HUMAN BEHAVIOR

IN ORGANIZATION

Professor: Mr. Jonathan Despi

EDUM 562

C H A P T E R 7

LEADERSHIP

THE NATURE OF

LEADERSHIP

C H A P T E R 7

LEADERSHIP It is the process of influencing and

supporting others to work enthusiastically toward achieving objectives.

Helps an individual or group identify its goals, and then motivates and assists in achieving the stated goal.

LEADERSHIP It is the catalyst that transforms

potential into reality.

Ultimate test of LeadershipIs the degree to which identifies, develops, channels, and enriches the potential that is already in an organization and its people – and then sustains it across both good and bad times.

MANAGEMENT AND LEADERSHIP

The primary role of a leader is to influence others to voluntarily seek defined objectives.

Plan activities

Managers:

Organize appropriate structure Control resources

MANAGEMENT AND LEADERSHIP

Managers: Hold formal positions achieve results by directing the

activities of others achieve results by directing the

activities of others

Leaders:

MANAGEMENT AND LEADERSHIP

create a vision and inspire others to achieve this vision and to stretch themselves beyond their normal capabilities.

MANAGEMENT AND LEADERSHIP

Their differences:A strong leader – may still be weak managers if poor planning causes their group to move in the wrong directions.

A person can be a weak laeder – and still be reasonably effective manager.

MANAGEMENT AND LEADERSHIP

We expect: Excellent managers have reasonably

high leadership among their other skills.

Fortunately, Leadership ability can be acquired and improved through the study of leadership research and others.

TRAITS OF EFFECTIVE LEADERS

Primary Traits

Honesty and

Integrity

Personal drive and

energy Desire to lead

Self-confidence

TRAITS OF EFFECTIVE LEADERS

Secondary TraitsCognitive AbilityCharisma

Flexibility and

adaptiveness

Knowledge of Business

Creativity and

originality

Positive affectivity(Warmth)

LEADERSHIP BEHAVIOR

Three broad types of skills leaders use:

1) Technical Skill – refers to a person knowledge of, and ability in, any type of process or technique

LEADERSHIP BEHAVIOR

Three broad types of skills leaders use:

2) Human Skill – is the ability to work effectively with people and to build teamwork.

3) Conceptual Skill– is the ability to think in terms of models, frameworks, and broad relationships.

SITUATIONAL FLEXIBILITY

Three ELEMENTS: LEADER FOLLOWERS SITUATIONThe key task of a leader is to recognize situations and adapt to them on a conscious basis.

LEADER AS A FOLLOWER

Many people fail in their jobs not as a result of any skill deficiencies, but because they lack FELLOWERSHIP SKILLS.

he/she must be loyal, supportive, active, anticipating potential problems.

Positive Followreship behavior

Negative Followership behavior

LEADER AS A FOLLOWER

It involvesCompetitionUncriticalRebellionPassitivity

POSITIVE LEADERSHIP

If a leader approach emphasizes reward

If a leader approach emphasizes support

NEGATIVE LEADERSHIP

Seven basic types of bad leaders:

Incompetent persons Rigid persons Intemperate persons Callous individuals Corrupt leaders Insular leaders Evil leaders

AUTOCRATIC LEADERS – centralize power and decision making in themselves.

TYPE OF STYLE

CONSULTATIVE LEADERS– approach one or more employees and ask them for input prior to making decision.

PARTICIPATIVE LEADERS– clearly decentralize authority

LEADERS USES THE FF: CONSIDERATION- Considerate leaders are concerned about the human needs of their employees.

STRUCTURE- Structured or task oriented leaders believe that they get results by keeping people constantly busy, closely monitoring employees actions, ignoring their personal issues and emotions.

CONTINGENCY MODEL TO

LEADERSHIPSTYLE

FIEDLER’S CONTINGENCY MODEL

A contingency model of leadership, it was developed by Fred Fiedler and his associates.

Builds upon the previous distinction between task and employee orientation and suggests that the most appropriate leadership style depends on an analysis of nature of the situation facing the leader.

Managers are encouraged to:

FIEDLER’S CONTINGENCY MODEL

Use their analytical skills to examine their situation-the people, task and organization

Draw upon their research-based knowledge to see the casual relationship between situation and style effectiveness

Be flexible in the contingent use of various skills within an overall style

FIEDLER’S CONTINGENCY MODEL

Managers are encouraged to: Reflectively modify elements of their

situations to obtain a better match with their preferred style

Examine a subordinate’s preferred style before placing him/her in a supervisory role

HERSEY and BLANCHARD’S SITUATIONAL LEADERSHIP

MODEL Also called as life-cycle model

developed by Paul Hersey and Kenneth Blanchard.

They suggests that the most important factor in affecting the selection of a leader’s style is the development (maturity) level of a subordinate. DEVELOPMENT LEVEL – is the task-

specific combination of an employee’s task competence and motivation to perform (commitment).

It was presented by Matin G. Evans and was developed by Robert House and its associates.

THE PATH-GOAL MODEL OF LEADERSHIP

It states that the leader’s job is to use structure, support, and rewards to create a work environment that helps employees reach the organization’s goal.

THE PATH-GOAL MODEL OF

LEADERSHIPThe two major roles involved are

to create a goal orientation

to improve the path toward the goals so they will be attained.

THE PATH-GOAL MODEL OF LEADERSHIP

Learning styles according to Path-Goal Theory: Directive Leadership – leaders

focuses on tasks assignments. Supportive Leadership –

demonstrates concern on employees. Achievement-oriented leadership –

sets high expectations for employees.

THE PATH-GOAL MODEL OF

LEADERSHIPLearning styles according to Path-Goal Theory: Participative leadership– invites

employees to provide input to decisions, and seriously seeks to use their suggestions as final decisions are made.

VROOM’S DECISION-MAKING MODEL

A very useful model developed by V.H. Vroom and others.

Used for selecting among various degrees of leadership style (autocratic to participative).

They recognized that problem-solving situations differ.

It means that a leader prepares, guides, and directs a “player” but does not play the game.

C O A C H I N G

These leaders recognize they are on the sidelines, not on the playing field.

Their role is to select the right players, to teach and develop subordinates, to be available for problem-oriented consultation, to review resource needs, to ask questions, and to listen inputs from employees.

Thank you for

listening…