leadertypes 99

Welcome You All for a session on

LEADERSHIP

Samir Pradhan

The Pessimist complain about the wind. The optimist expect the winds to change.A Leader adjusts the sail.

Winners must have two things: definite goals and a burning desire to achieve them.

C H A L L A N G E

• The soul is dyed the color of it's thoughts. Think only of those things that can bear the full light of day. The content of your character is your choice. Day by day, what you choose, what you think and what you do is who you become…

The soul is dyed the color of it's thoughts. Think only of those things that can bear the full light of day. The content of your character is your choice. Day by day, what you choose, what you think and what you do is who you become

I N T E G R E I T Y

While most are dreaming of success, winners wake-up and work hard to achieve it.

W I N N E R S

Determination is often the first chapter in the book of excellence

C O M M I T M E N T

Change is the essence of life. Be willing to surrender what you are, for what you could become.

C H A N G E

Our greatest glory consists not in never falling, but in rising every time we fall. -Confucius

G O A L S

Coming together is a beginning, keeping together is progress, working together is

success.

W O R K I N G T O G E T H E R

Nelson Mandela Sir Winston Churchill M.K.Gandhi Martin Luther King Abraham Lincoln

Leadership

A Leadership Story:

• A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port.

• The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible.

• Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

A Leadership Story:

• And shouts down to the assembled group below…

• “Wrong Way!”• “Management is doing things right, leadership

is doing the right things” (Warren Bennis and Peter Drucker)

What Is Leadership?Leadership

The ability to influence a group toward the achievement of goals.

Management

Use of authority inherent in designated formal rank to obtain compliance from organizational members.

Leadership

Types of Leadership Style


• Autocratic:– Leader makes decisions without reference

to anyone else– High degree of dependency on the leader– Can create de-motivation and alienation

of staff– May be valuable in some types of business

where decisions need to be made quickly and decisively

Basic Approaches to

Leadership

Trait Theories

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Traits Theories of Leadership

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

Trait Theories

LimitationsLimitations::

• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.

• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.

• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.

• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.

LimitationsLimitations::

• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.

• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.

• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.

• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.

Behavioral Theories

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders.

Ohio State Studies

Initiating Structure

The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

University of Michigan StudiesEmployee-Oriented Leader

Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.Production-Oriented Leader

One who emphasizes technical or task aspects of the job.

The Managerial Grid(Blake and Mouton)

E X H I B I T 11–1E X H I B I T 11–1

Contingency Theories

Fiedler’s Contingency Model

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.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person is task- or relationship-oriented.

Fiedler’s Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respect subordinates have in their leader.

Position Power

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments are procedurised.

Findings from Fiedler Model

Hersey and Blanchard’s Situational Leadership

TheorySituational Leadership Theory (SLT)

A contingency theory that focuses on followers’ readiness.

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

Follower readiness: ability and willingness

Follower readiness: ability and willingness

Unable andUnable andUnwillingUnwilling

Unable butUnable butWillingWilling

Able andAble andWillingWilling

DirectiveDirective High Task and Relationship High Task and Relationship OrientationsOrientations

Supportive Supportive Participative Participative

Able andAble andUnwillingUnwilling

MonitoringMonitoring

Hersey & Blanchard

Situational Leadership Model

Hersey and Blanchard Situational Leadership Theory

Telling

SellingHighHigh

HighHigh LowLow

HighHighTask BehaviorTask Behavior

Delegatin

g

Follower ReadinessFollower Readiness

Able and Able and unwillingunwilling

Able and Able and willingwilling

Unable and Unable and willingwilling

Unable and Unable and unwillingunwilling

Particip

ating

Leadership Styles and Follower Readiness

(Hersey and Blanchard) WillingUnwilling

Able

Unable DirectiveDirective

High TaskHigh Taskand and

Relationship Relationship OrientationsOrientations

Supportive Supportive Participative Participative MonitoringMonitoring

Follower Readiness

LeadershipLeadershipStylesStyles

Leader–Member Exchange Theory

Leader-Member Exchange (LMX) Theory

Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Path-Goal Theory

Path-Goal Theory

The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

The Path-Goal Theory

E X H I B I T 11–4E X H I B I T 11–4

Leader-Participation Model

Leader-Participation Model (Vroom and Yelton)

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Contingency Variables in the Revised

Leader-Participation Model

E X H I B I T 11–5E X H I B I T 11–5

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision

3. Whether the leader has sufficient information to make a good decision

4. How well structured the problem is

5. Whether an autocratic decision would receive follower commitment

6. Whether followers “buy into” the organization’s goals

7. Whether there is likely to be conflict among followers over solution alternatives

8. Whether followers have the necessary information to make a good decision

9. Time constraints on the leader that may limit follower involvement

10. Whether costs to bring geographically dispersed members together is justified

11. Importance to the leader of minimizing the time it takes to make the decision

12. Importance of using participation as a tool for developing follower decision skills

Leadership


• Autocratic:– Leader makes decisions without reference

to anyone else– High degree of dependency on the leader– Can create de-motivation and alienation

of staff– May be valuable in some types of business

where decisions need to be made quickly and decisively


• Democratic:• Encourages decision making

from different perspectives – leadership may be emphasised throughout the organisation– Consultative: process of consultation before

decisions are taken– Persuasive: Leader takes decision and seeks

to persuade others that the decision is correct


• Democratic:– May help motivation and involvement– Workers feel ownership of the firm

and its ideas– Improves the sharing of ideas

and experiences within the business– Can delay decision making


• Laissez-Faire:– ‘Let it be’ – the leadership responsibilities

are shared by all– Can be very useful in businesses

where creative ideas are important– Can be highly motivational,

as people have control over their working life– Can make coordination and decision making

time-consuming and lacking in overall direction– Relies on good team work– Relies on good interpersonal relations


• Paternalistic:• Leader acts as a ‘father figure’• Paternalistic leader makes decision

but may consult• Believes in the need to support

staff

Change Leadership

Change Leadership

• The most challenging aspect of business is leading and managing change

• The business environment is subject to fast-paced economic and social change

• Modern business must adapt and be flexible to survive

• Problems in leading change stem mainly from human resource management

Change Leadership

•Leaders need to be aware of how change impacts on workers:

•Series of self-esteem states identified by Adams et al and cited by Garrett

Theories of Leadership


• Trait theories:• Is there a set of characteristics

that determine a good leader?– Personality?– Dominance and personal presence?– Charisma?– Self confidence?– Achievement?– Ability to formulate a clear vision?


• Trait theories:– Are such characteristics

inherently gender biased?– Do such characteristics

produce good leaders?– Is leadership more than

just bringing about change?– Does this imply that leaders are born

not bred?


• Behavioural:• Imply that leaders can be trained –

focus on the way of doing things– Structure based behavioural theories – focus

on the leader instituting structures – task orientated

– Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated


• Contingency Theories:• Leadership as being more flexible –

different leadership styles used at different times depending on the circumstance.

• Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts


• May depend on:– Type of staff– History of the business– Culture of the business– Quality of the relationships– Nature of the changes needed– Accepted norms within the institution


• Transformational:– Widespread changes

to a business or organisation

• Requires:– Long term strategic planning– Clear objectives– Clear vision– Leading by example – walk the walk– Efficiency of systems and processes


• Invitational Leadership:– Improving the atmosphere and message

sent out by the organisation– Focus on reducing negative messages

sent out through the everyday actions of the business both externally and, crucially, internally

– Review internal processes to reduce these– Build relationships and sense of belonging

and identity with the organisation – that gets communicated to customers, etc.


• Transactional Theories:– Focus on the management

of the organisation– Focus on procedures and efficiency– Focus on working to rules

and contracts– Managing current issues

and problems

Factors Affecting Style

Factors Affecting Style• Leadership style may be dependent

on various factors:– Risk - decision making and change initiatives

based on degree of risk involved– Type of business – creative business

or supply driven?– How important change is –

change for change’s sake?– Organisational culture – may be long embedded

and difficult to change– Nature of the task – needing cooperation? Direction?

Structure?

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