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TWELVE
Leadership
Basic Approaches to Leadership What is leadership? Features, importance Managers vs. leaders Leadership styles
Definition
Leadership is a process whereby an individual influences a group of individuals to achieve a common goal
Is a process & property. As a process, it is the use of non coercive influence to direct & coordinate the activities of the members of an organized group towards the accomplishment of group objective . As a property , leadership is a set of characteristics attributed to those who are perceived to successfully employ such influence.
2007 Prentice Hall Inc. All rights reserved.
Features 1. Group phenomenon(interaction between 2 parties) 2. Refers to the ability of one individual to influence others 3. Behavior is changed thru non - coercive actions 4. Change of behavior is caused with an objective of achieving common goal
5. Person influencing the others possess a set of qualities or characteristics which he uses to influence others
2007 Prentice Hall Inc. All rights reserved.
Leadership
(Interaction)
Leadership
Followers
Followers
Managers are people who do things right, while leaders are people who do the right thing. Warren Bennis
2007 Prentice Hall Inc. All rights reserved.
What Is Leadership?
Leadership
Other differences : Leaders have followers , managers do not have Leaders have emotional appeal Leader fulfill the followers need Management is doing things right , leadership is doing right things . Management's efficiency lies in climbing the ladder of success , leadership determines whether it is leaning towards the right wall
In real life and in Organizations there may not be distinct leaders , and mangers . They will be acting both as managers & leaders
1.
2. 3. 4.
Importance of leadership: A leader not only commits his followers to organizational goals, but also pools necessary recourses , guides & motivates subordinates to reach the goal Transforms potential into reality The leader evaluates , inspire & motivates his followers to higher things in life Poor performing organization does not attract best leaders Not all the leaders have same abilities & experience Environmental & organizational factors can override the effect of a leader Organization continues to flourish even after the change of leadership
2007 Prentice Hall Inc. All rights reserved.
Informal leadership When a person without any formal authority is influencing or directs the behavior of others . Are not formally appointed / elected , he becomes a leader thru his actions or personal attractions
Leadership styles & implication Is a typical approach a particular person uses to lead people . The behavior the leader exhibit during the supervision of the subordinates is called leadership style
2.
4 Styles
1. Styles based on authority retained Authoritarian
Participative
Free reign 2 3. 4. Styles based on task vs people emphasis Styles based on Assumptions about people Entrepreneurial leadership style
Forces: Good leader adopts 3 different styles depending on what forces are involved between the leader, follower & situation Authoritarian style: When an employee who is just learning the job. The leader is competent & good coach . Employee is motivated to learn new skill Participative style :
With a team of workers who know their job well . The leader knows all the problems But does not have all the information . The employee know the job and want to a part of the team
Delegative style : With a worker know more about the job than you . You cannot do everything. The employee needs to have the ownership of the job
2007 Prentice Hall Inc. All rights reserved.
Leader
Employees
Autocratic Participative
Free reign
High
Supporting style
People emphasis
Participative style
Autocratic Style
Task emphasis
High
Theory X
Autocratic (close supervision, tight control over subordinates)
&
Theory Y
Participative ( trust subordinates, allow to participate in decision making
The most effective leaders make no demands, they just define and communicate the course, provide resources, and get in front of the team.
2007 Prentice Hall Inc. All rights reserved.
1. Get your technical and emotional skill base set (formal/informal). 2. Seek challenges to grow and expand your emotional and rational capabilities. 3. Find a mentor (formal or informal) to guide your development. Can have more than one all through your career. 4. Take acceptable risks. 5. Adopt a leadership style you are comfortable with and that fits your personality. 6. Be accountable. 7. Have courage in the face of adversity or controversy. 8. Admit mistakes. 9. Communicate frequently. Up and down. 10. Be approachable but resolute.
2007 Prentice Hall Inc. All rights reserved.
Perspectives of leadership
Perspectives of leadership speaks about the different factors which influences leadership behavior & effectiveness. Based on these perspectives certain theories have been developed which are very important in understanding how a leaders behavior affects the organization
Perspectives of Leadership
Competency Perspective
Behaviour Perspective
Romance Perspective
Leadership Perspectives
Transformational Perspective
Contingency Perspective
Trait Theories
Limitations:
No finality of the list of personality traits How much of which trait a successful leader should have is not clear Theory assumes that leader is born & not trained is not acceptable to contemporary thinkers
Unclear evidence of the cause and effect of relationship of leadership and traits.
2007 Prentice Hall Inc. All rights reserved.
Behavioral perspectives/theories
Ohio state university studies (initiating structure , consideration) Michigan university studies (task oriented behavior, employee oriented behavior) Managerial grid theory
Contingency Theory
Fiedler assumes that the individuals leadership style is fixed ie if the situation require a task oriented behavior & the person in that leadership position is people oriented either the situation is to be changed or the leader has to be replaced
2007 Prentice Hall Inc. All rights reserved.
Contingency Theory
1. 2. 3. 3 situational factors : Leader - member relations Task structure Position power
If the situation is highly favorable or unfavorable for him tough, task oriented behavior can be exhibited If the situation is moderately favorable or unfavorable lenient people oriented behavior can be exhibited
Transformational leaders
Leading -- changing the organization to fit the environment Develop, communicate, enact a vision
Transactional leaders
Managing -- linking job performance to rewards Ensure employees have necessary resources
Courtesy of AES Corp.
Contingent Reward:
Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments
Idealized Influence:
Provides vision and sense of mission, instills pride, gains respect and trust
Inspiration:
Communicates high expectations, uses symbols to focus efforts, expresses important issues simply
Management by Exception:
Active: Watches and searches for deviations from rules and standards, takes corrective action Passive: Intervenes only if standards are not met
Intellectual Stimulation:
Promotes intelligence, rationality, and problem solving
Tranformational leadership
Are change agents who direct & energies the employees to a new set of organizational behaviors & values Agents of change --- leading , changing organizations strategies & culture so that they have a better fit with the environment Develop a vision for the work unit or organization, inspire & collectively bound the employees to the vision Change the team or organization by creating, communicating , modeling a vision or inspiring the employees to strive for the vision
2007 Prentice Hall Inc. All rights reserved.
Importance
Both are required for a firm Transactional leadership improve organizational efficiency Important in organization which has significant alignment with the external environment Transformational leadership steer the org to a better course of action Or stagnate without transformational leadership
Building Commitment
Creating a Vision
Transformational Leadership
Modeling the Vision Communicating the Vision
not only talk about the vision but also enact it Alter mundane activities, meeting agendas, Office locations, executive schedules so that they remain consistent with their vision & values Greater the consistency between the leaders words & deeds , the more the employees believe & follow the leader
Transforming vision into reality requires employees commitment Leader build commitment in several ways Stories & symbols Leader demonstrate a can do attitude by enacting vision & staying on course Leaders persistence & consistency reflect an image of honesty, trust & integrity
Attributing Leadership
Attributing leadership
Attribution error tendency to over estimate the influence of internal factors & under estimate the influence of external factors Causes the employees to believe that organizations success / events are due to motivation & ability of the leader than to environmental contingency Leaders are given the credit or blame for companys success or failure because employees do not readily see the external forces that influence those events Leaders reinforce this belief by taking credit for organizations success
2007 Prentice Hall Inc. All rights reserved.
Stereotyping leadership
People rely on stereotypes to determine whether their boss is an effective leader Preconceived notion about the features & behaviors of effective leaders Leaders success may not be known for months or years If the person fit the model, employee's are more confident that leaders are effective