leadership compatible

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LEADERSHIP

Presented by:-

ANCHIT AGRAWALANUJ SHARMA

ANURITA ARYA

SHWETA AGGARWAL


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Timeline of Theories


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Leaders vs. Managers

Leaders Managers

Vision

DirectionGoals

Objectives

Effectiveness

PurposeInnovate

Focus on

people

Inspire trust

Efficiency

Day to day &Short run

Administer

Focus on

systems &structure

Rely on

control

Establish

organizational

mission

Formulate

Strategy for

implementing

mission

Implement

organizational

strategy

Leaders

Job

Managers Job


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Leadership Attributes

Trust Confidence Respect

Commitment Character Courage Passion

Communicator General Knowledge Technical Skills

Example Risk Taker

Honesty Integrity Equitable

Moral

Emotional Rational Ethical


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Trait theory

Trait theory of leadership differentiates leaders from

non-leaders by focusing on personal qualities and

characteristics.

The various traits may be Charisma

Enthusiasm

Courage

Openness

Emotional intelligence by recent studies


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Trait theory

And the most important trait

Extraversion

Ambition

Energy

These traits have been identified by the Big five

personality trait theory which is shown as follows.


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Sample openness items

I have a rich vocabulary.

I have a vivid imagination.

I have excellent ideas.

I spend time reflecting on things.

I use difficult words.

I am not interested in abstractions. (reversed)

I do not have a good imagination. (reversed)

Sample conscientiousness items

I am always prepared.

I am exacting in my work.

I follow a schedule.

I like order.

I pay attention to details.

I leave my belongings around. (reversed)

I make a mess of things. (reversed)

Sample extraversion items

I am the life of the party.

I don't mind being the center of attention.

I feel comfortable around people.

I am quiet around strangers. (reversed)

I don't like to draw attention to myself. (reversed)

Sample agreeableness itemsI am interested in people.

I feel others' feelings.

I have a soft heart.

I am not really interested in others. (reversed)

I insult people. (reversed)

Sample neuroticism itemsI am easily disturbed.

I change my mood a lot.

I get irritated easily.

I am relaxed most of the time. (reversed)

I seldom feel blue. (reversed)[
http://en.wikipedia.org/wiki/Big_Five_personality_traitshttp://en.wikipedia.org/wiki/Big_Five_personality_traits


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Behavioral Theory

Behavioral theory suggests that there are various

specific behavioral patterns by means of which

leadership can be identified.

And as such these traits could be embedded inindividuals who desired to be effective leaders by

means of some programs and exercises designed.

There are three different behavioral theories of

leadership which comes as follows.


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Behavioral Theory

Ohio state study sought to identify the independentdimensions of leadership and finalized to two

categories:

1. Initiating structure is the extent to which a leader islikely to define and structure his/her role and thoseof employees in the search for goal attainment.

2. Consideration is described as the extent to which aperson is likely to have job relationships that arecharacterised by mutual trust,respect foremployees ideas and their feelings.


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Behavioral Theory

University of Michigan studies had objective to locatebehavioral characteristics of a leader that appeared tobe related to measures of performance effectiveness.

They also came up with two dimensions1. Employee oriented leader is described as one

emphasizing interpersonal relationship and tookpersonal interest in employee needs.

2. Production oriented leaders emphasized ontechnical/task aspect of the job with main goal as toachive that task with group members as means.


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Contingency Theories

Contingency theory states that all traits of a

leader may not be effective in a given situation.

It is only a different mixture of different traits

that is optimal for a given situation.

The various contingency theories are


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Fiedler modelFred Fiedler developed a model according to which

group performance depends on proper match between

Leadership Style and, Degree to which situation gives control to leader

The Fiedler model has the following steps

identifying leadership style

Least preferred co-worker.


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Scoring

Your final score is the total of the numbers you

circled on the 18 scales

57 or less = Low LPC (task motivated)

58-63 = Middle LPC (socio-independent leaders,

self directed and not overly concerned with the

task or with how others view them)

64 or above = High LPC (motivated by

relationships)


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Defining the situation

Match the leader with situation with three dimensions

identified by Fiedler.

Leader member relationship Degree of trust confidence and respect on leader

Task structure

Degree to which job assignments are procedurized.

Position power Degree of influence leader has over power variables

Matching leaders and situations


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Cognitive resource theory

It is a re-conceptualized Fiedler theory.

Stress is the enemy of rationality.

Evaluation of a leaders logical and analytical abilities under

stress.

Intellectual abilities and performance correlate positively with

low stress and negatively with high stress.

Experience and performance correlate negatively under low

stress and positively under high stress.


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Situational leadership theory

Focus on leader-follower relationship

Related to parent-child relationship.

Relates ability and willingness of workers in four

categories

Able and willing- Delegation (less role for leader)

Unable and willing- Telling (high task and relationship orientation)

Able and unwilling- Participating ( supportive and participative style)

Unable and unwilling- Selling ( clear and specific instruction)


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Path-Goal theory

Leaders job to provide followers with information, support

and other resources

Leaders must change behaviors to fit the situation Leader behaviors are classified as

Directive- reveals expectations, schedules tasks and specific guidelines

Supportive- friendly, concerned for follower needs

Participative- consults followers in decisions.

Achievement oriented- sets challenges for followers to follow


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Path-Goal Theory


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Path-Goal Theory


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Leader behaviors


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Leader-Member EXchange theory

Because of time pressure leader choose from amongst their

followers

In group members: they receive special privileges, are trusted, get

leader attention

Out- group members: other followers except in followers.

Relationship is relatively stable over time

Reason for choosing in members may be similarities to leader

in competence, demography, attitude, gender and personality.

Both leader and follower must invest in relationship.


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Leader-Member EXchange theory


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Decision Theory

Leader-Participation model

Developed by Victor Vroom and Philip Yetton to relate leadership

behavior and participation in decision making.

Is a normative model

Is a decision tree incorporating seven contingencies

answerable by a yes or no covering five leadership styles.

The revised model has 12 contingency variables.

Fails to cover factors like stress, intelligence & experience.


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