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PA L A K S H I S A R M A H
SIKKIM UNIVERSITY
LEADERSHIP
Leadership- The ability to influence a group toward
the achievement of a vision or set of goals.
All managers are not leaders nor all leaders are
managers
nonsanctional leadership
THE DIFFERENCES
M AN AG ER
Administers
A copy
Maintains
L E AD ER
Innovates
An original
Develops
Focuses on people
Relies on control
Inspires trust
Short-range view
Long-range perspective
TRAIT THEORIES
Big five factor theory
Openness to experience, conscientiousness & extraversion positively
related
Agreeableness & emotional stability negative relations
Emotional intelligence
Emergence & appearance of leadership; not effective or ineffective leaders.
BEHAVIORAL THEORIES
Ohio State Studies (1945)
Leaders Behaviour Description Questionnaire (LBDQ)
Initiating structure- the extent to which a leader is likely to define &
structure his/her role & those of employees in the search of goal attainment
Consideration- the extent to which a persons job relationships
characterized by mutual trust, respect for employees ideas & regard for
their feelings.
University of Michigan's Survey Research studies
Employee-oriented leader
Production-oriented leader
GLOBE studies
CONTINGENCY
THEORIES
Fiedler identified 3 contingency dimensions1) Leader member relations -the degree of confidence, trust, and respect members have in
their leader
2) Task structure -the degree to which job assignments are procedurized
3) Position power the degree of influence a leader has over power variables
MATURITY LEVEL
UNWILLING
WILLING
UNABLE
M1
M2
ABLE
M3
M4
WILLING
UNABLE
TELLING
SELLING
ABLE
PARTICIPATING
DELEGATING
ENVIRONMENTAL
CONTINGENCY FACTORS
Task structure
Formal authority system
Work group
LEADER
BEHAVIOUR
OUTCOMES
High performance
High satisfaction
Directive
Supportive
Participative
Achievement
oriented
SUBORDINATE
CONTINGENCY FACTORS
Locus of control
Experience
Perceived ability
AI- Autocratic Type I: Decisions are made completely by the leader. Leaders make
the decision on their own with whatever information is available.
AII- Autocratic Type 2: The decision is still made by the leader alone, but the
leader collects information from the followers. Followers play no other rolein the
decision-making process.
CI- Consultative Type 1: The leader seeksinput from select followers individually
based on their relevant knowledge. Followers do not meet each other, and the
leader's decision may or may not reflect followers' influence.
CII- Consultative Type 2: except the leader shares theproblem with relevant
followers as a group and seeks their ideas and suggestions. The followers are
involved in the decision, but the leader still makes the decision.
GII Group-based Type 2:The entire group works through the problem with the
leader. A decision is made by the followers in collaboration with the leader. In a GII
decision, leaders are not at liberty to make a decision on their own.
Is there a quality requirement? Is the nature of the solution critical? Are there technical
or rational grounds for selecting among possible solutions?
Do I have sufficient information to make a high quality decision?
Is the problem structured? Are the alternative courses of action and methods for their
evaluation known?
Is acceptance of the decision by subordinates critical to its implementation?
If I were to make the decision by myself, is it reasonably certain that it would be
accepted by my subordinates?
Do subordinates share the organizational goals to be obtained in solving this problem?
Is conflict among subordinates likely in obtaining the preferred solution?
STUDY OB
STUDY AT
HOME
BUNK CLASS
FOR THE DAY
GO
SHOPPING
GO FOR A
MOVIE
WATCH FAN
LMX CONTD..
The in-group selection process occurs in 3 stagesRole taking- leader has expectations & try out different roles in the
subordinates
Role making- mutual leader-member exchanges establish the subordinates'
role
Role routinization- Leader-member relationships has become stable, smooth
running & automatic