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Leadership as process-
use non-coercive influence to shape the group’s or organization’s goals,
motivate others’ behavior toward goals, and
help to define organizational culture.
Leaders are
- People who can influence the behaviors of others without having to rely on force.
- People who are accepted as leaders by others.
Leadership is a quality of influencing people, so that the objectives are attained willingly
and enthusiastically.
Management is a discipline of managing things in the best possible manner. It is the art
or skill of getting the work done through and with others.
One of the major difference between leadership and management, is management is for
formal and organized group of people only, whereas leadership is for both formal and
informal groups.
- The trait approach assumed that a basic set of personal traits that differentiated leaders
from non-leaders could be used to identify leaders and predict who would become
leaders.
- The trait approach was unsuccessful in establishing empirical relationships between traits
and persons regarded as leaders.
- Researchers thought that leadership traits might include intelligence, assertiveness,
above-average height, good vocabulary, attractiveness, self-confidence, and similar
attributes.
Ingredients of leadership:
Four basic ingredients:
i) Leader must know to use power. i.e., Ability to use power effectively and in a
responsible manner.
Compiled by the Santa Clara University and the Tom Peters Group
1. Honest -Display sincerity, integrity, and candor in all your actions. Deceptive behavior
will not inspire trust.
2. Competent - Base your actions on reason and moral principles. Do not make decisions
based on childlike emotional desires or feelings.
3. Forward-looking - Set goals and have a vision of the future. The vision must be owned
throughout the organization. Effective leaders envision what they want and how to get it.
They habitually pick priorities stemming from their basic values.
4. Inspiring - Display confidence in all that you do. By showing endurance in mental,
physical, and spiritual stamina, you will inspire others to reach for new heights. Take
charge when necessary.
5. Intelligent - Read, study, and seek challenging assignments.
6. Fair-minded - Show fair treatment to all people. Prejudice is the enemy of justice.
Display empathy by being sensitive to the feelings, values, interests, and well-being of
others.
7. Broad-minded - Seek out diversity.
8. Courageous - Have the perseverance to accomplish a goal, regardless of the seemingly
insurmountable obstacles. Display a confident calmness when under stress.
9. Straightforward - Use sound judgment to make a good decisions at the right time.
10. Imaginative - Make timely and appropriate changes in your thinking, plans, and
methods. Show creativity by thinking of new and better goals, ideas, and solutions to
problems. Be innovative.
Ohio State studies also suggested that there are two basic leader behaviors or styles:
Initiating-structure behavior—the leader clearly defines the leader-subordinate role
expectations, formalizes communications, and sets the working agenda.
Consideration behavior—the leader shows concern for subordinates and attempts to
establish a friendly and supportive climate.
Initial assumption was that the most effective leaders who exhibit high levels of both behaviors.
Subsequent research indicated that:
Employees of supervisors ranked high on initiating structure were high performers, yet
they expressed low levels of satisfaction and higher absenteeism.
Employees of supervisors ranked high on consideration had low- performance ratings,
yet they had high levels of satisfaction and less absenteeism.
Other situational variables make consistent leader behavior predictions difficult. There is
no universal or “one best way” model of leadership.
The Leadership Grid is a method of evaluating leadership styles. The Grid is used to train
managers so that they are simultaneously more concerned for people and for production.
High
1,9 9,9
Concern for people
5,5
1
1,1
9,1
Low 1 2 3 4 5 6 7 8 9
9
Low Concern for production High
1. Improvised Leadership (1,1): exhibits minimal concern for both production and people.
Here production is very Low and people are not satisfied.
3. Country Club Management (1,9): Thoughtful attention to the needs of people for
satisfying relationships leads to a comfortable, friendly organization atmosphere and
work tempo. Here, production is low but people are enjoying using the space.
4. Team Management (9,9): Maximum concern for both people and production. Work
accomplishment is from committed people. Here, production is very high and people are
satisfied and running with good team spirit.
- Assume that appropriate leader behavior varies from one situation to another situation
- Seek to identify how key situational factors interact to determine appropriate leader
behavior
- The model of Robert Tannenbaum and Warren H. Schmidt that underlies research in this field.
- Least-Preferred Coworker Theory, developed by Fred Fiedler, was the first truly
situational theory of leadership.
- This theory suggests that, the appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).
- Assumes a task or relationship focus for leaders
High LPC (Least Preferred Coworkers) leaders are more concerned with
interpersonal relationships
Low LPC leaders are more concerned with task relevant problems
Variables Situation
Or, Relationship-oriented
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