CONTEMPORARY APPROACH TO LEADERSHIP

BY- KUNTAL PALPGDM (2016-18)

LEADERSHIP The ability to influence, motivate, and

enable others to contribute to the effectiveness and success of the organizations of which they are members.

Robert House (2004)

The ability to influence a group toward

the achievement of a vision or set of goals.

Robbins & Judge (2008)

CONTINGENCY THEORIES All Consider the Situation

Fiedler Contingency ModelCognitive Resource Theory Hersey and Blanchard’s Situational

Leadership ModelPath Goal Theory

Assumptions underlying the different models:Fiedler: Leader’s style is fixed.Other’s: Leader’s style can and should be

changed.

FIEDLER CONTINGENCY MODEL It states that effective leadership depends not only

on the style of leading but on the control over a situation.

There needs to be good leader-member relations, task with clear goals and procedures, and the ability for the leader to dispense or allot justice out rewards and punishments.

Lacking these three in the right combination and context will result in leadership failure. Fiedler created the least preferred co-worker (LPC) scale, where a leader is asked what traits can be assigned to the co-worker that the leader likes the least.

COGNITIVE RESOURCE THEORY The Cognitive Resource Theory was

developed by Fred Fiedler and Joe Garcia in 1987.

This theory focuses on intelligence, experience, and how they influence how you react to stress. Certain cognitive factors, such as intelligence and experience, can affect leadership ability. The leaders who perform the best are those that use their cognitive abilities to determine the most efficient way to lead their groups.

HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP MODEL The Hersey-Blanchard situational

leadership model suggests that successful leaders do adjust their styles.

For Hersey and Blanchard the key issue in making these adjustments is follower maturity, as indicated by their readiness to perform in a given situation. “Readiness” in this sense, is largely based on two major factors – follower ability and follower confidence.

PATH GOAL THEORY The Path-Goal model is a theory based on

specifying a leader's style or behavior that best fits the employee and work environment in order to achieve a goal. The goal is to increase your employees' motivation, empowerment, and satisfaction so they become productive members of the organization.

An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

EMOTIONAL INTELLIGENCE Ability to detect, express, and

manage emotion in oneself and others.

Self(Personal Competence)

Other(Social Competence)

Self Awareness Social Awareness(Empathy)

Self-Management Relationship Management

KEY LEADERSHIP SUCCESS FACTORS Increasing your range of effective styles Improving your self awareness Increasing your self-regulation Realistic assessment of the situation

PERSON

STYLE SITUATION

Self-Awareness Self-Regulation

Situation Awareness

“Who we are” Influence “How we

lead”Influence

“Situation Demands”

Basic AssumptionsAbout Human Nature •Societal norms•Organizational culture•Task demands•Subordinate needs

LEADERSHIPSTYLE

Personal TheoriesOf Motivation

OUTCOMESDefinitions of LeadershipEffectiveness

•Values•Identity•Character•Life stories•Personality•Psychological maturity

LEADERSHIP RESULTS Coercive

In a crisis or genuine emergency

Authoritative Changes require a new

vision; Clear direction is needed

Not good if followers are more experienced than leader

Democratic To build buy-in or

consensus; get input from valuable/committed employees

Leader is uncertain

Pace Setting Get quick results from

highly skilled and self motivated professionals

Affiliative Heal rifts in a team or

motivate during stressful circumstances

Coaching Help an employee

improve performance or develop strengths

Must want to improve

IMPACT OF LEADERSHIP AS PER CHARACTERISTICS OF INDIVIDUALS

ETHICAL LEADERSHIP

Actions• Work to positively change the attitudes

and behaviors of employees• Engage in socially constructive behaviors• Do not abuse power or use improper

means to attain goals

CONTEMPORARY LEADERSHIP ROLES: PROVIDING TEAM LEADERSHIP

Team Leadership Roles• Act as liaisons with external constituencies• Serve as troubleshooters• Managing conflict• Coaching to improve team member

performance

CONTEMPORARY LEADERSHIP ROLES: MENTORINGMentorA senior employee who sponsors and supports a less-experienced employee.

Mentoring Activities• Present ideas clearly• Listen well• Empathize• Share experiences• Act as role model• Share contacts• Provide political

guidance

CONTEMPORARY LEADERSHIP ROLES: SELF-LEADERSHIP

Self-LeadershipA set of processes through which individuals control their own behavior.

Creating Self-Leaders• Model self-leadership• Encourage employees to

create self-set goals• Encourage the use of self-

rewards• Create positive thought

patterns• Create a climate of self-

leadership• Encourage self-criticism

ONLINE LEADERSHIP Leadership at a Distance: Building Trust

The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions.

There is no supporting context to assist the receiver with interpretation of an electronic communication.

The structure and tone of electronic messages can strongly affect the response of receivers.

An individual’s verbal and written communications may not follow the same style.

Writing skills will likely become an extension of interpersonal skills

TRANSFORMING LEADERSHIP

Transforming leadership has an elevating effect on both the leader and the led because it raises the level of human conduct and interaction.

Transforming leadership is a moral process because leaders engage with followers based on shared motives, values and goals.

It contrasts with transactional leadership, whereby the leadership relationship is limited to the leader’s ability to appeal to followers’ self interest for the purpose of an exchange of valued things.

TRANSFORMATIONAL LEADERSHIP

Transformational leadership typically engage in several categories of behaviors. These behaviors typically enhance follower motivation and performance.

Transformational leader behaviors comprise four categories :

(•) Idealized influence(•) Individualized consideration (•) Inspirational Motivation (•) Intellectual stimulation

FULL RANGE OF LEADERSHIP MODEL

LEADER-MEMBER EXCHANGE THEORY

Leader-Member Exchange Theory• Leaders select certain followers to be

“in” (favorites) based on competence and/or compatibility and similarity to leader

• “Exchanges” with these “in” followers will be higher quality than with those who are “out”

• Result: “In” subordinates will have higher performance ratings, less turnover, and greater job satisfaction.

LEADER-PARTICIPATION MODEL

Premise • Rule-based decision tree to guide

leaders about when and when not to include subordinate participation in decision making

• Considers variables to consider whether or not to include subordinates in decision making

INSPIRATIONAL APPROACHES TO LEADERSHIP

Charismatic Leadership Theory Followers make attributions of heroic

or extraordinary leadership abilities when they observe certain behaviors.

Charismatic leaders: 1. Have a vision.2. Are willing to take personal risks to achieve the

vision.3. Are sensitive to follower needs.4. Exhibit behaviors that are out of the ordinary.

KEY CHARACTERISTICS OF CHARISMATIC LEADERS

1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others

2. Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision

3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change

4. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings

5. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms

AUTHENTIC LEADERS AND ETHICAL LEADERS Authentic leaders know who they are,

what they believe in and value, and act on those values openly and candidly. Followers see them as ethical.

Ethical leaders use ethical means to get followers to achieve their goals, and the goals themselves are ethical.

MANAGEMENT VS. LEADERSHIP

•Position•Compliance•Do things right•Status quo•Short-term•Means•Builders•Problem solving

•Practices/Behaviors•Commitment•Do the right thing•Change•Long-term•Ends•Architects•Inspiring/motivating

SITUATIONAL LEADERSHIP

RelationshipBehavior(Supportive)

S3Participating

S2Selling

S4Delegating

S1Telling

Low Task Behavior(Guidance)

High

ReadyR4 R3 R2 R1

Able & Willing (Confident)

Able but Unwilling (Insecure)

Unable but Willing (Confident)

Unable & Unwilling (Insecure)

Unready

TRUST: THE FOUNDATION OF LEADERSHIPTrustA positive expectation that another will not—through words, actions, or decisions—act opportunistically.Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk).

DIMENSIONS OF TRUST Integrity

honesty and truthfulness.

Competence an individual’s technical

and interpersonal knowledge and skills.

Consistency an individual’s

reliability, predictability, and good judgment in handling situations.

Loyalty the willingness to

protect and save face for another person.

Openness reliance on the person

to give you the full truth.

TRUST AND LEADERSHIP

Leadership

TRUSTand

INTEGRITY

THREE TYPES OF TRUST

Deterrence-based TrustTrust based on fear of reprisal if the trust is violated.Knowledge-based TrustTrust based on behavioral predictability that comes from a history of interaction.

Identification-based TrustTrust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires.

BASIC PRINCIPLES OF TRUST Mistrust drives out trust. Trust begets trust. Growth often masks mistrust. Decline or downsizing tests the highest

levels of trust. Trust increases cohesion. Mistrusting groups self-destruct. Mistrust generally reduces productivity.

FINDING AND CREATING EFFECTIVE LEADERS Selection

Review specific requirements for the job.Use tests that identify personal traits

associated with leadership, measure self-monitoring, and assess emotional intelligence.

Conduct personal interviews to determine candidate’s fit with the job.

TrainingRecognize the all people are not equally

trainable.Teach skills that are necessary for employees to

become effective leaders.Provide behavioral training to increase the

development potential of nascent charismatic employees.