focus on skills
of leader.Makes leadership available to all.Consistent with other
theories of leadership.Critics:Wide scope, discussions beyond
leadership domain.Focuses on the individual, not on situations.Does
not explain how skills lead to performance.Copyright 2005 by
South-Western, a division of Thomson Learning. All rights
reserved.
Situational Approach:Different situations demand different types
of leadership.How does the leader react to situations?How does he
handle different group members?A leaders supportive and directive
activities must change with the situation.Copyright 2005 by
South-Western, a division of Thomson Learning. All rights
reserved.
Situational Approach: ClassificationS2- high directive-high
supportiveS3- low directive-high supportiveS1- high directive-low
supportiveS4- low directive-low supportive.
For subordinates:D2- moderately competent and low in
commitmentD3- moderately competent but lacking commitmentD4- great
deal of competence and a high degree of commitment.D1- low in
competence and high in commitment
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14Hersey-Blanchards Situational Leadership TheoryLinks leaders
behavioral style with subordinates task readinessLow Readiness
LevelVery High Readiness LevelHigh Readiness LevelModerate
Readiness LevelLow Readiness LevelFollower
CharacteristicsAppropriate Leader
StyleTellingSellingParticipatingDelegatingCopyright 2005 by
South-Western, a division of Thomson Learning. All rights
reserved.
Situational Approach: Strengths and Critics.Strengths:Popular
& frequently used for training leaders.Practical & easy to
understand & practice.Prescriptive- how leaders should act in a
situation.Focus on flexibility, no single style for all
situations.Critics:Not much research to support theory.No focus on
employees preference for leadership style.Does not explain how to
act in a group setting.Copyright 2005 by South-Western, a division
of Thomson Learning. All rights reserved.
Psychodynamic Approach:Roots in Sigmund Freuds (1938)
development of psychoanalysis.Places emphasis on personality
characteristics of leaders and their subordinates.
Warrior MagicianD- motivationB-motivation.Copyright 2005 by
South-Western, a division of Thomson Learning. All rights
reserved.
Psychodynamic Approach:Leaders are more effective when they have
an insight into their own psychological makeup.Leaders are more
effective when they understand the psychological makeup of their
subordinates.No assumptions about personality characteristics or
styles. Personality characteristics of individuals are virtually
impossible to change. The key is acceptance of one's and others
personality.Fundamental propositions:Copyright 2005 by
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Psychodynamic Approach: types of leaders.Warrior LeaderMagician
LeaderSeeks success for selfSeeks success for the teamWant to be
seen as strong and aggressiveWants to be seen as solid and
centeredDestroys and conquers competitorsMotivated by competition.
Adapts ideas from them.Worries about and denies failureLearns from
failure; moves on.Emotionally neutralCelebrates successes;Grieves
failures.Works for status and MoneyWork is it own rewardAccumulates
money and resourcesBelieves there is enough for everyone; make do
with the minimum.Copyright 2005 by South-Western, a division of
Thomson Learning. All rights reserved.
Psychodynamic Approach: types of leaders.
Copyright 2005 by South-Western, a division of Thomson Learning.
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Psychodynamic Approach: Strengths and
Critics.Strengths:Applicable across cultures.Participative both
leader and subordinate need to introspect.Encourages a course for
personal growth and developmentCritics:Based on clinical
observations and treatment of persons with serious difficulties.
Does not take into account organizational factors.Research in
modern times becomes complex.Copyright 2005 by South-Western, a
division of Thomson Learning. All rights reserved.
LEADERSHIP THEORIESCopyright 2005 by South-Western, a division
of Thomson Learning. All rights reserved.
CONTINGENCY THEORY OF LEADERSHIP - 1960s byFred FiedlerIs a
class of behavioral theoryClaims that there is no best way to
organize a corporation, to lead a company, or to make decisions.
The optimal course of action is contingent upon the internal and
external situation. A contingent leader effectively applies their
own style of leadership to the right situation.
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PATH GOAL THEORY - Martin Evans 1970It is primarily a theory of
task and person oriented supervisory behavior.
ThePath-Goal TheoryofLeadershipwas developed to describe the way
that leaders encourage and support their followers in achieving the
goalsthey have been set by making thepaththat they should take
clear and easy.
Leaders Clarify thepath,so that subordinates know which way to
goCopyright 2005 by South-Western, a division of Thomson Learning.
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LEADER MEMBER EXCHANGE THEORY - Dansereau, Graen, and Haga
Theleader-member exchange theoryof leadership focuses on the
two-way relationship (dyadic relationships) between supervisors and
subordinates.
The leader-member exchange (LMX) relationships influences
subordinates' responsibility, decision influence, access to
resources and performance
The theory makes every subordinate (follower) feel part of the
in-groupCopyright 2005 by South-Western, a division of Thomson
Learning. All rights reserved.
LEADER MEMBER EXCHANGE THEORYThis theory promotes positive
employment experiences and also augments organizational
effectiveness.
Also known as LMX, LMET, leadermember exchange focuses on
increasing organizational success by creating positive relations
between the leader and subordinate.
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SERVENT LEADERSHIPRobert K.GreenleafEssentials:Service to
othersHolistic approach to workPromoting sense of communitySharing
of power in decision makingCopyright 2005 by South-Western, a
division of Thomson Learning. All rights reserved.
Servant-Leadership AttributesListening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to growth of people
Building community
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TRANSFORMATIONAL LEADERSHIP - Bernard M. Bass(1985)Defined as a
leadership approach that causes change in individuals and social
systems.
Creates valuable and positive change in the followers with the
end goal of developing followers into leaders.
Enhances the motivation, morale of the subordinates.
Being a role model for followers that inspires them.
Challenging followers to take greater ownership for their
work.
Understanding the strengths and weaknesses of
followers.Copyright 2005 by South-Western, a division of Thomson
Learning. All rights reserved.
Elements of transformational leadershipIndividualized
Consideration
Intellectual Stimulation - Stimulate and encourage creativity in
their followers
Inspirational Motivation Invest more effort in their tasks,
optimistic about the future and believe in their abilities.
Idealized Influence role modelCopyright 2005 by South-Western, a
division of Thomson Learning. All rights reserved.
