Leadership

Dr. Bijaya Ku. Sundaray RCM, BBSR.

What Is Leadership ?
Leadership

The ability to influence a group toward the achievement of goals.

Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.

Nature of Leadership
The ability to influence people toward the attainment of organizational goals. Leadership is reciprocal, occurring among people. Leadership is a people activity, distinct from administrative paper shuffling or problemsolving activities. Leadership is dynamic and involves the use of power.

Leadership versus Management

Management
Promotes stability, order and problem solving within existing organizational structure and systems
Magement

Leadership
Promotes vision, creativity, and change

Takes care of where you are

Takes you to a new place

Managers Versus Leaders

Not all leaders are managers, nor are all managers leaders Managers
Persons whose influence on others is limited to the appointed managerial authority of their positions

Leaders
Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons formal (position) authority alone

Leaders vs. Managers

LEADERS:

MANAGERS:

innovate focus on people inspire trust have a long-range view ask what and why have eyes on horizon originate challenge status quo do the right thing

administrate focus on systems and structures rely on control have a short-range view ask how and when have eyes on bottom line initiate accept status quo do things right

Leadership Patterns or Styles

Autocratic style of leadership A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. Democratic style of leadership A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees.
A

democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.
A

democratic-participative leader often allows employees to have a say in whats decided.

Laissez-faire or Free-rein style of leadership

A leader who gives employees complete freedom to make decisions and to decide on work methods

Conclusions about leadership styles

The laissez-faire leadership style is ineffective.
Quantity of work is equal under authoritarian and democratic leadership styles Quality of work and satisfaction is higher under democratic leadership.

Trait Theories
Traits Theories of Leadership
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders Leadership Traits: Ambition and energy The desire to lead Honest and integrity Self-confidence Intelligence High self-monitoring Job-relevant knowledge

Trait Theories
Limitations:
No universal traits found that predict leadership in all situations. Traits predict behavior better in weak than strong situations. Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders.
Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.

Ohio State Studies

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration

The extent to which a leader is likely have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

University of Michigan Studies

Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

Production-Oriented Leader One who emphasizes technical or task aspects of the job.

Country club

Team management

The Managerial Grid

(Blake and Mouton

Organization man management

Impoverished management

Authority obedience

Contingency Theories of Leadership

Propose that appropriate leader behavior depends on certain factors, especially the situation and the followers.

Fiedlers Contingency Theory

The theory that effective group performance depends on the proper match between the leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
Uses Least-preferred co-worker (LPC) questionnaire, to measure the leaders task or relationship orientation.

Identified three situational criteria

leader member relations task structure position power
that could be manipulated match an inflexible leadership style.

The Findings of the Fiedler Model

Path-Goal Theory
The theory that it is the leaders job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

The Path-Goal Theory

Hersey and Blanchards Situational Theory

Suggests that effective leaders adjust their behavior to the readiness of followersthe extent to which followers demonstrate ability and willingness to accomplish a specific task.

Links leaders behavioral style with subordinates task readiness

Links leaders behavioral style with subordinates task readiness

Follower Characteristics Appropriate Leader Style

Low Readiness Level Moderate Readiness Level

Telling Selling

High Readiness Level

Very High Readiness Level

Participating
Delegating

Hersey and Blanchard Situational Leadership Theory

High

High

Task Behavior
Able and willing Able and unwilling Unable and willing Unable and unwilling

High

Follower Readiness

Low

Charismatic leadership theory

Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
Charisma leadership appears to be most appropriate when the followers task has a ideological component or when the environment involves a high degree of stress and uncertainty.

Charismatic Leaders
The

ability to inspire

Motivate Tend

people to do more than they would normally do to be less predictable

Create
May

an atmosphere of change

be obsessed by visionary ideas

Transactional Leaders versus Transformational Leaders

Transactional leaders
Leaders who guide or motivate their followers toward established goals by clarifying role and task requirements.

Transformational leaders
Leaders who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers.

Transactional versus Transformational Leadership Behaviors

Transactional Leadership Behaviors
Leadership actions that focus on accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.

Transformational Leadership Behaviors

Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organizations mission, objectives, and strategies.

Transactional Leaders
Clarify

the role and task requirements of subordinates

Initiate

structure
appropriate rewards

Provide

Display
Meet

consideration for subordinates

the social needs of subordinates

Transformational
Similar

Leader

to charismatic leaders

Distinguished

by their special ability to bring about innovation and change by

Recognizing

followers needs and

concerns
Helping

them look at old problems in new

ways
Encouraging

them to question the status

quo

Johari Window
Unknown to Others Known to Others Open Window

Hidden Spot

Known to Self

Unknown Window

Blind Spot

Unknown to Self