LEADERSHIP Anubha Walia 2005 Prentice Hall Inc All
LEADERSHIP Anubha Walia © 2005 Prentice Hall Inc. All rights reserved. 0
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. L&M-Leadership has to do more with interpersonal aspects of the job, while management is more concerned with planning, org and controlling © 2005 Prentice Hall Inc. All rights reserved. 1
Managers Versus Leaders Managers Leaders Appointed and Have Formal Authority May Have Managerial Authority and Influence Others © 2005 Prentice Hall Inc. All rights reserved. 2
Trait Theories of Leadership Drive Desire to Lead Honesty and Integrity Self. Confidence Intelligence Job-Relevant Knowledge © 2005 Prentice Hall Inc. All rights reserved. 3
Leadership © 2005 Prentice Hall Inc. All rights reserved. 4
What is leadership? Leading people Influencing people Commanding people Guiding people © 2005 Prentice Hall Inc. All rights reserved. 5
Types of Leaders Ø Ø Ø Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things © 2005 Prentice Hall Inc. All rights reserved. 6
Managers vs. Leaders Managers Ø Focus on things Ø Do things right Ø Plan Ø Organize Ø Direct Ø Control Ø Follows the rules © 2005 Prentice Hall Inc. All rights reserved. Leaders Ø Focus on people Ø Do the right things Ø Inspire Ø Influence Ø Motivate Ø Build Ø Shape entities 7
Common Activities Ø Ø © 2005 Prentice Hall Inc. All rights reserved. Planning Organizing Directing Controlling 8
Planning Manager Ø Planning Ø Budgeting Ø Sets targets Ø Establishes detailed steps Ø Allocates resources © 2005 Prentice Hall Inc. All rights reserved. Leader Ø Devises strategy Ø Sets direction Ø Creates vision 9
Organizing Manager Ø Creates structure Ø Job descriptions Ø Staffing Ø Hierarchy Ø Delegates Ø Training © 2005 Prentice Hall Inc. All rights reserved. Leader Ø Gets people on board for strategy Ø Communication Ø Networks 10
Directing Work Manager Ø Solves problems Ø Negotiates Ø Brings to consensus © 2005 Prentice Hall Inc. All rights reserved. Leader Ø Empowers people Ø Cheerleader 11
Controlling Manager Ø Implements control systems Ø Performance measures Ø Identifies variances Ø Fixes variances © 2005 Prentice Hall Inc. All rights reserved. Leader Ø Motivate Ø Inspire Ø Gives sense of accomplishment 12
Leadership Traits Ø Intelligence – More intelligent than non-leaders – Scholarship – Knowledge – Being able to get things done Ø Physical – Doesn’t see to be correlated © 2005 Prentice Hall Inc. All rights reserved. Ø Personality – Verbal facility – Honesty – Initiative – Aggressive – Self-confident – Ambitious – Originality – Sociability – Adaptability 13
STYLE Ø AUTOCRATIC- Task directed, leader initiate structure, provide the information, determine what is to be done, issue the rules and promise rewards for competences and threaten punishment for disobedience. Ø DEMOCRATIC-Leaders solicit the advice, opinions, information from their followers, and share decision making with their follower. Ø LAISSEZ FAIR-Leaders give group members complete freedom of action, provide them with material and refrain from participation except to answer questions when asked. © 2005 Prentice Hall Inc. All rights reserved. 14
SKILLS Ø Administrative – to organize work more effectively and to make high quality decision Ø Communication – Leaders possessing good communication skills are able to reach out to their sub-ordiantes with great ease Ø Interpersonal-social skill-knowledge about human behaviour and group process; ability to understand the feelings, attitude, motives of others and ability to communicate clearly and persuasively Ø Conceptual-Cognitive include inductive and deductive reasoning, analytical ability and logical thinking © 2005 Prentice Hall Inc. All rights reserved. 15
Trait Theories Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Leadership Traits: • Ambition and energy • The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge © 2005 Prentice Hall Inc. All rights reserved. 16
Trait Theories Limitations: • No universal traits found that predict leadership in all situations. • Traits predict behavior better in “weak” than “strong” situations. • Unclear evidence of the cause and effect of relationship of leadership and traits. • Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders. © 2005 Prentice Hall Inc. All rights reserved. 17
Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders. • Trait theory: Leaders are born, not made. • Behavioral theory: Leadership traits can be taught. © 2005 Prentice Hall Inc. All rights reserved. 18
Ohio State Studies Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates 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. © 2005 Prentice Hall Inc. All rights reserved. 19
University of Michigan Studies Employee-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. © 2005 Prentice Hall Inc. All rights reserved. 20
The Managerial Grid (Blake and Mouton) E X H I B I T 11– 1 © 2005 Prentice Hall Inc. All rights reserved. 21
The Managerial Grid High 9 1, 9 Country club management 8 Concern for people 7 9, 9 Team management Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. Work accomplishment is from committed people who have a "common stake" in organization's purpose. This leads to relationships of trust and respect. 6 5 4 5, 5 Middle-of-the-road management 3 Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 2 1, 1 Impoverished management 9, 1 Authority-obedience Exertion of minimum effort to get required work done is appropriate to sustain organization membership. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. Low 1 1 Low 2 3 4 5 6 Concern for production 7 8 9 High
Can You Be a Better Follower? Ø All organizations have far more followers than leaders, so ineffective followers may be more of a handicap to an organization than ineffective leaders. Ø What qualities do effective followers have? – They manage themselves well – They are committed to a purpose outside themselves – They build their competence and focus their efforts for maximum impact – They are courageous, honest, and credible
Characteristics of Transactional Leaders Ø Contingent Reward – Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Ø Management by Exception (active) – Watches and searches for deviations from rules and standards, takes corrective action. Ø Management by Exception (passive): – Intervenes only if standards are not met. Ø Laissez-Faire Leader: – Abdicates responsibilities, avoids making decisions. © 2005 Prentice Hall Inc. All rights reserved. 37
Characteristics of Transformational Leaders Ø Charisma – Provides vision and sense of mission, instills pride, gains respect and trust. Ø Inspiration – Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Ø Intellectual Stimulation – Promotes intelligence, rationality, and careful problem-solving. Ø Individualized Consideration – Gives personal attention, treats each employee individually, coaches, advises. © 2005 Prentice Hall Inc. All rights reserved. 38
Personal Characteristics of Charismatic Leaders Ø Vision and articulation. – Has a vision, expressed as an idealized goal, that proposes a future better than the status quo; is able to clarify the importance of the vision in terms that are understandable to others. Ø Personal risk. – Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision. © 2005 Prentice Hall Inc. All rights reserved. 39
Personal Characteristics of Charismatic Leaders Ø Environmental sensitivity. – Able to make realistic assessments of the environmental constraints and resources needed to bring about change. Ø Sensitivity to follower needs. – Perceptive of others’ abilities and responsive to their needs and feelings. Ø Unconventional behaviour. – Engages in behaviours that are perceived as novel and counter to norms. © 2005 Prentice Hall Inc. All rights reserved. 40
LEADER AS A MENTOR Ø Mentor is the term used to describe a favorite teacher, a wise master, an insightful friend, an experienced educator, a seasonal guide or a guru Ø Mentoring – A concept of mentoring relates to mental and emotional support and guidance given usually by an older person to a younger ones, who is usually called a protégé. © 2005 Prentice Hall Inc. All rights reserved. 41
Dispersed Leadership Ø Super. Leadership Ø Team leadership Ø Leading through empowerment – Putting employees in charge of what they do
Super. Leadership Ø Leading others to lead themselves – Develop leadership capacity in others – Nurture employees so they feel less dependent on formal leadership • Emphasize delegation • Empower employees – Empowerment: giving employees responsibility for what they do © 2005 Prentice Hall Inc. All rights reserved. 43
Providing Team Leadership Ø Leading teams requires new skills – E. g. , patience to share information, trust others, give up authority, and knowing when to intervene Ø Leading teams requires new roles • • Liaisons with external constituencies Troubleshooters Conflict managers Coaches © 2005 Prentice Hall Inc. All rights reserved. 44
Team Leaders Ø Team leaders need to focus on two priorities – Managing the team’s external boundary – Facilitating the team process. Ø Four specific roles • • Liaisons with external constituencies. Troubleshooters Conflict managers Coaches © 2005 Prentice Hall Inc. All rights reserved. 45
Benefits of Leading Without Authority Ø Latitude for creative deviance – Easier to raise questions Ø Issue focus – Freedom to focus on single issue, rather than many issues Ø Frontline information – Often closer to the people who have the information © 2005 Prentice Hall Inc. All rights reserved. 46
Contemporary Issues in Leadership Ø Is there a Moral Dimension to Leadership? Ø Gender: Do Males and Females Lead Differently? Ø Cross-Cultural Leadership © 2005 Prentice Hall Inc. All rights reserved. 47
How Many Women Make it to the Top? Ø In 2000, only 2 women in National Post’s Top 150 CEOs Ø 7. 4 percent of all directors in top corporations are women Ø Women start businesses at three to four times the rate of men Ø Women in general comprise: – – 46. 2 percent of the labour force 12 percent of senior managers 32 percent of managers and administrators 57 percent of graduate degree holder
Men’s and Women’s Leadership Styles Ø In general, women fall back on a democratic leadership style – Encourage participation – Share power and information – Attempt to enhance followers’ self-worth – Prefer to lead through inclusion Ø Men feel more comfortable with a directive command-andcontrol style – Rely on formal authority
Summary and Implications Ø Leadership plays a central part in understanding group behaviour Ø The study of leadership has expanded to include more heroic and visionary approaches to leadership Ø Male and female leadership styles tend to be more alike than different, although there are differences Ø Leadership is not value free
Summary and Implications Ø Effective team leaders perform four roles: – They act as liaisons – They are troubleshooters – They manage conflict – They coach team members Ø Empowered leadership is not the preferred leadership style of all occasions Ø National culture is an important variable in choosing a leadership style © 2005 Prentice Hall Inc. All rights reserved. 51
Ø VISUALISE A LEAST EFFECTIVE LEADER YOU KNOW, IDENTIFY THE TRAITS, MOTIVES AND THE PERSONAL CHARACTERISTICS THAT MIGHT BE DEFICIENT IN THAT PERSON. © 2005 Prentice Hall Inc. All rights reserved. 52
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