session 6 & 7leadership 2 parts ob 2

7/30/2019 Session 6 & 7Leadership 2 Parts Ob 2

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Leadership is the capacity to translate vision

into reality

Warren Bennis


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What Is Leadership?

Leadership

The ability to influence agroup toward theachievement of goals.

ManagementUse of authority inherentin designated formal rankto obtain compliance from

organizational members.


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Trait Theories

Leadership Traits:

Ambition and energy

The desire to lead

Honest and integrity

Self-confidence

Intelligence

High self-monitoring

Job-relevantknowledge

Traits Theories of Leadership

Theories that considerpersonal qualities &

characteristics that ,differentiate leaders fromnonleaders.

The search for personality,

social, physical or intellectualattributes that describe leadersfrom non leaders.


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Trait Theories

Limitations:

No universal traits found that predict leadership in all situations.

Traits predict behavior better in weak than strong situations.

Better predictor of the appearance of leadership than distinguishing

effective and ineffective leaders.

Assumptions

People are born with inherited traits.

Some traits are particularly suited to leadership.

People who make good leaders have the right (or sufficient) combination of

traits.

For a long period, inherited traits were sidelined as learned and situational factors

were considered to be far more realistic as reasons for people acquiring leadership

positions.


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Behavioral Theories

Trait theory:

Leaders are born , no t made.

Behavioral theory:Leadersh ip trai ts can be taught.

Behavioral Theories of Leadership

Theories proposing that specific behaviorsdifferentiate leaders from nonleaders.


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Ohio State Studies 1940s

Researchers sought to identify 1000 dimensions of

leader behaviour which they narrowed down the list totwo categories

They called the dimensions as initiating structure

and consideration

Initiating structurethe extent to which the a leader

is likely to define and structure his or her role and

those of subordinates in the search for goal

attainment. Considerationthe extent to which a person is likely

to have job relationships that are characterized by

mutual trust, respect for employees as equals.


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University of Michigan Studies

Production-Oriented Leader

One who emphasizes technical or taskaspects of the job.

Low productivity and lower job satisfaction

Employee-Oriented Leader

Emphasizing interpersonal relations

Taking a personal interest in the needs of employees and accepting individual

differences among members.

The research strongly favoured leaders who were employee oriented in their

behaviour.

Therefore higher productivity and higher job satisfaction


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The Managerial

Grid

(Blake and

Mouton)

E X H I B I T 111


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The Managerial Grid

1,9Country club management

Thoughtful attention needs of people

for satisfying relationships leads to

A comfortable, friendly organization

atmosphere and work tempo

9,9

Team managementWork accomplishment is from

committed people, interdependence

through a common stake in organization

purpose leads to relationship

of trust and respect

1,1

Impoverished Management

Exertion of minimum effort to get

required work done is appropriate

to sustain organization membership

5,5

Organization Man Management

Adequate organization performance

possible through balancing the necessity to

get out work with maintaining

morale of the people at a satisfactory level9,1

Authority-Obedience

Efficiency in operations results

from arranging conditions of

work in such a way that human

elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Concernforp

eople


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Scandinavian Studies

Researchers in Finland and Sweden began

reassessing whether there are only two dimensions

that capture the essence of leadership behaviour.

Their basic premise is that in a changing world

effective leaders would exhibit development orientedbehaviour

Considering the earlier approaches these

researchers felt that this dimension existed and is

necessary in 21 st century.


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Contingency TheoriesFiedlers Contingency Model

The theory that effective groups depend on a proper matchbetween a leaders style of interacting with subordinates andthe degree to which the situation gives control andinfluence to the leader.

Least Preferred Co-Worker (LPC)

Questionnaire

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


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Fiedlers Model: Defining the Situation

Leader-Member Relations

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

Position Power

Influence derived from ones formal structural position in theorganization; includes power to hire, fire, discipline, promote,and give salary increases.

Task Structure

The degree to which the job assignments are procedurized.


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Findings from

Fiedler Model

E X H I B I T 112


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Hersey and Blanchards Situational

Leadership Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followers readiness.

Leader: decreasing need

for support and supervision

Follower readiness:

ability and willingness

Unable and

Unwilling

Unable but

Willing

Able and

Willing

Directive High Task and RelationshipOrientations

SupportiveParticipative

Able and

Unwilling

Monitoring

Telling Selling Participating Delegating


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Leadership Styles and Follower Readiness

(Hersey and Blanchard)

WillingUnwilling

Able

Unable Directive

High Task

and

RelationshipOrientations

Supportive

Participative

Monitoring

Follower Readiness

Leadership

Styles


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LeaderMember Exchange

TheoryLeader-Member Exchange (LMX) Theory

Leaders create in-groupsand out-groups, and subordinates within-group status will have higher performance ratings, less

turnover, and greater job satisfaction.


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Leader-Member Exchange Theory


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Path-Goal Theory

Path-Goal Theory

The theory that it is the leaders job to assist followers in attainingtheir goals and to provide them the necessary direction and/orsupport to ensure that their goals are compatible with the overall

objectives of the group or organization.


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Leader-Participation Model

Leader-Participation Model (Vroom and Yetton)

A leadership theory that provides a set of rules to determine theform and amount of participative decision making in differentsituations.

It was a decision tree having 7 contingency variables with 5leadership styles.

The leadership model is now revised to 11 contingency variables.

The model however, fails to have stress,

Intelligence and experience in this.


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If you pick the right people and give them

the opportunity to spread their wings and

put compensation as a career behind it

almost dont have to manage it

If you dont have competitive advantage,

dont compete

Control your own destiny or someone else

will

Message By

Jack Francis Welch


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Difference between leaders & Managers

Leaders Managers

Innovate Administer

Develop Maintain

Inspire Control

Long Term View Short term view

Ask what and why Ask, how and when

Originate Initiate

Challenge the status

quo

Accept the status quo

Do the right things Do Things right

Diff t St l f L d hi


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Different Styles of Leadership Autocratic leadership

Bureaucratic leadership

Charismatic leadership

Democratic leadership or Participativeleadership

Laissez-faire leadership

People-oriented leadership or Relations-Oriented leadership

Servant leadership

Task-oriented leadership

Transactional leadership

Transformational leadership


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Charismatic Leadership

Key Characteristics of Charismatic leaders

1. Self Confidence- They have complete confidence in their judgment and ability.

2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity

between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the

leader.

3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandableto others. This articulation demonstrates an understanding of the followers needs and, hence acts as a

motivating force.

4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing

to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being

novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admirationin followers.

6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather

than as caretakers of the status quo.

7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental

constraints and resources needed to bring about change.


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Transactional vs Transformational leaders

Characteristics of Transactional and transformational leaders

Transactional Leaders

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good

performance, recognizes accomplishment

Management by exception (active): Watches and searches for deviations from rules andstandards, takes corrective action.

Management by exception (passive): Intervenes only if standards are not met

Laissez faire: Abdicates responsibilities, avoids making decisions

Transformational Leaders

Charisma : Provides vision and sense of mission, instills pride, gains respect trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important

purposes in simple ways.

Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.

Individualized consideration: Gives personal attention, treats each employee individually,

coaches, advises.


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Traits of Exceptional Leaders

An outside in perspectiveEg Dell computer which

puts the customer at the very center

An evangelical leadership gene EgLou Gerstner IBMhad this trait in shifting companies mindset he was

intensely focused on restoring outside in perspective

Understands the critical role of culture Eg- Michael Dell

had the performance oriented culture suggesting that if

you dont perform at Dell go somewhere else Eg- Sam

Walton had family oriented culture in Wal Mart


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Traits of Exceptional Leaders

Creates next generation products , processes orsolutions Eg- This is in alignment with the vision,Bill Gates had anticipated the market for software ,Sam Walton realized the tremendous potential of

Walmart in 1962

Implements the best ideas regardless of origin EgSam Walton ,went into the competitors stores to

emulate the best practices, IBM &GE ran into thetrouble when their managers stopped searchingoutside the company for answers

Advances the leadership body of knowledge

MODELS OF LEADERSHIP


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MODELS OF LEADERSHIP-

CHANGE - CHARISMA TO BUSINESS

LEADERS FORMAL Vs MORAL AUTHORITY MATRIX

High +

+ Hitler + George

Washington

+ Man Mohan

- Many - MahatmaGandhi- Celebrities

Low - CHOICE (Moral Authority) High +

Ste hen Cove

Position

(Formal

Authority)



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(NATIONAL & CORPORATE)

Man Mohan Murthy Vs Bush Blair

Gentle,Firm,Relentless Bluff, Boldness,

Humble,Ethical, Brashness,Moral authority,Discipline Vendetta, Arrogance,

Progressive,Professional Insensitivity,

Sensitive, Principled ResourcefulnessCourage,Maneavouring


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POA Popular concept of viewing leaders as coaches.

Visit http://www.coachu.com- an organization specializes

in training coaches as managers. Look at international coaching federation

http://www.coachfederation.com find out the answers

Would you like to be led by a coach as theseorganizations define. What would be the advantages anddisadvantages of viewing leaders this way ?

Based on your own leadership style, would you make agood coach ? Why or why not ?

Discuss a situation in which a coaching approach to

leadership is particularly effective. What would be asituation where a coaching approach would seem to beineffective ?

Small - Case Study
http://www.coachu.com-/http://www.coachfederation.com/http://www.coachfederation.com/http://www.coachu.com-/http://www.coachu.com-/


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Cognitive Resource Theory

ResearchSupport:

Less intelligent individuals perform better in leadership roles underhigh stress than do more intelligent individuals.

Less experienced people perform better in leadership roles under low

stress than do more experienced people.

Cognitive Resource Theory- reconceptualized by Fiedler JoeGarcia

A theory of leadership that states that stress can unfavorablyaffect a situation and that intelligence and experience can

lessen the influence of stress on the leader.

C ti V i bl i th R i d L d P ti i ti


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Contingency Variables in the Revised Leader-Participation

Model

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 organizations goals

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

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 followerdecision skills


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Deeds for leaders Vivah or marriage between the king & kingdom

(leader and organization ).In the absence of this aman is not a leader just an employee doing a job that

gives him salary and status. Dont expect him to be

proactive ,creative or enthusiastic

RajsuyaOne has to prove tangible achievement

and has to be accepted by peer group.

Abhishekpublic bathing was transformational ritual

Eg- a field sales manager sent to his headquarterswithout any attempt by the management to

ceremonially crown him king in front of those he is

supposed to manage

Article from corporate doisser


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Deeds for leaders

Dharmahis vision and how he expects toachieve or realise this vision.

Varnastation in the organization and ashrama

or stage in the employee Varanadharmameans defining the roles

and rights and the responsibilities of everyemployee

Ashramadharmaknowing which member ofthe organization is in which stage of his job orhis career learning stage or retiring stage


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Deeds for Leaders

Ashwamedh yagnathis helped the kind identifywho submitted themselves to him and whochallenged

Eg- PPT- horse, excel sheet with all the search

data justifying the nosarmy, Digvijay means conquest of the sky or the

directions. In corporate world the king must travelthrough different departments and ensure he is seen

and heard and to assert his authority and to tellwhere he plans to go from here.

Vajpeya - a yagna of regeneration. To make thehead roll to tell the world who is the boss

session 6 & 7leadership 2 parts ob 2

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