CHAPTER

LEADERSHIP

INTRODUCTION

Theories of Management Authority & Responsibility Leadership Theories Leadership Styles

ROLES IN LEADERSHIP
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Who is a Leader? Quality of a Leader? Job of a Manager? What is management? Who is a Supervisor?

Leader
Someone who can exercise influence over other people

Leadership
An interpersonal influence directed toward the achievement of a goal or goals.

Manager
Aim of the manager is to get things done by delegating powers to other people rather than doing everything himself.

Management
Effective use of capital, plant, materials & labor to achieve defined objectives with maximum efficiency.

Management
Management can be thought as a
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Function (e.g., General Managers) Process (e.g., Manufacturing) Discipline (e.g., Army) Profession (e.g., Recruitment Agencies)

Supervisor
Person giving authority for planning and controlling the work of their group, but they can only further delegate the work assigned to them.

Manager versus Manager

The manager administers

Leader Leader

The leader innovates

Manager relies on control

Manager looks for the bottom line

Leader inspires trust

Leader has his eye on the horizon

Managerial Role of a Supervisor

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Interface between management & workforce Solves problems first hand where it occurs. Relies on knowledge of employment legislations to deal with labor. Facilitates pleasant industrial relationships & negotiations within departments.

THEORIES OF MANAGEMENT The Classical School

Taylor & Fayol Individuals must subordinate to organisaton interests and in reward organization should pay for that. They believed in one best way to o Organize the firm o Do the individual job

They emphasized on the person doing the task not the task itself Main Features of their approach o Controlling central authority o Fair pay & good working conditions o Clear lines of command

Fayols categorization of management tasks o Forecasting & Planning o Organization o Command o Coordination o Control

Forecasting & Planning

Set objectives & evaluate choice of action.

Organization
Divide work into tasks, appoint subordinates for each task & ensure they have necessary skills to carry out that task.

Command
Give instructions to subordinates for carrying out tasks & delegate necessary authority.

Coordination
Ensure all staff are working towards common goals

Control
Set targets, measure & evaluate outcomes, & take remedial actions.

Fayol applied 14 rules of management which are

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

Division of work Authority Discipline Unity of command Unity of direction Subordination to the general interest Remuneration Centralization Scalar chain Order Equity Tenure of personnel Initiative Espirit de corps

Key features of Taylors scientific management approach

I.

II.

III.

Workers should set high targets but should be well rewarded for achieving them. Working methods should be analyzed scientifically including the timing of work. Management should plan & control all the workers efforts leaving little discretion for individual control over working methods.

Criticisms to this approach

I. II.

III.

There is not a single best way for doing a particular job. Employees can often have a considerable insight into a job and can make important suggestions for improvement Many workers can be motivated by other methods than tight control & financial reward.

THE HUMAN RELATIONS SCHOOL

G. Elton Mayo (1880 1949) He conducted a series of experiments at the Hawthorne plant of General Electric in Chicago during the year 1927 1932. He changed physical working conditions to see their effects on the productivity of the workers. Conclusion of the studies Group relations & management workers communication were far more important in determining employee behavior than practices imposed by management. Wage levels were not the dominant factor for most workers.

Results of the Hawthorne study

a)

b)

c)

d)

Employee behavior depends primarily on the social & organizational circumstances. Leadership style, group cohesion, & job satisfaction are major determinants of the outputs of the working group. Employees work better if they are given a wide range of tasks to complete. Standards set internally by a working group influence employee attitude & perspective more than set by management.

Conclusive view of the human relations approach

It recognizes the role of management in determining workplace behavior & it has demonstrated that factors other than pay can motivate workers

Criticism
Overestimates the commitment, motivation & desire to participate in decision making of many employees.

Modern Approaches Behavioralism

This approach is concerned with personal adjustment of the individual within the work organization and the effects of group relationships and leadership styles.

Contingency Approach
Contingency theorists do not ignore the lessons learnt from earlier theorist but adopt to suit particular circumstances.

System Approach
Expresses a managers role as a coordinator of the elements of a system of which people are only one part. Considers organization as a social system, consisting of individuals, who co-operate together within a formal framework, draw resources from their environment & put back into that environment the products they produce or the services the offer.

ENVIRONMENT

ENVIRONMENT

INPUT

PROCESS

OUTPUT

ENVIRONMENT

ENVIRONMENT

Mintzberg recognized ten skills under three main task headings to be carried out by a manager.
Role Tasks

Interpersonal

oFigure head (Symbolic) oLeader oLiasion oMonitor oDisseminator oSpokesperson

Informational
Decisional

Entrepreneur Disturbance handler Resource allocator Negotiator

Authority
Right to give orders

Types of Authority
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Line Authority Staff Authority Functional Authority The Liability of a person to be held accountable.

Responsibility

John French & Berman Raven

They identified five sources of influencing power 1. Reward power (power to reward) 2. Coercive power (power to punish) 3. Expert power (expertise or technical knowhow of a person) 4. Referent power (Based on persons desire to identify & imitate others) 5. Legitimate power (Power derived from being in a position of authority.

John French & Berman Raven

In every position responsibility & authorit should correspond. 1. Responsibility / No authority 2. Authority / No responsibility

Earlier Leadership concepts

Earlier presenters of leadership theories believed that leaders couldnt be made but they were born. In these their physical characteristics (like drive, energy, appearance) and their personality traits (like adaptability, enthusiasm & self confidence) & social traits (cooperation, tactfulness, & courtesy) were seen to judge them as leaders.

Action Centered Approach

This approach says that a leader has to strive for three traits to successfully become a leader. I. Task needs II. Group needs
III.

Individual needs

The Contingent Approach

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Sees effective leadership as being dependable on a number of uncontrollable factors. Advocates that no one single way is there to lead Lead according to the situation Psychologically distant managers Psychologically close managers

Two Types of Leadership advocated by Fiedler

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Psychologically distant managers Maintain distance from subordinates Remain withdrawn & reserved Judge subordinates on performance Most effective leaders follow this method

Psychologically close managers

Dont have formalize relationships Prefer informal contacts More conventional about maintaining good relationships PDMs work best when either the situation is extremely favorable or extremely unfavorable for the manager PCMs work best when the situation is moderately favorable for the manager Fiedler argued that group performance will depend on the matching of favorability of the condition with the style of leadership adopted.

Key Features of Fiedlers Contingency Theory

Relationship between leader & group depends on three factors 1. Relationship between group & leader 2. Extent to which task is defined & structured 3. Power of the leader in relation to the group.

Bennis Approach
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Transactional Leaders Transformational Leader

Bennis five avenues of change

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Dissent & conflict Trust & truth Clique & Cabals External events Culture & paradigm shift

Bennis way of dealing with change

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Participation & involvement Education & communication Facilitation & support Manipulation & cooptation Negotiation & agreement

Heifetz Approach
He argues that ask for change but let the people decide themselves on the how part rather then suggesting answers to new arised questions due to change According to him leaders have two choices o Technical change o Adaptive change

Heifetzs way of dealing with change

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Recognition Adaptive change Keep focused Ensure people who will be effected to buy in Management impoverished (1,1) Country club management (1,9) Task management (9,1) Middle management (5,5) Team management (9,9)

Blake & Mouton Approach

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