Leadership Bks

8/2/2019 Leadership Bks

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Leadership

Dr. Bijaya Ku. Sundaray

RCM, BBSR.


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What Is Leadership ?

Leadership

The ability to influence agroup toward the

achievement of goals.

Management

Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members.


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Nature of Leadership

The ability to influence people toward theattainment of organizational goals.

Leadership is reciprocal, occurring amongpeople.

Leadership is a people activity, distinct fromadministrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the useofpower.


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Leadership versus Management

Magement

Promotesstability, order

and problemsolving withinexistingorganizationalstructure and

systems

Promotesvision,creativity,and change

Management

Leadership

M L

Takes care of where you are Takes you to a new place


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Managers Versus Leaders

Not all leaders are managers, nor are allmanagers leaders

Managers

Persons whose influence on others is limited to theappointed managerial authority of their positions

Leaders

Persons with managerial and personal power whocan influence others to perform actions beyond

those that could be dictated by those persons

formal (position) authority alone


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Leaders vs. Managers LEADERS:

innovate

focus on people

inspire trust have a long-range view

ask what and why

have eyes on horizon

originate

challenge status quo

do the right thing

MANAGERS:

administrate

focus on systems and

structures

rely on control have a short-range view

ask how and when

have eyes on bottom line

initiate

accept status quo

do things right


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Leadership Patterns or StylesAutocratic style of leadership

A leader who centralizes authority, dictates work methods,makes unilateral decisions, and limits employee participation.

Democratic style of leadership

A leader who involves employees in decision making,delegates authority, encourages participation in decidingwork methods and goals, and uses feedback to coachemployees.

A democratic-consultative leaderseeks input andhears the concerns and issues of employees but makesthe final decision him or herself.

A democratic-participative leaderoften allows

employees to have a say in whats decided.


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Laissez-faire or Free-rein style of leadership

A leader who gives employees completefreedom to make decisions and to decide onwork methods

Conclusions about leadership stylesThe laissez-faire leadership style is ineffective.

Quantity of work is equal under authoritarian

and democratic leadership styles

Quality of work and satisfaction is higher underdemocratic leadership.


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Trait Theories

Traits Theories ofLeadership

Theories that consider

personality, social,physical, or intellectualtraits to differentiateleaders from nonleaders

Leadership Traits:

Ambition and energy

The desire to lead

Honest and integrity

Self-confidence

Intelligence

High self-monitoring

Job-relevant knowledge


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Trait Theories

Limitations: No universal traits found that predict leadership

in all situations.

Traits predict behavior better in weak thanstrong situations.

Unclear evidence of the cause and effect ofrelationship of leadership and traits.

Better predictor of the appearance of leadershipthan distinguishing effective and ineffectiveleaders.


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Behavioral Theories

Behavioral Theories of Leadership

Theories proposing that specific

behaviors differentiate leaders fromnonleaders.

Trait theory:

Leaders are born, not made.

Behavioral theory:

Leadership traits can be taught.


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Ohio State Studies

Initiating Structure

The extent to which a leader is likelyto define and structure his or her roleand those of sub-ordinates in the

search for goal attainment.

ConsiderationThe extent to which a leader is likely have job relationshipscharacterized by mutual trust, respect for subordinatesideas, and regard for their feelings.


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University of Michigan Studies

Employee-Oriented Leader

Emphasizing interpersonal relations; taking a personalinterest in the needs of employees and acceptingindividual differences among members.

Production-Oriented Leader

One who emphasizes technical ortask aspects of the job.


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The ManagerialGrid(Blake and Mouton

Authority

obedience

Impoverished

management

Country club

Team

management

Organization man

management


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Contingency Theories of

Leadership

Propose that appropriate

leader behavior dependson certain factors,

especially the situation

and the followers.


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Fiedlers Contingency TheoryThe theory that effective group performance depends

on the proper match between the leaders style ofinteracting with subordinates and the degree to whichthe situation gives control and influence to the leader

Uses Least-preferred co-worker (LPC) questionnaire,to measure the leaders task or relationship orientation.

Identified three situational criteria

leader member relations

task structure

position power

that could be manipulated match an inflexible leadership

style.


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The Findings of the Fiedler Model


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Path-Goal Theory

The theory that it is the leadersjob to assist followers inattaining their goals and toprovide them the necessarydirection and/or support toensure that their goals are

compatible with the overallobjectives of the group ororganization.


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The Path-Goal Theory


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Hersey and Blanchards

Situational Theory

Suggests that effective

leaders adjust their behaviorto the readiness offollowersthe extent to which

followers demonstrate abilityand willingness to accomplisha specific task.


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Links leaders behavioral style with subordinates task readiness

Links leaders behavioral style with

subordinates task readinessFollower Characteristics Appropriate Leader Style

Low Readiness Level

Moderate Readiness Level

High Readiness Level

Very High Readiness Level

Telling

Selling

Participating

Delegating


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Hersey and Blanchard Situational

Leadership Theory

High

High Low

High

Task Behavior

Follower Readiness

Able and

unwilling

Able and

willing

Unable and

willingUnable and

unwilling


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Charismatic leadership theory

Followers make attributions of heroic or

extraordinary leadership abilities when

they observe certain behaviors

Charisma leadership appears to be mostappropriate when the followers task has a

ideological component or when the environmentinvolves a high degree of stress and uncertainty.


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Charismatic Leaders

The ability to inspire

Motivate people to do more than they wouldnormally do

Tend to be less predictable

Create an atmosphere of change

Maybe obsessed by visionary ideas


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Transactional Leaders versus

Transformational Leaders

Transactional leaders

Leaders who guide or motivate their followers

toward established goals by clarifying role and taskrequirements.

Transformational leaders

Leaders who inspire followers to transcend theirown self-interests for the good of the organization

and are capable of having a profound and

extraordinary effect on followers.


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Transactional versus Transformational

Leadership Behaviors

Transactional Leadership Behaviors

Leadership actions that focus on accomplishingthe tasks at hand and on maintaining goodworking relationships by exchanging promises ofrewards for performance.

Transformational Leadership Behaviors

Leadership actions that involve influencing majorchanges in the attitudes and assumptions oforganization members and building commitmentfor the organizations mission, objectives, and

strategies.


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Transactional Leaders

Clarify the role and task requirements of

subordinatesInitiate structure

Provide appropriate rewards

Display consideration for subordinates

Meet the social needs of subordinates


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Transformational Leader

Similar to charismatic leaders

Distinguished by their special ability to bringabout innovation and change by

Recognizing followers needs andconcerns

Helping them look at old problems in new

waysEncouraging them to question the statusquo


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Johari Window

Unknown to Others Known to Others

Known to

Self

Unknownto Self

Hidden

Spot

Open

Window

Unknown

Window

Blind

Spot

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Leadership Bks