Ob1 unit 4 chapter - 14 - leadership

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Unit – 4 CHAPTER - 14

Leadership

MBA 12 ORGANIZATIONAL

BEHAVIOUR - 1

Delivered By,

Dr. S. Gokula Krishnan, PhD.,

Associate Professor – OB, HR & Data Analytics,

Nehru School of Management,

Nehru College of Engineering & Research Centre.

E-mail : [email protected]

Discussions on

Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2

Leadership

Leadership Theories

Developing Leadership Skills

Leadership Styles

Reference:

Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational

Behaviour, 15th ed., p. 393-424

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Leadership The ability to influence a group toward the achievement ofa vision or set of goals.

Charismatic Leadership Theory: Also called as great man theory. Itsuggested that “leader is born and is not made”. The charismatic leaderhas extremely high levels of self – confidence, dominance, and a strongconvinces in the normal righteousness of his/her belief, or at least theability to convince the followers that he/she possesses such confidenceand conviction”.

Trait theories of leadership Theories that consider personalqualities and characteristics that differentiate leaders from nonleaders.

Behavioral theories of leadership Theories proposing that specificbehaviors differentiate leaders from nonleaders.

Situational Theory

Contingency Theory


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Ingredients of Leadership


1. The ability to use power effectively

2. An ability to comprehend

3. Ability to inspire

Leadership style

Difference Between Leadership and

Management


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Charismatic theory


Charismatic leadership theory A leadership theory that states that

followers make attributions of heroic or extraordinary leadership

abilities when they observe certain behaviors.

Trait Theory


Leadership traits are not completely inborn but can also be acquired through learning andexperience. Trait is defined as relatively enduring quality of an individual. The trait approachseeks to determine “what makes a successful leader” from the leader’s personal characteristics.

The various traits can be classified into Innate trait/ qualities

Acquirable trait/qualities

Innate Qualities: Physical features

Intelligence

Acquirable Qualities: Emotional stability Human relations

Empathy Objectivity

Motivating skills

Technical skills Communicative skills

Social skills

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Behavioral Theories


It emphasizes that strong leadership is the result of effective role behavior. According to researchers role can be perform under two major functions:

Task related functions or problem solving functions: relate to providing solutions to the problems faced by the groups in performing jobs and activities.

Group maintenance functions or social functions: relate to actions of mediating disputes and ensuring that individuals feel valued by the group.

Leadership may be viewed in two ways:

Functional behavior: influences followers positively and includes such functions as setting clear goals, motivating employees for achieving goals, raising the level of morale, building team spirit, effective two-way communication, etc.

Dysfunctional behavior: is unfavorable to the followers and denotes ineffective leadership. Such a behavior may be inability to accept employees’ ideas, display of emotional immaturity, poor human relations, etc.


Initiating structure The extent to which a leader is likely to

define and structure his or her role and those of subordinates in

the search for goal attainment.

Consideration The extent to which a leader is likely to have job

relationships characterized by mutual trust, respect for

subordinates’ ideas, and regard for their feelings.

Employee-oriented leader A leader who emphasizes

interpersonal relations, takes a personal interest in the needs of

employees, and accepts individual differences among members.

Production-oriented leader A leader who emphasizes

technical or task aspects of the job.

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Situational theory


Situational Leadership Theory (SLT): A contingency

theory that focuses on followers’ readiness.

Leader’s behavior:

i. Leader’s characteristics

ii. Leader’s hierarchical position

Situational factors:

i. Subordinate’s characteristics

ii. Leader’s situation

iii. Group factors

iv. Organizational factors

Contingency Theories


Fiedler Contingency Model: The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

Path Goal Theory: A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization

Leader- participation Model: A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Leader-member Exchange Theory(LMX): A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction

Transformational Leadership

Transactional Leadership

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Developing Leadership & Leadership

Styles


Based on behavioral approach

Power orientation

Leadership as continuum

Employee production orientation

Likert’s management system

Managerial grid

Tri-dimensional grid

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Power orientation Style


Based on the degree of authority which a leader uses in influencing the behavior of his subordinates. Based on the degree of use of power, there are three leadership styles:

Autocratic leadership

Participative leadership

Free-rein leadership

Autocratic leadership: It is also known as authorization, directive or monothetic style. There are three categories of autocratic leaders:

Strict autocrat: very strict sense; subordinates behavior is through negative motivation leads to criticizing subordinates, imposing penalty, etc.

Benevolent autocrat: centralizes decision making power in him, but motivating style is positive.

Incompetent autocrat: sometimes the superiors adopt autocratic leadership style just to hide their incompetence.

Advantages: There are many subordinates in the organization who prefer to work under centralized authority structure and

strict discipline.

It provides strong motivation and reward to the managers

It permits very quick decisions

Less competent subordinates also have scope to work in the organization under this leadership style.

Limitations:

People in organization dislike it.

Employees lack motivation

There is more dependence and less individuality in the organization.


Participative leadership: Also called as democratic, consultative or ideographic.Participation is defined as mental and emotional involvement of a person in agroup situation which encourages him to contribute to group goals and shareresponsibility in them. A participative manager decentralizes his decision makingprocess. Instead of taking unilateral decision, he emphasis on consultation andparticipation of his subordinates.

Advantages:

It is a highly motivating technique to employees

Employee’s productivity is high because they are party to the decision.

They share the responsibility with the superiors and try to safeguard him also

Organizational ability by raising morale and attitudes of employees high and favorable.

Limitations:

Complex nature of organization requires a thorough understanding of its problemswhich lower level employees may not be able to do.

Some of people want minimum interaction with their superiors or associates.

Free-rein leadership: Free-rein or laissez-faire technique means givingcomplete freedom to subordinates

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Leadership as continuum


Employee – Production Orientation


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Managerial Grid


Developed by Blake and Mouton

Emphasis on both task oriented and relationship oriented

Concern for production means the attitudes of superiors

towards a variety of things, such as, quality of decisions,

procedures and processes, creativeness of research, quality of

staff services, work efficiency and volume of output.

Concern for people includes degree of personal

commitment toward goal achievement, maintaining the self-

esteem of workers, responsibility based on trust, and

satisfying inter-personnel relations.


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Five styles:

1, 1 impoverished Exertion of minimum effort is required to get work done and sustain organizational morale;

1, 9 country club Thoughtful attention to needs of people leads to a friendly and comfortable organizational atmosphere and work tempo;

9, 1 task Efficiency results from arranging work in such way that human elements have little effect;

5, 5 middle road Adequate performance through balance of work requirements and maintaining satisfactory morale;

9, 9 team Work accomplished is from committed people with interdependence through a common stake in organizational purpose and with trust and respect.

Tri-dimensional grid


Developed by Reddin;

Also known as 3-D management

Three dimensions axes represent

1. Task orientation (TO): is defined as the extent to which

a manager directs his subordinates’ efforts towards goal

attainment.

2. Relationship orientation (RO): defined as the extent

to which a manager has personal relationships.

3. Effectiveness: defined as the extent to which a manager

is successful in his position.

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Task and relationship orientation


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END OF THE CHAPTER

Leadership & Management

Ob1 unit 4 chapter - 14 - leadership