PRESENTED BY: Sonali Sukhbir Supriti Sushant Swati Nitin Tripti

Leader is a person who MANAGERS establishes vision, sets Ability to influence employees based on Formal goals, motivates people & obtaing their authority commitment to Do right achieve goals & things realise LEADERS the vision.
Ability to influence others in a group beyond formal authority

Do things right

SUBJECT ESSENCE

MANAGER STABILITY

LEADER CHARGE

FOCUS
SEEKS APPROACH DECISIONS POWER APPEAL TO ENERGY PERVASION LIKES WANTS

MANAGING WORK
OBJECTIVES PLANS DETAILS MAKES FORMAL AUTHORITY HEAD CONTROL TELL ACTING RESULTS

LEADING PEOPLE
VISION SETS DIRECTIONS FACILITATES PERSONAL CHARISMA HEART PASSION SELL STRIVING ACHIEVEMENTS

LEADERSHIP
Process of Influencing (Guiding, Directing & Motivating) a group towards the achievement of outstanding Goals & Outcomes

Koontz & O Donell: It is an art of including subordinates to accomplish their assignments with zeal & confidence. Zeal reflects ardour, earnestness, intensity in execution of work; Confidence reflects experience & technical ability.

Territory management Budgeting Sales Meetings Performance Evaluation Recruiting / Selection Training Record Keeping Time Management

Management Skills

Leadership Skills

Motivation Recognition Coaching Rewarding Counselling Creating

People Verbal & Non-Verbal Skills Communication Skills

EARLY LEADERSHIP THEORIES

TRAIT THEORIES

BEHAVIORAL THEORIES

TRAIT THEORIES
LEADER TRAITS
PHYSICAL STATURE APPEARANCE SOCIAL CLASS EMOTIONAL STABILITY FLUENCY OF SPEECH SOCIABILITY

LEADER TRAITS
Intelligence

Human Realations Attitude

TRAITS BY KEITH DAVIS

Social Maturity & Breath

Inner Motivation & Achievement Drives

LEADERSHIP TRAITS
DRIVE DESIRE TO LEAD HONESTY & INTEGRITY EXTRAVERSION RELEVANT KNOWLEDGE SELF CONFIDENCE

INTELLIGENCE

BEHAVIORAL THEORIES OF LEADERSHIP

BEHAVIORAL THEORIES
MANAGERIAL GRID UNIVERSITY OF IOWA STUDIES

THE OHIO STATE STUDIES

UNIVERSITY OF MICHIGAN STUDIES

UNIVERSITY OF IOWA

SUMMARY OF BEHAVIORAL THEORIES

Consideration:being considerate of followers ideas and feelings. Initiating Structure:structuring work and work relationships to meet goals

Democratic style: involving subordinates,delegating authority,and encouraging participation. Autocratic style: dictating work methods,centralised decision making and limiting participation. Laissez-Faire Style:giving group freedom to make group decision and complete work

Democratic style of leadership was most effective.

OHIO STATE

High-high leader(high in consideration and high in initiating structure)achieved high subordinate performance and satisfaction but not in all situation.

University of Michigan

Employee Oriented:emphasized interpersonal relationships and taking care of employee needs. Production Oriented:emphasized technical or task aspect of job. Concern for people:measured leaders concern for subordinates on a scale of 19(low to high). Concern for Production:measured leaders concern for getting a job done on a scale of 1 to 9(low to high)

Employee oriented leaders were associated with high group productivity and higher job satisfaction. Leaders performed best with a 9.9 style(high concern for production and high concern for people)

Managerial Grid

Fiedler's Contingency Theory of Leadership

Leader Effectiveness = f (leader style, situation favorability) Group performance is a result of interaction of two factors. Leadership style Situational favorableness

Leadership Style
Leadership Style
According to fiedler , an individual's leadership style depends upon his or her personality and is, thus, fixed irrespective of the situation There is consistent system of interactions that takes place between a leader and work group.

Least Preferred Coworker (LPC)

The least-preferred coworker (LPC), a questionnaire classifies leadership styles.

Describe the one person with whom he or she worked the least well with. From a scale of 1 through 8, describe this person on a series of bipolar scales:
18 pairs of contrasting adjectives

Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open

Leadership Styles
Relationship oriented: A high LPC score => 67 suggests that the leader has a human relations orientation Task oriented: A low LPC score =< 57 indicates a task orientation. Fiedler's logic: Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably get satisfaction out of successful task performance

Situation Favorability
Situation Favorability

The degree a situation enables a leader to exert influence over a group

The focus is on three key situational factors :-

Leader-member relations- The degree of confidence, trust & respect

Task structure- The degree to which job assignments were formalized & procedurized Position power- Activities such as hiring, firing, promotion & salary increase

When to Use Which Style??

Contingency Model

Leader-Member Relations
Task

Good High Strong Weak Low Strong Weak High Strong Weak

Poor Low Strong Weak

Structure

Position Power Preferred Leadership Style

HIGHLY FAVOURABLE

MODERATE

HIGHLY UNFAVOUR ABLE

Task-oriented leaders perform better in both favorable & unfavorable situations Relation-oriented leaders perform better in moderate situations

Contingency Theory: Weaknesses

Black box: Why? There is some doubt whether the LPC is a true measure of leadership style

It is cumbersome to use
Doesn't explain what to do when there is a mismatch between style and situation

Other situational variables, like training and experience, have an impact in a leader's effectiveness

Paul Hersey

&

Ken Blanchard

It is a Contingency theory that focuses on followers readiness. Here, the followers accept or reject the Leader. Effectiveness depends upon the activities of followers of the leader, regardless of what leader does by himself.

2 Leadership dimenships

Task

Relationship

High task low relationship :

Leader defines roles & tells ppl what, how, when &

where to do various tasks.

High task High relationship :

Leader provides both directive & supportive

behavior.

Low task High relationship

Leader & follower share in Decision making. Main role for a leader is to Facilitate &

Communicate.

Low risk Low relationship

Leader gives little or limited direction/ support.

R1 Unable & Unwilling to take responsibility for anything.

Neither competant nor

confident.

R2 Unable & Willing

To do necessary job tasks. Motivated but currently lack appropriate skills.

R3 Able but Unwilling to do what the leader wants.

R4 Able & Willing to do what is asked of them.

Developed by Victor Vroom & Philip Yetton. It related leadership behavior & participation to Decision making. A normative model, as it provided a Sequential set of rules/ norms that a leader followed in determining the form & amount of participation.

Reflects How & With whom decisions are made. Uses variations of same 5 leadership styles identified in the Original Model. Also expands upon decision-making contingencies leaders look at in determining what leadership style would be More Effective.

Decide Leader makes decision alone & announces / or sells it to group. Consult individually Problem is presented to grp members individually, their suggestions are taken, and decision is made by leader. Consult group Leader presents the problem to group members in a meeting & gets their suggestions & makes a decision.

Facilitate Leader presents problem to the group in a meeting & acting as a facilitator, defines problem & the boundaries within which a decision must be made.
Delegate Leader permits the group to make the decision within prescribed limits.

PATH-GOAL MODEL
Path Goal Model approach is to understand the leadership which states following things:

The leaders job to assist his or her followers in attaining their goals. To provide direction or support needed to ensure that their goals are compatible. The leader clarifies the part to the subordinates under which they have to work. Increasing the reward along the route. Occasional encouragement is also been given.

This model is developed by Robert House.

PATH GOAL THEORY

Environmental Contingency Factors Task structure Formal authority Work groups Leader behavior Directive Supportive Participative Achievement oriented
Outcomes

Subordinate contingency factors Locus of control Experience Performance Satisfaction Perceived ability

LEADERSHIP BEHAVIOURS
1. 2. 3.

4.

DIRECTIVE LEADER SUPPORTIVE LEADER PARTICIPATIVE LEADER ACHIEVEMENT-ORIENTED LEADER

LEADERSHIP BEHAVIOURS
1.

DIRECTIVE LEADER Let the subordinates know whats expected of them, schedules work to be done, & gives specific guidelines on how to accomplish tasks. SUPPORTATIVE LEADER Is friendly and show concern for the needs of followers. This approach is best when the work is stressful, boring or hazardous.

2.

Contd
3.

PARTICIPATIVE LEADER Leaders consults with the group members and uses their suggestions before making the decision. This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it. ACHIEVEMENT-ORIENTED LEADER Set challenging goals and expects followers to perform at their highest level. This approach is best when the task is complex.

4.

PREDICTIONS OF PATH GOAL THEORY

Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. Supportive leadership results in high employee performance and satisfaction will increase. Subordinates with internal & external locus of control are more satisfied with participative & directive style leaders respectively. Achievement-oriented leadership will increase subordinates expectations that effort will lead to high performance.

CUTTING-EDGE APPROACHES TO LEADERSHIP

Three contemporary approaches to leadership are:

1. 2. 3.

Transformational-Transactional leadership Charismatic-Visionary Leadership Team leadership

What are TransformationalTransactional leaders

Transactional - leaders who guide or motivate their

followers in the direction of established goals by clarifying role and task requirements.

Transformational -leaders who inspire followers to

transcend their own self-interests for the good of the organization capable of having profound effect on followers pay attention to concerns and developmental needs of individual followers. excite and inspire followers to put forth extra effort built on top of transactional leadership.

Transformational leadership is not a substitute of transactional leadership. It is an enhancement.

Transactional Leadership

Transformational Leadership
Builds on mans need for meaning

Builds on mans need to get a job done & make a living Is preoccupied with power & position Is short term & hard data oriented Follows & fulfills role expectations by striving to work effectively within current system

Is preoccupied with purposes &values Long-term oriented

Designs and redesigns jobs to make them meaningful and challenging

Transformational-Transactional Leadership

Let me see how many of you can identify the following personalities

Who is a Charismatic Leader?

An enthusiastic, self Confident leader whose strong personality and actions influence people to behave in certain ways. Often visionary. Will often take risks to achieve vision, and exhibit behavior that is out of the ordinary.

Who is a Visionary Leader?

Someone who can create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation

Charismatic-Visionary Leadership
A charismatic leader is an enthusiastic, selfconfident leader whose personality & actions influence people to behave in certain ways. 5 common traits of such leaders are: They have a vision They are able to articulate that vision They are willing to take risks to achieve that vision They are sensitive to both environmental constraints and follower needs They exhibit behaviour that are out of ordinary

Example of charismatic leaders include:,,,

Jeff Bezos

Steve Jobs

Larry Ellison

Visionary Leadership goes beyond Charisma given its ability to create and articulate a realistic, credible and attractive vision of the future that improves upon the present situation. They have three qualities that are related to effectiveness in their visionary roles: ability to explain the vision to others ability to express the vision not just verbally but through behavior. Example: Michael Dell

Team Leadership

This is what happens without proper Leadership Training!!!!!!!!!!!!!!

Leadership Skills

Patience to Share Information Able to trust others Give up authority Act of Balancing

Coach

Team Leader Roles

Conflict Manager

Troubleshooter

Liaison with External Constituencies

Becoming an effective team leader

Leader training Sometimes leadership may be irrelevant

a story..

QUESTIONS
Q1. What is leadership and explain the early leadership theories? Q2. Short notes: a) Explain the path goal model? b) What do you mean by team leadership and how to become an effective leader?

CONTD..
Q3. Multiple Choice Questions a) Ability to influence people for reasons beyond formal authority is the key task of: Managers Leaders b) Command & control are two things which a leader needs to do. True False

CONTD..
c) Explicit formalized goals, rigid rules & procedures can substitute for formal leadership. True False d) Subordinates with an internal locus of control will be less satisfied with a participative style. True False

THANK YOU