Description
The report describes about leadership, enlists the characteristics of leadership, differentiates between management and leadership.
ChapterChapter- 5 MANAGERIAL LEADERSHIP
Learning Objectives: Meaning and nature of leadership Difference b t Diff between management and t d Theories of Leadership Techniques used to develop leadership in organization g
Definition of Leadership
The process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals goals. -- Koontz et al Leadership is the ti it f influencing L d hi i th activity of i fl i people to strive willingly for group objectives. objectives -- George R Terry R.
Characteristics of Leadership
Leadership involves non-coercive noninfluence: Subordinates accept influence as they respect and admire them them. Leadership influence is goal directed: To tt i T attain organizational goals. i ti l l Leadership requires followers: It exists only in relation to followers.
Difference between Management and Leadership
Management Leadership Planning & budgeting Establishing direction Organizing & staffing Aligning people O i i t ffi Ali i l Controlling & monitoring Motivating and inspiring Degree of predictability Produces change
TRAIT THEORY OF LEADERSHIP
The Great Person Theory: Kirkpatrick et. al. Leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority Characteristics of Great Leaders: Drive, Honesty and integrity, Leadership motivation, Self-confidence, motivation Self-confidence Cognitive ability ability, knowledge of the business, Creativity, Flexibility
Limitations of Great Man Theory
No universally accepted traits y p Traits of successful leader not often easy to replicated No cause-effect relationship between traits and causeeffective leadership Traits T it are effective in work situations ff ti i k it ti Trait can help in prediction of leadership but it cannot differentiate between effective and ineffective leaders
Behavioral theory of Leadership
Participative Versus Autocratic Behavior: The two dimensional autocraticautocraticparticipative theory characterizes the extent to which leaders permit subordinate t t k part i l d it b di t to take t in decisions. The autocratic extreme is marked b no participation whereas th k d by ti i ti h the democratic extreme is marked by high participation ti i ti
Four distinct styles
Directive autocrat: makes decisions unilaterally, y, closely supervises subordinates Permissive autocrat: makes decisions unilaterally, gives subordinates l i d i il ll i b di latitude in carrying out their work Directive democrat: makes decisions participatively, closely supervises subordinates Permissive de oc at makes dec s o s e ss e democrat: a es decisions participatively, gives subordinates latitude in carrying out their work
Ohio State Leadership Studies
Leader behavior narrowed to two dimensions: 1.Initiating Structure: Refers to the extent to which a leader is likely to define and structure his role and those of employees i search f goal d h f l in h for l attainment. (Production oriented) 2.Consideration: 2 Consideration: Refers to the extent to which a person is likely to have job relationships that a e characterized are c a acte ed by mutual t ust, respect for utua trust, espect o employees’ ideas and regard for their feelings. (Person oriented)
Ohio State…contd. State contd
Leaders high in initiating structure and g g consideration tended to achieve high employee performance and satisfaction. The ‘high-hi h’ style did not always result i Th ‘high-high’ ‘hi h l l l in positive consequences Leader behavior as high on initiating structure led to greater rates of grievances, absenteeism and turnover and lower levels of job satisfaction for routine tasks High consideration was negatively related to performance ratings of the leader by his superior
Managerial Grid Theory
R. Blake and James S. Mouton proposed it p p It has two dimensions “ concern for production” and “ concern for people” Grid has nine possible positions along each axis, creating 81 different positions Grid h G id shows th d i ti f t the dominating factors i a l d ’ in leader’s thinking in regard to getting results Studies show managers were found to perform best under a 9,9 style as contrast to 9,1 or 1,9 style
Fred E. Fiedler contingency model
There are major situational variables exert j powerful influence on the leader’s behavior and his effectiveness. These variables are : Th i bl a) The Leader- member relationship: determines Leaderthe situation’s favorableness situation s b) The Task structure: degree of structure in the tas t e g oup as been assigned task the group has bee ass g ed c) The position power: degree of formal authority of the leader
FINDINGS FROM THE MODEL
Good P Perform manc e
Task oriented Relationship oriented
Poo r
Category
Favorable
I II III
Moderate
IV V VI Poor High Weak
Unfavorabl e
VII Poor Low Stron g VIII Poor Low Weak
Leader-member relationsGood
Good Good Good Poor High Weak Low Stron g Low Weak High Stron g
Task structure High Position power Stron
g
Fiedler model…contd. model contd
Fiedler research findings shows: g That under very favorable and very unfavorable situations, the task directed, or hard nosed type of leader was most effective fl d ff i When the situations was only moderately favorable or unfavorable the human relations or unfavorable, relations, lenient type of leader was most effective This model e p as es t at leader’s s ode emphasizes that eade s effectiveness is neither purely a matter of leadership qualities nor that of the type of situation
Hersey and Blanchard situational theory
Successful leadership is achieved by selecting p y g right leadership style, which is continent on the level of follower’s maturity Their Th i model i d d l is developed on two di l d dimensions of i f leadership viz. a) Task behavior b) Relationship behavior There are four leadership styles on the above two dimensions viz.1) Directing (HT-LR) 2) (HTGuiding (HT-HR) 3) Participative (LT-HR) 4) (HT(LTDelegating (LT-LR) (LT-
Hersey model….Contd. model Contd
Choosing the right style depends on the maturity of followers. There are four levels: M 1- Low ability and low motivation 1M 2- Low ability and High motivation 2M 3- High ability and low motivation 3M 4- High ability and high motivation 4Leader L d must choose matching style with t h t hi t l ith the maturity level of followers to succeed
PathPath-Goal Theory
The theory is developed by Robert House It says it is leader’s job to assist his followers in attaining their goals and to provide necessary directions The four major types of leadership are: 1. Directive leadership: Leaders give specific directions and there is no participation by subordinates.
PATHPATH-GOAL THEORY
Environmental Contingency Factors Task structure Formal authority Systems Work group
Outcomes
Leader Behavior
Directive Participative Achievement oriented Supportive
Performance Satisfaction
Personal P l Characteristics
Locus of control Experience Perceived ability
Path-goal…contd. Path-goal contd
2. Supportive leadership: the leader is friendly and pp p y approachable and shows a genuine concern for subordinates 3. Participative leadership: leader k for d 3 P i i i l d hi l d asks f and uses suggestions from subordinates but still makes the decisions 4. Achievement –oriented leadership: leader sets challenging goals for subordinates and shows confidence that they will attain these goals and perform well
Path-goal….contd. Path-goal contd
These styles are not mutually exclusive. In exclusive fact the same leader can adopt them at different times and in different situations situations. Showing such flexibility is one important aspect of an effective leader leader. Which of these styles is best depends on characteristics of subordinates and aspects of the work environment.
Path-goal…contd. Path-goal contd
Leader behavior will be acceptable to p subordinates to the extent that the subordinates see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction Leader behavior will be motivational to the extent that it makes satisfaction of subordinates needs contingent on effective performance and it provides coaching, guidance, support and id hi id t d rewards which are necessary for effective performance pe o a ce
Leadership development in Organizations
360 degree feedback Developing networks of interactions within and between organizations Coaching technique- one to one techniqueMentoring technique Action learning- prospective leaders learning- p p g placed into groups to solve a problem
Question
What do you think is the best way to develop leaders in the organizations?
THANK YOU
doc_992024113.pdf
The report describes about leadership, enlists the characteristics of leadership, differentiates between management and leadership.
ChapterChapter- 5 MANAGERIAL LEADERSHIP
Learning Objectives: Meaning and nature of leadership Difference b t Diff between management and t d Theories of Leadership Techniques used to develop leadership in organization g
Definition of Leadership
The process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals goals. -- Koontz et al Leadership is the ti it f influencing L d hi i th activity of i fl i people to strive willingly for group objectives. objectives -- George R Terry R.
Characteristics of Leadership
Leadership involves non-coercive noninfluence: Subordinates accept influence as they respect and admire them them. Leadership influence is goal directed: To tt i T attain organizational goals. i ti l l Leadership requires followers: It exists only in relation to followers.
Difference between Management and Leadership
Management Leadership Planning & budgeting Establishing direction Organizing & staffing Aligning people O i i t ffi Ali i l Controlling & monitoring Motivating and inspiring Degree of predictability Produces change
TRAIT THEORY OF LEADERSHIP
The Great Person Theory: Kirkpatrick et. al. Leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority Characteristics of Great Leaders: Drive, Honesty and integrity, Leadership motivation, Self-confidence, motivation Self-confidence Cognitive ability ability, knowledge of the business, Creativity, Flexibility
Limitations of Great Man Theory
No universally accepted traits y p Traits of successful leader not often easy to replicated No cause-effect relationship between traits and causeeffective leadership Traits T it are effective in work situations ff ti i k it ti Trait can help in prediction of leadership but it cannot differentiate between effective and ineffective leaders
Behavioral theory of Leadership
Participative Versus Autocratic Behavior: The two dimensional autocraticautocraticparticipative theory characterizes the extent to which leaders permit subordinate t t k part i l d it b di t to take t in decisions. The autocratic extreme is marked b no participation whereas th k d by ti i ti h the democratic extreme is marked by high participation ti i ti
Four distinct styles
Directive autocrat: makes decisions unilaterally, y, closely supervises subordinates Permissive autocrat: makes decisions unilaterally, gives subordinates l i d i il ll i b di latitude in carrying out their work Directive democrat: makes decisions participatively, closely supervises subordinates Permissive de oc at makes dec s o s e ss e democrat: a es decisions participatively, gives subordinates latitude in carrying out their work
Ohio State Leadership Studies
Leader behavior narrowed to two dimensions: 1.Initiating Structure: Refers to the extent to which a leader is likely to define and structure his role and those of employees i search f goal d h f l in h for l attainment. (Production oriented) 2.Consideration: 2 Consideration: Refers to the extent to which a person is likely to have job relationships that a e characterized are c a acte ed by mutual t ust, respect for utua trust, espect o employees’ ideas and regard for their feelings. (Person oriented)
Ohio State…contd. State contd
Leaders high in initiating structure and g g consideration tended to achieve high employee performance and satisfaction. The ‘high-hi h’ style did not always result i Th ‘high-high’ ‘hi h l l l in positive consequences Leader behavior as high on initiating structure led to greater rates of grievances, absenteeism and turnover and lower levels of job satisfaction for routine tasks High consideration was negatively related to performance ratings of the leader by his superior
Managerial Grid Theory
R. Blake and James S. Mouton proposed it p p It has two dimensions “ concern for production” and “ concern for people” Grid has nine possible positions along each axis, creating 81 different positions Grid h G id shows th d i ti f t the dominating factors i a l d ’ in leader’s thinking in regard to getting results Studies show managers were found to perform best under a 9,9 style as contrast to 9,1 or 1,9 style
Fred E. Fiedler contingency model
There are major situational variables exert j powerful influence on the leader’s behavior and his effectiveness. These variables are : Th i bl a) The Leader- member relationship: determines Leaderthe situation’s favorableness situation s b) The Task structure: degree of structure in the tas t e g oup as been assigned task the group has bee ass g ed c) The position power: degree of formal authority of the leader
FINDINGS FROM THE MODEL
Good P Perform manc e
Task oriented Relationship oriented
Poo r
Category
Favorable
I II III
Moderate
IV V VI Poor High Weak
Unfavorabl e
VII Poor Low Stron g VIII Poor Low Weak
Leader-member relationsGood
Good Good Good Poor High Weak Low Stron g Low Weak High Stron g
Task structure High Position power Stron
g
Fiedler model…contd. model contd
Fiedler research findings shows: g That under very favorable and very unfavorable situations, the task directed, or hard nosed type of leader was most effective fl d ff i When the situations was only moderately favorable or unfavorable the human relations or unfavorable, relations, lenient type of leader was most effective This model e p as es t at leader’s s ode emphasizes that eade s effectiveness is neither purely a matter of leadership qualities nor that of the type of situation
Hersey and Blanchard situational theory
Successful leadership is achieved by selecting p y g right leadership style, which is continent on the level of follower’s maturity Their Th i model i d d l is developed on two di l d dimensions of i f leadership viz. a) Task behavior b) Relationship behavior There are four leadership styles on the above two dimensions viz.1) Directing (HT-LR) 2) (HTGuiding (HT-HR) 3) Participative (LT-HR) 4) (HT(LTDelegating (LT-LR) (LT-
Hersey model….Contd. model Contd
Choosing the right style depends on the maturity of followers. There are four levels: M 1- Low ability and low motivation 1M 2- Low ability and High motivation 2M 3- High ability and low motivation 3M 4- High ability and high motivation 4Leader L d must choose matching style with t h t hi t l ith the maturity level of followers to succeed
PathPath-Goal Theory
The theory is developed by Robert House It says it is leader’s job to assist his followers in attaining their goals and to provide necessary directions The four major types of leadership are: 1. Directive leadership: Leaders give specific directions and there is no participation by subordinates.
PATHPATH-GOAL THEORY
Environmental Contingency Factors Task structure Formal authority Systems Work group
Outcomes
Leader Behavior
Directive Participative Achievement oriented Supportive
Performance Satisfaction
Personal P l Characteristics
Locus of control Experience Perceived ability
Path-goal…contd. Path-goal contd
2. Supportive leadership: the leader is friendly and pp p y approachable and shows a genuine concern for subordinates 3. Participative leadership: leader k for d 3 P i i i l d hi l d asks f and uses suggestions from subordinates but still makes the decisions 4. Achievement –oriented leadership: leader sets challenging goals for subordinates and shows confidence that they will attain these goals and perform well
Path-goal….contd. Path-goal contd
These styles are not mutually exclusive. In exclusive fact the same leader can adopt them at different times and in different situations situations. Showing such flexibility is one important aspect of an effective leader leader. Which of these styles is best depends on characteristics of subordinates and aspects of the work environment.
Path-goal…contd. Path-goal contd
Leader behavior will be acceptable to p subordinates to the extent that the subordinates see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction Leader behavior will be motivational to the extent that it makes satisfaction of subordinates needs contingent on effective performance and it provides coaching, guidance, support and id hi id t d rewards which are necessary for effective performance pe o a ce
Leadership development in Organizations
360 degree feedback Developing networks of interactions within and between organizations Coaching technique- one to one techniqueMentoring technique Action learning- prospective leaders learning- p p g placed into groups to solve a problem
Question
What do you think is the best way to develop leaders in the organizations?
THANK YOU
doc_992024113.pdf