Leadership 2013
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Transcript of Leadership 2013
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What Is Leadership?
Leadership
The ability to influence a group
toward the achievement of goals
Management Use of authority inherent in
designated formal rank to obtain
compliance from organizational
members
Both are necessary for
organizational success
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Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiateleaders from nonleaders
Differences between theories of leadership:
Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
Behavioral theory: leadership is a skill set and can be taught
to anyone, so we must identify the proper behaviors to teach
potential leaders
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Important Behavioral Studies
Ohio State University Found two key dimensions of leader behavior:
Initiating structurethe defining and structuring of roles
Considerationjob relationships that reflect trust and respect
Both are important
University of Michigan
Also found two key dimensions of leader behavior:
Employee-orientedemphasizes interpersonal relationships
and is the most powerful dimension
Production-orientedemphasizes the technical aspects of thejob
The dimensions of the two studies are very similar
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They defined two dimensions initiating structure andconsideration.
Initiating Structure
It refers to an individuals ability to define his own as well as the
subordinates tasks and get these tasks accomplished on time. The
people who score high on this dimension will put pressure on their
subordinates to meet deadlines and maintain certain standards of
performance.
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10
The Leadership Grid
1.9 Country Club Management
Thoughtful attention to needs of
people for satisfyingrelationships leads to acomfortable, friendly organizationatmosphere and work tempo.
9,9 Team M.anagement
Work accomplishment is fromcommitted people; interdependencethrough a common stake in
organization purpose leads torelationships of trust and respect.
5,5 Middle of the Road Management
Adequate organization performance is possible through balancingthe necessity to get out work with maintaining morale of people at asatisfactory level.
1.1 Impoverished ManagementExertion of minimum effort to getrequired work done is appropriate tosustain organization membership.
9.1 Authority-ComplianceEffidiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree.
9
3
2
4
5
6
8
7
CO
NCERN
FOR
PE
OPLE
CONCERN FOR PRODUCTION1 2 3 4 5 6 87 9
(LOW) (High)
(High)
LOW)
1
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Contingency Theories
While trait and behavior theories do help us
understand leadership, an important component is
missing: the environment in which the leader exists
Contingency Theory deals with this additional aspect of
leadership effectiveness studies
Three key theories:
Fielders Model
Hersey and Blanchards Situational Leadership Theory Path-Goal Theory
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Fiedlers contingency model
Leadership requirements depend on the situation the leader; andthe choice of the most appropriate style of leadership depends on
whether the overall situation is favorable or unfavorable to theleader. The favorability or unfavorability of a particular situation toa leader is analyzed based on the following parameters:
a) Leader Member relationships This indicates the extent to which a leader is accepted by the
subordinates. If a leader has friction with majority of hissubordinates, then he scores low on his this dimension.
(Contd.)
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Graphic Representation of Fiedlers Model
Used todeterminewhich typeof leader
to use in a
givensituation
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Assessment of Fiedlers Model
Positives:
Considerable evidence supports the model, especially if the
original eight situations are grouped into three
Problems:
The logic behind the LPC
scale is not well understood
LPC scores are not stable
Contingency variables are
complex and hard todetermine
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Herse and Blanchards sit ational theor
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Hersey and Blanchards situational theory
The maturity level of the subordinate plays a major role in influencing
the leadership style of the superior.
Leadership styles can be categorized into four types telling selling
participating and delegating.
Followers Leadership style
Unable and unwilling: Telling
Unable and willing Selling
Able and unwilling Participating
Able and willing Delegating
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Houses Path-Goal Theory
Builds from the Ohio State studies and the expectancytheory of motivation
The Theory:
Leaders provide followers with information, support, andresources to help them achieve their goals
Leaders help clarify the path to the workers goals Leaders can display multiple leadership types
Four types of leaders:
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker Participative: consults with employees in decision-making
Achievement-Oriented: sets challenging goals
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Path-Goal Model
Two classes of contingency variables:
Environmental are outside of employee control
Subordinate factors are internal to employee
Mixed support in the research findings
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Leader- Member Exchange theory
Leaders establish a special relationship with a small group of
subordinates, usually, early in their interaction. This usuallyhappens due to the time constraints the leaders faces in
interacting with all the subordinates. This small group of
subordinates is referred to as the in-group while the rest are
referred to as the out- group. The leaders thrust the subordinates,who belong to in group, give them more attention, interact with
them frequently and offer them special privileges. The out-group
people less of the leaders time attention. Also, the interactions,
between the leader and the out-group are less frequent and purely
formal.
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Leader-Member Exchange (LMX) Theory
A response to the failing of contingency theories to
account for followers and heterogeneous leadership
approaches to individual workers
LMX Premise:
Because of time pressures, leaders form a special
relationship with a small group of followers: the in-group
This in-group is trusted and gets more time and attention
from the leader (more exchanges)
All other followers are in the out-group and get less of the
leaders attention and tend to have formal relationships withthe leader (fewer exchanges)
Leaders pick group members early in the relationship
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LMX Model
How groups are assigned is unclear
Follower characteristics determine group membership
Leaders control by keeping favorites close
Research has been generally supportive
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Yroom and Yettons Leader-Participation Model
How a leader makes decisions is as important as what is
decided
Premise:
Leader behaviors must adjust to reflect task structure
Normative model: tells leaders how participative to be intheir decision-making of a decision tree
Five leadership styles
Twelve contingency variables
Research testing for both original and modified modelshas not been encouraging
Model is overly complex
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Leadership Styles:
Once the leader identifies the nature of the problem, he can adopt
one of the following five styles of leadership:
a) Autocratic I (A-I)- Using the information available, the leader
takes a decision on his own.
b) Autocratic II (A-II) The leader obtains relevant information
from subordinates and then attempts to find the solution to the
problem.
(Contd.)
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LEADERSHIP STYLES
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LEADERSHIP STYLES
Autocratic Leadership Leaders who adopt this style retain all the authority and decision
making power. They do not consider employees suggestions
options or views. They believe that they are more competent andintelligent then their subordinates.
Consultative leadership
Consultative (or participative) leaders encourage to participate indecision making. The leader listens to subordinates ideas and
opinions, but takes the final decision himself. The leader delegates
some of his responsibilities to his subordinates and believe thatthey are capable of carrying out those responsibilities.
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Laissez Faire or Subordinate centered
In this style, the leader completely delegates the responsibilities,and decision making power to the subordinates. The leader
simply presents the task to the subordinates.
Bureaucratic Leadership
Leaders set certain rigid rules and regulations and procedures.
Both leaders and their subordinates obey these rules. The
subordinates are thus obliged to carry out their tasks in a
particular way along.
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