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Leadership
Who is a leader?
What quality a leader should have?
Whom to call a leader?
Everybody seems to have a say when it comes to
Leadership!!
Historical figures (Alexander, Napolean, Hitler??)
From business world (JRD Tata, Dhirubhai Ambani, Bill Gates etc..)
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Leadership
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Leadership
Trait Theory
Leadership Traits: represent the personal characteristics that differentiate leaders
from followers.
Historic findings reveal that leaders and followers vary by
- intelligence
- dominance
- self-confidence
- level of energy and activity
- task-relevant knowledge
Contemporary findings show that
- people tend to perceive that someone is a leader when he or she
exhibits traits associated with intelligence, masculinity, and
dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and
competent
The trait theory provides descriptive insights but has little analytical or predictive
power.
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Trait Theory
(continued)
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HIGH
(Consid
eration)
HUMAN
RELATION
DEMOCRATIC
LOW
(Consid
eration)
LAISSEZ
FAIRE
AUTOCRATIC
LOW (Initiating
Structure)
HIGH (Initiating
Structure)
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(2)
and (3)
forces in the situation (type of organization, group effectiveness, time pressure and the
nature of the problem itself).
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Boss Centered
leadership
Use of authority by
manager
Manager makes
decision and
announces
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Manager sells
decision
Manager presents
problems and gets
suggestions
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High
Low
Situational
Control
Leader-member
relations
Task Structure
Position power
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Task motivated
Relationship motivated
I
II
III
High Control
Good Good
Structured
Strong Weak
IV
VI
Moderate Control
Good
Good Poor
Poor
Unstructured
Structured
Strong
Weak Strong Weak
VII
VIII
Low Control
Poor
Poor
Unstructured
Strong
Weak
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Contd
Contribution
# It was the first visible leadership theory to present the contingency
approach.
# It emphasized the importance of both the situation and the leaders
characteristics in determining leader effectiveness.
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Employee Attitudes
and Behavior
- Job satisfaction
- Acceptance of leader
- Motivation
- Performance
Environmental Factors
- Employees task
- Authority system
- Work group
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2.
3.
4.
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Using one of the four styles contingent upon the situational factors, the
leader attempts to influence subordinates perception and motivate them,
which in turn leads to their role clarity, goal expectancies, satisfaction
and performance. This is specifically accomplished by the leader as
follows:
1.Recognizing and/or arousing subordinates need for outcomes over which
leader has some control.
2.Increasing personal pay-offs to subordinates for work-goal attainment.
3.Making the path to those pay-offs easier to travel by coaching and directions.
4.Helping subordinates clarify expectancies.
5.Reducing frustrating barriers.
6.Increasing the opportunities for personal satisfaction contingent on effective
performance.
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22
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25
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1.
2.
3.
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Charismatic Leadership
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Ethical
Uses power to serve
others
Aligns vision with
followers needs and
aspirations
Consider and learns
from criticism
Open, two way
communication
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Unethical
Uses power only for
personal gains
Promotes own
personal vision
Censures critical or
opposing views
One way
communication
31
Ethical
Unethical
Insensitive to followers
needs
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Project GLOBE
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Project GLOBE
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