OB-I Communication- Power & Politics- Conflicts - Leadership.ppt

8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt

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Communication

Power & Politics

Conflicts & Negotiation

Leadership

Shivkumar Menon


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Communication


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Learning Objectives

1. Functions of Communication

2. Distinguish between Formal & Informal Communication

3. Contrast types of communication4. Advantages & challenges of electronic communication

5. How channel richness underlies the choice of

communication channel6. Common barriers to effective communication

7. How to overcome potential problems in cross cultural

communication


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Functions of Communication

Communication serves 4 major functions within a group or organization: Control ,

Mot ivat ion, Emot ional Express ion & Information

To perform effectively, groups need to maintain some form of control over

members, stimulate members to perform, allow emotional expression and make

decision choices

Formal Informal

Established by the organization to

transmit messages related to the

professional activities of themembers

Follows the authority chain within the

organization

This is more spontaneous and emerge

as a response to individual choices.

Does not follow any specific authority

chain and creates its own authority

matrix based on need and composition

of the group


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Types of Communication

Communication can flow vertically or laterally and this is further subdivided into downward and

upward.

Downward Communication: Communication that flows from one level of a group ororganization to a lower level is downward communication. Group leaders & managers use it to

assign goals, provide job instructions, explain policies & procedures, point out problems that

need attention & offer feedback about performance.

While engaging in downward communication, managers must explain why a decision was made

to get more commitment and faster results from team members.

Upward Communication: Flows to a higher level in the group or organization. Used to provide

feedback to higher ups, inform them of progress towards goals and relay current problems.

Upward Communication keeps managers aware of how employees feel about their jobs, co-

workers and the organization in general.


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Types of Communication

Lateral Communication: When communication takes place among members of the same

work group, members of work groups at the same levels, managers at the same level, or any

other horizontally equivalent workers, we describe it as lateral communication.

Lateral communication saves time and facilitates coordination. Some lateral relationships are

formally sanctioned. More often, they are informally created to short circuit the vertical hierarchyand expedite action.

Strictly adhering to the formal vertical structure for all communications can be inefficient, lateral

communication occurring with the managementsknowledge and support can be beneficial.


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Interpersonal Communication

Oral Communication: chief means of communicating. Speeches, formal one to one and group

discussion and the informal rumor mill or grapevine are popular forms of oral communication

Advantages are speed and feedback. Disadvantage is heavy distortion of messages when it has

to pass through multiple people

Written Communication: memos, mails, fax, instant messaging, periodicals, notices etc

Advantages are record of communication, storage or archives and being forced to rely on

memory. Disadvantage is time consuming, taking decisions or conducting group discussions

does not give effective outcomes

Non Verbal Communication: Body language, facial expressions

Advantage is studying the non verbal communication to understand the level of emphasis given

by people when they converse and discuss important points in a meeting.

Disadvantage is facial expressions and body language can be misread and misinterpreted.


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Persuasive CommunicationDifferentiate between

automatic and controlled processing

We often rely on automatic processing, a relatively superficial consideration of

evidence and information making use of heuristics. Automatic processing takes little

time and low effort, so it makes sense to use it for processing persuasive messages

related to topics you dont care much about.

Disadvantage is that it lets us be easily fooled by a variety of tricks like a cute jingle

or a glamorous photo

For all topics which are of importance to us or where we feel is significant for us to

put more efforts a detailed consideration of evidence and information relying on facts,

figures and logic is applied and hence called as controlled processing

Some key factors which are used to decide between automatic and controlled

processing in communication are Interest Levels, Prior Know ledge, Personality,

Message Character is t ics


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Barriers to Effective Communication

Number of barriers can retard or distort effective communication.

Filtering: refers to a senderspurposely manipulating information so the receiver will see it more

favorably. A manager who tells his boss what he feels the boss wants to hear is filtering

information

Selective Perception: Receivers in the communication process selectively see and hear based

on their needs, motivations, experience, background and other personal characteristics.

Receivers also project their interests and expectations into communications as they decode

them.

Information Overload: Individuals have a finite capacity for processing data. When the

information we have to work exceeds our processing capacity, the result is information overload.

Emotion: interpreting the same message differently when you are in a positive mood vis--vis a

negative one.

Language: words mean different things to different people. Age & context are the two big factorsthat influence such differences

Silence: silence and withholding communication are both common and problematic

Communication Apprehension: 20% of the population face debilitating communication

apprehension or social anxiety

Lying: Outright misrepresentation


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Power Politics

Power is not revealed by striking hard or often, but by striking true


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Learning Objectives

Define Power & contrast leadership & PowerContrast the five bases of Power

Explain the role of dependence in power relationships

9 Power /Influence tactics & their contingencies

Connection between sexual harassment & abuse of power

Causes & Consequences of Political behavior

Impression Management Techniques

Is Political Action ethical?


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Define Power

Power refers to a capacity that A has to influence the behavior of B so B acts inaccordance with As wishes.

The most important aspect of power is that it is a function of dependence. The greaterBsdependence on A, the greaterAspower in the relationship.

Dependence in turn is based on alternatives, B perceives and the importance B places onthe alternatives A controls.

Powerful managers were more likely to respond to poor performers by either directly

confronting them or frankly encouraging them to get training toimprove.

Less powerful managers enacted strategies not to confront the poor performer likecompensating for poor performance or avoiding the individualaltogether. They are less likely to engage in a potential conflict with

the subordinate


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Contrast Leadership and Power

Leaders use power as a means of attaining group goals

Power Leadership

Does not require goal compatibility,only requires dependence

Requires congruence between thegoals of the leader and the followers

Power does not minimize theimportance of lateral and upwardinfluence patterns

Leadership focuses on the downwardinfluence on followers. It minimizes

the importance of lateral and upwardinfluence patterns

Power focuses on tactics for gainingcompliance

Leadership focuses on Style ofleadership


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5 Bases of Power

Where does power come from? Where does the ability of an individual or a group to

exert influence over others arise from? Two general groups whichare further broken down to an overall set of 5 power bases

Formal Power

Coercive Power Depends on the fear of the negative results from failing tocomply. AT the organizational level, A has coercive power over B if A can dismiss,suspend, or demote B, assuming B values his or her job.

If A can assign B work activities B finds unpleasant, or treat B in a manner Bfinds embarrassing, A possesses coercive power over B.

Reward Power Opposite of coercive power is reward power. People comply because itproduces positive benefits; someone who can distribute rewardsothers view as valuable will have power over them.


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5 Bases of Power

Formal PowerLegitimate Power Legitimate power represents the formal authority tocontrol and use organizational resources based on structural position in theorganization.

Personal PowerExpert Power influence wielded as a result of expertise, special skill orKnowledge. As jobs become more specialized, we become increasinglydependent on experts to achieve goals.

Referent Power based on identification with a person who has desirableresources or personal traits. Referent power develops out of admiration ofanother and a desire to be like that person. People who are not in formalleadership positions nonetheless have referent power and exert influence over othersbecause of their charismatic dynamism, likability & emotional effects

on us


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Role of Dependence in Power Relationships

Dependence increases when the resource you control is important, scarce and cannotbe substituted

Importance - If nobody wants what you have, its not going to createdependence. For example,Tata Steel which is heavily technologically oriented, depends heavily on its engineers to

maintain its products technical advantages and quality and so they are a powerfulgroup

Scarcity- Scarcity-Dependence relationship in the power of occupational categories ismore visible. Where the supply of labor is low relative to demand, workers cannegotiate compensation and benefits packages far more attractive than can those in

occupations with an abundance of candidates.

Non Substitutable- the fewer viable substitutes for a resource, the powercontrol over that resource provides.


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9 Power TacticsPower tactics people use to translate power bases into specific actions. 9 distinct

influence tactics.

Legitimacy Rational

Persuasion

Inspirational

Appeals

Consultation Exchange

PersonalAppeals

Ingratiation Pressure Coalitions

Rational Persuasion, inspirational appeals and consultation are the most effective. Pressuretends to backfire and is the least effective. Multiple tactics can also be

adopted for successful outcomes


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Sexual harassment and abuse of power

Sexual harassment negatively affects job attitudes and leads those who feel

harassed to withdraw from the organization. In many cases, reporting doesnt improvethe situation because the organization responds in a negative manner or has ambiguouspolicies on sexual harassment.

Sexual harassment is defined as any unwanted activity of a sexual nature thataffects an individualsemployment and creates a hostile work environment.

Organizations have generally made progress towards limiting overt forms of sexualharassment. This includes physical touching, recurring requests for dates,when it is made clear the person isntinterested, and coercive threats that a person willlose his or her job for refusing a sexual proposition


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Organizational Politics Causes & Consequences

Political behavior in organizations consists of activities that are not required as part of anindividualsformal role, but that influence, or attempt to influence,the distribution of advantages and disadvantages within the organization

Not all groups or organizations are equally political. In some organizations,politicking is overt and rampant, while in others, politics plays a small role in

influencing outcomes. Some are individual characteristics derived from theunique qualities of the people the organization employs, some are a result ofthe organizationsexisting internal culture

Individual Factors Organizational factors

High self-monitorsInternal Locus of controlHigh Mach personalityOrganizational investmentPerceived job AlternativesExpectations of success

Reallocation of resourcesPromotion OpportunitiesLow trustRole AmbiguityUnclear PMSZero Sum Reward PracticesDemocratic Decision making

High Performance PressuresSelf Serving Senior Managers


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Impression Management Techniques

People have an ongoing interest in how others perceive and evaluate them.Being perceived positively by others should have benefits for people inorganizations.

The process by which individuals attempt to control theimpression others form of them is called Impression Management (IM)

Conformity: Agreeing with someone elsesopinion in order to gain his or her approval.Example: A manager tells his boss, Youare absolutely right on your reorganizations planfor the western regional office. I couldntagree with you more.

Excuses: Explanations of a predicament creating event aimed at minimizing the apparent

severity to the predicament.Examples: Sales manager to boss. Wefailed to get the ad in the paper on time, but noone responds to those ads anyway.

Apologies: Admitting responsibility for an undesirable event and simultaneously seekingto get a pardon for the section

Example: Employee to boss, Imsorry I made a mistake on the report Please forgive me.


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Impression Management TechniquesSelf-Promotion: Highlighting onesbest qualities downplaying onesdeficits and callingattention to onesachievements.Example: A salesperson tells his boss: Mattworked unsuccessfully for three years to try

to get that account I sewed it up in six weeks. Imthe best closer this company has.Flattery: Complementing others about their virtues in an effort to make one self appearperceptive and likeable.Example: New sales trainee to peer. Youhandled that clientscomplaint so tactfully! I

could never have handled that as well as you did.Favors: Doing nice for someone to gain that personsapproval.Example: Sales person to prospective client, Ivegot two tickets to the theater tonight

that I cantuse. Take them. Consider it a thank you for taking the time to talk with meAssociation: Enhancing or protecting onesimage by managing information aboutpeople and things with which one is associated.Example: A job applicant says to an interviewer, Whata coincidence. Your boss and Iwere roommates in college.

In terms of performance ratings, the picture is quite different. Ingratiation is positivelyrelated to performance ratios, meaning that those who ingratiate with their supervisorsget higher performance evaluations. However, self promotion appears to backfire

those who self promote actually seem to receive lower performance evaluations.


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Conflicts & Negotiation

10/26/2014 22PGC Business Management -XLRI


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Learning Objectives

Define Conflict

Differentiate between types of conflict

The Conflict Process

Define Negotiation

Distributive Vs Integrative Bargaining

5 steps of Negotiation process

Individual Differences influence negotiations

Roles and functions of third party negotiation



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Conflict is a perception, a process that begins when one party perceiveanother party has or is about to negatively affect something the first part

cares about.

Define Conflict



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Differentiate between different types of conflicts

Conflict must be avoided- that it indicates a malfunctioning within thegroup. We call this the t radit ional view

Conflict can be a positive force in a group but that some conflict isabsolutely necessary for a group to perform effectively. This is the

in teract ion ist view

Instead of encouraging goodor discouraging badconflict, its more

important to resolve naturally occurring conflicts productively. This

perspective is the managed conf l ic t v iew



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Traditional view of conflict

Conflict was a dysfunctional outcome resulting from poor communication, a lack of

openness and trust between people and the failure of managers to be responsive to

the needs and aspirations of the employee.

This was the traditional view of conflict which was derived from the perceptions of

group behavior and attitudes of individuals in the early 1930sand 1940s. Eventually,

this school of thought evolved and lead to multiple views on conflict which had

positive as well as negative connotations.



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Interactionist view of Conflict

Interactionist view of conflict encourages conflict on the grounds that a harmonious,

peaceful and cooperative group becomes static, resists change and innovation.

Interactionist view does not support all types of conflicts.

Funct ional conf l ic t supports the goals of the group and improves performance and

hence constructive. Dysfunct ional conf l ic thinders growth and performance

Differentiation between these two conflicts happens by understanding whether its

connected to task, proc ess or relat ionship s

Conflict

Task

(related tocontents &

goals)

Process

(how workgets done)

Relationship(interpersonalrelationships)

Relationship conflicts are always

dysfunctional, whereas low levels oftask and process conflicts can be

functional and bring positive

outcomes and better performance

eventually


f C f


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Managed or Resolution based view of Conflict

Research studies indicate there are very specific kinds of conflicts which are

beneficial. Most conflicts are eventually dysfunctional and lower performance and

productivity in the organization

Hence companies have started focusing more on managing the whole context in

which conflicts occur, both before and after the behavior stage of conflict by preparing

employees for conflicts, developing resolution strategies & facilitating open

discussions

to summarize all 3 views

Traditional view was shortsighted in assuming all conflicts should be

eliminated

Interactionist view that conflict can stimulate active discussion without spilling

over into negative, disruptive emotions is incomplete

Managed conflict perspective does recognize that conflict is probably

inevitable in most organizations and focuses more on productive conflictresolution


Th C fli t P


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Different Stages of Conflict Process

PotentialOpposition orIncompatibility

Cognition &Personalization

Intentions

Behavior

Outcomes

Stage I10/26/2014 29PGC Business Management -XLRI



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Potential Opposition or

IncompatibilityCognition &

PersonalizationIntentions Behavior Outcomes

Communication

Structure

Personal Variables

Perceived

Conflict

Felt Conflict

Conflict handling

intentions

Competing

Collaborating

Compromising

Avoiding

Accommodating

Overt Conflict

Partys

behavior

Others

reaction

IncreasedGroup

Performance

Decreased

Group

Performance

Stage I Stage II Stage III Stage IV Stage V


Different Stages of the conflict Process


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Potential Opposition or Incompatibility (Stage I)

The first step in the conflict process is the appearance of conditions that create opportunities for

conflict to arise. These conditions need not lead directly to conflict but one of them is necessary for a

conflict to surfaceCommunication

Communication can be a source of conflict. Differing word connotations, jargon, written

communication, insufficient exchange of information are all barriers to communication and pose

potential risk to push to a conflict

Structure

Structural conflicts arise out of some key variables like size of group, degree of specialization in tasks

assigned to group members, jurisdictional clarity, member-goal compatibility, leadership styles, reward

systems & the degree of dependence between groups. Diversity or even conflict of goals among

groups is a major source of conflict.

Viz. Sales and c redit at an organizat ional level both are eventual ly con cerned with g row th of

business, but thei r conf l ic t ing ro les creates an envi ronment for high conf l ic ts on a day to day

basis

Personal Variables

Have you ever met someone whom we have instantly disliked, disagreed with most of the opinions

he/she expressed. Personality, emotions, values plays a huge role in conflict management.




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Cognition & Personalization (Stage II)


If one of the conditions from stage 1 exists, then the potential for opposition or conflict becomes

actualized at the second stage.

Perceived Conflict A may be aware that B and A are in serious disagreement, but it may not make

A tense or anxious and it may have no effect whatsoever on As affection towards B.Hence perceived

conflict does not mean its personalized

Felt Conflict individuals become emotionally involved at this level leading to anxiety, tension,

frustration or hostility. Emotions play a very important role in shaping perceptions.

Intentions (Stage III)

Intentions intervene between peoples perceptions and emotions and their overt behavior. Some

primary conflict handling intentions are shared below

one person seeks to satisfy his or her own interests regardless of its impact on the other personCompeting

Collaborating When parties in conflict each desire to fully satisfy the concerns of all parties (mutually beneficial

solution)

Avoiding Person may recognize a conflict and want to withdraw from or suppress it.

Accommodating One person seeks to appease the other by sacrificing his own interests to maintain the relationship

Compromising Incomplete satisfaction to both parties. Willingness shown by both parties to ration the object of conflict10/26/2014 32PGC Business Management -XLRI



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Behavior (Stage IV)

Its a dynamic process of interaction. Conflicts become visible from this stage. The behavior stage

includes, statements, actions & reactions made by conflicting parties or groups usually as overt

attempts to implement their own intentions

All conflicts reside on a continuum at different levels. The lower levels are characterized by subtle,

indirect & highly controlled forms of tension. Intensities escalate as they move upwards until they

become highly destructive like strikes, riots & wars.

Functional conflicts fall in the lower end of the continuum and dysfunctional conflicts in the middle and

higher end of the continuum

Outcomes (Stage V)

Action reaction interplay between conflicting forces result in consequences which can be functional

outcomes (if constructive and positive outcomes arise out of it) or dysfunctional (highly destructive or

impacting the organization)

Conflict Resolution techniques are Problem Solving, Superordinate Goals, Expansion of Resources,

Avoidance, Smoothing, Compromise, Authoritative Command, Altering the human variable, altering the

structural variables


D fi N ti ti


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Define Negotiation

A process that occurs when two or more parties decide how to allocate scarce

resources

Outcomes of negotiations:

In one shot economic terms

like price of a car

Relationships between Negotiators can be very

important in organizations when the periodicity of their

interactions Is frequent. Good social relationships and

ethics are very important as an immediate outcome ofbargaining


B i i St t i


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Bargaining Strategies

Two bargaining strategies describe the negotiation process.

Distributive Bargaining

Operates under zero sum conditions any gain I make is at your expense and vice

versaEssence is negotiating over who gets what share of a fixed pie. When the pie is fixed,

or the parties believe it is, they tend to bargain distributively

In distributive bargaining, both parties have a target point that defines what he or she

would like to achieve

Individuals in power generally make the first move and make a aggressive offer which

can act like an anchoring bias. Once an anchoring point is set, its difficult to deviate

very diverse to the initial offer or the negotiations end up failing

Integrative Bargaining

Operates under the assumption that one or more settlements can create a win-win

situation

Both parties must be engaged to work (takes two to tango)

More preferred as compared to distributive bargaining, because it builds long termrelationships


N ti ti P


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Negotiation Process

Preparation &

Planning

Definition of

Ground Rules

Clarification &

Justification

Bargaining &

Problem Solving

Closure &Implementation


Individual Differences in Negotiation Process


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Individual Differences in Negotiation Process

Are some people better negotiators than others. 4 factors influence how effectively

individuals negotiate

Personality

Moods/Emotions

Culture

Gender

Culture also plays a key role in negotiation. Research suggests that Japanesenegotiators tended to communicate indirectly and adapt their behaviors to the situation.

Indian negotiators have less trust in their negotiation counterparts than did US

respondents. Even then some negotiation tactics yield superior outcomes across

cultures

Genderalso plays a key role in negotiation. Women and men place unequal values onoutcomes. A popular stereotype is that woman are more cooperative and pleasant than

men and hence influence less outcomes.

Evidence suggests womens own attitudes and behaviors hurt them in negotiations.

Managerial women demonstrate less confidence than men in anticipation of negotiating

& are less satisfied with their performance afterward, even when their performance and

the outcomes are similar to those for men10/26/2014 37PGC Business Management -XLRI

Third Party Negotiations


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Third Party Negotiations

Bargaining reaches a stalemate at times and in such scenarios, third party negotiators

are appointed to help in find a mutually acceptable solution

Third Party Roles

Mediator A neutral third party who facilitates a negotiated solution by using

reasoning, persuasion, alternatives. Viz. labor management negotiations

Arbitrato

r

A third party with the authority to dictate on an agreement. Can be

voluntary or compulsory. Advantage of arbitration over mediation is the

success ratio. It always results to some form of settlement as compared

to mediation.

Trusted third party who provides an informal communication link between

the negotiator and the opponent.Conciliato

r



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8

7

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5

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3

2

1

LEADERSHIP



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Learning Objectives

1. Define Leadership ; contrast leadership and management

2. Summarize conclusions of trait theories of leadership

3. Central Tenets and Key limitations of behavioral theories

4. Compare & contrast Charismatic Vs Transformational Leadership

5. Define Authentic leadership and show why effective leaders exemplify ethicsand trust

6. Role of mentoring in our understanding of leadership

7. Challenges to the effectiveness of leadership



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Define Leadership

Leadership is the ability to influence a group towards the achievement of a vision or aset of goals.

Leaders can emerge from within a group or by formal appointments.

Organizations need strong leadership and strong management for optimal

effectiveness.

Leaders are required to bring about change in status quo, create visions & inspiremembers to want to achieve the visions

Managers are required to formulate detailed plans, create efficient organizationalstructures and oversee day to day operations



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Summarize conclusions of trait theories of leadership

Trait theories of leadership focus on personal qualities and characteristics that differentiateleaders from non leaders.

Most of the dozens of traits in various leadership reviews fit under one of the Big Fivegiving strong support to traits as predictors of leadership.

Extraversionseems to be the best possible trait for leaders. Leaders who like being aroundpeople and are able to assert themselves, who are disciplined and able to keep commitments

they make

Research has proven that traits can predict leadership.

Traits do a better job predicting the emergence of leaders and the appearance of leadershipthan actually distinguishing between effective and ineffective leaders.

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Behavioral Theories

Trait research provides a basis for selecting the right people for leadership. In contrast,behavioral theories of leadership implied we could train people to be leaders.

Two important dimensions substantially accounted for most of the leadership behaviordescribed by employees: initiating structure & consideration

Initiating Structure is the extent to which a leader is likely to define and structure his orher role and those of employees in the search for goal attainment. It includes behavior

that attempts to organize work, work relationships and goals.

Consideration is the extent to which a persons job relationships are characterized bymutual trust, respect for employees ideas, and regard for their feelings. A leader high inconsideration helps employees with personal problems, is friendly and approachable, treatsall employees as equals and expresses appreciation and support

Employee Oriented leader emphasized interpersonal relationships by taking a personalinterest in the needs of employees and accepting individual differences among them & theProduction oriented leader, emphasized the technical or task aspects of the job focusingon accomplishing the groupstasks.


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Leaders who have certain traits and who display considerationand structuring behaviors do appear to be more effective.Some leaders may have the right traits or display the right

behaviors and still fail..


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Contingency Theories

Researchers looked at situational influences, it appeared that under condition A, leadershipstyle X would be appropriate, whereas style Y was more suitable for condition B and style Zfor condition C. But what were conditions a,b,c?

The Fiedler Model

The Fiedler contingency model proposes that effective group performance depends on theproper match between the leaders style and the degree to which the situation gives theleader control

Key Features

Leadership success relies on the individuals basic leadership style. He created the leastpreferred co-worker (LPC) questionnaire to identify that style by measuring whether aperson is task or relationship oriented.

The LPC questionnaire asks respondents to think of all the co-workers they have ever hadand describe the one they least enjoyed working with by rating that person on a scale of 1

to 8 for each of 16 sets of contrasting adjectives. If you describe the person you are leastable to work with in favorable terms (a high LPC Score), Fiedler would label yourelationship oriented


XLRI


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Contingency Theories Fiedler Model

Fiedler assumes an individual leadership style is fixed. This means if a situation requires atask-oriented leader and the person in the leadership position is relationship-oriented,either the situation has to modified or the leader has to be replaced to achieve optimaleffectiveness

Situation Definition

After assessing an individualsbasic leadership style, through the LPC Questionnaire, wematch the leader with the situation with the 3 contingency or situational dimensionsidentified by Fiedler

Leader-Member Relations: is the degree of confidence, trust and respect members have in

their leaderTask Structure: is the degree to which the job assignments are process based(structure/unstructured)Position Power: is the degree of influence a leader has over power variables such as hiring,firing, discipline, promotions and salary hikes.


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Combining the 3 contingency dimensions yields eight possible situations in which leaderscan find themselves. The Fiedler model proposes matching an individualsLPC scores and

the 8 situations to achieve maximum leadership effectiveness.These 8 situations were further condensed to 3. Task oriented leaders do well in high &

low control situations and relationship oriented leaders do well in moderate situations

Contingency Theories Fred Fiedler Model

Evaluation and Application of Theory

First you can change the leader to fit the situation or change the situation to fit the

leader


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Contingency Theories Situational Leadership Theory developed

by Dr. Paul Hersey and Ken Blanchard

Situational Leadership Theory

SLT Focuses on the followers. It says successful leadership depends on selecting the rightleadership style contingent on the followers readiness, or the extent to which they arewilling and able to accomplish a specific task.

If followers are unable and unwilling to do a task, the leader needs to give clear andspecific directions

IF they are unable and willing, the leader needs to display high task orientation tocompensate for followerslack of ability and high relationship orientation to get them tobuyintothe leadersdesires.

If followers are able and unwilling, the leader needs to use a supportive and participativestyle

If they are both able and willing, the leader doesntneed to do much

Research indicates that though SLT has intuitive appeal the results and outcomes of thetheory have not been successful.

Scope of SLT


XLRI


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Contingency Theories Path Goal Theory developed by

Robert House

Path Goal Theory says its the leaders job to provide followers with the information,support or other resources necessary to achieve their goals. The term path-goal implieseffective leaders clarify followerspath to their work goals and make the journey easier byreducing roadblocks.

Whether a leader should be directive or supportive, depends on the complex analysis of thesituation.

Directive Leadership yields greater satisfaction when tasks are ambiguous or stressful thanwhen they are highly structured and well laid out.

Supportive leadership results in high performance and satisfaction when employees are

performing structured tasks

Testing Path Goal theory has not been easy and has produced mixed results.

Scope of Path Goal Theory


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Contingency Theories Leader- Participation Model developed by

Victor Vroom and Phillip Yetton

Leader Participation model relates leadership behavior and participation in decision making.The theory argues thatthe way

leader makes decisions is as important aswhat

she or hedecides

Leader behavior must adjust to reflect the task structure. The model provides a decision treeof seven contingencies and five leadership styles for determining the form and amount ofparticipation in decision making.

Scope of Leader-Participation Model

The models complexity makes it very difficult to bring effective outcomes.


XLRI


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Contingency Theories Leader- Member Exchange (LMX) Theory

or Vertical Dyad Linkage Theory

Leader Member exchange theory argues that, because of time pressures, leaders establish a

special relationship with a small group of their followers. The individuals make up the ingroup-they are trusted, get a disproportionate amount of the leaders attention and aremore likely to receive special privileges. Other followers fall into the outgroup.

Scope of the Theory

It focuses on the relationship that develops between managers and members of theirteams. The theory states that all relationships between managers and subordinates gothrough three stages.

Role-Taking occurs when team members first join the group. Managers use this time toassess the new membersskills and abilities.

Role-Making- New team members then begin to work on projects and tasks as part ofthe team. In this stage, managers generally expect that new team members will work hard,be loyal and prove trustworthy as they get used to their new role. In this period, managerssubconsciously sort members into ingroupsand outgroups


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Routinization - During this last phase, routines between team members and their

managers are established.In-Group team members work hard to maintain the good opinion of their managers,by showing trust, respect, empathy, patience, and persistence.

Out-Group members may start to dislike or distrust their managers. Because it's so hardto move out of the Out-Group once the perception has been established, Out-Group

members may have to change departments or organizations in order to "start over."

Contingency Theories Leader- Member Exchange (LMX) Theory

or Vertical Dyad Linkage Theory

A problem with the Leader-Member Exchange Theory is that it assumes that all teammembers are equally worthy of trust, prestigious projects and advancement. Although

we may like to think that everyone is honest, hard-working and worthy of our esteem,the reality can be different!

Managers need to get the best possible results. This means putting the right people in theright places, and it means developing and reinforcing success. Of necessity, this means

that talented people will get more interesting opportunities and may get more attention

than less-talented ones.

Summarize on the Theory


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Charismatic Transformational Leadership

is when a person assumes or is given the role of leader based on his or her charisma. The

employees, followers, or subordinates follow the directions and instructions of this leaderbased almost solely on that charisma.The charismatic leader is connected to the people, is popular, and those who work for orfollow that leader will hang on their every word. A charismatic leader is almost akin to areligious figure. It is the leader's personality that ultimately gets things done and the peoplewho follow that leader will ensure goals are achieved out of respect for the leader.

Charismatic Leadership

Transformational Leadership

is when the person in the leadership position connects to the people as well, but they appealto each person's abilities and ideas. The transformational leader challenges each person tobe all that they can be and more; encouraging productivity and innovation. This type ofleader will expect the same from each team member or follower as he or she expects from

themselves.A transformational leader is always energetic, expecting new ideas and encouragingquestions from the followers, even if the questions are about the leader & the leader's

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Authentic Leadership Servant Leadership

Authentic leaders know who they are , know what they believe in and value, act on thosevalues and beliefs openly and candidly. Their followers consider them ethical people. Theprimary quality produced by authentic leadership is trust. People have faith in them.

Ethics and Leadership intersect at a number of junctures. Ethical leaders use charisma in asocially constructive way to serve others.

Servant Leaders go beyond their own self interest and focus on opportunities to helpfollowers grow and develop. They dont use power to achieve ends; they emphasize

persuasion.Characteristic behavior include listening, empathizing, persuading, accepting stewardship,and actively developing followerspotential. Its more prevalent in certain cultures.


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Thank You

10/26/2014 56PGC Business Management

OB-I Communication- Power & Politics- Conflicts - Leadership.ppt

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Transcript of OB-I Communication- Power & Politics- Conflicts - Leadership.ppt