LEADERSHIP

-PRESENTED BY: Piyush patel Ashish jaint Kirit Kene

• LEADERSHIP: The process of directing and influencing the task-related activities of group members.

• Four Important Implications:• First is leadership involves other people employees or followers

ability to automatically accept the directions and making their status as leader.

• Second is leadership involves an unequal distribution of power between leaders and group of members.

• More the power more is his leadership.• Third is ability to use the different forms of power to influence

followers.• Fourth is that leadership is about values.

LEADERSHIP

THE BEHAVIORAL APPROACH TO LEADERSHIP

LEADERSHIP FUNCTIONS:• In order to operate effectively groups need someone to perform 2 major

functions: task related activities and group maintenance.

LEADERSHIP STYLES:• The various patterns of behavior favored by leaders during the process

of directing & influencing worker.• A task oriented style put more emphasis on closely supervising

employees to make sure task is performed satisfactorily• Managers with an employee-oriented style put more emphasis on

motivating rather than controlling subordinates.• Characteristics of subordinates must also be considered before

managers can choose and appropriate leadership styles.

THE BEHAVIORAL APPROACH TO LEADERSHIP

Ohio & University Of Michigan Case Study:• Employee turnover rates were lowest and employee satisfaction highest

under leaders who were favored.• Leaders rated low were in considerations and high in initiating structure

had high grievances and turnover rates.• The researchers also found that employees rating of the their leaders

effectiveness depended not so much on particular style of leader.• Production centered managers set rigid work standards, organized task

down to last detail, prescribed work methods to be followed and closely supervised employee.

• Employee centered managers encourage employee participation in goal setting and other work decision and help ensure high performance by inspiring trust and respect.

The Managerial Grid:• A range of management behaviors on the various ways that task

oriented and employee-oriented style on grid.

THE BEHAVIORAL APPROACH TO LEADERSHIP

• Management at 1,1 at lower left corner of grid is Impoverish management. Also called Lasisez Faire. I.e. Low concern for people and low concern for task

• Management at 1,9 is country club management I.e. high concern for people but low concern for production.

• Management at 9,1 is authoritarian management I.e. High concern for production and efficiency but low concern for employee.

• Management 5,5 is Middle of the road and intermediate for both production and employee satisfaction.

• Management 9,9 is democratic management I.e. a high concern for both production and employee morale.

THE BEHAVIORAL APPROACH TO LEADERSHIP Continue..

Contingency Approach: The view that management technique that best contributes to attainment of organizational goals might vary in different types of situation.

• It emphasis on 4 theories

1. Task requirement

2. Peer expectations

3. Employees characteristics

4. Organizational Culture and politics.

CONTINGENCY APPROACHES TO LEADERSHIP

Hersey & Blanchard’s Situation Leadership :• Situational Leadership Model holds that most effective leadership style

varies with the “readiness” of employees.• The goals and knowledge of followers are important variables in

determining effective leadership style.• The relationship between a manager and follower moves through 4

phases :

1.High task and low relations

2.High Task and High relationships

3.High relations and low task

4. Low relationships and low task

CONTINGENCY APPROACHES TO LEADERSHIP

CONTINGENCY APPROACHES TO LEADERSHIP

The Fiedler Model:• Basic assumption is that it is quite difficult for manager to alter the

management styles.• Fiedler’s believes most managers are not very flexible, and trying to

change a manager’s style to fit.• According to Fiedler leadership is measured on scale of Least

Preferred co-Worker:• A person who describes his least preferred co-worker in a relatively

favorable or unfavorable manner his least preferred co-worker.• A person who describes his least preferred in a relatively favorable

manner tends to be permissive, human relations- oriented, and considerate of the feelings of his men has high LPC

• A person who describes his LPC in an unfavorable manner who has what we have come to call a low LPC rating tends to be managing task controlling and less concerned

CONTINGENCY APPROACHES TO LEADERSHIP

• Thank You