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Leadership
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RoadmapLeadership
DefinitionTheories
1. Traits
2. ContingencyTheory
3. Path Goal
4. Charismatic
5. Transformation
&
Transactional
Styles
1. Autocratic
2. Democratic
3. Laissez
Faire
4. Paternalistic
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Leadership Defined
The process of inf luencing people and
prov id ing an env i ronment for them to
achieve team or organizational object ives
Find great ideas, exaggerate them, and
sp read them l ike hell around the bus iness
with the speed of light - Jack Welch
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Managers versus Leaders
Do things right
Accept the Status quo Short-term
Means
Builders
Problem solving Relies on control
Do the right thing
Challenge Long-term
Ends
Architects
Inspiring & motivating Inspires trust
Managers Leaders
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The Ohio State Studies
Studies that sought to identify independentdimensions of leader behavior
Initiating structure
The extent to which a leader defines and structures
his or her role and the roles of employees to attain
goals
Consideration
The extent to which a leader has job relationshipscharacterized by mutual trust, respect for
employees ideas, and regard for their feelings
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The University Of Michigan Studies
Studies that sought to identify the behavioral
characteristics of leaders related to performanceeffectiveness
Employee oriented
A leader who emphasizes interpersonal relations,
takes a personal interest in the needs of employees,and accepts individual differences.
Production oriented
A leader who emphasizes technical or task aspects
of a job, is concerned mainly with accomplishing
tasks, and regards group members as a means to
accomplishing goals.
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Trait Theories Of Leadership
Trait theories of leadership Theories that attempt to isolate characteristics
that differentiate leaders from nonleaders
Attempts to identify traits that always differentiate
leaders from followers and effective leaders fromineffective leaders who have failed.
Attempts to identify traits consistently associated
with leadership have been more successful.
Great man theories (Gandhi, Lincoln, Napoleon)
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Major Leadership Traits
Intelligence verbal ability, perceptual ability, reasoning
not completely based on IQ
Self-confidence self-esteem, self-assurance, can make a
difference
leadership involves influencing others
Determination desire to get the job done
initiative, persistence, dominance, drive
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Major Leadership Traits
Integrity
honesty, trustworthiness
organizational trust
Sociability
pleasant social relationships
friendly, outgoing, courteous, tactful,
diplomatic
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Contingency Theories Of
Leadership
Fiedler contingency leadership model The theory that effective group performance depends
on the proper match between the leaders style of
interacting with employees and the degree to which the
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 criterialeader member relation s,
task structure, and pos it ion powerthat could be
manipulated match an inflexible leadership style.
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Findings of the Feidler Model
Category
Leader-Member
Relations
Task Structure
Position Power
I
Good
High
Strong
II
Good
High
Weak
III
Good
Low
Strong
IV
Good
High
Weak
V
Poor
High
Strong
VI
Poor
High
Weak
VII
Poor
Low
Strong
VIII
Poor
Low
Weak
Good
Poor
Performance Relationship-Oriented
Task-Oriented
Favorable Moderate Unfavorable
Y axis -
Situations
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Path-Goal Theory
Path-goal theory
The theory that it is a leaders job to assist
followers in attaining their goals and to
provide the necessary direction and support
A leaders motivational behavior: Makes employee need satisfaction contingent on
effective performance.
Provides the coaching, guidance, support, and
rewards that are necessary for effectiveperformance.
Assumes that the leaders style is flexible and
can be changed to adapt to the situation at
hand.
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Path-Goal Leadership Behaviors
Directive leader
Lets employees know what is expected of them,schedules work to be done, and gives specific
guidance as to how to accomplish tasks.
Supportive leader
Is friendly and shows concern for the needs of
employees.
Participative leader
Consults with employees and uses their suggestionsbefore making a decision.
Achievement-oriented leader
Sets challenging goals and expects employees to
perform at their highest levels.
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Path-Goal Theory
EXHIBIT 11.5
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Charismatic Leadership
Charismatic leadership theory Followers make attributions of heroic or extraordinaryleadership abilities when they observe certainbehaviors
People working for charismatic leaders are motivated
to exert extra work effort and, because they like andrespect their leaders, express greater satisfaction
Charisma leadership appears to be most appropriatewhen the followers task has a ideological componentor when the environment involves a high degree ofstress and uncertainty
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Transactional versus Transformational
Leadership Behaviors Transactional Leadership Behaviors
Leadership actions that focus on accomplishing thetasks at hand and on maintaining good workingrelationships by exchanging promises of rewards for
performance. Transformational Leadership Behaviors
Leadership actions that involve influencing majorchanges in the attitudes and assumptions of
organization members and building commitment for theorganizations mission, objectives, and strategies.
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Types of Leadership Style
Autocratic: A leader who centralizes authority, dictates work methods, makes unilateraldecisions.
PROS: Leader makes decisions without reference toanyone else
May be valuable in some types of business wheredecisions need to be made quickly and decisively
Subordinates are inexperiencedand consulting themmay not add any value to the decision
Cons
`High degree of dependency on the leader
Can create de-motivation and alienation of staff
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Types of Leadership Style Democratic:
Encourages decision making from differentperspectivesleadership may be emphasisedthroughout the organisation
Consultative:democratic-consultative leader seeksinputand hears the concerns and issues ofemployees but makes the final decision him orherself
Persuasive:A democratic-participative leader oftenallows employees to have a say in whats decidedalready by him, so first takes a decixison
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Types of Leadership Style
Democratic: PROS
May help motivation and involvement
Workers feel ownership of the firmand its ideas
Improves the sharing of ideas and experiences withinthe business
High acceptability of the decisionin the team.
uses feedback to coach employees
CONS
Can delay decision making
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Types of Leadership Style
Laissez-Faire: A leader who gives employees complete freedomto make
decisions and to decide on work methods
Let it be the leadership responsibilities are sharedby all
Can be very useful in businesses where creative ideas areimportant
Can be highly motivational as people have control over theirworking life
Can make coordination and decision making time consumingand lacking in overall direction
Relies on good team work Relies on good interpersonal relations
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Types of Leadership Style
Paternalistic: Leader acts as a father figure
Believes in the need to support staff
Makes all the decisions himself as hebelieves that he knows better than the
employees what is in the employees best
interest
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Conclusionsabout leadership styles
The laissez-faire leadership style is ineffective.
Quantity of work is equal under authoritarian
and democratic leadership styles
Quality of work and satisfaction is higher under
democratic leadership.
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Continuum of Leader Behavior
Prentice Hall, 2002
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Chapter 11 27
The Managerial Grid
Concern for Production
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
ConcernforPeople
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
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What do Great Leaders do Different
Great leaders show up a lot Great leaders rehearse mentally
Great leaders manage the consequences
of their performance. Great leaders do lot of performance
interviews
Great leaders critique their own leadership
performance.
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Change Leadership
The most challenging aspect is to managechange
Business environment is subject to fast paced
economic and social change
Modern business must adapt and be flexible tosurvive
Leaders need to be aware of how change
impacts on workers
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Change Leadership
Self-esteem
Time
1. Immobilisationas rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief
so much so that theydeem it worthy ofdoing nothing.
1
2. Minimisation: As thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it will
not affect them.2
3. Depression: as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed as
they try to reconcile whatis happening with their ownpersonal situation.
3
4
4. Acceptance/letting go:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. Fear of thefuture is a feature of this
stage.
5
5. Testing out:Individuals begin tointeract with the change,they start to ask questionsto see how they mightwork with the change.
6
6. Search for meaning:Individuals begin to workwith the change and seehow they might be able tomake the change work forthem self esteem begins
to rise.
7
7. Internalisation:the change isunderstood andadopted within theindividuals own
understanding theynow know how to
work with it and feel arenewed sense ofconfidence and selfesteem.
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Sources
The Information School (University ofWashington)
Leadership: Do Traits Really Matter by
S.A. Kirkpatrick & E.A.Locke Organisational Behaviour by F.Luthans
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Thank You
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