Leadership

Leadership is a process of influencing and supporting / assisting others to work enthusiastically toward the achievement of objective. Difference between leader and manager:

1. Leadership is one of the main part of mgt but not all of it.
2. Main role of mgt is to plan, organized and control the activities of other in the org. But the main role of leadership is to influence others to work enthusiastically.

3.A manager prefers formal position of hierarchy of the org. But a leader is interested in informal position of hierarchy of theory. 4.Manager gets the jobs done by other by directing others or subordinates. But leader creates a vision first to work and then inspire others to achieve the vision.

Situational aspects
Leadership behavioral pattern depends on situation. In one situation behavior A may be the best on the other hand behavior B may be best. Behavior will unite and stimulate the followers toward the achievement of specific objective in a specific situation and three elements will affect appropriate leadership Followers Leaders Situation

Leaders as followers
In a formal org with number of hierarchy a manager may be works as follower. He must report to his superior for his work. They have to maintain relationship with superior and subordinate. Follower ship behaviors include-

Not competing with the leader to be in the limelight Being loyal and supportive, a team player Not being a yes person who automatically agrees Acting as a devils advocate by raising penetrating questions Constructively confronting the leaders ideas, values and actions Anticipating potential problems and preventing them

Benefits of becoming a follower

When leaders work as followers, there are some benefits. The benefits are 1. Being an effective follower is a testing round for future leaders. 2. Being an effective follower is a place where emp can be closely observed. To see whether they exhibit potential for future leader. 3. Being an effective follower unlocks the door to leadership opportunities and keeps the leader in balance with the rest of the org.

Behavioral approach to leadership style

There is variety of style from the view of point of leadership approaches. They are Positive and negative leaders.
Autocratic, participative and free-rein/consultative leaders Leaders use of consideration an structure The managerial grid

Positive leaders concentrate on rewards-economic or noneconomic. Negative leaders try to influence the emp by giving more emphasis on penalties. Mgr must apply some positive and negative leadership style. Autocratic leaders centralized power and decision making in their own hand. They structured complete work situation and emp are bound to obey it. They assume full authority with responsibility.

Participative leaders decentralized authority, power and decision-making. The participative leaders and group of emp work together as a social unit.

Free rein leaders avoid authority, power and decisionmaking. They depend largely on the group of emp to set the goal of their own activity and co0urse of action. In this style emp identify their own problems and find the solution. The mgr plays a minor role because emp are self trained, self controlled etc. this style followed mainly by Japanese org. Consideration oriented leaders emphasized human needs. They build team spirit. Structure oriented leaders give emphasized on getting the things done rather than human needs.

Managerial grid is a technique developed by Robert R. Blake & Jane S. Mouton to identify the appropriate style under certain situation. It is based on 2 leadership dimensions- concern for people and concern for production. It clarifies hoe these two dimensions are related 1 to 9 scale. It is useful for highlighting multiple dimensions of leadership.

High

1,9

Team Management
the Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect.

9,9

Country Club Management

8 Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

7 Concern for people

Middle of the Road Management

Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

5,5

Authority-Compliance
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 5 6 7 8

Impoverished Management
Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 2 3 4

1,1

9,1

0 Low Low 1 9 High Concern for production

Contingency Approaches to Leadership

1. Fiedlers Contingency Model

2. Hersey and Blanchards Situational leadership model

3. Path-Goal Approach 4. Vrooms decision making model

Fiedlers Contingency
Developed by Fred Fiedler and his associates. There is an assumption that leaders are inflexible in the most of the cases where they are successful. So they want to change the situation rather than changing their style. But there is no appropriate leadership style that applied to every situation. So to achieve the effective performance of the emp. two path can be followed-Match the manager to the situation -Match the situation to fit the manager

Fiedler measure the leadership styles of a leader on a simple scale that indicated the degree to which leaders describe their LPC (least preferred co-workers). LPC means the emp/subordinates of the leader with whom managers cannot work properly/least well.

The managers who describe their LPC in a favorable manner are called high LPC managers and the opposite are called low LPC. High LPC managers try to establish and maintain good relationship with their workers. Low LPC managers want to get the jobs done. So they are more concern in task controlling activities.

Fiedler identify 3 leadership situations to determine which of the leadership style is effective in a given situation-Leader- Member relations -Task structure -Leaders position power

If the manager want to get along with their emp in the org and if the emp respect their mgr because of their personality, ability and efficiency then managers are not required to rely on their formal authority to lead and guide the emp. the can use informal authority. In the opposite situation the mgr prefer formal authority.

When the activities of an org are highly structured then mgr/leaders have great deal of authority and influence over the emp. in the opposite situation the leaders have less authority & influence over the employees because they have a chance of deviation.

In an org there are some position which have more power and authority and there are some position that have less power and authority. In case of more power and authority the manager can simplify their to influence their emp. otherwise they may face difficulty.

Fiedler specify 8 combination of these 3 variables-Leader-member relations may be good -Leader-member relations may be poor -Task may be structured -Task may be unstructured -Leaders position power may be strong -Leaders position power may be weak -High LPC managers -Low LPC managers

Hersey and Blanchards Situational leadership model

It can be termed as life cycle model developed by Paul Hersey and Kenneth Blanchard. This model assumes that leadership styles vary with the maturity of the emp of the org. This model believes that the relationship between mgr and followers move through 4 phases .

When the emp join the org they have to face high task orientation and low relationship because the mgr made them familiar to the work and direct then to get the job done efficiently. So high relationship happened. On the other hand emp are also not interested to build relationship with others. So low relationship is appropriate.

In the second phase the emp are learning the job but not totally. They are not yet able to take full responsibility. So high task relationship is appropriate. On the other hand they became familiar with job. So, high relationship with the emp are appropriate.

In the third phase amp are able to take responsibility and they need the help of manager some times .In this case low task relationship is appropriate. On the other hand emp are familiar with the entire env. So high relationship with the emp are appropriate.

In the 4th phase emp are well responsible and they dont need any help of manager. They are self motivated, self oriented and self organized. So low task orientation happened. On the other hand the relation between the emp are going to damage. So low relationship happened.

There are 4 style of leadership is appropriate in these 4 phases-Telling -Selling

-Participating
-Delegating

Path-Goal Approach
Developed by Robert House and Martin G.Evans. This model states that the leaders job is to use structure, support and rewards to create an work env that helps emp reach the org goal. 2 major roles involved1.Create a goal orientation 2.Improved the path

Goal setting is the establishment of targets and objectives for successful performance, both long and short run. It is imp because human behavior is goal directed. Path Improvement is deciding how to go about smoothing the path toward a goal. Two kinds of support are neededTask support Psychological support

Leader identifies employee needs

Appropriate goals are established

Leader connects Rewards with goal

Leader provides assistance on employee path toward goals

Employees become satisfied and motivated, and they accept the leaders

Effective performance occurs

Both employees & organization are better able to reach their goals

According to path goal theory, the leaders role is to help emp understand what needs to be done and how to do it. There are 4 leadership styles Directive Supportive Achievement oriented Participative 2 major factors identifies while using this leadership styles1.Personal characteristics of subordinates 2.Environmental pressure and demand in the work place

The emp who believe that their action, reaction and beh can influence the env of the work place will prefer participative style. On the other hand who believes that things occur because of luck or fate prefer directive control. Secondly, emp who believes that they are highly skilled to do the job will prefer participative style. On the other hand who thinks that they are less skilled prefer directive style. Leaders must consider three environmental factors-Nature of subordinates task -Organizations formal authority system -Subordinates work group

Vrooms decision-making model

This model is developed by V.H Vroom and associates. It is a decision making model that concerns the quality of decision of the managers and also the degree of acceptance of the decision among the emp.It is a structural approaches and this model suggest that when and in what extent a manager should involved the subordinates in solving a particular problem.

In this respect they identifies 5 leadership stylesAutocratic I Autocratic II Consultative I Consultative II Group/Fully participative II

More than one style is applicable in a situation is called suitable style which is feasible with set of alternatives. When decisions are made quickly, the manager should select the authoritarian style. On the other hand to increase the decision making ability participative style is appropriate.

This thought is extended by Vroom and Jago. The effectiveness of leadership depends on 3 factors Quality of decision Commitment to decision Time spend for decision making

Effective leadership= Functions of effective decisionCost of decision making+ Benefit of decision making

Model

Soft Emphasis

Hard Emphasis
Structure Production Task Orientation Task guidance Task support Decision quality

Michigan and Ohio state Managerial Grid Fiedlers contingency Situational Model Path-goal approach Vrooms decision making model

Consideration People Employee orientation Relationships Psychological support Employee acceptance