LEADERSHIP

ANJU.PROLL NO: 3SIF CUSAT

“Failing organizations are usually over managed and under-led”

Warren.G.BennisAn effective leader is capable of inspiring and motivating even the most inefficient employees to strive towards attaining the

goals of the organization.

“Leadership is the art of motivating a group of people to act towards achieving a

common goal”

LEADERSHIP THEORIES.

There are mainly 3 theories

1. Personality Trait Theories [leaders possess some personality traits that non leaders do not possess at all, or possess only to small extent.]

2. Behavior theories [behavior characteristics of the leaders.]

3. Contingency Theories [leadership in different situations]

TRAIT THEORY.

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Earlier researchers believed that there were certain unique characteristics in

people that made them leaders . According to them , a person must possess certain

unique personality traits that are essential for effective leadership.

One of the trait theories is the “Great Person “ theory which emphasized that

leaders might not be born with the desired leadership traits but can be acquired by

learning and experience.Researchers also tried to study the

relationship between physical traits and leadership, but were unsuccessful to

establish a valid relationship.

BEHAVIOR THEORIES

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behavioral theorists concentrated on the unique behavioral aspects

found in leaders that enabled them to attain effective leadership

1.The Ohio State studies 2.Universities of Michigan

studies3.The Managerial Grid4.Scandinavian studies

THE OHIO STATE STUDIES

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.In 1945 researchers from various fields conducted studies on leadership at Ohio State university.

The research was based on a questionnaire called ‘Leader Behavior Description Questionnaire’.

They narrowed down to two independent dimensions along which an individual’s leadership behavior could

be studied.1. Initiating Structure – Individual’s ability to define

his own task as well as the subordinates tasks and also accomplish them in time. People who score

high in this dimension put pressure on subordinates to meet deadlines and maintain

certain level of performance.

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2 .Consideration – This refers to the extent to which a leader cares for his subordinate,

respects their ideas and feelings and establishes work relations which are

characterized by mutual trust and respect.The studies revealed that the people who scored

high on both the dimensions were able to achieve higher performance as well as job

satisfaction.

UNIVERSITIES OF MICHIGAN STUDIES

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A research was conducted at the Survey Research Centre at the University of Michigan. The research was conducted on twelve pairs of sections ,each section consisted on one

high producing section and one low producing section.During the study , researchers also interviewed 24

supervisors and 400 workers. And following was observed.1. Employee-oriented dimension2. Production-oriented dimension

Researchers concluded that leaders with an inclination towards employee-oriented dimension resulted in higher

job satisfaction and greater productivity.

THE MANAGERIAL GRID

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The Managerial Grid graphic below is a very simple framework that elegantly

defines FIVE basic styles that characterize workplace behaviour and the resulting relationships. The FIVE managerial Grid

styles are based on how two fundamental concerns (concern for people and concern

for results) are manifested at varying levels whenever people interact.

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The concept distinguishes 5 different leadership styles, based on the concern for people and the concern for production:Impoverished style (Low Production / Low People) (1:1)

Description: A delegate-and-disappear management style. A basically lazy approach.

Characteristics: The manager shows a low concern for both people and production. He (or she) avoids to get into trouble. His main concern is not to be held responsible for any mistakes.

Results in: Disorganization, dissatisfaction and disharmony due to lack of effective leadership.

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Country Club style (Low Production / High People)(1:9)

Description: One-sided, thoughtful attention to the needs of employees.

Characteristics: The relationship-oriented manager has a high concern for people, but a low concern for production. He pays much attention to the security and comfort of the employees. He hopes that this will increase performance. He is almost incapable of employing the more punitive, coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.

Results in: A usually friendly atmosphere, but not necessarily very productive.

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Produce or Perish style OR Authoritarian style (High Production / Low People)(9:1)

Description: Authoritarian or compliance leader. Characteristics: The task-oriented manager is autocratic,

has a high concern for production, and a low concern for people. He finds employee needs unimportant and simply a means to an end. He provides his employees with money and expects performance back. There is little or no allowance for cooperation or collaboration. He pressures his employees through rules and punishments to achieve the company goals. Heavily task-oriented people are very strong on schedules. They are intolerant of what they see as dissent (it may just be someone's creativity).

.Results in: Whilst high output is achievable in the short term, much will be lost through an inevitable high labour turnover.

Middle-of-the-road style (Medium Production / Medium People). (5:5)

Description: The manager tries to balance between the competing goals of the company and the needs of the workers.

Characteristics: The manager gives some concern to both people and production, hoping to achieve acceptable performance. He believes this is the most anyone can do.

Results in: Compromises in which neither the production nor the people needs are fully met.

.Team Management style (High Production / High People).(9:9)

Description: The ultimate. The manager pays high concern to both people and production. Motivation is high.

Characteristics: The manager encourages teamwork and commitment among employees. This style emphasizes making employees feel part of the company-family, and involving them in understanding organizational purpose and determining production needs.

Results in: Team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production

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SCANDINAVIAN STUDIES

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The previous three behavior theories did not take into account the dynamics, or even chaotic environments that influence the modern organizations.

Some Finnish and Swedish theorists began reviewing earlier theories to find new dimensions that could incorporate the dynamics of the environment.

The new dimension found was called as ‘development–oriented behavior’.

According to this dimension leaders were ready to experiment with new ideas and practices and embrace change.

Leaders who were inclined towards this dimension were found to be more efficient by the subordinates.

CONTINGENCY THEORIES

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“How leader changes his style according to changing situations”

1.Fiedler’s Contingency Model2.Hersey and Blanchard’s

situational theory3.Leader-member exchange theory4.Leadership-participation model5.Path Goal Theory

FIEDLER’S CONTINGENCY

THEORY

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The Fiedler contingency model is a leadership theory of industrial and organizational psychology developed by Fred

Fiedler Fiedler (1967), differentiated situation from contingency. He emphasised the fact that differing roles, traits and behaviours of leaders did not just require an specific understanding of interactions with subordinate, it also

required favourable conditions.Fiedler's model assumes that group performance depends

on: Leadership style, described in terms of task motivation and relationship motivation.

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.Situational favourableness, determined by three factors:

1. Leader-member relations - Degree to which a leader is accepted and supported by the group members. 2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. 3. Position power or the leader’s position - The ability of a leader to control subordinates through reward and punishment.High levels of these three factors give the most favourable situation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of the scale.Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness, rather than change their leadership style.

HERSEY AND BLANCHARD’S

SITUATIONAL THEORY.

.The situational leadership model focuses on the fit of leadership style and followers maturity .

In contrast to Fiedler’s contingency leadership model and its underlying assumption that leadership

style is hard to change, the Hersey-Blanchard situational leadership model suggests that successful

leaders do adjust their styles. The situational leadership model views leaders as varying their emphasis on task and relationship

behaviors to best deal with different levels of follower maturity.

The two-by-two matrix shown in the figure indicates that four leadership styles are possible.

. Telling Style — giving specific task directions and closely supervising work; this is a high-task, low-relationship style. Selling Style —explaining task directions in a supportive and persuasive way; this is a high-task, high-relationship style. Participating Style —emphasizing shared ideas and participative decisions on task directions; this is a low-task, high-relationship style. Delegating Style —allowing the group to take responsibility for task decisions; this is a low-task, low-relationship style.

LEADER-MEMBER EXCHANGE THEORY

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.According to this theory, leaders often behave differently with different subordinates. They establish close relationships with a small group of subordinates early in their interactions.

In – Group :Good relation with leaders and high frequency of interactions.

Out-Group: Formal relation with leader and less frequency of interaction compared to in-group.The theory suggests that the leaders give promotions to the in-group employees quickly and also that employee turnover rate in such groups is low.

LEADERSHIP-PARTICIPATION

MODEL.

.In 1973 Victor Vroom and Philip Yetton

came up with the leadership-participation model that tried to

establish relation between leadership behavior and the decision making style.As per them leaders are required to adapt their behavior to suit changes in

the situations.The model proposed a sequential set of rules that could help the managers in taking decisions in different situations.

.The model had 12 contingencies also called as ‘problem attributes’ and 5 alternative leadership

styles.The Problem Attributes were categorized into

decision-quality and employee acceptance.

1. decision-quality – cost considerations, information availability, nature of problem structure.

2. employee acceptance – need for commitment, their prior approval, congruence of their goals

PATH GOAL THEORY

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This theory was developed by Robert House.Here the leader provides the necessary support and guidance to his followers and help them achieve

organizational goals.Leader defines the individual(or groups) goals and

help them achieve them.As per the theory – Leaders are accepted by the

subordinates when They find that the satisfaction of their needs

depend upon their effective performance

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They are provided with guidance ,support, and

rewards needed for effective performance.

Robert House suggested 4 types of leadership by this

model1.Directive leadership

2.Supportive leadership3.Participative leadership4.Achievement-oriented

leadership

Leadership Styles.

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1. Authoritarian or autocratic

2. Participative or democratic

3. Delegate or Free Reign

Authoritarian (autocratic)

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.I want both of you to. . .This style is used when leaders tell their employees what they want to do and how they want

it accomplished, without getting the advice of their

followers. Some people tend to think of

this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their

power

Participative (democratic)

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.Let's work together to solve this. . .This style involves the leader including one or more employees in the decision making process (determining what to

do and how to do it). However, the leader maintains the final decision

making authority. Using this style is not a sign of weakness, rather it is a sign of

strength that your employees will respect. it allows them to become part

of the team and allows you to make better decisions

Delegative (free reign)

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.You two take care of the problem while I go. .the leader allows the employees to make the

decisions. However, the leader is still responsible for the decisions that are made. This is used when

employees are able to analyze the situation and determine what needs to be done and how to do it.

You cannot do everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used

when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use

it wisely!

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A good leader uses all three styles, depending on what forces are

involved between the followers, the leader, and the situation.

Using an authoritarian style on a new employee who is just learning the jobusing a participative style with a team

of workers who know their jobUsing a delegative style with a worker who knows more about the job than

10 Characters of leaders

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MISSION.

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Leaders know what their mission is. They know why the organization exists. A

superior leader has a well thought out (often written) mission describing the

purpose of the organization. That purpose need not be esoteric or abstract, but rather

descriptive, clear and understandable. Every employee should be able to identify with the mission and strive to achieve it.

VISION.

.Where do you want your organization to go? A vision needs to be abstract

enough to encourage people to imagine it but concrete enough for

followers to see it, understand it and be willing to climb onboard to fulfill it.

COMPETENCY

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.You must be seen by your advisors, stakeholders, employees, and the public as being an expert in your field or an expert in

leadership. Unless your constituents see you as highly credentialed--either by academic degree or with specialized

experience--and capable of leading your company to success, it will be more difficult

for you to be as respected, admired, or followed.

A STRONG TEAM

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.Realistically, few executives possess all of the skills and abilities necessary to demonstrate total mastery of every

requisite area within the organization. To complement the areas of weakness, a wise

leader assembles effective teams of experienced, credentialed, and capable

individuals who can supplement any voids in the leader's skill set. This ability is what

sets leaders apart from others.

COMMUNICATION SKILLS

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.It does little good to have a strong mission, vision, and goals--and even a solid budget--if

the executive cannot easily and effectively convey his ideas to the stakeholders inside and outside of the organization. He must regularly be in touch with key individuals, by email, v-

mail, meetings, or other forms of correspondence. Of course, the best way to ensure other people receive and understand the message is with face-to-face interactions

GOAL

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.How is the organization going to achieve its

mission and vision and how will you measure your progress? Like a vision, goals need to be operational; that is specific and measurable. If

your output and results can't be readily measured, then it will be difficult to know if you

have achieved your purpose. You may have wasted important resources (time, money,

people, and equipment) pursuing a strategy or plan without knowing if it truly succeeded.

INTERPERSONAL SKILLS

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Successful entrepreneurs are comfortable relating to other people; they easily create rapport and are at least more extroverted than they are introverted. These factors

help leaders seem approachable, likeable, and comfortable in their position. Those qualities contribute to staff wanting to

interact with their leader. They also help motivate employees to do a better job.

A "can do, get it done" attitude

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.Nothing builds a picture of success more than achievement, and achievement is the number one factor that motivates just about everyone across all cultures. When employees see that

their boss can lead and direct, has a clear vision and attainable goals, and actually gains results

in a timely manner, then that person's credibility increases throughout the

organization. Entrepreneurs must modestly demonstrate their skills to give their

constituents valid reasons to appreciate and value their efforts.

INSPIRATION

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.Quite often, employees need someone to look up to for direction, guidance, and

motivation. The entrepreneur needs to be that person. Hopefully, Human Resources

has hired self-motivated individuals. Nevertheless, there are times, when many employees need the boss to inspire them

by word or action. Employees need someone to look up to, admire, and follow.

AMBITION

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Resting on your laurels is bad for employee morale and entrepreneurial credibility.

Employees need to be constantly striving for improvement and success; and they need to see the same and more in their

leaders. When the boss is seen as someone who works to attain increasingly higher goals, employees will be impressed and

more willing to mirror that behavior.

Be good leaders….

Thank you ..

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