Prof. Shrinivas

Leadership

“Leadership is the ability to influence people to strive willingly for mutual benefit”

Leadership traits

• Self confidence• Knowledge of business• Creativity and originality• Warmth• Flexibility and adaptiveness • Cognitive ability• Honesty and integrity• Personal drive• Desire to lead

Leadership styles

• Autocratic

• Democratic

• Laissez faire

Difference between transactional and transformational leaders

Transactional Transformational

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirement

Leaders who provide individualized consideration and intellectual stimulation

Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments

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

Watches and searches for deviations and takes corrective actions

Expresses important purposes in simple ways

Intervenes only if standards are not met

Promotes intelligence, rationality and careful problem solving

Avoids making decisions by self

Gives personal attention, treats each employee individually, coaches and advices

Differentiate between management and leadership

MANAGEMENT LEADERSHIPPlanning and

budgetingEstablishing

directionOrganizing and

staffing Aligning people

Controlling and problem solving

Motivating and inspiring

Can lead to change based on

power and authority

Can lead to change based on

personal influence

Power • Coercive

• Reward

• Legitimate

• Expert

• Referent

• Expert power• The influence a leader can exert as a

result of his or her expertise, skills, or knowledge.

• Referent power• The power of a leader that arise

because of a person’s desirable resources or admired personal traits.

Managing PowerLegitimate power

The power a leader has as a result of his or her position.

Coercive powerThe power a leader has to punish or control.

Reward powerThe power to give positive benefits or rewards.

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16–9

Theories of Leadership

• Trait theories

• Behavioral theories

• Contingency theories

Trait theories• Theories that sought personality, social, physical or

intellectual traits that differentiated leaders from non leaders

• Traits like ambition and energy, the desire to lead, honesty and integrity, self confidence, intelligence and job knowledge , high self monitoring differentiates leaders and non leaders

Drawbacks

• No universal traits that predicts leadership in all situations

• Traits predict behavior more in weak situations than in strong situations

• Evidence is unclear in separating Cause from effect

• Traits do a better job in predicting the appearance of leadership than distinguishing between effective and ineffective leadership

Behavioral theories

• Theories proposing that specific behaviors differentiate leaders from non leaders

• Behaviors like tough talking, intense and autocratic would mean behavior of a leader

• Ohio state study, university of Michigan studies, The Managerial grid and Scandinavian studies pioneered behavioral theories

Important Behavioral Studies

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12-14

• Ohio State University • Found two key dimensions of leader behavior:• Initiating structure – the defining and structuring of roles• Consideration – job relationships that reflect trust and respect• Both are important

• University of Michigan• Also found two key dimensions of leader behavior:• Employee-oriented – emphasize interpersonal relationships and is

the most powerful dimension• Production-oriented – emphasize the technical aspects of the job

• The dimensions of the two studies are very similar

Blake and Mouton’s Managerial Grid®

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• Draws on both studies to assess leadership style• “Concern for People” is Consideration and Employee-

Orientation• “Concern for Production” is Initiating Structure and

Production-Orientation • Style is determined by position on the graph

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16–16

The Managerial Grid

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

• Managerial Grid• Appraises leadership styles using two dimensions:• Concern for people• Concern for production

• Places managerial styles in five categories:• Impoverished management• Task management• Middle-of-the-road management• Country club management• Team management

Contingency theories

“Predicting leadership success is more complex than isolating a few traits or preferable behaviors”

• The attention was later drawn towards which suggested theories which proposed that leadership depends on situations and not only on traits

• The Fiedler model, Hersey and Blanchard’s Situational theory, Leader member exchange theory and the path goal and leader participation model were the main contributions for contingency theories

Hersey and Blanchard’s Situational theory

• A contingency theory that focuses on followers readiness

• Followers are the one who accept or reject the leader

• Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task

• Four leadership situations were identified

• If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions• If followers are unable and willing, the leader

needs to display high task orientation • If followers are able and unwilling the leader

needs to use a supportive and participative style• If followers are both able and willing the leader

doesn’t need to do much

House’s Path-Goal Theory

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• Builds from the Ohio State studies and the expectancy theory 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 worker’s 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

Path-Goal Model

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• Two classes of contingency variables:• Environmental are outside of employee control• Subordinate factors are internal to employee

• Mixed support in the research findings

Charismatic leadership

• Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

• 5 Characteristics of charismatic leadership: vision and articulation, personal risk, environmental sensitivity, sensitivity to follower needs and unconventional behavior

Illinois Institute for Maternal and Child Health Leadership

SITUATIONAL LEADERSIP

INDIVIDUALS CAN ADAPT THEIR LEADERSHIP STYLE TO VARYING SITUATIONS IN APPROPRIATE MANNERS

Leader as MentorsLeader as Mentors• Mentoring is the craft of developing another person to

become a leader, thereby increasing the effectiveness of the individual, the organization, and ultimately the mentor.

• Bridge the gap. • Leadership and Mentorship are cousins.• Mentoring can reduce the probability of leadership

failure, provide needed accountability, and empower a responsive, potential laborer.

• Share and participate with Share and participate with menteementee

  • Help discover real expectations Help discover real expectations

as a leaderas a leader  • Assist with technical Assist with technical

interpersonal and conceptual interpersonal and conceptual skills necessary for leadership.skills necessary for leadership.

• Establish mutually-agreeable Establish mutually-agreeable goalsgoals

• Schedule regular appointments Schedule regular appointments

• Suggest activities for working Suggest activities for working toward goalstoward goals

• Request assistance from mentor Request assistance from mentor for guidancefor guidance

Mentor (leader)Responsibilities

 

Mentee Responsibilities

Ethical Leadership

• Ethics is knowing the difference between what you have a right to do and what is right to do. 

• Ethics or simple honesty is the building blocks upon which our whole society is based, and business is a part of our society, and it's integral to the practice of being able to conduct business, that you have a set of honest standards.

• Ethics defined

Ethical Leaders see their constituents as not just followers, but rather as stakeholders striving to achieve that same common purpose...

•Ethical Leadership

It is important for leaders to tell a compelling and morally rich story, but ethical leaders must also embody and live the story.

•Ethical Leadership

The Ten Commandments of Ethical Leadership

• 1. People are illogical, unreasonable and self-centered.• Love and trust them anyway.• 2. If you do good, people will accuse you of selfish ulterior motives.• Do good anyway.• 3. If you are successful, you will win some false friends and true enemies.• Do good anyway.• 4. The good you do today will be forgotten tomorrow.• Do good anyway.• 5. Honesty and frankness will make you vulnerable.• Be honest and frank anyway.• 6. The biggest people with the biggest ideas can be shot down by the smallest people• with the smallest ideas.• Think big anyway.• 7. People favor underdogs, but follow top dogs.• Fight for the underdog anyway.• 8. What you spend years building may be destroyed overnight.• Build anyway!• 9. People really need help, but may attack you if you do help.• Help people anyway.• 10. Give the world the best you got and you may get kicked in the teeth.• Give the world the best you have anyway.

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12-33

Summary and Managerial Implications

• Leadership is central to understanding group behavior as the leader provides the direction

• Extroversion, conscientiousness, and openness all show consistent relationships to leadership

• Need to take into account the situational variables, especially the impact of followers