LEADERSHIP

1
Leadership
2
Overview

• Define leadership
• Present the background classic studies of
  leadership
• Discuss the traditional theories of leadership
• Identify modern frameworks for leadership
• Relate the style implications from the classic
  studies modern theories of leadership
• Identify and analyze the skills needed for
  effective leadership

3
Leadership

• The ability to influence a group toward the
  achievement of goals
• When you boil it down, contemporary leadership
  seems to a matter of aligning people toward
  common goals and empowering them to take the
  actions needed to reach them.
• 
  Sherman, 1995
• Sanctioned vs. non sanctioned leadership

4
Managers Vs Leaders

• Manager Characteristics
• Administers
• A copy
• Maintains
• Focuses on systems and structures
• Relies on control
• Short range view
• Asks how and when
• Eye on bottom line
• Imitates
• Accepts the status quo
• Classic good soldiers
• Does things right

• Leader Characteristics
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long range perspective
• Asks what and why
• Eye on horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing

5
Trait Theories

• What characteristics or traits make a person a
  leader?
• Great Man Theory Individuals are born either
  with or without the necessary traits for
  leadership
• Trait theories of leadership sought personality,
  social, physical or intellectual traits that
  differentiate leaders from non leaders
• Trait view has little analytical or predictive
  value
• Technical, conceptual and human skills (Katz 1974)

6
Behavioral Theories

• Ohio state studies initiating structure (task or
  goal orientation) vs consideration (recognition
  of individual needs and relationships)
• University of Michigan studies Employee oriented
  ( genuine concern for people) vs production
  oriented genuine concern for task)

7
The Managerial Grid









High
1,9 Country club management Thoughtful attention
needs of people for satisfying relationships
leads to A comfortable, friendly
organization atmosphere and work tempo
9,9 Team management Work accomplishment is from
committed people, interdependence through a
common stake in organization purpose leads to
relationship of trust and respect
9
8
7
6
Concern for people
5,5 Organization Man Management Adequate
organization performance possible through
balancing the necessity to get out work with
maintaining morale of the people at a
satisfactory level
5
4
1,1 Impoverished Management Exertion of minimum
effort to get required work done is appropriate
to sustain organization membership
9,1 Authority-Obedience Efficiency in operations
results from arranging conditions of work in
such a way that human elements interfere to a
minimal degree
3
2
Low
1
6
8
7
2
1
3
4
5
9
Concern for production
Low
High
8
Fiedler Contingency Model

• Effective groups depend upon 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
• LPC measures task- or relationship-oriented
  leadership style ( think of all the coworkers you
  have ever had and describe one person you least
  enjoyed working with)

9
Fiedler-Defining the situation

• After the individual's basic leadership style has
  been assessed through the LPC, it is necessary to
  match the leader with the situation
• Leader member relations -the degree of
  confidence, trust, and respect subordinates have
  on their leader
• Task structure -the degree to which task
  assignments are procedurized
• Position power -influence derived from one's
  formal structural position in the organization

10
Contingency Theories

• Fiedlers contingency Model

Relationship Oriented
Task Oriented
Performance Good
poor
Moderate
Unfavorable
Favorable
I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong weak strong weak strong weak strong weak
Category
Leader member relations
Task structures
Position power
11
Hersey and Blanchards Situational Theory
Style of Leader
(High)
High Task and low relationship
Low Relationship and Low task
Participating
selling
Relationship behavior
High relationship And low task
Delegating
telling
High Task And High relationship
(Low)
Task behavior
(High)
High
Moderate
Low
Immature
Mature
M4
M3
M2
M1
Maturity of follower( s)
12
Path Goal Theory

• Environmental Contingency Factors
• Task Structure
• Formal authority system
• Work Group

• Outcomes
• Performance
• Satisfaction

• Leader Behavior
• Directive
• Supportive
• Participative
• Achievement -oriented

• Subordinate contingency factors
• Locus of control
• Experience
• Perceived ability

13
Charismatic Leadership

• Key Characteristics of Charismatic leaders
• Self Confidence- They have complete confidence in
  their judgment and ability.
• A vision- This is an idealized goal that proposes
  a future better than the status quo. The greater
  the disparity between idealized goal and the
  status quo, the more likely that followers will
  attribute extraordinary vision to the leader.
• Ability to articulate the vision- They are able
  to clarify and state the vision in terms that are
  understandable to others. This articulation
  demonstrates an understanding of the followers
  needs and, hence acts as a motivating force.
• Strong convictions about vision- Charismatic
  leaders are perceived as being strongly
  committed, and willing to take on high personal
  risk, incur high costs, and engage in
  self-sacrifice to achieve their vision.
• Behavior that is out of the ordinary- Those with
  charisma engage in behavior that is perceived as
  being novel, unconventional, and counter to
  norms. When successful , these behaviors evoke
  surprise and admiration in followers.
• Perceived as being a change agent- Charismatic
  leaders are perceived as agents of radical change
  rather than as caretakers of the status quo.
• Environmental sensitivity- These leaders are able
  to make realistic assessments of the
  environmental constraints and resources needed to
  bring about change.

14
Transactional vs Transformational leaders

• Characteristics of Transactional and
  transformational leaders
• Transactional Leaders
• Contingent Reward Contracts exchange of rewards
  for effort, promises rewards for good
  performance, recognizes accomplishment
• Management by exception (active) Watches and
  searches for deviations from rules and standards,
  takes corrective action.
• Management by exception (passive) Intervenes
  only if standards are not met
• Laissez faire Abdicates responsibilities, avoids
  making decisions
• Transformational Leaders
• Charisma Provides vision and sense of mission,
  instills pride, gains respect trust.
• Inspiration Communicates high expectations, uses
  symbols to focus efforts, expresses important
  purposes in simple ways.
• Intellectual Stimulations Promotes intelligence,
  rationality, and careful problem solving.
• Individualized consideration Gives personal
  attention, treats each employee individually,
  coaches, advises.

15
The Activities of Successful Effective leaders
Type of Activity
Description categories Derived from free
Observation
Exchange Information
Routine Communication
Handling paperwork
Planning
Traditional Management
Decision Making
Controlling
Interacting with outsiders
Networking
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing
16

• Relative Distribution of Managers Activities

Networking (19)
Traditional Management (32)
Human resources (20)
Routine Communication (29)
17
What skills do leaders need?

• Personal Skills

• Coping with stressors
• Managing time
• Delegating

2.Managing stress
1.Developing Self-awareness
3. Solving Problems creatively

• Using the rational approach
• Using the creative approach
• Fostering innovation in others

• Determining values
• and priorities
• Identifying cognitive style
• Assessing attitude toward change

18
Interpersonal Skills

• Gaining power
• Exercise influence
• Empowering others

• Coaching
• Counseling
• Listening

5. Gaining power and influences
6. Motivating others
4. Communication supportively
7. Management conflict

• Diagnosing poor performance
• Creating a motivating environment
• Rewarding accomplishment

• Identifying causes
• Selecting appropriate strategies
• Resolving confrontations

19
The right stuffCovey

• Empower your inner child-children are genuine,
  speak their mind-so do successful leaders
• Be slightly weird-effective leaders have their
  own approach to do things
• Embrace compensation-everyone likes money, but
  successful leaders can talk about it
• Focus carefully successful leaders are able to
  handle more than 2-3 things at a time because
  they are able to filter out extraneous
  information and focus on critical issues
• Speak openly- successful leaders say what they
  think
• Don't get even-get mad-good leaders let off steam
  and get on to the next issue
• Keep up on the latest developments- successful
  leaders know the latest jargon and trnds