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LEADERSHIP
UNIT VIII
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Objectives of the sessiony What is leadership?
y Qualities of a good leader.
y Various leadership styles.
y Trait theories.
y Behavioral theories.
y Contingency theory
y Fiedlers model of leadership
y Transactional and Transformational Leadership
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What Is Leadership?LeadershipThe ability to influence a
group toward the
achievement of goals.
Management
Management is the process of
planning,organizing,coordinating
directing and controlling the
activities of others.
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Importance of LeadershipLeadership is the process of influencing and supporting others towork enthusiastically towards a common goal/objective
Importance of Leadership:
y Motivating employees
y Creating confidence
y Building morale
y To introduce change
y To represent employees
y To exercise coordination
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Personal Traits:
y Confidence
y Initiative
y Innovation
y Communication skills
y Intelligence
y
Decisivenessy Foresight
y Responsible
y Empathy
Managerial Traits:
yKnowledge of aspects ofmanagement
yTechnical Knowledge
yAdministrative ability
Leadership Qualities
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Leadership Stylesy Autocratic:
No communication with sub ordinates, takes
decisions and gives orders, workers work under
fear and stress, does not entertain questions by
followers
y Democratic/participative:
Empathy, respects employees, good listener,
delegates authority, believes in participativemanagement, open to suggestions, flexible,
attracts loyal sub ordinates
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Leadership Styles
y Laissez-faire:
Passive leader, freedom to subordinates in decision
making, limited guidance by the leader, no motivation or
encouragement provided, indifference towards
responsibilities as a leader
y Functional/Intellectual:
Expert with sound technical knowledge, gets respect from
subordinates due to intellect, gives correct guidance toemployees, considers problems and judges on merit
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y Bureaucratic:
No innovation and flexibility, function strictly withinthe framework of organisational rules andregulations, mechanical decision making, delays infunctions
y Situational:
Adjusts his style according to the situation, studiesthe situation before adopting the style, which canrange from dictatorship to democracy, flexibility,result oriented, combination of many types ofleadership
Leadership Styles
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Trait Theories
Leadership TraitsLeadership Traits::
Ambition and energyAmbition and energy
The desire to leadThe desire to lead Honest and integrityHonest and integrity
Self Self--confidenceconfidence
IntelligenceIntelligence
High selfHigh self--monitoringmonitoring
JobJob--relevantrelevantknowledgeknowledge
Traits Theories of
Leadership
Theories that consider
personality, social, physical,or intellectual traits to
differentiate leaders from
non-leaders.
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Trait Theories
LimitationsLimitations::
No universal traits found that predictNo universal traits found that predict
leadership in all situations.leadership in all situations.
Traits predict behavior better in weak thanTraits predict behavior better in weak than
strong situations.strong situations.
Unclear evidence of the cause and effect ofUnclear evidence of the cause and effect of
relationship of leadership and traits.relationship of leadership and traits.
Better predictor of the appearance ofBetter predictor of the appearance of
leadership than distinguishing effective andleadership than distinguishing effective and
ineffective leaders.ineffective leaders.
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Behavioral Theories
Trait theory:Trait theory:
Leaders are born, not made.Leaders are born, not made.
Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.
Behavioral Theories of Leadership
Theories proposing specific behaviors thatdifferentiate leaders from non-leaders.
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Ohio State StudiesInitiating Structure
The extent to which a leader islikely to define and structure his
or her role and those of sub-ordinates in the search for goalattainment.
Consideration
The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respectfor subordinates ideas, and regard for their feelings.
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Democratic
AutocraticLaissez Faire
Human Relations
Low High
high
Low
Initiating Structure behaviour
Consideration
for
behavior
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University of Michigan StudiesEmployee-Oriented Leader
Emphasizing interpersonal relations; taking apersonal interest in the needs of employees andaccepting individual differences among members.
Production-Oriented Leader
One who emphasizes technicalor task aspects of the job.
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TheManagerial
Grid(Blake and Mouton)
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Contingency TheoriesFiedlers Contingency Model
The theory that effective groups depend on a propermatch between a leaders style of interacting withsubordinates and the degree to which the situation
gives control and influence to the leader.
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports tomeasure whether a person is task-or relationship-oriented.
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Essentials of Relations&Task oriented
Leadership style
Relations-oriented
y Good inter personal
relations.
y Sensitive to the needs
and feelings of others.
y Consultation with
subordinates.
y
Open communicationwith subordinates.
Task-oriented
y Emphasis on task
accomplishment
y Use of power.
y Task structure.
y No consultation with
subordinates.
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Fiedlers Model: Defining the SituationLeader-Member Relations
The degree of confidence, trust, and respectsubordinates have in their leader.
PositionPower
Influence derived from ones formal structuralposition in the organization; includes power to hire,fire, discipline, promote, and give salary increases.
Task Structure
The degree to which the job assignments areprocedurized.
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Findings from Fiedler Model
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Hersey and Blanchards Situational
Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followersreadiness.
Leader: decreasing need
for support and supervision
Leader: decreasing need
for support and supervision
Follower readiness:
ability and willingness
Follower readiness:
ability and willingness
Unable andUnable and
UnwillingUnwilling
Unable butUnable but
WillingWilling
Able andAble and
WillingWilling
DirectiveDirective High Task and RelationshipHigh Task and Relationship
OrientationsOrientations
SupportiveSupportive
ParticipativeParticipative
Able andAble and
UnwillingUnwilling
MonitoringMonitoring
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Leadership Styles and Follower Readiness
(Hersey and Blanchard)
WillingUnwilling
Able
Unable DirectiveDirective
High TaskHigh Task
andand
RelationshipRelationshipOrientationsOrientations
SupportiveSupportive
ParticipativeParticipative MonitoringMonitoring
Follower
Readiness
LeadershipLeadership
StylesStyles
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Path-Goal TheoryPath-Goal Theory
The theory that it is the leadersjob to assist followers in attainingtheir goals and to provide them the
necessary direction and/or supportto ensure that their goals arecompatible with the overallobjectives of the group ororganization.
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The Path-Goal Theory
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Leader-Participation ModelLeader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of rules todetermine the form and amount of participativedecision making in different situations.
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Transactional and Transformational
Leadership
Contingent Reward
Management by
Exception (active)
Management by
Exception (passive)
Laissez-Faire
Charisma
Inspiration
Intellectual Stimulation
Individual Consideration
Transactional Leaders
Leaders who guide ormotivate their followers inthe direction of established
goals by clarifying role andtask requirements.
Transformational Leaders
Leaders who provideindividualized considerationand intellectual stimulation,and who possess charisma.
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Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange of rewards foreffort, promises rewards for good performance, recognizes
accomplishments.
Management by Exception (active): Watches and
searches for deviations from rules and standards, takescorrective action.
Management by Exception (passive): Intervenes only ifstandards are not met.
Laissez-Faire:Abdicates responsibilities, avoids makingdecisions.
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arac er s cs o rans orma ona
Leaders
Charisma: Provides vision and sense of mission, instills pride,gains respect and trust.
Inspiration: Communicates high expectations, uses symbols
to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality,and careful problem solving.
IndividualizedConsideration: Gives personal attention,
treats each employee individually, coaches, advises.
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