Leadership Leadership is the ability to influence others

Leadership “Leadership is the ability to influence others to do what you want them to do. ” - Definition

What Is Leadership? Ø Leadership – The ability to influence a group toward the achievement of goals Ø Management – Use of authority inherent in designated formal rank to obtain compliance from organizational members Ø Both are necessary for organizational success

Difference between a manager and a leader: Ø A manager administers, but a leader innovates Ø A manager maintains, while a leader develops Ø A manager focuses on systems and structures, whereas a leader’s focus is on people Ø A manager relies on control, but a leader inspires trust Ø A manager keeps an eye on the bottom line, while a leader has an eye on the horizon Ø A manager does things right, a leader does the right thing.

Difference Between Leaders and Managers Leaders Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status quo Do the right things Managers Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right

Four Key Leader Behaviours

Trait Theories of Leadership Ø Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders Ø Not very useful until matched with the Big Five Personality Framework Ø Leadership Traits – – Extroversion Conscientiousness Openness Emotional Intelligence (Qualified) Ø Traits can predict leadership, but they are better at predicting leader emergence than effectiveness.

CHARISMATIC LEADERSHIP Ø Charismatic leaders are said to exert especially powerful effects on the followers by virtue of the attributions followers make about them. Such individuals have high amount of self-confidence, present articulated vision, behave in extraordinary ways , are recognized as change agents , are sensitive to the environmental constraints they face. Ø These leaders have extraordinary success in generating profound changes in their followers.

Behavioural Components of Charismatic and Non- Charismatic Leaders Non-charismatic Leader Charismatic Leader Relation to Status Quo Essentially agrees with status quo Future Goal discrepant Likableness Goal not too discrepant from status quo Shared perspective makes him/her likable Trustworthiness Disinterested advocacy in persuasion Essentially opposed to status quo and strives to maintain it strives to change it Idealised vision which is highly from status quo Shared perspective and idealized vision makes him/her a likable and honourable hero worthy of identification and imitation Disinterested advocacy by incurring great attempts personal risk and cost Expertise Expert in using available means to achieve goals within the framework of the existing order Conventional, conforming to existing Behaviour Environmental Sensitivity Articulation Power Base hero) Leader-Follower changes Expert in using unconventional means to transcend the existing order Low need for environmental sensitivity to maintain status quo Weak articulation of goals and motivation to lead Position power and personal power (based on reward, expertise and Unconventional or counter normative norms High need for environmental sensitivity for changing the status quo Strong articulation of future vision and motivation to lead Personal power (based on expertise, respect and admiration for a unique liking for a friend who is a similar other) Egalitarian, consensus seeking, or directive. Nudges or orders people to Elitist, entrepreneur and exemplary. Transforms people to the radical share his/her views advocated

Successful Traits of Leaders (i) (iii) (iv) (vi) (viii) (ix) (x) A strong desire for accomplishment Persistent pursuit of goals Creativity and intelligence used to solve problems Initiative applied to social situations Self-assumed personality Willingness to accept behavioural consequences Low susceptibility to interpersonal stress High tolerance of ambiguity Ability to influence other people Ability to structure social interactions

Behavioral Theories of Leadership Ø Theories proposing that specific behaviors differentiate leaders from nonleaders Ø Differences between theories of leadership: – Trait theory: leadership is inherent, so we must identify the leader based on his or her traits – Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders

Important Behavioral Studies Ø Ohio State University – Found two key dimensions of leader behavior: • Initiating structure – the defining and structuring of roles • Consideration – job relationships that reflect trust and respect • Both are important Ø University of Michigan – Also found two key dimensions of leader behavior: • Employee-oriented – emphasizes interpersonal relationships and is the most powerful dimension • Production-oriented – emphasizes the technical aspects of the job – The dimensions of the two studies are very similar

Blake and Mouton’s Managerial Grid® Ø Draws on both studies to assess leadership style – “Concern for People” is Consideration and Employee-Orientation – “Concern for Production” is Initiating Structure and Production-Orientation Ø Style is determined by position on the graph

Contingency Theories Ø While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists Ø Contingency Theory deals with this additional aspect of leadership effectiveness studies Ø Three key theories: – Fielder’s Model – Hersey and Blanchard’s Situational Leadership Theory

SITUATIONAL THEORY The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. It involves two factors: (a) Leaders Style (b) Situational Factors

Fiedler Model Ø Effective group performance depends on the proper match between leadership style and the situation – Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed Ø Considers Three Situational Factors: – Leader-member relations: degree of confidence and trust in the leader – Task structure: degree of structure in the jobs – Position power: leader’s ability to hire, fire, and reward Ø For effective leadership: must change to a leader who fits the situation or change the situational variables to fit the current leader

Assessment of Fiedler’s Model Ø Positives: – Considerable evidence supports the model, especially if the original eight situations are grouped into three Ø Problems: – The logic behind the LPC scale is not well understood – LPC scores are not stable – Contingency variables are complex and hard to determine

Hersey & Blanchard’s Situational Leadership Ø A model that focuses on follower “readiness” – Followers can accept or reject the leader – Effectiveness depends on the followers’ response to the leader’s actions – “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task Ø A paternal model: – As the child matures, the adult releases more and more control over the situation – As the workers become more ready, the leader becomes more laissez-faire

Ø Situational leadership model incorporates consideration and initiating structure and extends these two dimensions of leadership to form four styles : Ø 1. Tell Ø 2. Sell Ø 3. Participate Ø 4. Delegate

Ø Telling style: provides clean and specific instructions. that is , the leader tells the subordinates what to do and how to perform various tasks. Works best when followers are unable and unwilling Ø Selling style: works best when followers unable and willing, in selling style the leader needs to display high task orientation to compensate for the follower’s lack of ability and high relationship orientation to get the follower’s to “buy into” the leader’s style. Ø Participative style: works best when the followers are able and unwilling. Ø Delegating style: works best when the followers are able and willing.

The Situational Theory of Leadership

The Path-goal Theory of Leadership

Leader Behaviour Dimensions in Path-Goal Theory Leader Directiveness Letting subordinates know what’s expected. Providing specific guidance as to what should be done and how. Making leader’s part in the group understood. Scheduling work to be done. Maintaining definite standards of performance. Leader Supportiveness Showing concern for status and well-being of subordinates. Doing little things to make the work more pleasant. Treating members as equals. Being friendly and approachable. Leader Participativeness Consulting with subordinates. Soliciting subordinate suggestions. Taking these suggestions seriously. Maintaining definite standards of performance. Leader Achievement-orientedness Setting challenging goals. Expecting subordinates to perform at their peak levels. Showing a high degree of confidence in subordinates. Constantly emphasising excellence in performance.

Example of Applying Path-Goal Theory

Leadership Theories