Post on 26-Apr-2017
DEFINITIONS
• Leadership is defined as the process through which one member of a group (the leader) influences other group members toward attainment of shared group goals.
• A leader is a man who has the ability to get other people to do what they don’t want to do, and like it.
APPROACHES TO THE STUDY OF LEADERSHIP
• Leader Qualities
• Leader Behavior
• Leader & The Situation
• Leader & The Follower
• Some New Approaches
LEADERSHIP TRAITS• Great Person Theory• Important leader traits1. Drive2. Intelligence3. Self-Confidence4. Creativity 5. Self- confidence6. Leadership motivation.7. Flexibility.8. Cognitive ability9. Honesty & Integrity10.Knowledge of the business
LEADERSHIP & BEHAVIOREffective leadership requires three broad types
of skills:• (a) Technical skill: Technical skill refers to “a
person’s knowledge of and ability in any type of process or technique.”
Technical skills involve things.• (b) Human skill: Human skill refers to the
ability to work with, understand and motivate other people, both individually and in groups.
Human skills are concerned with people. • (c) Conceptual skill: Conceptual skill is the
ability to analyze and diagnose complex situations.
Conceptual skills deal with ideas.
Blake and Mouton’s Managerial Grid
Blake and Mouton identified two behavioral dimensions of leadership:
(a) Concern for people and (b) Concern for production.
Blake & Mouton…..contd
• Depending on the level of concern managers show for people and production, Blake and Mouton identified five leadership styles:
Authority Obedience Impoverished managementCountry Club managementOrganization –man managementTeam management
The Managerial Grid
1,9Country club management
Thoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization
atmosphere and work tempo
9,9Team management
Work accomplishment is from committed people, interdependence
through a “common stake” in organization purpose leads to relationship
of trust and respect
1,1Impoverished Management
Exertion of minimum effort to get required work done is appropriate
to sustain organization membership
5,5Organization Man Management
Adequate organization performance possible through balancing the necessity to
get out work with maintaining morale of the people at a satisfactory level
9,1Authority-Obedience
Efficiency in operations results from arranging conditions of
work in such a way that human elements interfere to a minimal degree
1
2
3 4 5 6 987
1
2
3
4
5
6
7
8
9
Concern for productionLow High
Low
High
Con
cern
for p
eopl
e
(Blake and Mouton)
CONTINGENCY APPROACH
FRED FIEDLER’S CONTINGENCY MODEL According to Fiedler, the style of
leadership that should be used is dependent (contingent) upon the situation. As the situation varies, leadership requirements also vary.
Fielder identified two styles of leadership —
a) The Task Oriented Style b) The Human Relations Style:
Fiedler…..contdEffectiveness (use) of the task oriented style or
relationship oriented style is dependent on the favorability or unfavorability of the situation.
The favorability or unfavorability of the situation depends on three considerations:
• (1) Leader-member relationship• (2) Degree of task• (3) Leaders position power• Fielder stated that the task oriented leader was
most effective for very favorable and very unfavorable situations.
• Fielder stressed the need for the human relations style of leadership when the situation is moderately favorable or unfavorable.
The Situational Model of Hersey and Blanchard
Leadership is not a one-way affair.The most important feature of the
Situational Leadership theory proposed by Hersey and Blanchard is that it takes into account the role of the followers.
Leadership is an interplay of the following three dimensions:
(1) Task style(2) Relationship style(3) Maturity of followers ( Job &
Psychological Maturity)
• According to Hersey and Blanchard, the key to effective leadership is to match the situation with the appropriate style. There are four leadership styles —
• (a) Telling Style• (b) Selling Style• (c) Participating Style• (d) Delegating Style
Leadership Styles and Follower Readiness(Hersey and Blanchard)
WillingUnwilling
Able
UnableDirective /Directive /
TellingTelling
Ht-LRHt-LR
Selling StyleSelling Style
HT-HRHT-HR
Supportive / Supportive / ParticipativeParticipative
LT-HR LT-HR
Monitoring / Monitoring /
DelegatingDelegating
LT-LRLT-LR
Follower Readiness
LeadershipLeadershipStylesStyles
TRANSFORMATIONAL LEADERSHIP
• Transformational leaders are leaders who bring remarkable changesin their organizations and societies.
• CHARACTERISTICS• (1) Idealized influence – Serve as role models• (2) Inspirational motivation – create a sense of
purpose and excitement, transcend self-interest)• (3) Intellectual stimulation - Encourage to be
innovative and creative) • (4) Individual consideration – Pay attention to
each individual follower’s need for growth and advancement
TRANSACTIONAL LEADERSHIP
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions
CHARISMATIC LEADERSHIP• Charismatic leadership is a result of the
followers perception of the unique and larger than life characteristics that they think their leader possesses.
• Some of the notable features of the relationship between charismatic leaders and their followers are:
• (1) Followers believe that their leader possesses divinely inspired qualities.
• (2) The followers worship the leader as a superhuman hero.
• (3) Unquestioned obedience and acceptance of the beliefs
• (4) Charismatic leaders paint a picture of a future that promises a better and more meaningful life to their followers.
Charismatic Leaders….contdSome of the traits of charismatic leaders are:• (1) A strong need for power.• (2) A high level of self-confidence.• (3) Strong convictions.• Some typical behaviors of charismatic leaders are: • (1) Very good at impression management. • (2) High expectations of their followers.• (3) Build follower commitment by creating an
appealing and attractive vision. • (4) Charismatic leaders build their followers
self-confidence by expressing confidence in them.• A “dark side” of charismatic leaders:• (1) Unrealistic projects• (2) Poor implementation• (3) No successors
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