Leadership What is leadership Leading people Influencing people

Leadership

What is leadership? Leading people Influencing people Commanding people Guiding people

z. Leadership is the ability to influence others. z. Leadership is active. z. Leadership is the catalyst that transforms potential into reality yielding positive results. y. Leadership is the initiation of action to solve a problem y. Leadership is directing or controlling the activity of a group y. Leadership is influencing the activities of group as it moves toward its goals.

Leadership - Definition, Leadership is “the process of encouraging and helping others to work enthusiastically towards objectives” Leadership is “the behavior of an individual when he is directing the activities of a group towards a shared goal” Leadership is “interpersonal influence, exercised in a situation and directed through the communication process, towards the attainment of specified goal or goals”

• It refers to the ability of one individual to influence other * The influence is exercised to change the behavior * Behavior is changed through non-coercive means * Change of behavior is caused with an objective of achieving a shared goal * It is a group phenomenon. It involves interaction between two or more people.

Myths about Leadership • Leaders are born, not made • Leadership is hierarchical • You have to have charisma • There is one standard way • It is impossible to be a manager and leader • Truths about • All you need is common sense to Leadership lead • Leaders are made, not born • Leadership occurs at all levels • Charisma is not a prerequisite • Not one right way to lead

Approaches (Trait, behavioral, situational), Trait Approach: The trait approach of leadership focus on the individual characteristics of successful leaders. According to theories, leaders possess a set of traits which make them distinct from followers Traits of effective leaders * Early researchers tried to identify the traits – physical, intellectual, or personality characteristics --that differed between leader and non-leaders or between successful and unsuccessful leaders. *

z Many cognitive and psychological factors, such as intelligence, ambition and aggressiveness were studied * Other researchers examined physical characteristic such as, height, body size and shape, and personal attractiveness. * The current research on leadership traits suggests that some factors do help differentiate leaders from non-leaders The most important traits are high level of personal drive, the desire to lead, personal integrity, selfconfidence, cognitive ability, business knowledge, charisma, creativity, flexibility and adaptive ness, positive affectivity (warmth) and honesty and integrity.

Leadership – Trait Theory z Trait theory focuses on an individual’s personal attributes. z Six identified leadership traits y. Ambition and Energy y. Desire to Lead y. Honesty and Integrity y. Self-confidence y. Intelligence y. Job-Relevant Knowledge

Leadership Traits z. Intelligence y. More intelligent than non-leaders y. Scholarship y. Knowledge y. Being able to get things done z. Physical y. Doesn’t see to be correlated z. Personality y. Verbal facility y. Honesty y. Initiative y. Aggressive y. Self-confident y. Ambitious y. Originality y. Sociability y. Adaptability

Leadership Traits - The Big 8 z. Self-confidence z. Trustworthiness z. Assertiveness z. Emotional stability z. Sense of Humor z. Self-awareness and self-objectivity z. Cognitive skills z. Emotional Intelligence

Leadership – Trait Theory z. Just because you have these traits, it does not make you a leader. Leadership is active and one has to do something (influence others) with it.

Evaluation of trait theory / approach: It has been severely criticized by many. Some of the limitations of theory are: 1* The list of personality traits of successful leader is too long and there seems to be no finality about it 2* How much of which trait a successful leader have is not clear 3* The theory is assumes that the leader is born and not trained 4* Leadership effectiveness does not depend upon the personality of the leader alone 5* People who fail as leader and people who never achieve positions of leadership often possess some of the same traits as successful leaders.

Behavioral Approach z Beginning in the late 1940’s and continuing through the early 1960’s researchers moved away from an emphasis on traits and towards the study of leader behaviors. z Imply that leaders can be trained Leaders are made, not born z This new approach differed from the trait oriented research in at least two ways y. First, actual leader behaviors instead of personal traits were the main focus. y. Second, where as most trait studies sought to separate leaders from non-leaders, leader behavior studies wanted to determine how various kind of leader’s specific behavior affect the performance and satisfaction of followers[ e. g Autocratic, democratic and laissez-faire]

§Successful leadership depends more on appropriate behavior, skills, and actions and less on personality traits §The behavior and skills can be learned and changed, while many traits are relatively fixed. §The three broad types of skills leaders use are technical, human and conceptual §Technical Skill : refers to a persons knowledge of and ability in any type of process or technique §Human skill : ability to work effectively with people and to build teamwork §Conceptual skill : is the ability to think in terms of models, framework and broad relationship such as long range planning

Contingency Theory A viewpoint that argues that appropriate managerial action depends on the circumstances of the situation. In other words ………. . there is no single right way to manage

Situational Approach: z As the name situational or contingency approach / theories of leadership are derived from the basic proposition that the most effective behavior for leaders to engage in is contingent upon characteristics of the situation in which the leader find themselves. z. Successful leadership requires behavior that unites and stimulates followers toward defined objectives in specific situations. z. All three elements – leader , follower, and situation – are variables that affect one another in determining appropriate leadership behavior.

z. It is evident that leadership is situational, the key task of leader is to recognise different situations and adapt to them on a conscious basis z. Leadership as being more flexible – different leadership styles used at different times depending on the circumstance. zsituational approach Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts z May depend on: 1. Type of staff 2. History of the business 3. Culture of the business 4. Quality of the relationships 5. Nature of the changes needed 6. Accepted norms within the institution

Contingency Theory Contingency View Appropriate managerial action depends on situation Universal Management Principals Situation A Situation C Situation B

z Theories: 1. 2. 3. 4. Managerial Grid, Life cycle theory, Fiedlers theory, Transactional Vs Transformational, 5. Charismatic leadership,

1. Managerial Grid z A graphic depiction of a two dimensional view of leadership style has been developed by Blake and Mounton. z They proposed a managerial grid based on the styles of ‘concern for people’ and ‘concern for production’ which corresponds to the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee centered and production centered. z The grid identifies five basic style of leadership. z The 9, 1 (task management) leader is primarily concerned with production and has little concern for people z The 1, 9 (country club management ) leader is primarily concern with people

z The 5, 5 (middle of the road management) leader represents a moderate concern for both z The 9, 9, (team management ) style demonstrates high concern for both production and people and is the ideal approach to leadership z The 1, 1 (impoverished management) has minimum concern for people and production z The model is helpful to managers in as much as it helps them identify their current styles and develop the most desirable style z Further development to Blake and Mouton’s Grid has led to two more leadership styles. z The paternalistic (father knows best) manager (9+9) [in place of 5, 5] promise reward for compliance and threatens punishment for non-compliance. z The opportunistic manger uses the style that he or she feels will return the greatest self-benefits

1. Managerial Grid,

2. Life cycle theory, Hersey and Blanchard’s situational leadership model z The life-cycle theory or situational leadership model developed by Paul Hersey and Kenneth Blanchard suggest that the most important factor affecting the selection of a leader’s style is the development (maturity) level of a subordinate. z Development level is the task-specific combination of an employee’s task competence and motivation to perform (commitment). z Managers assess development level by examining an employee’s level of job knowledge, skill, and ability as well as willingness to take responsibility and capacity to act independently. z Employees typically become well developed on a task as they receive appropriate guidance, gain job experience, and see the rewards for cooperative behavior.

z Both the competence to perform a given task and the commitment to do so can vary among employees; therefore development levels demands different responses from leaders. z Heresy and Blanchard use a combination of guidance and supportive [also called task and relationship] orientations to create four major styles- telling, selling (coaching), participating (supporting), and delegating z These are matched with the progressive development levels of the employees, suggesting that a manager’s leadership style should vary with the situation.

Situational Leadership by Hersey and Blanchard z. Directive/Telling Style (S 1) z. Coaching/Selling Style (S 2) z. Participating/Supporting (S 3) z. Delegating (S 4)

Situational Leadership Leader behaviors High Participating Selling S 3 S 2 Relationship Behavior Delegating S 4 Telling S 1 Directive Behavior Low R 4 R 3 Able and willing Able, but unwilling R 2 Unable, but willing Follower Readiness High R 1 Unable and unwilling

Situational Leadership z. This style varies in three ways: y. The amount of direction – directive behavior. y. The amount of support – supportive behavior. y. The amount of involvement in decision making by the follower.

Employee’s development level Leader’s recommended style 1. low ability; low willingness Telling (directive; low support) 2. low ability; high willingness Selling/coaching (directive; supportive) 3. high ability; low willingness participating/supporting (supportive, low direction) z 4. The model is simple and intuitively/ naturally appealing high ability; high willingness Delegation (low direction; low support) and accents an important contingency factor [individual employee’s capabilities on a specific task] that is some times overlooked. z However it ignores several other critical elements that determine leadership style and it does not have a widely accepted research base z Despite these limitations, it has achieved considerable popularity and also many managers to the idea of contingency approaches to leadership style.

3. Fiedlers theory z Fiedlers Contingency Model z Fiedler’s model postulates that effectiveness of a leader depends upon -1. his motivational style and 2. the favorableness of the situation. z Leaders are motivated by either interpersonal relations or task-goal accomplishment. The situational favourableness is the extent to which the leader has control over the situation.

z Leader’s motivational traits: z Leaders differ in their motivational styles z Some believes in getting the task done and are naturally taskoriented. They are essentially authoritarian in their approach z Others are relations-motivated leaders and they believe in getting along with others. These leaders believe in a participative style. z The motivational styles of a leader are measured through the ‘least preferred co-workers’ (LPC) concept. The leaders are asked to describe this person on series of bipolar scales such as pleasant …… 87654321 …. Unpleasant; accepting …. rejecting; helpful … frustrating; open……. guarded z The responses to these scales are totaled and averaged, a high LPC score suggests that the leader has relations-oriented , while a low LPC indicates a task oriented z Fiedler’s logic is that individuals who rate their least preferred co-worker in a relatively favourable light on these scales derive satisfaction out of interpersonal relations; those who rate the worker in a relatively unfavourable light get satisfaction out of successful task performance.

z According to leader when subordinates hypothesized z Situational factors : fiedler the situation is favourable to the he has influence and control over his performance. The three factors are to determine situational favorability – z 1. Leader-member relations – when it is good leaders influence and control is high; and poor impair the leaders control and contribute to unfavourable situation z 2. Task structure – a high degree of task structure [ the task has well defined goals, methods of operations, easy to measure ] contributes to a favourable situation and when it is unfavourable the situation is not favourable to the leader z 3. Position power – comprises formal authority and reward power. The greater the power the greater the leader’s control over subordinates

z Overall, situation favourable ness is determined by the combination of these three situational factors. z A high control situation occurs where the leader has good leader-member relations, highly structured tasks and strong position power z A low control situation exists when the leader has poor relationships with subordinates, unstructured tasks and weak position power. z Between these two situations exists a moderate control situation y. Leadership match: z According to contingency, a task-oriented leader will perform better than a relations-oriented one in high or low control situations. Where as relationoriented leader will do well in moderate control situation

4. Transactional Vs Transformational: • James Mc. Gregor Burns first developed the ideas of transactional and transformational leadership. • Transactional leadership involves exchanging rewards for services rendered. It is a form of contingent reinforcement with the leader rewarding and reinforcing desired behavior. z. Transactional Theories: y. Focus on the management of the organisation y. Focus on procedures and efficiency y. Focus on working to rules and contracts y. Managing current issues and problems

z. Transformational Theories : • Transformational leadership, in contrast, goes beyond exchange inducements for desired performance. Transformational leaders transform the organization by developing vision, building commitment, and empowering followers. z Widespread changes to a business or organisation z. Requires: y. Long term strategic planning y. Clear objectives y. Clear vision y. Leading by example – walk the walk y. Efficiency of systems and processes

• Bass in industry and Leithwood in schools have popularized the concept of transformation leadership and have developed frameworks and measures that have led to a body of research on transformational leadership. • Bass views transformational leadership as an expansion of transactional leadership that goes beyond simple exchange and agreements by employing the one or more of the four I’s: 1. Idealized Influence 2. Inspirational Motivation 3. Intellectual Stimulation 4. Individualized Consideration

Idealized Influence— represents building trust and respect that as a basis for radical and fundamental change. Idealized influence results from leaders behaving a role models: § Demonstrating high standards of ethical and moral standards. § Sharing risks with followers § Considering the needs of others over their own § Using power to move individuals or groups toward accomplishing their mission and vision, but never for personal gain.

Inspirational Motivation--gets the group to believe that the organization’s problems can be solved. Team spirit, enthusiasm, optimism, commitment, and shared vision arise within the work group. Intellectual Stimulation--stimulates followers to be innovative and creative. Encourages criticism, openness, flexibility, and develops a climate in which people are not afraid to make mistakes. Everything can be contested and changed. Individualized Consideration--attention is paid to individual needs for achievement and growth. After determining the strengths and needs of individuals, the leader uses the knowledge to act a mentor helping followers and colleagues to develop their potential and take responsibility for their own development.

Transformational Leadership • Idealized Influence Broadening and elevating follower goals Performance beyond expectations • Inspiration • Intellectual stimulation • Transactional Individualized consideration Leadership • Contingent reward • Management by exception (active or passive) • Laissez faire Leader/follower exchange Agreed upon performance

Characteristics of Transactional Leaders z. Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. z. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. z. Management by Exception (passive): Intervenes only if standards are not met.

Characteristics of Transformational Leaders z Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. z Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. z Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. z Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

Transactional Leadership • Motivating for performance at expected levels • Initiating structure to clarify roles and tasks • Stressing the link between reward and goal achievement. • Uses agreed upon performance to motivate Transformational Leadership Goes Beyond Transactional Leadership Transformational Leadership • Motivating for performance beyond expectations • Inspiring for missions beyond self interest. • Instilling confidence to achieve performance Performance beyond expectations

How Far Can You Go?

New Approaches to Leadership z. Charismatic z. Transformational

• • • Charismatic Leadership Charismatic leadership has its origins in the analyses of Max Weber. Some leaders have an extraordinary personality; in fact, their personality is so strong the people in large part to the power of their personality. Getting others to follow is successful leadership, but it is not necessarily effective leadership; that is, effective leadership depends on the accomplishment of tasks and goals of the group. Mahatma Gandhi, Kennedy, Mussolini were all charismatic leaders. Clinton, Regan as well as Hitler

Charismatic Leadership z Often Transformational and charismatic leadership are used interchangeably. z Charismatic traits and behaviors • Advocates a vision • Not keeper of the status quo – behavior is out of the ordinary – perceived as change-agent • Acts in several unconventional ways – counter to norms • Willingly makes self-sacrifices, takes personal risks, to support their vision • Strong self-confidence

An Integrating Framework Leader Traits 1 2 3 Success Criteria Leader Power 7 Situational Variables Economy, market conditions, etc. Subord. commitment, etc. Leader Behavior 6 5 8 4 Intervening Variables 9 10

4. 5 Introduction to resonant leadership