Leadership Bks
-
Upload
hrishikesh-kar -
Category
Documents
-
view
222 -
download
0
Transcript of Leadership Bks
-
8/2/2019 Leadership Bks
1/31
Leadership
Dr. Bijaya Ku. Sundaray
RCM, BBSR.
-
8/2/2019 Leadership Bks
2/31
What Is Leadership ?
Leadership
The ability to influence agroup toward the
achievement of goals.
Management
Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members.
-
8/2/2019 Leadership Bks
3/31
Nature of Leadership
The ability to influence people toward theattainment of organizational goals.
Leadership is reciprocal, occurring amongpeople.
Leadership is a people activity, distinct fromadministrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the useofpower.
-
8/2/2019 Leadership Bks
4/31
Leadership versus Management
Magement
Promotesstability, order
and problemsolving withinexistingorganizationalstructure and
systems
Promotesvision,creativity,and change
Management
Leadership
M L
Takes care of where you are Takes you to a new place
-
8/2/2019 Leadership Bks
5/31
Managers Versus Leaders
Not all leaders are managers, nor are allmanagers leaders
Managers
Persons whose influence on others is limited to theappointed managerial authority of their positions
Leaders
Persons with managerial and personal power whocan influence others to perform actions beyond
those that could be dictated by those persons
formal (position) authority alone
-
8/2/2019 Leadership Bks
6/31
Leaders vs. Managers LEADERS:
innovate
focus on people
inspire trust have a long-range view
ask what and why
have eyes on horizon
originate
challenge status quo
do the right thing
MANAGERS:
administrate
focus on systems and
structures
rely on control have a short-range view
ask how and when
have eyes on bottom line
initiate
accept status quo
do things right
-
8/2/2019 Leadership Bks
7/31
Leadership Patterns or StylesAutocratic style of leadership
A leader who centralizes authority, dictates work methods,makes unilateral decisions, and limits employee participation.
Democratic style of leadership
A leader who involves employees in decision making,delegates authority, encourages participation in decidingwork methods and goals, and uses feedback to coachemployees.
A democratic-consultative leaderseeks input andhears the concerns and issues of employees but makesthe final decision him or herself.
A democratic-participative leaderoften allows
employees to have a say in whats decided.
-
8/2/2019 Leadership Bks
8/31
Laissez-faire or Free-rein style of leadership
A leader who gives employees completefreedom to make decisions and to decide onwork methods
Conclusions about leadership stylesThe laissez-faire leadership style is ineffective.
Quantity of work is equal under authoritarian
and democratic leadership styles
Quality of work and satisfaction is higher underdemocratic leadership.
-
8/2/2019 Leadership Bks
9/31
Trait Theories
Traits Theories ofLeadership
Theories that consider
personality, social,physical, or intellectualtraits to differentiateleaders from nonleaders
Leadership Traits:
Ambition and energy
The desire to lead
Honest and integrity
Self-confidence
Intelligence
High self-monitoring
Job-relevant knowledge
-
8/2/2019 Leadership Bks
10/31
Trait Theories
Limitations: No universal traits found that predict leadership
in all situations.
Traits predict behavior better in weak thanstrong situations.
Unclear evidence of the cause and effect ofrelationship of leadership and traits.
Better predictor of the appearance of leadershipthan distinguishing effective and ineffectiveleaders.
-
8/2/2019 Leadership Bks
11/31
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific
behaviors differentiate leaders fromnonleaders.
Trait theory:
Leaders are born, not made.
Behavioral theory:
Leadership traits can be taught.
-
8/2/2019 Leadership Bks
12/31
Ohio State Studies
Initiating Structure
The extent to which a leader is likelyto define and structure his or her roleand those of sub-ordinates in the
search for goal attainment.
ConsiderationThe extent to which a leader is likely have job relationshipscharacterized by mutual trust, respect for subordinatesideas, and regard for their feelings.
-
8/2/2019 Leadership Bks
13/31
University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personalinterest in the needs of employees and acceptingindividual differences among members.
Production-Oriented Leader
One who emphasizes technical ortask aspects of the job.
-
8/2/2019 Leadership Bks
14/31
The ManagerialGrid(Blake and Mouton
Authority
obedience
Impoverished
management
Country club
Team
management
Organization man
management
-
8/2/2019 Leadership Bks
15/31
Contingency Theories of
Leadership
Propose that appropriate
leader behavior dependson certain factors,
especially the situation
and the followers.
-
8/2/2019 Leadership Bks
16/31
Fiedlers Contingency TheoryThe theory that effective group performance depends
on the proper match between the leaders style ofinteracting with subordinates and the degree to whichthe situation gives control and influence to the leader
Uses Least-preferred co-worker (LPC) questionnaire,to measure the leaders task or relationship orientation.
Identified three situational criteria
leader member relations
task structure
position power
that could be manipulated match an inflexible leadership
style.
-
8/2/2019 Leadership Bks
17/31
The Findings of the Fiedler Model
-
8/2/2019 Leadership Bks
18/31
Path-Goal Theory
The theory that it is the leadersjob to assist followers inattaining their goals and toprovide them the necessarydirection and/or support toensure that their goals are
compatible with the overallobjectives of the group ororganization.
-
8/2/2019 Leadership Bks
19/31
The Path-Goal Theory
-
8/2/2019 Leadership Bks
20/31
Hersey and Blanchards
Situational Theory
Suggests that effective
leaders adjust their behaviorto the readiness offollowersthe extent to which
followers demonstrate abilityand willingness to accomplisha specific task.
-
8/2/2019 Leadership Bks
21/31
-
8/2/2019 Leadership Bks
22/31
Links leaders behavioral style with subordinates task readiness
Links leaders behavioral style with
subordinates task readinessFollower Characteristics Appropriate Leader Style
Low Readiness Level
Moderate Readiness Level
High Readiness Level
Very High Readiness Level
Telling
Selling
Participating
Delegating
-
8/2/2019 Leadership Bks
23/31
Hersey and Blanchard Situational
Leadership Theory
High
High Low
High
Task Behavior
Follower Readiness
Able and
unwilling
Able and
willing
Unable and
willingUnable and
unwilling
-
8/2/2019 Leadership Bks
24/31
Charismatic leadership theory
Followers make attributions of heroic or
extraordinary leadership abilities when
they observe certain behaviors
Charisma leadership appears to be mostappropriate when the followers task has a
ideological component or when the environmentinvolves a high degree of stress and uncertainty.
-
8/2/2019 Leadership Bks
25/31
Charismatic Leaders
The ability to inspire
Motivate people to do more than they wouldnormally do
Tend to be less predictable
Create an atmosphere of change
Maybe obsessed by visionary ideas
-
8/2/2019 Leadership Bks
26/31
Transactional Leaders versus
Transformational Leaders
Transactional leaders
Leaders who guide or motivate their followers
toward established goals by clarifying role and taskrequirements.
Transformational leaders
Leaders who inspire followers to transcend theirown self-interests for the good of the organization
and are capable of having a profound and
extraordinary effect on followers.
-
8/2/2019 Leadership Bks
27/31
Transactional versus Transformational
Leadership Behaviors
Transactional Leadership Behaviors
Leadership actions that focus on accomplishingthe tasks at hand and on maintaining goodworking relationships by exchanging promises ofrewards for performance.
Transformational Leadership Behaviors
Leadership actions that involve influencing majorchanges in the attitudes and assumptions oforganization members and building commitmentfor the organizations mission, objectives, and
strategies.
-
8/2/2019 Leadership Bks
28/31
Transactional Leaders
Clarify the role and task requirements of
subordinatesInitiate structure
Provide appropriate rewards
Display consideration for subordinates
Meet the social needs of subordinates
-
8/2/2019 Leadership Bks
29/31
Transformational Leader
Similar to charismatic leaders
Distinguished by their special ability to bringabout innovation and change by
Recognizing followers needs andconcerns
Helping them look at old problems in new
waysEncouraging them to question the statusquo
-
8/2/2019 Leadership Bks
30/31
-
8/2/2019 Leadership Bks
31/31
Johari Window
Unknown to Others Known to Others
Known to
Self
Unknownto Self
Hidden
Spot
Open
Window
Unknown
Window
Blind
Spot