Leadership

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Leadership

• Lecture 11

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Leadership definitions

• Leadership can be defined as a process or
  property
• As a process, it is the influence to shape the
  groups or organizational goals, motivate
  behaviour toward the achievement of those goals
  and help define group or organization culture.
• As a property, it is a set of characteristics
  attributed to the individuals who are perceived
  as leaders.

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Leadership and management

• Give example for leaders in organization
• Are there differences between leaders and
  managers?

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Power and leadership

• Power is the ability to affect the behaviour of
  others. There are five kinds of power in any
  organization
• Legitimate power. It is the power granted through
  the organizational hierarchy. It is the same as
  authority. All managers have legitimate power
  over subordinates
• Reward power. It is the power to give rewards
  such as salary increases, promotions, praise,
  recognition and interesting job assignments.

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Forms of power

• Coercive power. It is the power to force
  compliance by means of psychological, emotional
  or physical threat It may take the form of
  verbal reprimand, written reprimands,
  disciplinary layoffs, demotion and termination.
• Referent power. The personal power that is given
  to someone based on identification, imitation.

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Forms of power

• Expert power. It is the personal power given to
  someone based on the information or expertise
  they possess. The more important the information
  is and the fewer people who have access to it,
  the greater is the expert power possessed by the
  individual.

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Using power

• The legitimate request. It involves the manager
  requesting that the subordinates comply as they
  recognize that the organization has given the
  right to manager to make the request.
• Instrumental compliance. It is based on reward
  power and it is based on reinforcement theory of
  motivation.
• Coercion- by using coercive power. When the
  manager suggests that subordinate will be
  punished, coercion is being practiced.

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Theories of leadership

• Theory of the traits of a leader.
• Gizeli is the author of the theory. He examines
  traits of managers, who are successful in their
  work. These traits include
• Abilities to inspect, to direct the work of
  others, to organize and integrate their actions
• Need of professional advancement and
  achievements, intelligence, need of
  self-actualization, self-confidence and ability
  to take decisions.

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Conclusions from Gizelis theory

• The successful leaders have higher needs of
  achievements, are ready to work on their own and
  are confident in the job they are doing
• The leaders are communicative, able to estimate
  others in the right way.

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Behavioral approach to leadership

• It focuses on what leaders do, not on what traits
  they have. The behavioral approach is presented
  by
• The Michigan studies. There are two forms of
  leader behavior
• Job-centered leader behavior. It means that
  leader is paying close attention to subordinates
  work, explain work procedures and is interested
  in their performance.
• Employee-centered leader behaviour. In this case,
  leader is interested in developing working group
  and ensuring that employees are satisfied with
  their job.

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The Ohio state studies

• There are two basic leader styles
• Initiating structure behaviour. The leader
  clearly defines the leader-subordinate role so
  everyone knows what is expected, establishes
  formal lines of communication and determines how
  tasks will be performed.
• Consideration behaviour. The leader shows concern
  for subordinates and attempts to establish
  supportive climate.

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Conclusions of the Ohio state studies

• Leaders who exhibit high levels of both behaviors
  would tend to be more effective than other
  leaders
• Employees of supervisors who ranked high on
  initiating structures were higher performers but
  with lower level of satisfaction

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Managerial Grid

• It is a model of leadership based on two forms of
  leader behavior
• Concern for people
• Concern for the production.
• There are 5 leader styles
• Task management or authoritarian management
  having high concern for the production and low
  for people
• Liberal management style with high concern for
  people and low concern for the production
• Management of the orphanage. It is typical for
  low concern on both dimensions.
• Management of the middle road. It is
  characterized by average concern for people and
  production.
• Democratic management.

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Situational approaches to leadership

• The appropriate leader behavior varies from one
  situation to another
• The goal is to identify key situational factors
  and to specify how they interact to determine
  leader behavior.

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Fiedlers contingency theory

• Fiedler identifies two styles of leadership-
  task-oriented and relationship-oriented.
• The style of leader behavior is a reflection of
  the leaders personality.
• Fiedler is using the Least preferred colleague.
  To use this measure, the manager is asked to
  describe the person with whom he or she is able
  to work at least well. The higher numbers are
  associated with a relationship orientation,
  whereas low points mean that the leader is task
  oriented.

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Fiedlers model

• Favorableness of the situation. It means that
  appropriate leader behaviour varies from one
  situation to another. The key situation factor is
  the favorableness of the situation. This factor
  is determined by three things
• leader-member relations
• Task structure
• Position power.

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Task structure

• It is the degree to which the group task is well
  defined. In routine task, the group has
  standardized procedures and precedents to rely
  on.
• If the task is unstructured, then leader plays an
  important role.

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Position power

• It is the power in leaders position. Position
  power is strong if the leader can assign work,
  reward and punish employees.

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Flexibility of leader style

• Leader style is fixed and can not be changed.
  When the leaders style and situation do not
  match, the situation should be changed to fit the
  leader style.

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The Path-Goal theory

• Authors of the theory are Evans and House.
• The theory is based on the expectancy theory.
• The functions of the leader are to make valued or
  desired rewards available and to clarify to
  subordinates what kind of behavior will lead to
  goal accomplishment.

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Path-goal theory

• There are 4 types of behaviours
• Directive leader lets the subordinates know what
  is expected from them, giving guidance and
  direction
• Supportive leader.
• Participative leader, who is consulting
  subordinates and allowing participating in the
  decision making.
• Achievement oriented leader. He is setting goals,
  expecting high performance from subordinates,
  encouraging them.

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Situational factors

• Leader style depends on situational factors
• Personal characteristics of subordinates
• Environmental characteristics of the work place