JOJO VITO, PhD, 2010 HBO CHAPTER 8

WHAT IS LEADERSHIP? : 

WHAT IS LEADERSHIP? Influencing others to do activities to fulfill a shared goal; Directing and managing change; Creating vision for the organisation; Motivating & leading people for success; Creating conditions necessary to achieve goals.

MANAGEMENT VS LEADERSHIP : 

MANAGEMENT VS LEADERSHIP Management is the process of getting things done through the efforts of other people. (Focuses on procedures and results) Management suggests more formality & Manager refers to a position in an organisation. Leadership is influencing of others to do what he/she wants them to do.(Influencing others i.e.. human interaction) A leader may have no formal title at all and rely on personal traits and style to influence followers.

PERSPECTIVES FOR EFFECTIVE LEADERSHIP Source: Management & Organisational behaviour Judith R Gordon (1) : 

PERSPECTIVES FOR EFFECTIVE LEADERSHIP Source: Management & Organisational behaviour Judith R Gordon (1) I.Trait Approach II. Behavioural theories III.Situational theories

I. TRAIT APPROACH : 

I. TRAIT APPROACH Leadership under this approach depicts superior physical, mental and psychological characteristics Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader

SIX SIGNIFICANT TRAITS (SNIDIS) : 

SIX SIGNIFICANT TRAITS (SNIDIS) 1. Supervisory ability: planning, organising, influencing and controlling the work of others. 2. Need for occupational achievement: The seeking of responsibility and the desire for success. 3. Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity Source:Management & Organisational behaviour Judith R Gordon

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4. Decisiveness: Ability to make decisions and solve problems competently. 5. Initiative: Ability to find new and innovative ways of doing things 6.Self- assurance: Extent to which the individual views himself or herself as capable of coping with problems. SIX SIGNIFICANT TRAITS (SNIDIS)

TRANSFORMATIONAL LEADER : 

TRANSFORMATIONAL LEADER A transformational leader has charismatic traits and also possesses ability to take an organisation through a major strategic change. The leader motivates others to improve performance and achieve outcomes; Main methods of motivation the leader uses include: - raising consciousness; - showing the benefits of working together as a team; - instilling values of challenge, responsibility, & growth.

II. BEHAVIOURAL LEADERSHIP THEORIES : 

II. BEHAVIOURAL LEADERSHIP THEORIES To explain deficiencies of the trait approach, researchers shifted their focus on leader’s behavior requirements as opposed to their characteristics/traits.

IOWA BASIC LEADERSHIP STYLES : 

IOWA BASIC LEADERSHIP STYLES AUTOCRATIC PARTICIPATIVE DEMOCRATIC LAISSEZ-FAIRE Leader tells workers what to do McGregor’s Theory X Worker Leader allows and expects worker participation Leader seeks majority rule from workers Leader lets group members make all decisions McGregor’s theory Y Workers Expert-specialist Workers Source:Management & Org. Behaviour-Judith R Gordon

IOWA BASIC STYLES OF LEADERSHIP : 

IOWA BASIC STYLES OF LEADERSHIP 1. Autocratic: Leader tells workers what to do. (Theory X Workers: The traditional view of management that suggests that managers are required to coerce, control, or threaten employees in order to motivate them) 2. Participative: Leader allows and expects worker participation. (Theory Y Workers: A view of management by which a manager believes people are capable of being responsible and mature)

IOWA BASIC STYLES OF LEADERSHIP : 

IOWA BASIC STYLES OF LEADERSHIP 3. Democratic: Leader seeks majority rule from workers. ( Theory Y Workers) 4. Laissez - Faire: Leader lets group members make all decisions. (Specialist Workers)

OHIO STUDIES- BEHAVIOUR OF LEADERS : 

OHIO STUDIES- BEHAVIOUR OF LEADERS (mid 1940s)This study showed the following distinct dimensions of behaviour: Initiating structure: The extent to which leaders establish goals and structure their roles and roles of sub-ordinates toward the attainment of the goals. Consideration- the extent to which leaders have relationship with sub-ordinates characterised by mutual trust, respect and consideration of employees’ ideas and feelings. (Source: 1)

IOWA LEADERSHIP MODEL : 

IOWA LEADERSHIP MODEL From the two dimensions of leadership, four basic leadership styles emerged. 1. Low Consideration & Low Structure. 2. High Consideration & Low Structure. 3. High Structure & High Consideration. 4. High Structure & Low Consideration

OHIO STATE LEADERSHIP MODEL : 

OHIO STATE LEADERSHIP MODEL INITIATING STRUCTURE CONSIDERARTION HIGH LOW HIGH LOW HIGH CONSIDERATION AND LOW STRUCTURE HIGH STRUCTURE AND HIGH CONSIDERATION LOW CONSIDERATION & LOW STRUCTURE HIGH STRUCTURE AND LOW CONSIDERATION

SITUATIONAL VARIABLES INFLUENCING LEADERSHIP BEHAVIOUR (1) : 

SITUATIONAL VARIABLES INFLUENCING LEADERSHIP BEHAVIOUR (1) Group expectations; Task structuring; Schedule and time constraints; Interpersonal contacts; Degree of leader’s influence outside of the group; Extent of reflection of one’s style.

LEADERSHIP STYLE (1) : 

LEADERSHIP STYLE (1) SITUATION Group expects and desires authoritarian behaviour. Work highly structured by technology and time constraints. Little contact with their supervisor. Work requires continuous interaction. SUITABLE STYLE Authoritarian-High structure & low consideration High structure and high consideration Autocratic style High consideration & low structure

B & M’s MANAGERIAL GRID : 

B & M’s MANAGERIAL GRID Robert Blake & Jane Mouton developed a two dimensional model to depict five major leadership styles each of which represents the two distinct elements “Concern for people” and “Concern for production”(Essentials of Organisational Behavior-Robbins) NOTE: The above essentially represents the previous Ohio & Michigan studies

BLAKE & MOUTON’s MANAGERIAL GRID (1) : 

BLAKE & MOUTON’s MANAGERIAL GRID (1) Country Club Management Team Management Concern for production Concern for people Low High High Organisation Man Management Impoverished Management Authority Obedience Attention to needs of people-friendly organisation and work environ. Interdependence through a “common stake” in org. leads to trust & respect Balancing style to get out work& maintain morale Minimum effort to get required work done & sustain org . membership Arranging work in such a way that human element interfere to a minimum degree 9 1 1 9

B & M’s MANAGERIAL GRID : 

B & M’s MANAGERIAL GRID 1.1 Impoverished Management: Little concern for either people or production. 9.1 Authority Obedience: Operating efficiency through controls. 1.9 Country Club Management: Leader is thoughtful, comfortable, and friendly with little concern for output. 5.5 Organisation Man Management: A balanced approach- concern for work in exchange for satisfactory level of morale. 9.9 Team Management: High output through committed people, achieved through trust, respect, and interdependence.

III. SITUATIONAL LEADERSHIP THEORIES : 

III. SITUATIONAL LEADERSHIP THEORIES Traits or preferable behavioural factors are not sufficient to predict leadership success Focus on situational influences; no one of leadership style works in all situations. Identifycritical situational factors that influence leadership style/effectiveness.

HOUSE’s PATH GOAL THEORY OF LEADERSHIP : 

HOUSE’s PATH GOAL THEORY OF LEADERSHIP Path -goal theory is in essence states that leaders can assist employees in attaining goals by showing/ providing direction and support along the path to the destination.

HOUSE’s PATH GOAL THEORY-LEADERSHIP BEHAVIOURS (1) : 

HOUSE’s PATH GOAL THEORY-LEADERSHIP BEHAVIOURS (1) Directive: The leader tells the subordinates what to do, and when to do it. (no employee participation in decision making) Supportive: The leader is friendly with, and shows interest in employees. Participative: The leader seeks suggestions and involves employees in decision making. Achievement oriented: The leader establishes challenging goals and demonstrates confidence in employees in achieving these goals.

SITUATIONAL LEADERSHIP-HERSEY & BLANCHARD : 

SITUATIONAL LEADERSHIP-HERSEY & BLANCHARD Hersley & Blanchard theory provides a useful and understandable framework for situational leadership. The model suggests that there is no one best leadership style for all situations. Manager’s leadership style must be adaptable & flexible to meet the changing needs of employees and situation.

H &B SITUATIONAL LEADERSHIP THEORY : 

H &B SITUATIONAL LEADERSHIP THEORY PARTICIPATING TASK BEHAVIOUR HIGH LOW HIGH TELLING SELLING RELATIONSHIP OF BEHAVIOUR DELEGATING HIGH MODERATE LOW M4 M3 M2 M1 TASK RELEVANT READINESS OF FOLLOWERS READY NOT READY