Leadership

Definition:
A Leader

is defined as any person who influences individuals and groups within an organization,helps them in establishing goals and guides them toward achievement of those goals,thereby allowing them to be effective .

Tough times produce tough leaders

What lies behind us and What lies before us are tiny matters compared to what lies within us. ---Oliver Wendell Holmes Life is not about holding good cards but playing those you hold well. --------Josh Billings

Leader
Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status quo Do the right thing

Manager
Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right

Leadership Characteristics
Translate direction and mission into reality Align people to the goal Integrity Comfort with uncertainty Flexibility and adaptability Sense of humor

Questions before Leaders

What is the driving force or compulsion ?
What is the behavior setor fixation that arises from the driving force What talk style is used ?

What is the reaction under stress ?

What is the key developmental need ?

Covey (1989): Seven Habits of Highly Effective People

Be

proactive Begin with the end in mind Put first things first Think win-win Seek to understand and then to be understood Synergize Sharpen the saw

Organizational Behavior Management

Leadership

of individuals Values, attitudes, motivation, learning Leadership of groups Group dynamics, teams Leadership of organizations Organization cultures, organization design Leadership of behavioral processes Decision making, communication, power, politics, conflicts, negotiations Leadership of organizational dynamics Organization change, stress, innovations, development

Organizational jig-saw
Cultural Boundaries Hierarchial Boundaries Functional Boundaries

Financial Boundaries Psycological Boundaries

Execution Boundaries Time/dead Line Boundaries

Team/group Boundaries Legal Boundaries

The Different Views of Leadership

Trait definition of leadership Leader Height

Process definition of leadership Leader

Leadership

Intelligence Extroversion Fluency Other traits

Leadership
Interaction

Followers

Followers

Functions of Leader

Building
and maintaining the team

Developing the Individual

Achieving the task

Controlling: Elements of a Control System

A Detector or sensor a device that measures what is actually

happening in the process

An Assessor a device that determines the significance

of what is actually happening by comparing it with some standard or expectation of what should happen

Controlling: Elements of a Control System

An Effector a device that alters behavior if the assessor

indicates the need to do so

A Communications Network devices that transmit information between

the elements

Controlling: Elements of a Control System

Control device 1. Detector

2. Assessor

Comparison with standard

Information what is happening

3. Effector

Behavior alteration, if needed

Entity being controlled

Relationships Among Planning and Control Functions

Strategy Formulation Management Control Task Control

Goals, strategies, policies

Implementation of strategies

Efficient and effective performance of individual tasks

Leadership
Leadership is the ability to influence others
Leadership is active Leadership vs management What are your thoughts?

Functions of Management Vs Leadership

Management

produces Order Leadership produces Change and Consistency and Movement Planning / Budgeting Establishing Direction Establish agendas Create a vision Set time tables Clarify big picture Allocate resources Set strategies Organizing / Staffing Aligning People Provide structure Communicate goals Make job placements Seek commitment Establish rules and Build teams and procedures coalitions

Functions of Management Versus Leadership

Management

Leadership

Controlling / Problem Solving Develop incentives Generate creative solutions Take corrective action

Motivating and Inspiring Inspire and energize Empower subordinates Satisfy unmet needs

Management vs. Leadership

Deciding what needs to be done Planning & budgeting Setting a direction: vision Creating networks of people to accomplish agenda Organizing and staffing Aligning people Ensuring people actually do the job Controlling & problem solving Motivating and inspiring

History of Leadership Theory

Historical
Leaders are born

Historical
Leaders can be trained

Current
Situational Leadership

Leadership = Concern for People & Production

Leaders Match Style to Needs of Others

Leadership skill
HUMAN SKILL -EMPATHY -COMMUNICATION SKILL -TEACHING SKILL -SOCIAL SKILL

CONCEPTUAL SKILL -UNDERSTANDING OF OB -UNDERSTANDING OF COMPETITORS -UNDERSTANDING OF FINANCIAL STATUS TECHNICAL SKILL

PERSONAL SKILL -Intelligence -emotional maturity -personal motivation -integrity

Leadership
Objectives are to consider and investigate: Trait theory of leadership. Behavioral theory of leadership.

Management grid
Contingency approach toward leadership. Path goal theory Contemporary approaches in leadership.

Trait Theories of Leadership

Focus on personal attributes Some Leadership Traits Ambition and Energy Desire to Lead Honesty and Integrity Self-confidence Intelligence Job-Relevant Knowledge

Trait Approach

One of the first systematic attempts to study leadership Traits were studied to determine what made certain people great leaders Great man theories (Gandhi, Lincoln, Napoleon) Belief that people were born with these traits and only the great people possessed them

Trait Approach

Focuses exclusively on the leader Certain set of traits vs. effective leadership Mean of personal development Criticisms: too much traits, situations, too subjective determinations of the most important traits (self-help books), teaching traits is a difficult process

Trait Approach

Specific traits that differentiated leaders from followers Stogdill (1948): no consistent set of traits differentiated leaders from non-leaders across a variety of situations. An individual who was a leader in one situation might not be a leader in another situation. Leadership was re-conceptualized as a relationship between people in a social situation

Major Leadership Traits

Intelligence verbal ability, perceptual ability, reasoning Self-confidence self-esteem, self-assurance, can make a

difference leadership involves influencing others

Determination desire to get the job done initiative, persistence, dominance, drive

Major Leadership Traits

Integrity honesty, trustworthiness organizational trust Sociability pleasant social relationships friendly, outgoing, courteous, tactful,

diplomatic

Lewin trait model

Autocratic Leaders make decisions alone and instruct

subordinates
Democratic Leaders involve subordinates in the decision-making

process
Laissez-Faire Allow subordinates to make decisions on their own

with little guidance or help

Productivity highest w/autocratic when work is routine; but more satisfaction, creativity, and work in absence of leader w/democratic

Behavioral Theories of Leadership

Skills Approach Focus on what leaders do (task vs relationship) Michigan Studies Production Oriented Task Employee Oriented People Ohio State Studies Initiating Structure Mission/Task Consideration Feelings/People Managerial Grid

Skills Approach
Definition: the ability to use ones knowledge and competencies to accomplish a set of goals or objectives Katz: the things, the people, the concepts

Skills Model of Leadership

INDIVIDUAL ATTRIBUTES General Cognitive Abilities COMPETENCIES Problem Solving Skills LEADERSHIP OUTCOMES Effective Problem Solving and Performance

Crystallized Cognitive Abilities Motivation Personality

Social Judgment Skills Knowledge

Career Experiences

Environmental Influences

Skills Model of Leadership

Problem solving skills creative ability to solve new and unusual,

ill-defined organizational problems

Social judgment skills capacity to understand people and social

systems perspective taking, social perceptiveness, behavioral flexibility, social performance

Skills Model of Leadership

Knowledge accumulation of information and the

mental structures used to organize that information semantic innovation

Skills Model of Leadership

General cognitive ability perceptual processing, information

processing, general reasoning skills, creative and divergent thinking capacities and memory skills intelligence, often linked to biology
Crystallized cognitive ability intellectual ability that is learned or

acquired over time

Skills Model of Leadership

Motivation must be willing and motivated to tackle

complex organizational problems must be willing to express dominance must be committed to the social good of the organization
Personality psychological trait theory vs. identity

Skills Model of Leadership

Effective problem solving the originality and the quality of expressed

solutions to problem situations

Performance the duties to which s/he has been assigned

Skills Model of Leadership

Career experiences challenging job assignments, mentoring,

appropriate training, hands-on experience in solving new and unusual problems

Environmental influences the level of skill of subordinates

Initiating Structure Consideration

High
High Consideration Low Initiating Structure
Low Consideration Low Initiating Structure High Consideration High Initiating Structure

Consideration

Low Consideration High Initiating Structure

Low Initiating Structure

High

The Managerial Grid

Country Club High
1,9 management Thoughtful attention to needs of people for 8 satisfying relationships leads to a comfortable, friendly organization 7 atmosphere and work tempo.
9 6

Organi -zation Man

Team Management
9,9 management Work accomplisment is from committed people. Interdependence through a "common stake" in organization purpose leads to relationships of trust and respect.

Concern for people

1,1 management 3 Exertion of minimum effort to get work done is appropriate 2 to sustain organization membership.
1

5,5 management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

9,1 management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
6 7 8 9

Low Low

Concern for production

High

AuthorityObedience

Impoverished

Style Approach

Emphasizes the behavior of leader Two kinds of behavior: task behaviors (help group members to achieve their goals) and relationship behaviors (help subordinates feel comfortable with themselves, with each other, and with the situation) Style studies since late 1940s

Style Approach: The Leadership grid (Blake & Mouton)

High Country Club Management Team Management

Concern for People

Middle-of-the-Road Management

Low Low

Impoverished Management

AuthorityCompliance Management High

Concern for Results

Style Approach: The Leadership grid (Blake & Mouton)

Authority-Compliance people are tools for getting the job done communication is for instructions Country Club Management personal and social needs of followers,

positive climate
Impoverished Management no commitment, apathetic

Style Approach: The Leadership grid (Blake & Mouton)

Middle-of-the-Road Management compromisers, avoid conflicts, emphasize

moderate levels of production

Team Management stimulate participation, acts determined,

makes priorities clear, behaves openminded

Contingency Theories
Linking the situation with leader & follower characteristics Contingency model Situational leadership model Hersey Blanchard Path-Goal theory

The Contingency Model

Leaders style either task or relationship oriented
Style is fixed; situation is not Match leaders to tasks

There are three elements of Fiedlers leaderfollower contingency model.

Leader-member relations

Task structure
Position Power

Fiedlers Least Preferred Co-worker Survey

Leaders style determined by how he or she describes least preferred coworker High LPC leaders describe them in positive terms Low LPC leaders describe them in negitive terms Low LPC perform best when situations very favorable or very unfavorable re: control High LPC perform best when situation moderately favorable

Fiedlers Theory of Leadership Effectiveness

Situation/ Octants

II

III

IV

VI

VII

VIII

Leader Member Relations Task Structure

Good

Good

Good

Good

Poor

Poor

Poor

Poor

High

High

Weak

Weak

High

High

Weak

Weak

Position Power

Strong

Weak

Strong

Weak

Strong

Weak

Strong

Weak

Situation:

Favor

Favor

Favor

Moder

Moder

Moder

Moder

Unfav

Style

Task

Task

Task

Relation

Relation

Relation

Relation

Task

Situational Leadership

Focuses on the follower Assumes leader can and should change style as follower ability and willingness changes Leader style described in terms of task and relationship orientation

Situational Approach

Developed by Hersey & Blanchard 1969 Different situations demand different kinds of leadership Being an effective leader requires that an individual adapt her/his style to the demands of different situations Directive and supportive dimension

Path-goal theory

Situational Leadership, Four Styles

High

Supporting

Coaching

Supportive Behaviour Relationships

Low

Delegating

Directing

Low

Directive Behaviour Task

High

Situational Leadership, Four Styles

Directing communication focused on goal

achievement, careful supervising of instructions

Coaching encouragement and soliciting subordinate

input, leader makes the final decision

Situational Leadership

Supporting brings out the the employees skills

around the task, subordinates control for day-to-day decisions listening, praising, asking for input, giving feedback
Delegating low level of involvement in planning,

control of details, goal clarification leaves the responsibility to subordinates

Leadership Styles
Directive/Telling Style (S1)
Coaching/Selling Style (S2) Participating/Supporting (S3) Delegating (S4)

Development Level of Followers

High D4 D3

Moderate D2

Low D1

Developed

Developing

Development Level of Followers

D1: low competence and high commitment D2: some competence but low commitment D3: moderate to high competence but may lack

commitment
D4: high competence and high commitment

Follower Characteristics
Readiness 1 (R1) unable and unwilling R2: willing but unable R3: able but unwilling R4: able and willing

Houses Path-Goal Theory of Leadership

Subordinates satisfaction and motivation maximized when they perceive the leader is helping them achieve desired goals Leader behaviors: Help subs ID specific ways to achieve

goals Remove obstacles to achieving goals Reward subordinates for accomplishing goals

Houses Leadership Styles

Instrumental (directive) Provide specific guidelines and establish clear rules and

procedures
Supportive Focus on establishing supportive relationships Participative Include subordinates in decision-making Achievement-oriented Set challenging goals and encourage high levels of

performance
As with other contingency models, best style depends

Houses Path-Goal Theory of Leadership

Path
Leader identifies employee needs.

Directive
Appropriate goals are established.

Directive
Leader connects rewards with goal(s)

Supportive behavior
Leader provides assistance on employees path toward goals.

Participative behavior
Employees become satisfied and motivated and accept the leader.

Achievement Effective performance Occurs.

Both employees and organization better reach their goals.

Motivation

Charismatic and Visionary Leadership

Principle characteristics of charismatic and visionary leaders:

The leader demonstrates self-confidence.

The leader has a vision. The leader clearly articulates the vision.

The leader has strong convictions about the vision.

The leaders behavior is out of the ordinary. The leader is perceived as a change agent.

The leader is sensitive to the organizational environment.

Transactional vs Transformational Leadership

Transactional leaders focus more on stability than change Emphasize normal, work-related activities Foster motivation by appealing to followers self-interests Transformational leaders Are change-focused Create a vision of organizational change Motivate followers by activating higher order needs and

appealing to higher ideals and values Encourage sacrifice of self-interest for sake of org

Characteristics of Transactional Leaders

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by Exception (passive): Intervenes only if standards are not met.

Characteristics of Transformational Leaders

Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

Leaders Characteristics
What characteristics do successful leaders share? They are unconventional (1) They are visionaries (2) They may appear ruthless. They avoid conflict (3) They practice absolute control (4) They seem to have no fear (5) They are willing to take risks (6)
Group discussions on pros and cons

Leadership Myths (Bennis)

Leadership is a rare skill Leaders are born not made All leaders are charismatic Leadership exists only at the top of an organization The leader controls, directs, prods, manipulates others

Types of leadership styles

Autocratic or task management leadership Participative or Democratic leadership Laissez-faire or free-rein leadership Democratic leadership

Summary
Leadership is the ability to influence others. Trait theory on leadership focuses on an individuals personal attributes, which suggest a particular leadership style. Behavioral theory considers the interaction of the leader with the follower (task & relationship) Contingency theory adds situational factors

Summary
The Managerial Grid created by Blake and Mouton is an instrument that may be used to evaluate the strength of an individuals concern for people in relationship to the concern for production or task. Using this knowledge, one may implement training to improve on the weaknesses.

Summary
Contingency Theories The theory of leadership effectiveness by Fred Fiedler

studied the interaction of leader style and the leader-follower situation. The situational leadership theory by Ken Blanchard and Paul Hersey focuses on the follower. According to their theory, the leadership style used will be determined by the followers ability and readiness (willingness) to accomplish a task. The leader may use one of four styles: Directive/Telling, Coaching/Selling, Participating/Supporting or Delegating.

Summary
Contemporary Approaches
The attribution theory looks for a cause and effect

relationship as a means to determine the proper leadership style. Charismatic and visionary leadership focuses on the unique characteristics that sets the leader apart from the follower. Transactional leadership provides a foundation of exchange of something of value between the leader and the follower as a means to generate action. Transformational leadership provides a foundation to move the follower beyond expectations.