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LEADERSHIP

I’m more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep

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What is leadership

We define leadership as the ability to influence a group toward the achievement of goal

Organizations need strong leadership and strong management for optical effectiveness.

Leader set a direction manager makeup a plan

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Trait theories Trait theories focus on personal qualities

and characteristics, trait research provides a basis for selection of right people for leadership

Good leaders possess certain traits Born not made Good supervision a selection problem Good leaders good in all situations Problems and limitations

Some inconsistency of results Lack of insight into process Ignores situational specificity

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Behavioral theories A leader is likely to define his role and of

employees for goal attainment, a behavior differentiate from leaders to non leaders

Good leaders do certain things Leaders made not born Good supervision as training problem Problems and limitations

Ignores situational differences Ignores individual differences

Contingency theories Focus on situational influences; work in

very bad times and good times

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The fielder Model Effective group performance depends

on the proper match between leader’s style and the degree to which the situation gives the leader control

1. Identifying leadership style; fielder introduces LPC- least preferred Coworker-, LPC describes a person you least enjoyed to work with and rating the person from pleasant to hostile, a high LPC relationship oriented, a low LPC task oriented

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The fielder Model

2. Defining the situation; After identification of basic leadership style we match leader with the situation

1. Leader member relations- degree of confidence and trust

2. Task structure- the degree to which job is structured

3. Position power- leader power variables

3. Matching leader- situation

Characteristics Of Task And Relationship-motivated LeadersTask-Motivated

(Low-LPC)• Draws self-esteem from

task completion• Focuses on task first• Can be harsh with failing

followers• Considers competence to

be key employee trait• Enjoys details

Relationship-Motivated

(High-LPC)• Draws self-esteem from

interpersonal relationships

• Focuses on people first• Likes to please others• Considers loyalty to be

key employee trait• Gets bored with details

Fiedler’s Model

GROUP

PERFORMANCE

High

Low

SITUATIONAL CONTROL

Leader-Member Relations

Task Structure

Position Power

HIGH MODERATE LOW

GOOD BAD

HIGH LOW

HIGH HIGH

HIGH

HIGHHIGHLOW LOW LOW LOW

LOW

Low-LPC

High-LPC

Contingency Model’s Implications For Managers

• Leaders must understand their own style and their leadership situation

• Leaders should focus on changing the situation to match their style

• A good relationship with followers is key to

• the leader’s ability to lead• Leaders can seek training to

compensate for task ambiguity

The Leadership Styles

The Autocratic Leadership Managers retain as much power and decision making authority as possible

Don’t consult staff and don’t allow to give any input

Structured set of rewards and punishment

its good for untrained staff, worker need to be coordinated with other departments

Ineffective low staff morale high turn over are results

The Bureaucratic Leadership Manages by the ‘’book’’ Every thing done according to

policy if not covered than refer to the above level Effective when staff to do repetitive

tasks Staff Training conducted

Ineffective Habits are hard to break when they

are no longer useful Staff loose interest in jobs

The Democratic Leadership Also known as participative style, encourage staff to be part of decision making

Keep staff informed of every thing

Women leaders are tend to be more democratic

Develop staff to self evaluate their work

Allow staff to establish goals , encourage employees to grow

Recognises achievement

The Leader A leader has final say but

gathers information from staff to make a decision

Produces a lot of quality work over time

Staff respond with cooperation and high spirit and high morale

Lassiez free Also known as the hand off style Give staff as much freedom,

make decision and resolve problems

Other leadership styles

Transformational Leadership Creates and sustains a context that

maximizes human and organizational capabilities;

Facilitate multiple levels of transformation; and

• Align them with core values and a unified purpose To respond to a dynamic environment

Transformational Leadership Make change happen in:

Self, Others, Groups, and Organizations

Charisma a special leadership style commonly associated with transformational leadership; extremely powerful, extremely hard to teach

Transactional Leadership Emphasizes getting things done

within the umbrella of the status quo In opposition to transformational

leadership “By the book" approach - the person works within the rules

Commonly seen in large, bureaucratic organizations

Change Leadership • Endorses alteration • Beyond thinking about individuals

and individual organization, single problems and single solutions

Rethinking systems to introduce change on parts of the whole and their relationship to one another

The Leadership Challenge Leader may be low-LPC who

gains a sense of control and accomplishments by working in very low situational control

Intervention may be necessary to help him learn to change the situation without creating chaos

Allow selection and building of cohesive team, provide leader with task training, and maintain his power