24200794 Leadership Applied Theory

8/18/2019 24200794 Leadership Applied Theory

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LEADERSHIP


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LEARNING OBJECTIVE

What do leaders do?

How leadership is established?

What types o people be!o"e #oodleaders?

How leaders adapt their beha$ior to ea!h

sit%atio&?'(ills esse&tial or ee!ti$e leadership?

How leaders %se power ) i&l%e&!e?


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CONCEPT

NATURE OF LEADERSHIP


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WHAT *O LEA*ER' *O?

I&itiate ideas

'et #oals

Or#a&ise ) str%!t%rewor(

"a(e de!isio&s

'ol$e proble"s

Ge&erate e&th%sias"Trai& ) de$elop

e"ployee s(ills

Co""%&i!ate or"ally

with s%bordi&ates

I&or"ally i&tera!t with

s%bordi&ates

'ta&d %p or ) s%pport

s%bordi&ates

Ta(e respo&sibility

*e$elop #ro%p

at"osphere

Reward ) p%&ish

s%bordi&ates


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'+ECI,IC LEA*ER '-ILL'

ORGANI'ING

ANAL.'I' )*ECI'ION /A-ING

+LANNING

CO//0NICATION

*ELEGATION

WOR- HABIT'

CARE,0LNE''

INTER +ER'ONAL'-ILL'

JOB -NOWLE*GE

ORGANI'ATIONAL

-NOWLE*GE

TO0GHNE''

INTEGRIT.

*EVELO+/ENT TO

OTHER'LI'TENING


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LEADERSHIP SKILLSTECHNICAL SKILLS

HUMAN SKILLS

CONCEPTUAL SKILLS

CONCEPTUALCONCEPTUAL

HUMANHUMAN

TECHNICALTECHNICAL


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10ALITIE' O, A GOO* LEA*ER

ENERGY =FLEXIBILITY OF MIND

EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES

KNOWLEDGE OF HUMAN RELATIONS

OBJECTIVITY

EMPATHY

PERSONAL MOTIVATION

COMMUNICATION SKILL

TEACHING ABILITY

SOCIAL SKILL

TECHNICAL COMPETENCEINTEGRITY

CONCEPTUAL SKILL

MORAL COURAGE


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WHAT /A-E' A LEA*ER?


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TRUSTWORTHINESS TOPS THE LISTTRUSTWORTHINESS TOPS THE LIST

2INTEGRIT. I' HONE'T.CARRIE*

THRO0GH THE ,IBRE' O, THE BEING

AN* THE WHOLE /IN*3 INTO THO0GHTA' WELL A' INTO ACTION 'O THAT THE

+ER'ON I' CO/+LETE IN HONE'T.4

THAT -IN* O, INTEGRIT. I +0T ABOVE

ALL EL'E A' AN E''ENTIAL O,LEA*ER'HI+56+earl4'4 B%!(3 wi&&er o

789: Nobel +ri;e or literat%re


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What Is La!"sh#$?

management

Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members


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LEA*ER'HI+LEA*ER'HI+ is diere&t ro"

"a&a#e"e&tLeadership !o"ple"e&ts "a&a#e"e&t< it

does&=t repla!e it4

/a&a#e"e&t is abo%t !opi with!o"ple>ity6Leadership is abo%t !opi

with !hae

/a&a#e"e&t i&$ol$es pla&&i )

b%d#etior#a&i;i ) stai<

Leadership is abo%t setti dire!tio& )

ali#&i people


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LEA*ER'HI+LEA*ER'HI+ is diere&t ro"

"a&a#e"e&t

Ma%a&'%t %s("s $)a% a**+'$)#sh'%t

,- *+%t"+))#%& . $"+,)' s+)/#%& 0 pushing in

the right direction12h#) )a!"sh#$ "3(#"s

'+t#/at#%& . #%s$#"#%&(satisfying needs

&drives).

La!"sh#$ %!s t+ *"at *ha))%%&+$$+"t(%#t#s4


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Theories o Leadership

leadership

Behavioral theory

Trait theory

Situational theory

Charismati theory


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LEADERSHIP TRAITS


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TRAIT THEOR.

+H.'ICAL TRAIT'

ABILIT.6INTELLIGENCE3,L0ENC. O, '+EECH3

-NOWLE*GE

+ER'ONALIT.

6ETROVER'ION6INTROVER'ION3

*O/INANCE3 +ER'ONAL

A*J0'T/ENT3 'EL,CON,I*ENCE3 INTER

+ER'ONAL 'EN'I'TIVIT.3

E/OTIONAL CONTROL


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T"a#t Th+"#s

Leadership TraitsLeadership Traits@@

5 A"bitio& a&d e&er#yA"bitio& a&d e&er#y

5 The desire to leadThe desire to lead

5 Ho&esty a&dHo&esty a&di&te#rityi&te#rity

5 'el6!o&ide&!e'el6!o&ide&!e5 I&telli#e&!eI&telli#e&!e

5 Job6rele$a&tJob6rele$a&t(&owled#e(&owled#e

Leadership TraitsLeadership Traits@@

5 A"bitio& a&d e&er#yA"bitio& a&d e&er#y

5 The desire to leadThe desire to lead

5 Ho&esty a&dHo&esty a&di&te#rityi&te#rity

5 'el6!o&ide&!e'el6!o&ide&!e

5 I&telli#e&!eI&telli#e&!e

5 Job6rele$a&tJob6rele$a&t(&owled#e(&owled#e


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T"a#t Th+"#s

Li"itatio&sLi"itatio&s@@

5 No %&i$ersal traits that predi!t leadershipNo %&i$ersal traits that predi!t leadership

i& all sit%atio&s4i& all sit%atio&s4

5 Traits predi!t beha$ior better i& 2wea(5Traits predi!t beha$ior better i& 2wea(5

tha& 2stro sit%atio&s4tha& 2stro sit%atio&s4

5 0&!lear e$ide&!e o the !a%se a&d ee!t0&!lear e$ide&!e o the !a%se a&d ee!t

o relatio&ship o leadership a&d traits4o relatio&ship o leadership a&d traits4

5 Better predi!tor o the appeara&!e oBetter predi!tor o the appeara&!e o

leadership tha& disti%ishi ee!ti$eleadership tha& disti%ishi ee!ti$e

a&d i&ee!ti$e leaders4a&d i&ee!ti$e leaders4

Li"itatio&sLi"itatio&s@@

5 No %&i$ersal traits that predi!t leadershipNo %&i$ersal traits that predi!t leadership

i& all sit%atio&s4i& all sit%atio&s4

5 Traits predi!t beha$ior better i& 2wea(5Traits predi!t beha$ior better i& 2wea(5

tha& 2stro sit%atio&s4tha& 2stro sit%atio&s4

5 0&!lear e$ide&!e o the !a%se a&d ee!t0&!lear e$ide&!e o the !a%se a&d ee!t

o relatio&ship o leadership a&d traits4o relatio&ship o leadership a&d traits4

5 Better predi!tor o the appeara&!e oBetter predi!tor o the appeara&!e o

leadership tha& disti%ishi ee!ti$eleadership tha& disti%ishi ee!ti$e

a&d i&ee!ti$e leaders4a&d i&ee!ti$e leaders4


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+ER'ONAL

CHARACTERI'TIC'A*A+TABLEA*A+TABLE ,RIEN*L.

A''ERTIVE HONE'T

CHARI'/ATIC INTELLIGENTCREATIVE /A'C0LINE

*ECI'IVE*ECI'IVE O0TGOING

*O/INANT 'EL,6CON,I*ENT'EL,6CON,I*ENTENERGETIC WI'E

ETROVERTE*


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TRAIT'TRAIT'

INTELLIGENCE )

-NOWLE*GE

ABILIT. TO ,OC0'

ATTENTION

A/BITION ) ENERG.

E/+HA'I' ON CO//ON

VAL0E'

'TA.ING IN TO0CH WITH

+EO+LE6INTER +ER'ONAL

'EN'ITIVIT.

INITIATIVE

'EL, CON,I*ENCE

ANAL.TICAL ABILIT.

CHARI'/A

CREATIVIT.,LEIBILIT.

/ANAGING CHANGE

AVOI*ING *O6IT6ALLI'/

,ACING 0+ TO ,AIL0RE

*E'IRE TO LEA*INTEGRIT.


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/O'T 'TABLE TRAIT

'EL, /ONITORING

CHANGE BEHAVIOR

TO /EET *E/AN*'

O, 'IT0ATION OR

+ER'ON WITH WHO/

*EALING

LEA*ER'HI+

/OTIVATION+ATTERN6TA'-

,OC0'


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LEA*ER E/ERGENCE $s LEA*ER

+ER,OR/ANCELIKELIHOOD THAT

A PERSON WOULD

BECOME ALEADER

INDICATES THAT

EXCELLENT

LEADERS POSSESSCERTAIN

CHARACTERISTICS

THAT POOR

LEADERS DO NOT!ELATIONSHIP BET THE " # T!AITS$ NEE%S &

O!IENTATION


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LeadershipTraits

Enthusiasm

Sel' Con'idene%etermination

Intelli(ene%ominane

Physial

Soia)ility


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BEHAVIORAL DIMENSIONS OF

LEADERSHIP


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Bha/#+"a) Th+"#s

5 Trait theory@Trait theory@

Leaders are born, not made.Leaders are born, not made.

5 Beha$ioral theory@Beha$ioral theory@

Leadership traits can be taught.Leadership traits can be taught.

5 Trait theory@Trait theory@

Leaders are born, not made.Leaders are born, not made.

5 Beha$ioral theory@Beha$ioral theory@

Leadership traits can be taught.Leadership traits can be taught.


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BEHAVIOR THEORIE'EXPLAINS REASONS . CAUSES OF

EFFECTIVE LEADERSHIP

SPECIFIC BEHAVIORAL 6UALITIESCOULD BE ATTRIBUTED TO

LEADERSHIP

LEADERSHIP CAN BE TAUGHT


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LEA*ER'HI+ BEHAVIOR $s TRAIT'

A++RO+RIATE BEHAVIOR AN*

ACTION'

TRAIT' +ROVI*E LATENT

+OTENTIAL O, A LEA*ER WHILE

BEHAVIOR *E/ON'TRATE' IT


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Leader Beha$ior

Leader Charateristis Leaders HierarhialPosition


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'T0*IE' ON BEHAVIORAL THEORIE'

OHIO 'TATE6INITIATING 'TR0CT0RE' WOR- )

WOR- RELATION'HI+' ,OR ATTAIN/ENT O,

GOAL') CON'I*ERATION O, JOB

RELATION'HI+' WITH TEA/ /E/BER'

0NIVER'IT. O, /ICHIGAN 'T0*IE'6E/+LO.EE

ORIENTE* ) +RO*0CTION ORIENTE*

/ANGERIAL GRI*6+EO+LE CONCERN )

+RO*0CTION CONCERN 868D

'CAN*INAVIAN 'T0*IE'6 *EVELO+/ENT

ORIENTATION


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Oh#+ Stat St(!#s


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U%#/"s#t- +7 M#*h#&a% St(!#s


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Th

Ma%a&"#a) G"#!

E H I B I T 11-1


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S*a%!#%a/#a% St(!#s


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RELATION'HI+ BETWEEN

/ANAGERIAL GRI* /GD THEOR.3

Theory a&d OHIO 'tateO'D theory

HI*HLO+

Middle o' the road

,M*-

TAS. O!IENTATION

PE!SON

O!IENTATION

HI*H

LO+

Country lu) ,M*-

Consideration ,OS-

Theory /

Impoverished ,M*-

Tas0 ,M*-

Tas0 Centered ,M*-

Initiatin( Strutures ,OS-

Theory 1


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Leadership 'tyles6 based o&

Beha$ioral Approa!h

Po2er Leadership as Li0ert3s Mana(erial Tri

Orientation Continuum Mn(t System *rid %imensional*rid


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+ower Orie&tatio&

A(t+*"at#* La!"sh#$'tri!t A%to!rat'tri!t A%to!rat

Be&e$ole&t A%to!ratBe&e$ole&t A%to!rat I&!o"pete&t A%to!ratI&!o"pete&t A%to!rat

Pa"t#*#$at#/

F" R#%


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Leadership as a !o&ti&%%"

Use o' Authority )y

mana(erArea o' 'reedom 'or su)ordinates

Autorati 4ree !ein

Ta0es Sells Presents Presents Presents %e'ines Permits

deision deision idea tentative deision pro)lems Limits


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Li(erts /a&a#e"e&t 'yste"

Leadership$ariable

A%to!rati! Be&e$ole&tA%to!rati!

+arti!ipati$e *e"o!rati!

Tr%st )Co&ide&!e

/oti$atio&

Co""%&i!atio&

I&tera!tio&6I&l%e&!e

*e!isio&"a(i

Goal 'etti)Co&trol pro!ess


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Tri *i"e&sio&al Grid

Tas8 O"#%tat#+%

R)at#+%sh#$ O"#%tat#+%

E77*t#/%ss


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CONTINGENCY OR

SITUATIONAL LEADERSHIP


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'IT0ATIONAL OR CONTINGENC.

A++ROACH FIEDLER9S CONTINGENCY MODEL:FIEDLER9S CONTINGENCY MODEL:I&l%e&!e thro%#h 'tr%!t%re ) +ower

HERSEY AND BLANCHARD9SHERSEY AND BLANCHARD9SSITUATIONAL THEORY:SITUATIONAL THEORY:'%bordi&ate ability

GRAEN9S LEADERSHIP:MEMBERGRAEN9S LEADERSHIP:MEMBEREXCHANGE THEORY:EXCHANGE THEORY:'%bordi&aterelatio&ship


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'IT0ATIONAL OR CONTINGENC.

A++ROACH *AN'ERA03GRAEN ) HAGA' LEA*ER6/E/BER ECHANGE THEOR.6 Leadership )'%bordi&ate relatio&ship

HOUSE9S PATH GOAL THEORY:HOUSE9S PATH GOAL THEORY: '%bordi&ate'%pport Re%ire"e&t

VROOM:YETTON LEADER ;PARTICIPATION:VROOM:YETTON LEADER ;PARTICIPATION:

thro%#h de!isio& "a(i

IMPACT THEORY:IMPACT THEORY:Or#a&i;atio&al !li"ate


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C+%t#%&%*- Th+"#s< F#!)"9s M+!)


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,IE*LER' CONTINGENC. /O*EL

LEA*ER'HI+ 'T.LE I' THE RE'0LT O, A

LI,ETI/E O, E+ERIENCE'

E,,ECTIVE ONL. IN CERTAIN 'IT0ATION'

60N*ER'TAN* .O0R LEA*ER'HI+ 'T.LE )

LEARN HOW TO /ANI+0LATE A 'IT0ATION 'O

THAT THE TWO /ATCH

Read yo%r Least +reerred Cowor(er s!ores4 Low

L+C '!ore leaders te&d to be tas( orie&ted3

whereas Hi#h L+C leaders te&d to be "ore

!o&!er&ed with i&ter perso&al relatio&s4


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,IE*LER' CONTINGENC. /O*EL6

Leadership thro%#h I&l%e&!e

FAVOURABLENESS OF A SITUATION IS

DETERMINED BY THREE VARIABLES:

TASK STRUCTUREDNESSTASK STRUCTUREDNESS 0'+" st"(*t("!:'+" 7a/+("a,)1 LEADER POSITIONLEADER POSITION

POWERPOWER 0&"at" th $+2" th '+"

7a/+("a,) th s#t(at#+%1 LEA*ER6/E/BERLEA*ER6/E/BER

RELATION'RELATION' 0th '+" )a!" )#8! ,-s(,+"!#%ats th '+" 7a/+("a,) th

s#t(at#+%1


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F#!)"9s M+!)< D7#%#%& th S#t(at#+%


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,IE*LER' RE'EARCH ) TRAINING

LEADERSHIP STYLE CANNOT BE

EASILY CHANGED: BUT LEADERS

CAN BE TAUGHT TO DIAGNOSESITUATIONS AND THEN CHANGE

THESE SITUATIONS TO FIT THEIR

PARTICULAR LEADERSHIP STYLE:CALLED LEADER MATCH TRAININGLEADER MATCH TRAINING


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,IE*LER' CONTINGENC. /O*EL O,

LEA*ER'HI+

5E!/

UN4A5OU!ABLE UN4A5OU!ABLE

4A5OU!ABLE5E!/

4A5OU!ABLE

ST/LE O4

LEA%E!SHIP

4A5OU!ABLENESS O4 THE SITUATION

HUMAN !ELATIONS

O!IENTE%

TAS. O!IENTE%


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F#%!#%&s 7"+' F#!)"

M+!)


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C+&%#t#/ Rs+("* Th+"-

Resear!h '%pport@

5 Less i&telli#e&t i&di$id%als

peror" better i& leadership

roles %&der hi#h stress tha&

do "ore i&telli#e&t

i&di$id%als4

5 Less e>perie&!ed people

peror" better i& leadershiproles %&der low stress tha&

do "ore e>perie&!ed

people4

Resear!h '%pport@

5 Less i&telli#e&t i&di$id%als

peror" better i& leadership

roles %&der hi#h stress tha&do "ore i&telli#e&t

i&di$id%als4

5 Less e>perie&!ed people

peror" better i& leadershiproles %&der low stress tha&

do "ore e>perie&!ed

people4


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HER'E. AN* BLANCHAR*'

'IT0ATIONAL THEOR.LI,E C.CLE /O*EL6SELECTION OFSELECTION OF

LEADERSHIP STYLE DETERMINED BYLEADERSHIP STYLE DETERMINED BY

MATURITY LEVEL OF SUBORDINATEMATURITY LEVEL OF SUBORDINATE

e"ployee sit%atio&Dter"ed as *EVELO+/ENT LEVEL reers to tas(6spe!ii!

!o"bi&atio& o

e"ployee !o"pete&!e )

"oti$atio& to peror"

E"phasis o& a& i&di$id%al e"ployees

!apabilities to %&derta(e a spe!ii! tas(


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HER'E. AN* BLANCHAR*' 'IT0ATIONAL

THEOR.

6 '%bordi&ate Ability

*e$elop"e&t sta#e Re!o""e&dedstyle

74Low Ability3 Low Willi&ess

I&se!%re

Telli 0H#&h !#"*t#+% L+2s($$+"t1

F4 Low Ability3 Hi#h Willi&ess

Co&ide&t

'elli 0H#&h D#"*t#+% H#&hS($$+"t1

94 Hi#h Ability3 Low Willi&ess

I&se!%re

+arti!ipati 0 L+2 D#"*t#+%H#&h s($$+"t1

4 Hi#h Ability3 Hi#h Willi&ess

Co&ide&t

*ele#ati L+2 D#"*t#+%L+2 S($$+"t1

H ! B) h !9


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H"s- a%! B)a%*ha"!9s

S#t(at#+%a) La!"sh#$ Th+"-

, o l l o w e

r r e a

d i & e

s s @ a

b i l i t y

a & d w i

l l i & # &

e s s

, o l l o w

e r r e a d i & e

s s @ a

b i l i t y a &

d w i l l i

& # & e

s s

Leader@ de!reasi &eed or s%pport a&d s%per$isio&Leader@ de!reasi &eed or s%pport a&d s%per$isio&


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La!";M'," E>*ha%&

Th+"-


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*AN'ERA03GRAEN ) HAGA' LEA*ER6/E/BER

ECHANGE THEOR.6 Leadership ) '%bordi&ate

relatio&shipAC-NOWLE*GE* THAT LEA*ER' ACT *I,,ERENTL.

WITH *I,,ERENT '0BOR*INATE'

*0E TO TI/E CON'TRAINT' LEA*ER' TR. ) E'TABLI'H

A 'RECIAL RELATION'HI+ WITH A GRO0+ O,'0BOR*INATE'6IN GRO0+ WHO GET /ORE TI/E )

ATTENTION THAN THE O0T GRO0+ WHO'E

RELATION'HI+ WITH LEA*ER I' BA'E* ON ,OR/AL

A0THORIT. INTERACTION

THEOR. +RE*ICT' HIGHER +ER,OR/ANCE RATING'3

LE''ER T0RNOVER ) GREATER 'ATI',ACTION WITH

'0+ERIOR O, THE IN GRO0+ IN CO/+ARI'ON WITH

THE O0T GRO0+


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LEA*ER6/E/BER ECHANGE THEOR.

:VERTICAL *.A* LIN-AGE

*.A*6RELATION'HI+ BETWEEN F +EO+LE

VERTICAL6+O'ITION O, LEA*ER ABOVE

'0BOR*INATE

LIN-AGE6INTER RELATE* BEHAVIOR


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La!":M'," E>*ha%&

Th+"-


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Path:G+a) Th+"-


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Ho%se=s +ATH GOAL THEOR.

LEA*ER ' BEHAVIOR ACCE+TE* B. '0BOR*INATE'

ONL. TO THE ETENT TO WHICH BEHAVIOR HEL+'

'0BOR*INATE' ACHIEVE THEIR GOAL'4

LEA*ER' WO0L* BE '0CCE'',0L ONL. I, THEIR'0BOR*INATE' +ERCEIVE THE/ A' WOR-ING WITH

THE/ TO /EET CERTAIN GOAL' ) I, THO'E GOAL'

O,,ER A ,AV0ORABLE O0TCO/E ,OR THE

'0BOR*INATE'

NEE*' O, '0BOR*INATE' CHANGE WITH NEW

'IT0ATION' 3 LEA*ER' NEE* TO A*J0'T THEIR

BEHAVIOR TO /EET NEE*' O, '0BOR*INATE'


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E,,ECTIVE LEA*ER'HI+@ Ho%se

RECOGNI'E '0BOR*INATE' NEE*' )

WOR- TO 'ATI,. IT

REWAR* '0BOR*INATE' WHO REACHTHEIR GOAL'

HEL+ '0BOR*INATE' I*ENTI,. BE'T

+ATH' TO RAECH GOAL'

CLEAR THO'E +ATH' TO ENABLE

E/+LO.EE' TO REACH THO'E GOAL'


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Th Path:G+a) Th+"-


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+ATH GOAL THEOR.

6 Leadership thro%#h *e!isio& /a(i

BEHAVIORALBEHAVIORALLEADERSHIP STYLELEADERSHIP STYLE

SITUATIONSITUATION

IN'TR0/ENTAL

'0++ORTIVE

+ARTICI+ATIVE

ACHIEVE/ENT

ORIENTE*

+la&&i or#a&i;i !o&trollia!ti$ities o e"ployees

Co&!er& or e"ployees

'hare i&o with e"ployees )parti!ipatio& i& de!isio& "a(i

'et !hallei #oals )peror"a&!e li&(ed rewards4


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VICTOR VROO/ ) +HILLI+ .ETTON'

LEA*ER +ARTICI+ATION /O*EL

LEADER BEHAVIOR MUST ADJUST TO REFLECTLEADER BEHAVIOR MUST ADJUST TO REFLECT

THE TA'- 'TR0CT0RE 2h#*h has /a"-#%&!'a%!s 7+" "+(t#% . %+% "+(t#% a*t#/#t#s

+ROBLE/ ATTRIB0TE' 2#th !*#s#+% 3(a)#t-!*#s#+% 3(a)#t-!#'%s#+% 0 cost considerations, info availability,nature of problem structure). '$)+- a**$ta%*'$)+- a**$ta%*att"#,(t0 need for commitment, prior

approval,congruence of goals, conflict amongemployee, level of subordinate information, timeconstraints, geographical distribution of subordinates,leader’s motivation to invest time with subordinate)


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La!":Pa"t#*#$at#+% M+!)


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C+%t#%&%*- Va"#a,)s #% th R/#s!

La!":Pa"t#*#$at#+% M+!)


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LEA*ER +ARTICI+ATION /O*EL6

Leadership thro%#h *e!isio& "a(i

LEA*ER'HI+ 'T.LELEA*ER'HI+ 'T.LE +ROBLE/ ATTRIB0TE+ROBLE/ ATTRIB0TE

A0TOCRATIC AI I%7+ a/a#)a,))a!" s+)/s$"+,)' !#"*t)-

A0TOCRATIC AII Data +,ta#%! 7"+'

s(,+"!#%ats @@ th% !*#s#+%'a! ,- )a!"

CON'0LTATIVE CI La!" +,ta#%s #!as 7"+'s(,+"!#%ats #%!#/#!(a))- a7t">$)a#%#%& $"+,)' t+ th'

CON'0LTATIVE CII La!" 'ts a &"+($ +7s(,+"!#%ats t+ sha" $"+,)'. +,ta#%s #%$(ts t+ !*#!

GRO0+ II Sha"s $"+,)'s . 7a*#)#tats!#s*(ss#+% +% a)t"%at#/s


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GEIER3 *OWNE. ) JOHN'ONs

I/+ACT THEOR.6Leadership ) or# !li"ate

LEADERSHIP STYLES LEADERSHIP STYLES IN,OR/ATIONAL

/AGNETIC

+O'ITION

A,,ILIATION

COERCIVE

TACTICAL

EACH 'T.LE A++LICABLE IN A +ARTIC0LAR'IT0ATION OR ORG CLI/ATE


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Co"pariso& o I/+ACT styles ) bases

o power

IMPACT STYLEIMPACT STYLE BASES OF POWERBASES OF POWER

II%7+"'at#+%a)

//a&%t#*

+++s#t#+%

AA77#)#at#+%

CC+"*#/

TTa*t#*a)

E>$"t

R7"%t

Lt#'at

C+"*#/ R2a"!


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'it%atio&al Appli!ability o I/+ACT styles

IMPACTIMPACTSTYLESTYLE

SITUATIONALSITUATIONAL APPLICABILITY APPLICABILITY

CHARACTERI'TIC'CHARACTERI'TIC'

II%7+"'at#+%a)

//a&%t#*+++s#t#+%

AA77#)#at#+%

CC+"*#/

TTa*t#*a)

C)#'at +7I&%+"a%*

C)#'at +7Ds$a#"

C)#'at +7I%sta,#)#t-

C)#'at +7

A%>#t-C)#'at +7 C"#s#s

C)#'at +7D#s+"&a%#at#+%

La*8 +7 I%7+"'at#+%

L+2 '+"a):)a! th"+(&h

%"&- . +$t#'#s'P+$) (%s(" +7 a*t#+%

I%s*(":$+$) +"#%tat#+%

C+%t"+))#%& "2a"!$(%#sh'%t

Cha%& (%7"#%&

$"+*ss


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APPROACH TO LEADERSHIP


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,0NCTIONAL A++ROACH

OHIO:MAINTENANCE OF MEMBERSHIP OBJECTIVE ATTAINMENT GROUP FACILITATION

PRIMARY . ACCESSORY FUNCTIONS+RI/AR.6EXECUTIVE PLANNER POLICY MAKER

EXPERTEXTERNAL GROUP REPRESENTATIVE REWARD .

PUNISHMENTS ARBITRATOR . MEDIATOR

ACCE''OR.6EXEMPLER IDEOLOGIST FATHER FIGURE

SCAPEGOAT SUBSTITUTE FOR INDIVIDUALRESPONSIBILITY


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INTERACTIONI'T A++ROACH

LEADER:SUBORDINATE RELATIONSHIP

FOCUS ON HUMAN ASPECTS OF

SUBORDINATESSUPERVISORY ROLE


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ROLE' O, A LEA*ERGROUP TASK ROLES: INITIATORINFORMATION SEEKER OPINION GIVER ELABORATORCOORDINATOR ORIENTER EVALUATOR:CRITICENERFGISERPROCEDURAL TECHNICIAN RECORDER

GROUP BUILDING . MAINTENANCEROLES: ENCOURAGER HARMONISER COMPROMISERGATEKEEPER . EXPEDITER STANDARD SETTER GROUPOBSERVER FOLLOWER

INDIVIDUAL ROLES: AGGRESSOR BLOCKERRECOGNITION SEEKER SELF CONFESSOR DOMINATOR HELPSEEKERHELP PLEADER


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CLA''I,ICATION O, A LEA*ER

BUREAUCRAT

AUTOCRAT

DIPLOMAT

EXPERT

6UARTER BACK


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CLA''I,ICATION O, A LEA*ER

PERSONAL LEADERSHIP

IMPERSONAL LEADERSHIP

FUNCTIONAL LEADERSHIP

PATERNALISTIC LEADERSHIP


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T.+E' O, LEA*ER'HI+DIRECTIVE : INITIATES REWARDS . PENALITIESMORALE LOW NO LEADERSHIP DEVELOPED AMONG THEM

PERMISSIVE: INITIATES ACTIONS FOR OTHERSHIGHFRUSTRATION TOLERANCE SENSITIVE TO FEELINGS OF

OTHERS :GETS JOB DONE BUT DOES NOT DEVELOP LEADERS

PARTICIPATIVE:


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ORGANISATIONAL

LEADERSHIP

Cha"#s'at#* . T"a%s7+"'at#+%a)

La!"sh#$


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ORGANIATIONAL LEA*ER'HI+

CHARISMATIC

TRANSFORMATIONAL

TRANSACTIONAL

VISIONARY

STRATEGIC

STEWARDSHIP . SERVANT


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CHARACTERI'TIC' O,

CHARI'/ATIC LEA*ER'

VI'IONAR.

'0+ERB CO//0NICATION '-ILL'

'EL, CON,I*ENCE ) /ORAL CONVICTION

ABILIT. TO IN'+IRE TR0'T

HIGH RI'- ORIENTATION

HIGH ENERG. ) ACTION ORIENTATION

RELATIONAL +OWER BA'E

/INI/0/ INTERNAL CON,LICT

EN+OWERING OTHER'

'EL, +RO/OTING +ER'ONALIT.


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+ER'ONALIE*'OCIALIE*

CHARI'/ATIC LEA*ER'

PERSONALIED: $("s( )a!" !"#/%

&+a)s . $"+'+t 7)#%&s +7 +,!#%*

!$%!%*- . s(,'#ss#+% +7 7+))+2"sSOCIALIED: $("s( +"&a%#at#+%

!"#/% &+a)s . $"+'+t 7)#%&s +7

'$+2"'%t $"s+%a) &"+2th .3(a) $a"t#*#$at#+% #% 7+))+2"s


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CHARI'/ATIC LEA*ER'HI+

LOCUS OF CHARISMATIC

LEADERSHIP:RESULT OF

FOLLOWER PERCEPTIONS .REACTIONS INFLUENCED NOT

ONLY BY ACTUAL LEADERS

CHARACTERISTICS . BEHAVIOR

BUT ALSO BY TH ECONTEXT OF THE

SITUATION


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+ER'ONALIE*'OCIALIE*

CHARI'/ATIC LEA*ER'

PERSONALIED: $("s( )a!" !"#/%

&+a)s . $"+'+t 7)#%&s +7 +,!#%*

!$%!%*- . s(,'#ss#+% +7 7+))+2"sSOCIALIED: $("s( +"&a%#at#+%

!"#/% &+a)s . $"+'+t 7)#%&s +7

'$+2"'%t $"s+%a) &"+2th .3(a) $a"t#*#$at#+% #% 7+))+2"s


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TRAN',OR/ATIONAL LEA*ER'HI+

*e$elop a !lear ) appeali $isio&

*e$elop a strate#y or attai&i the $isio&

Arti!%late ) +ro"ote the $isio&

A!t Co&ide&t ) opti"isti!E>press !o&ide&!e i& ollowers

0se early s%!!ess i& s"all steps to b%ild !o&ide&!e

Celebrate s%!!esses

0se dra"ati! 3sy"boli! a!tio&s to e"phasi;es (ey$al%es

Lead by e>a"ple


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CHARI'/ATIC LEA*ER'HI+

LOCUS OF CHARISMATIC

LEADERSHIP:RESULT OF

FOLLOWER PERCEPTIONS .REACTIONS INFLUENCED NOT

ONLY BY ACTUAL LEADERS

CHARACTERISTICS . BEHAVIOR

BUT ALSO BY TH ECONTEXT OF THE

SITUATION

E ) t# . # )# t# 7


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E/a)(at#+% . #'$)#*at#+% +7

Cha"#s'at#* La!"sh#$Respo&se thro%#heelis ) e"otio&stowards leaders

Not a ratio&al predi!ti$epro!ess b%t a !olle!ti$eso!ial pro!ess

Irrespe!ti$e o leader=sow& a!!o"plish"e&t

Not &e!essarily dyadi!relatio&ship b%t "ore aso!ial ide&tii!atio&pro!ess

Not $ery ee!ti$e

i& tra&sor"atio&al

3 !hae pro!ess

or !o&li!ti

sit%atio&s et!

where shared

leadership "oreee!ti$e


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FOCUS ON WHAT LEADERS

ACCOMPLISHES RATHER THAN

INDIVIDUAL9S PERSONALCHARACTERISTICS . FOLLLWERS9

REACTIONS

RE6UIRES ONE WHO CAN CRAFT .IMPLEMENT BOLD STRATEGIES


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SERVES TO CHANGE THE STATUS

6UO BY ARTICULATING TO

FOLLOWERS THE PROBLEM IN THECURRENT SYSTEM AND A

COPELLING VISION OF WHAT A NEW

ORGANISATION COULD BE4


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*e$elop a !lear ) appeali $isio&

*e$elop a strate#y or attai&i the $isio&

Arti!%late ) +ro"ote the $isio&

A!t Co&ide&t ) opti"isti!E>press !o&ide&!e i& ollowers

0se early s%!!ess i& s"all steps to b%ild !o&ide&!e

Celebrate s%!!esses

0se dra"ati! 3sy"boli! a!tio&s to e"phasi;es (ey$al%es

Lead by e>a"ple


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CHARISMATIC /s

TRANSFORMATIONAL LEADERSHIP

TAKE CHARISMA A STEPFURTHER BEYOND THEVISIONARY TO THE

ACTION STAGE

ARTICULATE ACOMPELLING VISION OFTHE FUTURE .INFLUENCE FOLLOWERSTO AROUSE STRONGEMOTIONS IN SUPPORT

OF THE VISION4CAN EMERGE FROMDIFFERENT LEVELS OFORG

CONVEY VISION . FORM

STRONG EMOTIONAL

BONDS WITH FOLLOWERS

MAY NOT BE ABLE TO

MOTIVATE ENOUGH FORFOLLOWERS TO

TRANSEND SELF

INTEREST FOR THE

BENEFIT OF A HIGHER

IDEAL OR SOCIETAL NEEDGENERALLY EMERGE OUT

OF CONFLICTS CRISIS


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CHARISMATIC /s

TRANSFORMATIONAL LEADERSHIP

BOTH ARE GENERALL. INVOLVE* IN CON,LICT ORCHANGE "%st be willi to e"bra!e !o&li!t3 !reatee&e"ies3 "a(e %&%s%al allowa&!es or sel sa!rii!e3be e>traordi&arily o!%sed i& order to a!hie$e )

i&stit%tio&ali;e their $isio&D+EO+LE ' RE'+ON'E TO A CHARI'/ATIC LEA*EROR TRAN',OR/ATIONLA LEA*ER ARE LI-EL. TOBE +OLARI'E*3 HOWEVER E/OTIONAL LEVEL' O,RE'I'TANCE RE'I'TANCE TOWAR*' AN. /AJOR

CHANGE NEGATIVE TO IN*IVI*0AL' I' LI-EL. TOBE /ORE ETRE/E TOWAR*' CHARI'/ATIC THANTRAN',OR/ATIONAL LEA*ER'


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ATTRIBUTES OF A TRANSFORMATIONAL

LEADERSHIP

'EE THE/'ELVE' A' A CHANGE AGENT'

ARE VI'IONARIE' WHO HAVE A HIGH LEVEL

ARE RI'- TA-ER' 3 B0T NOT REC-LE''

CA+ABLE O, ARTIC0LATING A 'ET O, CORE VAL0E'THAT TEN* TO G0I*E THEIR OWN BEHAVIOR

+O''E'' ECE+TIONAL COGNITIVE '-ILL' ) BELIEVE

IN CARE,0L *ELIBERATION BE,ORE TA-ING ACTION

BELIEVE IN +EO+LE ) 'HOW 'EN'ITIVIT. TO THEIR

NEE*'ARE ,LEIBLE ) O+EN TO LEARNING ,RO/ E+ERIENCE


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TRAN'ACTIONAL LEA*ER'HI+

SEEKS TO MAINTAIN STABILITY RATHER

THAN PROMOTING CHANGE WITHIN AN

ORGANISATION THROUGH REGULAR

ECONOMIC AND SOCIAL EXCHANGES

THAT ACHIEVE SPECIFIC GOALS FOR

BOTH THE LEADERS AND THEIR

FOLLOWERS


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TRAN'ACTIONAL LEA*ER'HI+ $s


GOE' INTO '+ECI,IC

CONTRACT0AL

ARRANGE/ENT' WITH

,OLLOWER'

IN ECHANGE ,OR

'+ECI,IC OBJECTIVE' 3

LEA*ER 'ATI',IE'

CERTAIN NEE*' )

*E'IRE'

+RO/OTE' CHANGE

THRO0GH ECONO/IC )

E/OTIONAL ECHANGE'

ECHANGE BENE,IT'

ARE /ORE INTANGIBLE

i&spiri $isio&3 shared

$al%es3 or e"otio&al

bo&diD


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ORGANISATIONAL

LEADERSHIP . CHANGE


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T"a%s7+"'at#+% P"+*ss

Re!o#&i;i Need or

Chae

Creati New Visio&

I%*"as s%s#t#/#t- t+

%/#"+%'%ta) *ha%&s .

th"ats

Rs$+%! t+ s(,t) "a!#*a)

*ha%&s #% %/#"+%'%t

E'$)+- a)t"%at#/ st"ats

7+" '+%#t+"#%& %/#"+%'%t

E%*+("a& /"-+% t+ th#%8

2#th a 7(t(" +"#%tat#+%

I%/+)/ +th"s

E>$"ss #% #!+)+*a) %+t

(st *+%+'#* t"'s


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T"a%s7+"'at#+% P"+*ss

/a&a#i Tra&sitio&

I&stit%tio&ali;i the

Chae

I%st#)) #% 'a%a&"s a s%s+7 ("&%*- 7+" *ha%&

Ra#s 7+))+2"s a2a"%ss .>$*tat#+%s

H)$ 7+))+2"s (%!"sta%!%! 7+" *ha%&

I%*"as 7+))+2"s s)7*+%7#!%* . +$t#'#s'

A/+#! t'$tat#+% +7 a 3(#*8

7#tR*+&%# . !a) +$%)-2#th '+t#+%a) *+'$+%%t +7"s#st#%& *ha%&


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T"a%s7+"'at#+% P"+*ss

I&stit%tio&ali;i the

Chae

E%a,) . St"%&th% 7+))+2"s2#th a &"at%ss att#t(!

H)$ 7+))+2"s 7#%! s)77()7#))'%t 2#th %2 /#s#+%

H)$ 7+))+2"s )++8 ,-+%!s)7 #%t"st

Cha%& "2a"! s-st's .a$$"a#sa) $"+*!("s

I'$)'%t ta' ,(#)!#%&#%t"/%t#+%s . $"s+%%)

*ha%&s A$$+#%t a s$*#a) tas8 7+"* t+'+%#t+" $"+&"ss


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'TRATEGIC LEA*ER'HI+

PROCESS OF PROVIDING

INPIRATION NECESSARY TO

CREATE AND IMPLEMENT A VISION MISSION . STRATEGIES TO

ACHIEVE . SUSTAIN

ORGANIATIONAL OBJECTIVES

STRATEGIC LEADERSHIP


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STRATEGIC LEADERSHIP

FRAMEWORK

Vision

Implement Strategy

Mission

Formulate Strategy

Strate(i Competitiveness

A)ove Avera(e !eturns

Analyze internal

environment

Analyze external

environment

FEEDBACK FEEDBACK

FUNCTIONS OF STRATEGIC


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FUNCTIONS OF STRATEGIC

LEADERSHIPAchieving

Common

ASKS

Buil!ing "

Maintaining

EAM

Motivating "

!eveloping

I#DIVID$A%

CHARACTERISTICS OF A


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CHARACTERISTICS OF A

STRATEGIC LEADERINTELLIGENCE

IMAGINATION

HUMILITY

WISDOM

CHARACTER

FUNCIONS OF STRATEIC


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FUNCIONS OF STRATEIC

LEADERPROVIDING DIRECTION

GETTING STRATEGY. POLICY RIGHT

MAKING IT HAPPENORGANIING.OR REORGANIING

RELEASING CORPORATE SPIRIT

RELATING TO ORG . OTHER ORGDEVELOPING TOMORROW9S LEADERS

STEWARDSHIP. SERVANT


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STEWARDSHIP. SERVANT

LEADERSHIPSTEWARDSHIP EMPLOYEE FOCUSSED

FORM OF LEADERSHIP THAT EMPOWERS

FOLLOWERS TO MAKE DECISIONS .

HAVE CONTROL OVER THEIR JOBS

SERVANT LEADERSHIP:TRANSCENDS

SELF INTEREST TO SERVE THE NEEDS

OF OTHERS BY HELPING THEM GROWPROFESSIONALLY . EMOTIONALLY


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FRAMEWORK FOR STEWARDSHIP

St"+%& ta'2+"8 +"#%tat#+%

D*%t"a)#! !*#s#+% 'a8#%& a%!

$+2"

E3(a)#t- ass('$t#+%

R2a"! ass('$t#+%


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VALUES OF STEWARDSHIP

!e2ard!e2ardAssumptionAssumption %eentrali6ation%eentrali6ation

E7ualityE7uality

AssumptionsAssumptions

E''etive listenin(E''etive listenin(

Ste2ardshipSte2ardship

FRAMEWORK FOR SERVANT


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FRAMEWORK FOR SERVANT

LEADERSHIP

H)$#%& +th"s !#s*+/" th#" #%%"

s$#"#t

Ea"%#%& a%! 8$#%& +th"s t"(st

S"/#* +/" s)7 #%t"st

E77*t#/ )#st%#%&

GUIDELINES TO SERVANT


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GUIDELINES TO SERVANT

LEADERSHIP

Earnin( and 0eepin(Earnin( and 0eepin(

others trustothers trust

Helpin( othersHelpin( others

disover their innerdisover their inner

spiritspirit

Servie to others overServie to others over

sel' interestsel' interest

Team2or0Team2or0

OrientationOrientation

Servant leadershipServant leadership

La!#%& Cha%&


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La!#%& Cha%&

Stage I Stage I Stage I Stage I Stage I Stage I

U%7"#%&

Esta,)#sh a s%s

+7 "s$+%s#,#)#t-

Cha%%&

F+"' $+2"7()

*+a)#t#+%

D/)+$#%& a *+'$))#%&

/#s#+%

C+''(%#*at th /#s#+% 2#!)-

G%"at sh+"t:t"' 2#%s

C+%s+)#!at &a#%s*"at

&"at" *ha%&

R7"#%&

I%st#t(t#+%a)# *ha%&s #%

th +"&a%#at#+%a) *()t("


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LEADERSHIP STYLE


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LEA*ER'HI+ 'T.LE' AUTOCRATIC OR AUTHORITARIAN

CONSULTATIVE OR PARTICIAPTIVE OR

DEMOCRATIC OR GROUP CENTRED

LEADERSHIPFREE REIN OR GROUP CENTRED LEADERSHIP

BUREAUCRATIC OR RULE CENTRED

LEADERSHIP

MANIPULATIVE LEADERSHIPEXPERT LEADERSHIP


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Where are yo%?

/astered the s(ills?

Are yo% a hi#h sel6 "o&itor?

Are yo% hi#h o& both tas( ) perso&orie&tatio&

What is yo%r Leadership "oti$e patter&?

N6A!h3 A3 +ower?

Are yo% e"otio&ally stable?*o yo% ha$e the perso&ality ) s(ill to be atra&sor"atio&al Leader


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INSTITUTIONALISIN* A LEA%E!SHIP8

CENT!E% CULTU!E IS THE ULTIMATE

ACT O4 LEA%E!SHIP


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I*EAL WA. TO *EVELO+ LEA*ER'HI+I*EAL WA. TO *EVELO+ LEA*ER'HI+

0'ING +OWER TO IN,L0ENCE

THO0GHT' ) ACTION' O, +EO+LE

/ANAGERIAL +ER'ONALIT.

E/+HA'I'E' ON RATIONALIT. )

CONTROL 6*I,,ER' ,RO/ LEA*ER'HI+

+ER'ONALIT. RE10IRING

INNOVATIONCONTROLLEA*ER'HI+ RE10IRE' A *I'CI+LINE O,

B0IL*ING CHARACTER


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TO BECO/E LEA*ER'3 /ANAGER' NEE* TO

TRAN'LATE THEIR +ER'ONAL VAL0E' INTO

CALC0LATE* ACTION4

'EL, EN10IR. /0'T LEA* TO 'HREW*3+ER'0A'IVE ) 'EL, CON,I*ENT ACTION I, IT

I' TO BE AN E,,ECTIVE TOOL4

/ANAGER' NEE* TO *ETER/INE I, THEIR

ETHICAL VI'ION WILL BE '0++ORTE* B. THEIRCOWOR-ER' ) E/+LO.EE'4


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LEADERSHIP SKILLS

TECHNICAL SKILLS

HUMAN SKILLS

CONCEPTUAL SKILLS

CONCEPTUALCONCEPTUAL

HUMANHUMAN

TECHNICALTECHNICAL


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10ALITIE' O, A GOO* LEA*ER

ENERGY =FLEXIBILITY OF MIND

EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES

KNOWLEDGE OF HUMAN RELATIONS

OBJECTIVITY

EMPATHYPERSONAL MOTIVATION

COMMUNICATION SKILL

TEACHING ABILITY

SOCIAL SKILL

TECHNICAL COMPETENCE

INTEGRITY

CONCEPTUAL SKILL

MORAL COURAGE


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LEA*ER'HI+ 'T.LE' AUTOCRATIC OR AUTHORITARIAN

CONSULTATIVE OR PARTICIAPTIVE OR

DEMOCRATIC OR GROUP CENTRED

LEADERSHIPFREE REIN OR GROUP CENTRED LEADERSHIP

BUREAUCRATIC OR RULE CENTRED

LEADERSHIP

MANIPULATIVE LEADERSHIPEXPERT LEADERSHIP


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INSTITUTIONALISIN* A LEA%E!SHIP8

CENT!E% CULTU!E IS THE ULTIMATE

ACT O4 LEA%E!SHIP


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TO BECO/E LEA*ER'3 /ANAGER' NEE* TO

TRAN'LATE THEIR +ER'ONAL VAL0E' INTO

CALC0LATE* ACTION4

'EL, EN10IR. /0'T LEA* TO 'HREW*3+ER'0A'IVE ) 'EL, CON,I*ENT ACTION I, IT

I' TO BE AN E,,ECTIVE TOOL4

/ANAGER' NEE* TO *ETER/INE I, THEIR

ETHICAL VI'ION WILL BE '0++ORTE* B. THEIRCOWOR-ER' ) E/+LO.EE'4

24200794 Leadership Applied Theory

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Transcript of 24200794 Leadership Applied Theory