 LEADERSHIP

What is
leadership…….?
 The process of
influencing a
group towards
the achievement
of goals.



Who is leader……….?


 Someone who can influence

others and who has managerial
authority
 or
 A leader is a person who can
influence or motivate others to do
what he wants them to do.



Theories of Leadership

n Early Leadership
Theories
n Contingency Theories

n

Early Leadership
Theories
n Trait Theories
n Behavioral Theories
Early Leadership
Theories
Trait Theories (1920s-1930s)
It consist of the characteristics

that might be used to

differentiate the leaders from
non-leaders

Trait Theories
Six most successful traits are:


üDrive
üDesire to lead
üHonesty & Integrity
üSelf-Confidence
üIntelligence
üJob-relevant knowledge
üExtroversion
 Behavioral Theories
(1940s-1960s)
Leadership theories that identified
behaviors that differentiated
effective leaders from ineffective
leaders
 Four main behavioral studies
üUniversity of Iowa
üOhio State
üUniversity of Michigan
üManagerial Grid
University of Iowa

 Democratic Style:

Involving subordinates,
delegating authority &
encouraging participation


 Autocratic Style:

Dictating work methods,
centralized decision making &
limited participation
 Example: leadership in Army
Laissez-faire style:
Giving group freedom to make

decisions & make complete work

n
University of Iowa
 Research findings:
 Mixed results
–No specific style was
consistently better
for producing better
performance
–Employees were
more satisfied
under a democratic
 Ohio Studies
Consideration:
 Being considerate of followers’
ideas & feelings
Initiating structure:

 leader’s efforts to get things

organized and get things done.
Ohio Studies
 Research findings:
 Mixed results
–High-high leaders
generally, but not
always, achieved
high group task
performance and
satisfaction.
n
 University of Michigan
 Employee-oriented:
 Emphasize interpersonal relations
 Production-oriented:
 Emphasize the technical or task
aspects of the job

University of Michigan
 Research findings:
–Leaders who are
employee oriented
are strongly
associated with
high group
productivity and
high job
satisfaction.
 Managerial Grid
 Appraises leadership styles using
two dimensions


 Concern for People:

 Measured leader’s concern for
subordinates on a scale of 1-9
 (low to high)
Concern for Production:

 Measured leaders’ concern for

getting job done on a scale of 1-9
 (low to high)
 The Managerial Grid
(1,9) (9,9)
9
8
7
Concern for People

6
Im p ove r ish e d M a n a g e m e n t
5
Exert ion (5,5)
of m inim um effort t o
4
get
3
required work done is
2
appropriat e
1
t o sust ain organizat ional
(1,1) m em bership (9,1)

1 2 34 5 6 7 8 9
Concern for Production
 The Managerial Grid
(1,9) (9,9)
9
8
7
Concern for People

6 Ta sk M a n a g e m e n t
5 Efficiency in operat ions result s
(5,5)
4 in
3 t he accom plishm ent of work
2 in
1 Such a way t hat t here is
m inim um
(1,1) (9,1)
Int erfere of hum an elem ent s
1 2 34 5 6 7 8 9
Concern for Production
 The Managerial
Middle Grident
of t he road Managem
Adequat e organizat ional perform ance
(1,9) (9,9)
9Is possible t hrough balancing t he necessit y
8t o get out work wit h
7m aint aining m orale of t he people
Concern for People

6At a sat isfact ory level

5
(5,5)
4
3
2
1

(1,1) (9,1)

1 2 34 5 6 7 8 9
Concern for Production
 The Managerial Grid
Cou n t r y Clu b M anagem ent
(1,9) (9,9)
Thought full at t ent ion t o needs
9
8
of people for sat isfying
7
relat ionship leads t o a
Concern for People

6
com fort able friendly
5
organizat ional at m osphere &
4
work t em po
(5,5)

3
2
1

(1,1) (9,1)

1 2 34 5 6 7 8 9
Concern for Production
 TheTeManagerial
a m M a n a g e m e n Grid
t
Work accom plished is from
(1,9) (9,9)
9
com m it t ed people,
8
Int erdependence t hrough
7
com m on st ake in
Concern for People

6
organizat ional
5
4
purpose leads t o relat
(5,5) ionship

3
of t rust and respect
2
1

(1,1) (9,1)

1 2 34 5 6 7 8 9
Concern for Production
 Contingency Theories

n Leadership as being more flexible

– different leadership styles
used at different times
depending on the circumstance.
n Suggests leadership is not a fixed
series of characteristics that can
be transposed into different
contexts

 Contingency Theories

n Fiedler
n Hersey &
Blanchard’s
situational
theory
n Path-goal
n Leader-
participation
 The Fiedler Model

 Performance of the leader

depends on:
üThe degree to which the
situation gives the leader
control and influence
(favorableness of the
situation).
üThe leader’s basic
motivation to either
The Fiedler Model…
Cont’d
n Least-preferred
co-worker
(LPC)
questionnaire
 An instrument that
purports to
measure whether
a person is task-
or relationship-
oriented.

Fiedler Contingency
Dimensions
n Leader-member relations
n Task structure
n Position power
 Fiedler’s Contingency
Model
Task-motivated
Leader

Moderate-
High-control control Low-control
Situations Situations Situations
Leader-member
relations Good Good
High Low
Poor
Task structure
Poor Low
Strong Weak Low High
Position power Strong Weak Strong
Strong Weak
Ⅳ WeakⅤ Ⅵ Ⅷ
Ⅰ Ⅱ Ⅲ Ⅶ
Relationship-
Motivated
Leader
Hersey &
Blanchard’s
Situational Theory
A cont ingency t heory t hat
focuses on followers’
 readiness.
 Readiness:
 The extent to which followers
have the ability and willingness
to accomplish a specific task
Leadership Styles and
Follower Readiness
(Hersey and Blanchard)
Follower Unwilling Willing
Readiness

Able Supportive
Participative Monitoring

Leadership
Styles
High Task
Directive and
Unable
Relationship
Orientations
Leader-Participation
Model (Vroom and
Yetton)

A leadership
theory that
provides a set of
rules to determine
the form and
amount of
participative
decision making in
different
situations.
 Leadership Styles

n Decide:

Leader makes the decision
alone and either announces or
sells it to group.
n Consult Individually:

Leader presents the problem to
group members individually, gets
their suggestions, and then makes
the decision.
 Leadership Styles

n Consult Group:
 Leader presents the problem to
group members in a meeting, gets
their suggestions, and then makes
the decision
n Delegate:
 Leader permits the group to make
the decision within prescribed limits
n
 Leadership Styles
n Facilitate:
 Leader presents the problem to
the group in a meeting and, acting as
facilitator, defines the problem and
the boundaries within which a
decision must be made.

 Path-Goal Model
 Effective leaders enhance
employee motivation by:
üclarifying perceptions of
work goals.
ülinking rewards to goal
attainment.
üexplaining how goals and
rewards can be
achieved.
Four leadership
behaviors
n Directive
leader
n Supportive
leader
n Participative
leader
n Achievement-
oriented
leader
 Pa t h -Goa l Le a d e r sh ip
M od e l
Employee
Contingencies

Leader Leader
Behaviours Effectiveness

•Directive •Employee
motivation
•Supportive
•Employee
•Participative satisfaction
•Achievement- •Leader
oriented acceptance

Environmental
Contingencies
 Leadership
Skills
Approaches to Leadership

n Transactional Leadership
n Transformational Leadership
n Charismatic Leadership
n Visionary Leadership
 Transactional Leaders

 Leaders who guide or

motivate their followers in the
directions of established goals
by clarifying role and task
requirements.
 Transformational Leaders

 Leaders who provide

individualized consideration,
intellectual stimulation & possess
charisma.
 Charismatic Leaders

 An enthusiastic, self-confident
leader whose personality & actions
influence people to behave in certain
ways.
 Visionary Leadership


 The ability to
create &
articulate a
realistic, credible
& attractive
vision of the
future that
improves upon
the present
situation.
 Team Leadership

Liaison with
Coach external
constituencies

Conflict Manager Team Leader Roles Troubleshooter

 Issues of
Leadership
 Main Issues of Leadership

n Leader & Power

n Change Leadership
n Building Trust
n Leadership Style & Different
Culture
n Sometime Leadership is Irrelevant

 Leader & Power

Managing Power:


n Legitimate
n Coercive
n Reward
n Expert
n Referent
n Legitimate Power
 The power a leader has as a result of
his or her position.
n
n Coercive Power
 The power a leader has because of his
or her ability to punish or control.


n Reward Power
 The power a leader has because of his
or her ability to give positive benefits or
reward.
n
n Expert Power
 Influence that based on expertise,
special skills, or knowledge.
n Referent Power
 power that arises because of a
person’s or personal traits.
 Change Leadership


n The most challenging aspect of business is

leading and managing change
n Modern business must adapt and be
flexible to survive.
n Leaders need to be aware of how change
impacts on workers:
n Series of self-esteem states identified by
Adams.
n

 Change Leadership
Self-esteem 6. Search
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5. Minimisation:
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Testing
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 Building Trust

Trust
The belief in the integrity, character,

and ability of a leader.

 Leadership Styles And
Different Cultures

 National culture affects

leadership style because it
influences how followers will
respond. Leaders can’t just
choose their styles freely.
 Sometimes Leadership Is
Irrelevant
 Leadership may not always be
important! Research indicates
that, in some situations, any
behaviors a leader exhibits are
irrelevant.