Leadership

Leadership

Ability to influence a group toward the achievement of goals.

The source of this influence may be formal, such as that provided by the possession of managerial rank in an organization. Not all leaders are managers; nor, are all managers leaders.
Leaders can emerge from within a group as well as by formal appointment to lead a group.

Trait Theories

Theories thot sought personality, social, physical, or intellectual traits that differentiated leaders from a non leader.
Multiple studies done to identify various traits of a leader along with an analysis if linking leadership traits with famous personalities who were then in leadership roles. 6 traits on which leaders tend to differ from non-leaders are ambition and energy, the desire to lead, honesty and integrity, self confidence, intelligence, and job-relevant knowledge. Some traits increase the likelihood of success as a leader, but none of the traits guarantee success.

Limitations of Trait Theories

It overlooks the needs of followers, it generally fails to clarify the relative importance of various traits, it doesn't separate cause from effect (for example, are leaders self-confident or does success as a leader build self-confidence), and it ignores situational factors.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from non-leaders. The difference between trait and behavioral theories, in terms of application, lies in their underlying assumptions:

By the trait research, it would have provided a basis for selecting the right person as a leader. In contrast, by behavioral studies, we could train people to be leaders. If trait theories were valid, then leadership is basically inborn: You either have it or you don't. On the other hand, if there were specific behaviors that identified leaders, then we could leach leadership.

1. Ohio State Studies

Research conducted in Ohio State University in late 1940s.

Researchers identified independent dimensions of leader behavior:

Initiating Structure Behavior that attempts to organize work, work relationships and goals. Consideration - A leader is likely to have job relationships that are characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

High IS High C High IS Low C Low IS High C Low IS Low C

2. University of Michigan Studies

2 dimensions of Leadership:

Employee Oriented Emphasizes interpersonal relations Production Oriented Emphasizes task accomplishments High EO Low PO Low EO High PO Productivity Vs Job Satisfaction

3. Blake & Mouton Managerial Grid

2 Dimensions of leadership in a 9x9 matrix:

Concern for People Concern for Production

Contingency Theories

Predicting of leadership success was more complex than isolating a few traits or preferable behaviors. The failure to obtain consistent results led to a focus on situational influences. The relationship between leadership style and effectiveness suggested that under condition a, style x would be appropriate whereas style y would be more suitable for condition b, and style z for condition L.

Fiedlers Contingency Model

Effective group performance depends on the proper match between the leader's style of interacting with his or her subordinates and the degree to which the situation gives control and influence to the leader. Fiedler'developed an instrument, which he called the least preferred coworker (LPC) questionnaire, that purports to measure whether a person is task or relationship oriented. Further, he isolated three situational criterias: leader-member relations, task structure, and position power-that he believes can be manipulated so as to create the proper match with the behavioral orientation of the leader.

Identifying Leadership Style Administered 16 contrast questions for the LPC of the respondent. High LPC reflected relationship orientation with favorable responses, Low LPC reflected task orientation. Defining the Situation matching of leader to situation by:

Leader-member relations: The degree of confidence, trust, and respect subordinates have in their leader. Task structure: The degree to which the job assignments are procedurized (that is, structured or unstructured). Position power: The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

8 Situational Categories - High / Low (LMR, TS, PP)

Hersey-Blanchard Situational Theory

By Paul Hersey and Ken Blanchard Focuses on followers R1 Unable/Unwilling R2 Unable/Willing R3 Able/Unwilling R4 Able / Willing

Leader-member Exchange Theory (LMX)

Ingroup Out-group concept Because of time pressures, leaders' establish a special relationship with a small group of their subordinates. These individuals make up the in-group, they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges, lead to more job satsfaction and better performance outcomes. Other subordinates fall into the out-group. They get less of the leader's time, fewer of the preferred rewards that the leader controls, and have superior-subordinate relations based on formal authority interactions.

Path-goal Theory

A leader's behavior is acceptable to subordinates to the degree that it is viewed by them as an immediate source of satisfaction or as a means of future satisfaction. Aleader's behavior is motivational to the degree it (1) makes subordinate need satisfaction contingent on effective performance, and (2) provides the coaching, guidance, support, and rewards that are necessary for effective performance.
Directive Leader / Supportive Leader / Participative Leader / Achievement Oriented Leader.

Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks. Directive leadership is likely to be perceived as redundant among subordinates with considerable work experience. The more clear and bureaucratic the formal authority relationships, the more leaders should exhibit supportive behavior and deemphasize directive behavior. Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group. Subordinates with an internal locus of control will be more satisfied with a participative style while subordinates with an external locus of control will be more satisfied with a directive style. Achievement-oriented leadership will increase subordinates' expectancies that effort will lead to high performance when tasks are ambiguously structured.

Recent Approaches to Leadership

Attribution Theory - People explain organisational outcomes by characterizing leaders as having such traits as intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. Charismatic Leadership Theory - Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors influencing followers by articulating an appealing vision, confident communication and belief in self sacrifice. Transactional Vs Transformational Leader Guide, motivate individuals towards the goal Vs one who provides individualized consideration and intellectual simulation, and who possess charisma.

Leadership Styles

Autocratic Leader Dominating, directive, commanding, least concern for people and their feelings. Participative Leader Supportive and also involves himself/herself into the task, consultative, invites others views and makes suggestions. Laissez faire Leader Avoids using power, leaves the group to take their own decisions, non directive, gives the group complete freedom of operation.

Paternalistic Leader Fatherly figure, spoon-feeds members, hand holds people, resolves crisis situations on behalf of the team members, never allows people to face challenges and develop on their own.

Leadership Skills

Human Skills empathy, objectivity, communicative, teaching skills and social skills. Conceptual Skills knowledge about the company, competitors, strategies and execution plans. Technical Skills Competency of doing the job well through education and experience. Personal Skills Intelligence, IPR, Emotional intelligence, Personal motivation, flexible, optimistic. Broad mindedness.

Functions of a Leader

Co-ordination Leading Planning & organizing Directing Controlling Decision making Execution excellence Motivation Employee job satisfaction Good Team work Arbitrators