Leadership
Objective
• To learn to apply leadership
skills to contribute to effective
team work and management.
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LEADERSHIP
• The ability to influence a group toward
achievement of goals.
• Involves some combination of:
• power
• persuasion
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•
Traditional Approaches
a) Trait Theories
b) Behaviour Theories
c) Contingency Theories
•
Contemporary Approaches
a) Transactional Leadership
b) Transformational Leadership
c) Leadership Substitute Theory
–
a)
b)
c)
Other Contemporary Issues
Team Leadership
Followership
Culture and Leadership
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Traditional Leadership Theories
•
Trait Theory
– Leaders are born, not made
– Attempt by researchers to establish traits with leadership.
– Assumes that there are distinctive physical and psychological characteristics
accounting for leadership effectiveness.
– Recent findings indicate that leaders do, however, have common values and
abilities.
• Drive, ambition, initiative
• Integrity, honesty
• Self-confidence
• Intelligence
• Expertise
• Self-monitoring personality
– Weak evidence as it has been impossible to come up with a comprehensive list of
traits.
– FLAWS
• Overlooks followers
• Ignores situation
• Implies inherent characteristics
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Traditional Leadership Theories
• Behavioural Theory
– By the end of WW 2, focus shifted to a behavioural
perspective.
– Researchers classified leadership behaviour into two
categories:
• People Oriented Leadership Behaviour
– showed mutual trust and respect
– concerns for employee needs and welfare
• Task Oriented Leadership Behaviour
– assign specific tasks
– clarify work duties and procedures
– ensure that employee follows the rules.
– FLAWS
• ignores situation
• no “how to train”
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Traditional Leadership Theories
• Leadership Grid (Blake and Moulton)
– two leadership dimensions
• concern for production
• concern for people
– Leadership Grid Model identified the ideal leadership
style as having high concern for both.
– Leaders style would be placed somewhere on grid.
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Leadership Grid
(Mouton and Blake)
High
10
DEMOCRATIC
Country Club Management
Thoughtful attention to the needs of
people for satisfying relationships
leads to a comfortable, friendly
organization atmosphere and work
tempo
Team Management
Work accomplishment is from committed
people; interdependence through a “common
stake” in organization purpose leads to
relationships of trust and respect.
AUTOCRATIC
Low
Impoverished Management
Authority – Compliance
Exertion of minimum effort to get
required work done is appropriate to
sustain organization membership
Efficiency in operations results from
arranging conditions of work in such
a way that human elements interfere
to a minimum degree.
1
1
10
Low
High
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Traditional Leadership Theories
• Contingency Leadership Theory
– Attempts to pinpoint the various situational
conditions in which a person’s traits and
leadership style will result in effective
leadership.
• Based on the idea that the most effective
leadership style is situation based.
• Good leaders are those who diagnose the situation
and adjust their behaviour
• Suggests that characteristics of employee, task,
environment must be considered.
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Traditional Leadership Theories
• Five major Contingency Theory models
include:
1. Fiedlers Contingency Model
–
–
an effective team leader modifies the situation
Assumes preferred leadership style is not changeable, so
the organization alters the situation to match that style.
2. Tannenbaum and Schmidt’s
Unidimensional Model
–
a good leader will modify their behaviour to suit the
situation
3. Path Goal model
–
effective leaders clarify the “path” and reduce roadblocks
to help followers achieve goals.
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Traditional Leadership Theories
• Contingency Theories
4. Vroom-Yetton-Jago model
–
argues that effective leadership is based on the quality
of the leadership style decision made by the leader.
5. Hersey and Blanchard Situational Leadership
Model.
–
Argues that leadership behaviour should be adjusted
to the maturity level or readiness of the employee,
who is known as the “Follower”.
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Traditional Leadership Theories
• Situational Leadership Model (Hersey and
Blanchard)
– Argues that leadership behaviour should be adjusted to
the maturity level or readiness of the employee, who is
known as the “Follower”.
– Follower Readiness: is the employee’s
willingness and ability to accept responsibility
for completing the assigned task.
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Situational Leadership Model
• There are four levels of Readiness.
– R1: The employee is neither willing or able to
perform the task.
– R2: Employee lacks job ability buts shows
confidence and willingness to try.
– R3: Employee has job ability but lacks
willingness and confidence.
– R4: The employee is willing, confident and
able to do the job.
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Situational Leadership Model
• Hersey and Blanchard identified two
dimensions of leadership:
– Task Behaviour
• is the extent to which the leader engages in one-way
communication to spell out the responsibilities and
duties.
–
–
–
–
–
What to do
Where to do it.
When to do it
How to do it.
Who is to do it
– Relationship Behaviour
• Facilitating behaviour
• Supporting behaviour
• Two-way communication.
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Situational Leadership Model
• According to the model, leaders must
adjust their behaviour in the following
manner.
• When readiness level is low, leaders should use high
amount of task behaviour.
• As readiness level increases, leaders behaviour
should be both high relation and high task.
• When maturity level reaches R4, the employee
needs only minimal task and relationship.
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Leadership Styles Corresponding To Maturity Levels
– Telling/Directing Style
– provides clear, detailed employee instructions
– to be used when employees are unable and unwilling
– Selling/Coaching Style
– communicative
– effective when followers are willing, but unable.
– Participative/Supportive Style
– confidence builder
– works well when employee is able to do the job, but lacks confidence.
– Delegating Style
– minimum supervision or relationship
– effective when followers willing and able
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Summary of Hersey and Blanchard
• The relationship between leader and follower is most critical of all
factors
• Leader must determine:
– the task to be completed
– the followers readiness to carry it out
•
•
•
•
Readiness is always task specific.
Ability is knowledge, experience, and currently demonstrated skill.
Willingness is confidence, commitment and motivation.
Situational Leadership is based on interplay between:
– The readiness level that followers demonstrate in performing a specific task.
– The leadership style that matches the readiness level.
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Contemporary Leadership Theories
1. Transactional Leadership
•
•
Leaders guide or motive their followers in the
direction of established organizational goals, by
clarifying role and task requirements
Characteristics:
1.
2.
3.
4.
Link rewards to performance
Provide resources to do the job
Intervenes only if standards are not met
Based on contingency and behavioral theories
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Contemporary Leadership Theories
2. Transformational Leadership Theory
–
communicates a vision and inspires employees to strive
for that vision.
–
leaderselements
“walk theof
talk”
TheThese
four basic
Transformational Leadership
are:
A.Strategic Vision
•
begins with a realistic dream that the leader is committed to,
which becomes an organizational goal.
B. Communicating the
•
•
Vision
the selling phase
using emotional appeal to get followers to buy into the vision.
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Contemporary Leadership Theories
C. Modelling the vision
–
–
–
–
“walking the talk”
leader must enact the vision
“Practice what you preach”
Action vision consistency
D. Building Commitment to the Vision
•
•
•
•
requires commitment from followers
enhanced by leaders contagious enthusiasm
establish a “can do” attitude by leader.
Involvement of employees
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Contemporary Leadership Theories
3. Leadership Substitute Theory
– Eg. Self Management Work Teams, Individual
Self Management Practices
– appealing to the intrinsic rewards of
performance.
– Creativity
– pride
– integrity
– inspired performance in the absence of an
external
leader.are skilled and experienced they
I.e.: If workers
don’t require directive leadership. The group itself
‘substitutes’ for the leader.
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Other Contemporary Issues
• Shared Leadership
– Team decision making has re-defined the
traditional role of leaders
– Team leaders act as:
•
•
•
•
Liaisons with the external environment
Trouble shooters
Conflict managers
Coaches
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Other Contemporary Issues
• Followership
– In addition to having leaders who can lead,
successful organizations need followers who
can follow.
– Qualities of effective followers:
• They manage themselves well.
• They are emotionally and physically committed to
their work.
• They have high performance standards
• They continually upgrade their skills
• They are courageous, honest and credible
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Other Contemporary Issues
• Culture/Gender and Leadership
– Cultural diversity is an important situational
factor that influences the type of leadership
style that will be effective
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Conclusion
•
Leadership effectiveness depends on:
1.
2.
3.
4.
Style (personality, traits, preferences)
Situation
Followers
Context – team based
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