What Is Leadership Leadership The ability to influence

What Is Leadership? • Leadership Ø The ability to influence a group toward the achievement of goals.

CHARACTERISTICS OF LEADERSHIP

LEADERSHIP APPROACH 1. Trait 2. Behavior 3. contingency

Trait Theories LEADERS ARE BORN THEY CAN NOT MADE

Trait Theories Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non leaders. Leadership Traits: • Ambition and energy • The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge

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.

Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from non leaders. • Trait theory: Leaders are born, not made. • Behavioral theory: Leadership traits can be taught.

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.

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.

The Managerial Grid (Blake and Mouton)

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 taskor relationship-oriented.

Fiedler’s Model: Defining the Situation Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Task Structure The degree to which the job assignments are procedurized. Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Findings from Fiedler Model

Ways to improve leader effectiveness ØChange the leader ØChange the situation

Criticism of theory Ø There are problem with the LPC questionnaire. Ø Contingency variables are complex and difficult for practitioners to assess.

Cognitive Resource Theory A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader. Research Support: • Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. • Less experienced people perform better in leadership roles under low stress than do more experienced people.

Hersey and Blanchard’s Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness. Successful leadership is achieved by selecting the right leadership style. Before we proceed, we should clarify the two points : 1. Why focus on the followers ? 2. What do they mean by the term readiness ? The leadership effectiveness depends on the actions of the followers. This is an important dimensions that has been overlooked in most other leadership theories.

Contd…. Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT views the leader-follower relationship to that between a parent and a child. Parent needs to control child to become more mature and responsible. Leaders also perform the same task. Hersey and Blanchard identify four specific leader behaviors from highly directive to highly laissez-faire. The most effective behavior depends on the follower’s ability and motivation.

Leadership Styles and Follower Readiness (Hersey and Blanchard) Follower Readiness Able Unwilling Supportive Participative Willing Monitoring Leadership Styles Unable Directive High Task and Relationship Orientations

Path-Goal Theory This theory is developed by Robert House. It extracts elements from the ohio state leadership research and expectancy theory of motivation. The essence of path goal theory is that it is leader’s job to provide information, support or other necessary resources to achieve their goals.

Leader Behavior : Robert House identified four leadership behaviors. 1. Directive leader : Followers know what is expected of them, schedules of work to be done and gives specific guidance. 2. Supportive leader : It is friendly and shows concern for the needs of followers. 3. Participative leader: It consults with followers and uses their suggestions before making a decision. 4. Achievement-oriented leader: It sets challenging goals and expects followers to perform at their highest level.

The Path-Goal Theory

Contd… Some illustrations of predictions based on the path-goal theory : 1. Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. 2. Supportive leadership results in high employee performance and satisfaction when employee are performing structured tasks. 3. Employees with an internal locus of control will be more satisfied with a participative style. 4. Achievement-oriented leadership will increase employee’s expectancies that effort will lead to high performance when tasks are ambiguously structured.

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.

Leader-Member Exchange Theory

Leader-Participation Model (Vroom and Yetton) 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 1. 2. 3. 4. 5. 6. 7. Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers “buy into” the organization’s goals Whethere 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

Framing: Using Words to Shape Meaning and Inspire Others Framing A way to use language to manage meaning. Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.

Inspirational Approaches to Leadership Charismatic Leadership Theory Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Charismatics Influence Followers By: 1. Articulating the vision 2. Setting high performance expectations 3. Conveying a new set of values 4. Making personal sacrifices

Key Characteristics of Charismatic Leaders 1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others. 2. Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision. 3. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings. 4. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms. 5. self confident: these leaders are very self confident about doing things.

Charismatic Leadership Issues Ø Importance of vision – Must be inspirational, value-centered, realizable, and given with superior imaginary and articulation Ø Charismatic effectiveness and situation – Charisma works best when: • • The follower’s task has an ideological component There is a lot of stress and uncertainty in the environment The leader is at the upper level of the organization Followers have low self-esteem and self-worth Ø Dark Side of Charisma – Ego-driven charismatics allow their self-interest and personal goals to override the organization’s goals

Transactional and Transformational Leadership Transactional Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. • Contingent Reward • Management by Exception (active) • Management by Exception (passive) • Laissez-Faire Transformational Leaders • Charisma Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma. • Inspiration • Intellectual Stimulation • Individual Consideration

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

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