contemporary leadership styles & issues

8/4/2019 Contemporary Leadership Styles & Issues

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Presented By:-

Harbir Singh Banga(302)Harsh Gupta(308)Prateek Mehta (314)

Karan Paleja (111)Nehal Khosla (117)

Neerav Sundriyal (124)


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Leader and their qualitiesLeadership theoriesLeadership StylesLeadership Issues


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A leader is one who Inspires a follower

Accomplishes work Develops the follower Shows how to do the job Assumes obligations and

Overcome various obstacles in attaining thegoal


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Leadership is lifting a persons performance toa higher standard, the building of a personalitybeyond his normal limitations

Leadership is the process of influencing thebehavior of others towards the accomplishmentof goals in a given situation.

The process by which a person motivates and

guides the group towards a visualized goal


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Motivating capacityCourage Initiative nessSource of KnowledgeResponsibility Integrity


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Ability to communicateLoyaltyJudgementSelflessnessProblem solving capacityOpenness to changeDistant vision and close focusBalance


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Transactional leadership involves motivating & directingfollowers mainly through contingent reward-basedpractices.

It focuses on a carrot (or stick) approach, set performanceexpectations & goals, & provide feedback to followers

Three main components are viewed as promptingfollowers to achieve their performance goals:

Contingent rewards

Achieve management be exception Passive management by exception


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Transactional leadership is not bad, but not sufficient indeveloping maximum leadership potential.

One leadership expert describes it accurately:

without the transactional base, expectations are oftenunclear, direction is ill-defined, & the goals you are workingtowards are too ambiguous. Transactions clearly in placeform the base for more mature interactions


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Charismatic leadership involves motivating & directingfollowers mainly by developing in them a strong emotionalcommitment to a vision & set of shared values.

charismatic- enthusiastic, self-confident leader whosepersonality and actions influence people can articulate a vision for which s/he is willing to take risks

sensitive to environmental constraints and follower needs

exhibit behaviors that are out of the ordinary charismatic leadership correlated with high job performance and

satisfaction among followers

individuals can be trained to exhibit charismatic behaviors


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By showing great passion & devotion to the vision & values, such leadersinfluence followers by appealing to their emotions at a deep level.

Charismatic leaders have five attributes that differentiate them from non-charismatic leaders:

Self-confidence

Strong conviction in that vision

Extraordinary behavior

Image as a change agent

Followers of charismatic leaders tend to be more self-assured,experienced, found more meaning in their work, reported more supportfrom their leaders, worked long hours, had higher performance ratings.


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visionary- ability to create and articulate a realistic, credible, and attractive visionthat improves the present situation

presents a clear and compelling imagery that inspires

enthusiasm to pursue the organizations goals

people must believe that the vision is attainable

visionary leader has the ability to:

explain the vision to others

express the vision verbally and behaviorally

apply the vision to different leadership contexts


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Emphasizes SharedVision & Values

Promotes SharedIdentity

Exhibits DesiredBehaviors

ReflectsStrengths

Broad ModelCharismaticLeadership

ExtraordinaryPersonal Qualities

Crisis or DesperateSituation

Radical Vision

Followers belief inLeaders Power

RestrictedModel

CharismaticLeadership

Leader Success


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Transformational- inspire followers to transcend theirown self-interests for the good of the organization

capable of having profound effect on followers

pay attention to concerns of followers

change followers awareness of issues

excite and inspire followers to put forth extra effort

built on top of transactional leadership

good evidence of superiority of this type of leadership


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Team Leadershiprole of team leader different from the traditional leadership role

requires skills such as:

patience to share informationability to trust others and give up authority

understanding when to intervene

team leaders job focuses on:

managing the teams external boundary

facilitating the team process


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team leaders serve as:

liaisons with external constituencies- clarify others expectations of theteam, gather information from the outside, and secure needed resources

troubleshooters- ask penetrating questions, help team talk throughproblems, and gather needed resources

conflict managers- identify source of conflict, who is involved, and findresolution options

coaches- clarify role expectations, teach, offer support, and whatever elseis necessary to keep performance levels high


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Coach

TroubleshooterConflict

manager

TeamLeadership

Roles

Liaison withexternal

constituencies


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Laissez-Faire Directive Participative Delegative Supportive Achievement Oriented

Inspirational External Combined


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What are the ideal conditions for a leadershipstyle to be used? Depends on the following: Leadership characteristics (traits, skills, behaviors and

leader perception of followers)

Task characteristics (role, task and organizational clarityand complexity)

Subordinate characteristics (follower traits and skills, taskcommitment, follower perceptions of leader)

Organizational characteristics (power relationships,

organizational design, external connectedness, andenvironmental uncertainty)

Other (ethics, gender, other)


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Strategies are the strength, quality orsuccess of a particular behavior or style: Leader expertise in executing a particular style

Example: the ideal style may be supportive, but theleader is not skilled in the style and it comes across asinsincere follower interpret it as micromanagement

Leader may not have appropriate traits or skills

for the situation


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Performance goals can include: Production efficiency

Follower satisfaction

Employee development External alignment

Organizational change or adaptation


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Passive indifference about task andsubordinate, essentially a non-style

Characterized by:

Low leader control Low leader goals and performance expectations

Little or no motivational stimulation

One approach is leader sees their onlytask is to fix problems, crises, andscandals after subordinates have failed


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Letting subordinates know what they areexpected to do; giving specific guidance;asking subordinates to follow the rules

and procedures, scheduling andcoordinating

Also known as:

Task oriented, autocratic, authoritarian, top-down


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POSITIVE WHENFOLLOWERS: NEGATIVE CONSEQUENCES

Need instruction Do not know what to do

Actions to supportchanges in mandate ortechnology

What the rules are andwhat infractions mean

How to interact withothers

Need help with questionsand problems

Telling becomescommanding

Clarifying becomesthreatening

Planning becomesmicromanagement

Typified by rigidity, lack ofinput from others

Leader centeredness andlow worth on subordinates


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Consulting with subordinates and takingtheir opinions into account; providingadvice rather than direction; establishing a

friendly and creative work environment forteams

Also known as

Inclusive style of leadership Similar to supportive but emphasizes discussion

and inclusiveness vs. listening and empathy


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POSITIVE WHEN NEGATIVE WHEN

Team discussions needfacilitation

Coordinating the needs of agroup

Implementing teamdecisions

Interactive group meetings,

group learning andmanaging complexprocesses are needed

Leader is always in aparticipative mode

Group wants leader tohandle business unilaterallybecause they do not want tobe bogged down in thedetails

Some problems are bestsolved by individuals versusgroups


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Allowing subordinates relative freedom fordecision making and from daily monitoringand short-term review

Also known as Substitutes for leadership

Empowerment


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EFFECTIVE WHEN NEGATIVE WHEN

Followers have ampleeducation, training, ore

experience in their jobs Followers have a

professional orientation andhave internalized workstandards

Feedback is provided by thejob

Work group is cohesive

Followers do not haveample education and

training to perform task at ahigh level

The roles and proceduresare not clear

As accountability shifts from

a prior-approval - maycause evaluation issues


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Considering the needs of followers;displaying concern for their needs;creating a friendly work environment for

each workerAlso known as:

People oriented

Team building Human relations model


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POSITIVE WHENFOLLOWERS: NEGATIVE WHEN:

Need social and groupconnection, praise,

Need a focus on personaland professional needs

Need an atmosphere oftrust in the workplace

Emphasis on personalsatisfaction and

development may neglectdemands for higherperformance standards

Fixing short term problemsmay neglect long term

issues


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Setting challenging task goals; seekingtask improvement; emphasizingexcellence in follower performance;

showing confidence that followers willperform well

Also known as

Transactional leadership Management by objectives


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POSITIVE ASPECTS NEGATIVE WHEN

Interactive goal setting Contingency personnel

rewards Contingent material reward Contingent reprimand Rewards are tied to narrow

tasks and ability to tie

results to individuals

Follower takes a whats in it

for me approach

Follower becomes reliant onexternal vs. internalmotivation

Used in professional jobstied to a group product (less

effective)


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Using intellectual stimulation (for newideas or processes); inspirationalmotivation (for giving group goals);

charismaAt organizational level includes strategicplanning, networking, vision articulation,partnering and change

Also known as Transformational leadership

Charismatic leadership


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POSITIVE NEGATIVE

Divided between an internalfocus on tasks and peopleand external needs for new

structures and productionconfiguration

At the operational levelsupports a processimprovement or

reengineering approach A learning organization

environment

Over reliance on charismaand overly powerful leaders

Often creates enthusiastic

sheep Being in awe of a leader

reduces good suggestions,criticism and excessiveconfidence

Leader takes credit forsuccess and alienates somefollowers


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Focusing attention on organizationalmatters and the environmental context

Style does not suggest much about control

of followers, goal levels or motivationalfactors

Also known as divided leadership

CEO external & XO internal Political leaders focus on constituents vs.

operations


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POSITIVE NEGATIVE

Allows exploration, andopportunities for partnering

and networking When strategy, vision and

decision making isdependent on a turbulentenviornment

Focus on external to theneglect of the internal

Morale and administrativeprocesses are deglected


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Use of two or more styles simultaneouslyin a single fused style. For example,directive and supportive

Can be a cluster of similar styles A supportive style may include aspects of

inspirational and participative style

A directive style may include aspects of theachievement oriented and inspirational styles


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Most inclusive is the transformational style could use all of those discussed Integrating achievement oriented behavior

with supportive and inspirational behaviorshas merit

Is the combined style a fusion or a series

of rapidly alternating styles?


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The focus is leader ascommunicator

Framing: A way of communicating

that shapes meaning

Selective highlighting offacts and events Ignored in traditional

leadership studies Two contemporary

leadership theories:

Charismatic Leadership Transformational

Leadership


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Houses Charismatic Leadership Theory:

Followers make attributions of heroic or extraordinaryleadership abilities when they observe certainbehaviors

Four characteristics of charismatic leaders: Have a vision

Are willing to take personal risks to achieve the vision

Are sensitive to follower needs

Exhibit behaviors that are out of the ordinary Traits and personality are related to charisma

People can be trained to exhibit charismatic behaviors


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Very effective leaders who possessthe four typical leadership traits

Individual competency

Team skills

Managerial competence Ability to stimulate others to high performance

Plus one critical new trait

A blend of personal humility and professional will

Personal ego needs are focused toward building agreat company

Take responsibility for failures and give credit to othersfor successes


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Transactional Leaders

Leaders who guide or motivate their followers in thedirection of established goals by clarifying role andtask requirements

Transformational Leaders Inspire followers to transcend their own self-interests

for the good of the organization; they can have aprofound and extraordinary effect on followers

Not opposing, but complementary, approaches to

leadership Great transformational leaders must also be

transactional; only one type is not enough for success


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TRANSACTIONAL TRANSFORMATIONAL

Contingent Reward: Contracts exchange of rewards

for effort, promises rewards for

good performance, recognizesaccomplishments Management by Exception:

Active: Watches and searchesfor deviations from rules andstandards, takes correctiveaction

Passive: Intervenes only ifstandards are not met Laissez-Faire:

Abdicates responsibilities,avoids making decisions

Idealized Influence: Provides vision and sense of

mission, instills pride, gains

respect and trust Inspiration: Communicates high

expectations, uses symbols tofocus efforts, expressesimportant issues simply

Intellectual Stimulation:

Promotes intelligence,rationality, and problem solving Individualized Consideration:

Gives personal attention,coaches, advises


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Leadership styleslisted from passive tovery active

Note the ineffectivestyles are mostlytransactional

It is all about

influencing followers


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Basis for Action:

Transformational leadership works by encouragingfollowers to be more innovative and creative and byproviding ambitious goals

Evaluation Based on the Research:

This theory does show high correlations with desiredoutcomes

This style of leadership can be taught Transformational vs. Charismatic Leadership:

Similar concepts, but transformational leadership may beconsidered a broader concept than charisma.

Instrument-based testing shows the measures tobe roughly equivalent


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Authentic Leaders:

Ethical people who know who they are, know whatthey believe in and value, and act on those values andbeliefs openly and candidly

Primary quality is trust

Build trust by:

Sharing information

Encouraging open communication

Sticking to their ideals

Still a new topic; needs more research


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Ethics touch on many leadership styles

As the moral leaders of organizations, CEOs mustdemonstrate high ethical standards

Socialized charismatic leadership: leaders who model

ethical behaviors Trust:

The positive expectation that another person will notact opportunistically

Composed of a blend of familiarity and willingness totake a risk

Five key dimensions: integrity, competence,consistency, loyalty, and openness


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Integrity

Honesty and truthfulness Competence

An individuals technical and interpersonal knowledge andskills

Consistency

An individuals reliability, predictability, and good judgmentin handling situations

Loyalty

The willingness to protect and save face for another person Openness

Reliance on the person to give you the full truth


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Deterrence-based Trust

Trust based on fear of reprisal if the trust is violated Knowledge-based Trust

Trust based on behavioral predictability that comesfrom a history of interaction

Identification-based Trust

Trust based on a mutual understanding of oneanothers intentions and appreciation of the others

wants and desires


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Mistrust drives out trust

Trust begets trust

Trust can be regained

Mistrusting groups self-destruct

Mistrust generally reduces productivity


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Self-Leadership

A set of processes through which individuals controltheir own behavior

Effective leaders (superleaders) help followers to leadthemselves

Important in self-managed teams

To engage in self-leadership:

1.Make a mental chart of your peers and colleagues

2.Focus on influence and not on control

3.Create opportunities; do not wait for them


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Attribution Theory of Leadership

The idea that leadership is merely an attribution thatpeople make about other individuals

Qualities attributed to leaders: Leaders are intelligent, outgoing, have strong verbal

skills, are aggressive, understanding, and industrious.

Effective leaders are perceived as consistent andunwavering in their decisions.

Effective leaders project the appearance of beingleaders.


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Substitutes and Neutralizers forLeadership

Relationship- Task-oriented oriented

Defining Characteristics Leadership LeadershipIndividual

Experience/training No effect on Substitutes forProfessionalism Substitutes for Substitutes forIndifference to rewards Neutralizes Neutralizes

Job

Highly structured task No effect on Substitutes forProvides its own feedback No effect on Substitutes forIntrinsically satisfying Substitutes for No effect on

Organization

Explicit formalized goals No effect on Substitutes forRigid rules and procedures No effect on Substitutes forCohesive work groups Substitutes for Substitutes for


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Selection Review specific requirements for the job Use tests that identify personal traits associated with

leadership, measure self-monitoring, and assess emotionalintelligence

Conduct personal interviews to determine candidates fitwith the job Keep a list of potential candidates

Training Recognize that all people are not equally trainable

Teach skills that are necessary for employees to becomeeffective leaders Provide behavioral training to increase the development

potential of nascent charismatic employees


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Certain types of leadership behaviors work better in somecultures than in others

Charismatic/Transformational Leadership

Seems to work across cultures

May be an universal aspect of leadership in its focus on: Vision and foresight

Providing encouragement

Trustworthiness

Dynamic, positive, and proactive traits

Globalization may be the cause of these common concernswe may be able to train a universal manager, if that person is

culturally sensitive!


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