Leadership Theories Rm II

8/11/2019 Leadership Theories Rm II

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Definition of leadershipLeader may be defined as a personwho establishes vision, sets goals,motivates people and obtains theircommitment to achieve the goals

and realize the vision.


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Distinction between Leadership and Management

Leaders take a personal and active interests in achieving goalswhereasmanagers tend to play a relatively passive role in accomplishing thegoals.

Managers need power to be entrusted to them by the organization todeal with people .

Leaders have power within themselves and the required drive to leadpeople and motivate them to work enthusiastically towards achievinggoals.

Managers limit their interactions with people to the minimum extentrequired to carry out their managerial responsibilities. Leaders interact

with people frequently and in a more natural way. In the process theyinspire people, motivate them and lead them.


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Traits of Effective Leaders

Although there are no specific characteristics that can definethe leadership qualities in a person , most researches haveshown that there are certain traits that differentiate leadersfrom non-leaders.

Few Leadership Traits Initiative

Ambition

Desire to lead

Self confidence Analytical ability

Knowledge process, technology, industry

Creative

Flexibility


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Human

Conceptual

Technical

0

100

Supervisor MiddleManagement Top management


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The three skill approach


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Leadership TheoriesThere are three main theories that attempt toexplain Leadership.

Personality Trait Theories

Behavior theories

Contingency Theories

According to the trait theories, leaders possess somepersonality traits that non leaders do not possess at all,or possess only to small extent.

The behavior theories explain the behavior characteristics

of the leaders.Contingency deals with leadership in different situations


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Trait theory John Gardner studied a large number of North American organizations and leaders and came

to the conclusion that there were some qualities or attributes that did appear to mean that aleader in one situation could lead in another. These included:

Physical vitality and stamina Intelligence and action-oriented judgement

Eagerness to accept responsibility Task competence Understanding of followers and their needs Skill in dealing with people Need for achievement Capacity to motivate people Courage and resolution Trustworthiness Decisiveness Self-confidence Assertiveness Adaptability/flexibility John Gardner (1989) On Leadership, New York: Free Press.


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Personaldrive

and

energy

Desire to lead

Self- confidence

Honesty and integrity

Cognitive ability

Charisma

Flexibility and adaptiveness

Knowledge of business

Creativity and originalit

Positive

affectivity

Primary

Traits

Secondary

Traits

John W. Newstorom


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Behavior Theories The behavioral theorists concentrated on the

unique behavioral aspects found in leaders thatenabled them to attain effective leadership.Following are the our main behavior theories ofleadership

1. The Ohio State studies

2. Universities of Michigan studies

3. The Managerial Grid


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The Ohio State Studies In 1945 researchers from various fields conducted studies on leadership

at Ohio State university.

The research was based on a questionnaire called Leader BehaviorDescription Questionnaire.

1. Initiating Structure Individuals ability to define his own task as

well as the subordinates tasks and also accomplish them in time.People who score high in this dimension put pressure onsubordinates to meet deadlines and maintain certain level ofperformance.

2. Consideration This refers to the extent to which a leader cares for

his subordinate, respects their ideas and feelings and establisheswork relations which are characterized by mutual trust and respect.

The studies revealed that the people who scored high on both thedimensions were able to achieve higher performance as well as jobsatisfaction.


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University of Michigan studiesA research was conducted at the Survey Research

Centre at the University of Michigan.

During the study , researchers also interviewed 24supervisors and 400 workers. And following wasobserved.

1. Employee-oriented dimension2. Production-oriented dimension

Researchers concluded that leaders with aninclination towards employee-oriented

dimension resulted in higher job satisfaction andgreater productivity.


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The Managerial Grid byRobert R. Blake and Jane S. Mouton The Managerial Gridgraphic below is a very simple framework

that elegantly defines FIVE basic styles that characterize workplacebehaviour and the resulting relationships. The FIVE managerialGrid styles are based on how two fundamental concerns (concernfor people and concern for results) are manifested at varying levels

whenever people interact.


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The concept distinguishes 5 different leadership styles, based on the concern forpeople and the concern for production:

Impoverished style(Low Production / Low People) (1:1) Description: A delegate-and-disappear management style. A basically lazy

approach.

Characteristics: The manager shows a low concern for both people andproduction. He (or she) avoids to get into trouble. His main concern is not tobe held responsible for any mistakes.

Results in: Disorganization, dissatisfaction and disharmony due to lack ofeffective leadership.

Country Club style(Low Production / High People)(1:9) Description: One-sided, thoughtful attention to the needs of employees. Characteristics: The relationship-oriented manager has a high concern for

people, but a low concern for production. He pays much attention to thesecurity and comfort of the employees. He hopes that this will increaseperformance. He is almost incapable of employing the more punitive, coerciveand legitimate powers. This inability results from fear that using such powerscould jeopardize relationships with the other team members.

Results in: A usually friendly atmosphere, but not necessarily very productive.

Produce or Perish styleOR Authoritarian style(High Production / LowPeople)(9:1) Description: Authoritarian or compliance leader. Characteristics: The task-oriented manager is autocratic, has a high concern

for production, and a low concern for people. He finds employee needsunimportant and simply a means to an end. He provides his employees with

money and expects performance back. There is little or no allowance forcooperation or collaboration. He pressures his employees through rules and


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Results in: Whilst high output is achievable in the short term, much willbe lost through an inevitable high labour turnover.

Middle-of-the-road style(Medium Production / Medium People). (5:5)

Description: The manager tries to balance between the competing goalsof the company and the needs of the workers.

Characteristics: The manager gives some concern to both people andproduction, hoping to achieve acceptable performance. He believes thisis the most anyone can do.

Results in: Compromises in which neither the production nor thepeople needs are fully met.

Team Management style(High Production / High People).(9:9) Description: The ultimate. The manager pays high concern to both

people and production. Motivation is high. Characteristics: The manager encourages teamwork and commitment

among employees. This style emphasizes making employees feel part of

the company-family, and involving them in understandingorganizational purpose and determining production needs. Results in: Team environment based on trust and respect, which leads

to high satisfaction and motivation and, as a result, high production.


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Contingency Theories According to the contingency approach of leadership, a single

leadership style is not applicable to all situations. Every leader is to carefully analyze the situation before

adopting a style that best suits the requirements of thesituations. Below are the 5 contingency models of leadershipstyles.

1. Fiedlers Contingency Model

2. Hersey and Blanchards situational theory

3. Leader-member exchange theory

4. Path Goal Theory


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Fiedlers Contingency Theory The Fiedler contingency model is a leadership theory of industrial

and organizational psychology developed by Fred Fiedler

Fiedler (1967), differentiated situation from contingency. Heemphasised the fact that differing roles, traits and behaviours ofleaders did not just require an specific understanding ofinteractions with subordinate, it also required favourableconditions.

Fiedler's model assumes that group performance depends on:Leadership style, described in terms of task motivationand relationship motivation.


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Situational favourableness, determined by three factors:

1. Leader-member relations - Degree to which a leader isaccepted and supported by the group members.

2. Task structure - Extent to which the task is structuredand defined, with clear goals and procedures.

3. Position power or the leaders position - The ability of aleader to control subordinates through reward andpunishment.

High levels of these three factors give the most favourablesituation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderatelyfavourable situations. Task-motivated leaders are most

effective at either end of the scale.Fiedler suggests that it may be easier for leaders to changetheir situation to achieve effectiveness, rather than changetheir leadership style.


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Hersey and Blanchards situational theory The situational leadership model focuses on the

leadership style and followers maturity .

In contrast to Fiedlers contingency leadershipmodel and its underlying assumption thatleadership style is hard to change, the Hersey-Blanchard situational leadership model suggests

that successful leaders do adjust their styles. The situational leadership model views leaders as

varying their emphasis on task and relationshipbehaviors to best deal with different levels offollower maturity.

The two-by-two matrix shown in the figureindicates that four leadership styles are possible.


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Participating Delegating

Telling Selling

High

Low

High Low

Employ

eeability

Employee Willingness

Hersey and Blanchards Situational leadership Model


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Telling Style giving specific task

directions and closely supervising work;this is a high-task, low-relationship style.

Selling Style explaining task

directions in a supportive and persuasive

way; this is a high-task, high-relationship

style.Participating Style emphasizing

shared ideas and participative decisions

on task directions; this is a low-task, high-

relationship style.

Delegating Style allowing the groupto take responsibility for task decisions;

this is a low-task, low-relationship style.


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Leader-member exchange theoryAccording to this theory, leaders often behave

differently with different subordinates. Theyestablish close relationships with a small group ofsubordinates early in their interactions.

In Group :Good relation with leaders and high

frequency of interactions.Out-Group: Formal relation with leader and less

frequency of interaction compared to in-group.

The theory suggests that the leaders give promotions

to the in-group employees quickly and also thatemployee turnover rate in such groups is low.


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Path Goal Theory This theory was developed by Robert House.

Here the leader provides the necessary support and guidance to his

followers and help them achieve organizational goals. Leader defines the individual(or groups) goals and help them

achieve them.

As per the theory Leaders are accepted by the subordinates when

They find that the satisfaction of their needs depend upon their

effective performance.They are provided with guidance ,support, and rewards needed

for effective performance.

Robert House suggested 4 types of leadership by this model

1. Directive leadership

2. Supportive leadership3. Participative leadership

4. Achievement-oriented leadership.

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Leadership Theories Rm II