Description
This is a PPT explains about theories on leadership.
BUSINESS LEADERSHIP
LEADERSHIP THEORIES
BUSINESS LEADERSHIP
UNIVERSALISTIC APPROACH (Trait, Behaviour, Relationships)
BUSINESS LEADERSHIP
Trait Theory of Leadership
A common understanding of leadership is to describe its qualities such as charisma, intelligence, enthusiasm, courage etc. While many of the "leaders" seemed to possess and exhibit some or many of these quality traits, the researchers could not find with certainty a common set of traits that differentiated leaders from non-leaders and effective leaders from the ineffective
BUSINESS LEADERSHIP
• • • • • • •
Stamina / Energy Sociability / Relationship Skills Intelligence / Knowledge Self-Confidence / Enthusiasm Education Drive to Achieve Persistence
BUSINESS LEADERSHIP
Trait Theory of Leadership Drive - leaders have a relatively high desire for achievement; they are ambitious and possess a lot of energy; they are persistent and show initiative
Desire to lead - leaders have a strong desire to influence and lead others; they demonstrate a willingness to assume responsibility for their actions Honesty and Integrity - leaders build trusting relationships between themselves and others; they are truthful and non-deceitful, and they show high consistency between word and deed
BUSINESS LEADERSHIP Trait Theory of Leadership
Self-Confidence - leaders show self-confidence in order to convince their followers of the rightness of goals and decisions. Intelligence - leaders are intelligent enough to gather, synthesize and interpret large volumes of information; they are able to create visions, solve problems and make correct decisions.
BUSINESS LEADERSHIP
Trait Theory of Leadership
Job-relevant knowledge - leaders have sufficient job-related knowledge about the company and industry; they make well-informed decisions and understand implications of such decisions.
BUSINESS LEADERSHIP
Traditional Leadership Styles
?
Autocratic
?
? ?
Benevolent (Paternalistic)
Consultative Participative
?
Consensus-making
BUSINESS LEADERSHIP
The Leadership Grid
High Country Club (1,9) Team (9,9)
Concern for People
Middle of the Road (5,5) Impoverished (1,1) Low Concern for Production Task (9,1) High
Low
BUSINESS LEADERSHIP
BUSINESS LEADERSHIP
Factors affecting Leadership Styles Managerial Factors
These are the manager's attitudes about control, delegation etc. These may include factors such as personal value system, trust and confidence etc.
BUSINESS LEADERSHIP
Factors affecting Leadership Styles Subordinate Factors These represent the degree to which subordinates will trust and respect the manager and consequently are influenced by him. These may include desire for independence and responsibility, acceptance of uncertainty, interest, comprehension etc.
BUSINESS LEADERSHIP
Factors affecting Leadership Styles
Situational Factors
These include factors such as the type of the organisation, nature of problem, effectiveness of groups, time pressures etc.
BUSINESS LEADERSHIP
CONTINGENCY APPROACH
BUSINESS LEADERSHIP
LEADER
STYLES TRAITS BEHAVIOUR POSITION
FOLLOWER
NEEDS MATURITY TRAINING COHESION
SITUATION
TASK STRUCTURE SYSTEMS ENVIRONMENT
BUSINESS LEADERSHIP Contingency Theory of Leadership
According to Fred Fiedler (1967), effective group performance depends on the proper match between the leader's style of interacting with employees and the degree to which the situation gives control and influence to the leader.
BUSINESS LEADERSHIP
Contingency Theory of Leadership
Leader-member relations Degrees of confidence, trust, and respect employees have in their leader Task structure The degree to which a task is structured or unstructured Position power The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions
BUSINESS LEADERSHIP
Contingency Theory of Leadership
Task-oriented leaders are more effective when the situation is highly favourable or highly unfavourable.
Relationship-oriented leaders are more effective when the situation is moderately favourable.
BUSINESS LEADERSHIP
Situational Theory of Leadership Paul Hersey & Kenneth Blanchard, 1988
Situational Leadership model focuses on the followers. Since it is the followers who accept or reject a leader, the focus reflects the reality. Here, the emphasis is on how a leader should adjust his leadership style in accordance with the readiness (ability and willingness) of followers.
BUSINESS LEADERSHIP
Situational Leadership
Readiness can be in four stages:
Stage 1 - follower both unable and unwilling
Stage 2 - follower unable but willing Stage 3 - follower able but unwilling
Stage 4 - follower able and willing
BUSINESS LEADERSHIP
Contingency Theory of Leadership
BUSINESS LEADERSHIP
Situational Leadership
Low-Task / Low-Relationship (S4)
Turn over responsibility for decisions and implementation Low-Task / High-Relationship (S3) Share Ideas and facilitate decision-making
BUSINESS LEADERSHIP
Situational Leadership
High-Task / High-Relationship (S2)
Explain decisions and provide support High-Task / Low-Relationship (S1)
Provide specific instructions and monitor closely
BUSINESS LEADERSHIP Path-Goal Theory of Leadership
The path-goal theory (Robert House, 1971) is derived from the belief that effective leaders clarify the path to help their followers get from where they are to achieve their goals and make the journey easier by reducing the roadblocks and hindrances.
BUSINESS LEADERSHIP
Path-Goal Theory of Leadership
BUSINESS LEADERSHIP Path-Goal Theory of Leadership Supportive Leadership
giving consideration to the needs of the followers; displaying concern for their welfare; creating friendly climate at the work place
Directive Leadership letting followers know what they are expected to do; giving specific guidelines; scheduling and coordinating work
BUSINESS LEADERSHIP Path-Goal Theory of Leadership
Participative Leadership
consulting with followers; taking their opinions and suggestions Achievement-Oriented Leadership setting challenging goals and targets; emphasising excellence in performance; showing confidence
BUSINESS LEADERSHIP
SITUATIONAL CONTINGENCIES
Subordinate Characteristics
Ability - knowledge, skills, competence
Locus of Control - Internal and External Needs - level of hierarchy of needs
BUSINESS LEADERSHIP
SITUATIONAL CONTINGENCIES
Task Structure Structured – stressful, boring, tedious, repetitive Unstructured – clarify goals, define expectations
doc_715253032.ppt
This is a PPT explains about theories on leadership.
BUSINESS LEADERSHIP
LEADERSHIP THEORIES
BUSINESS LEADERSHIP
UNIVERSALISTIC APPROACH (Trait, Behaviour, Relationships)
BUSINESS LEADERSHIP
Trait Theory of Leadership
A common understanding of leadership is to describe its qualities such as charisma, intelligence, enthusiasm, courage etc. While many of the "leaders" seemed to possess and exhibit some or many of these quality traits, the researchers could not find with certainty a common set of traits that differentiated leaders from non-leaders and effective leaders from the ineffective
BUSINESS LEADERSHIP
• • • • • • •
Stamina / Energy Sociability / Relationship Skills Intelligence / Knowledge Self-Confidence / Enthusiasm Education Drive to Achieve Persistence
BUSINESS LEADERSHIP
Trait Theory of Leadership Drive - leaders have a relatively high desire for achievement; they are ambitious and possess a lot of energy; they are persistent and show initiative
Desire to lead - leaders have a strong desire to influence and lead others; they demonstrate a willingness to assume responsibility for their actions Honesty and Integrity - leaders build trusting relationships between themselves and others; they are truthful and non-deceitful, and they show high consistency between word and deed
BUSINESS LEADERSHIP Trait Theory of Leadership
Self-Confidence - leaders show self-confidence in order to convince their followers of the rightness of goals and decisions. Intelligence - leaders are intelligent enough to gather, synthesize and interpret large volumes of information; they are able to create visions, solve problems and make correct decisions.
BUSINESS LEADERSHIP
Trait Theory of Leadership
Job-relevant knowledge - leaders have sufficient job-related knowledge about the company and industry; they make well-informed decisions and understand implications of such decisions.
BUSINESS LEADERSHIP
Traditional Leadership Styles
?
Autocratic
?
? ?
Benevolent (Paternalistic)
Consultative Participative
?
Consensus-making
BUSINESS LEADERSHIP
The Leadership Grid
High Country Club (1,9) Team (9,9)
Concern for People
Middle of the Road (5,5) Impoverished (1,1) Low Concern for Production Task (9,1) High
Low
BUSINESS LEADERSHIP
BUSINESS LEADERSHIP
Factors affecting Leadership Styles Managerial Factors
These are the manager's attitudes about control, delegation etc. These may include factors such as personal value system, trust and confidence etc.
BUSINESS LEADERSHIP
Factors affecting Leadership Styles Subordinate Factors These represent the degree to which subordinates will trust and respect the manager and consequently are influenced by him. These may include desire for independence and responsibility, acceptance of uncertainty, interest, comprehension etc.
BUSINESS LEADERSHIP
Factors affecting Leadership Styles
Situational Factors
These include factors such as the type of the organisation, nature of problem, effectiveness of groups, time pressures etc.
BUSINESS LEADERSHIP
CONTINGENCY APPROACH
BUSINESS LEADERSHIP
LEADER
STYLES TRAITS BEHAVIOUR POSITION
FOLLOWER
NEEDS MATURITY TRAINING COHESION
SITUATION
TASK STRUCTURE SYSTEMS ENVIRONMENT
BUSINESS LEADERSHIP Contingency Theory of Leadership
According to Fred Fiedler (1967), effective group performance depends on the proper match between the leader's style of interacting with employees and the degree to which the situation gives control and influence to the leader.
BUSINESS LEADERSHIP
Contingency Theory of Leadership
Leader-member relations Degrees of confidence, trust, and respect employees have in their leader Task structure The degree to which a task is structured or unstructured Position power The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions
BUSINESS LEADERSHIP
Contingency Theory of Leadership
Task-oriented leaders are more effective when the situation is highly favourable or highly unfavourable.
Relationship-oriented leaders are more effective when the situation is moderately favourable.
BUSINESS LEADERSHIP
Situational Theory of Leadership Paul Hersey & Kenneth Blanchard, 1988
Situational Leadership model focuses on the followers. Since it is the followers who accept or reject a leader, the focus reflects the reality. Here, the emphasis is on how a leader should adjust his leadership style in accordance with the readiness (ability and willingness) of followers.
BUSINESS LEADERSHIP
Situational Leadership
Readiness can be in four stages:
Stage 1 - follower both unable and unwilling
Stage 2 - follower unable but willing Stage 3 - follower able but unwilling
Stage 4 - follower able and willing
BUSINESS LEADERSHIP
Contingency Theory of Leadership
BUSINESS LEADERSHIP
Situational Leadership
Low-Task / Low-Relationship (S4)
Turn over responsibility for decisions and implementation Low-Task / High-Relationship (S3) Share Ideas and facilitate decision-making
BUSINESS LEADERSHIP
Situational Leadership
High-Task / High-Relationship (S2)
Explain decisions and provide support High-Task / Low-Relationship (S1)
Provide specific instructions and monitor closely
BUSINESS LEADERSHIP Path-Goal Theory of Leadership
The path-goal theory (Robert House, 1971) is derived from the belief that effective leaders clarify the path to help their followers get from where they are to achieve their goals and make the journey easier by reducing the roadblocks and hindrances.
BUSINESS LEADERSHIP
Path-Goal Theory of Leadership
BUSINESS LEADERSHIP Path-Goal Theory of Leadership Supportive Leadership
giving consideration to the needs of the followers; displaying concern for their welfare; creating friendly climate at the work place
Directive Leadership letting followers know what they are expected to do; giving specific guidelines; scheduling and coordinating work
BUSINESS LEADERSHIP Path-Goal Theory of Leadership
Participative Leadership
consulting with followers; taking their opinions and suggestions Achievement-Oriented Leadership setting challenging goals and targets; emphasising excellence in performance; showing confidence
BUSINESS LEADERSHIP
SITUATIONAL CONTINGENCIES
Subordinate Characteristics
Ability - knowledge, skills, competence
Locus of Control - Internal and External Needs - level of hierarchy of needs
BUSINESS LEADERSHIP
SITUATIONAL CONTINGENCIES
Task Structure Structured – stressful, boring, tedious, repetitive Unstructured – clarify goals, define expectations
doc_715253032.ppt