Presented By:Harbir Singh Banga(302) Harsh Gupta(308) Prateek Mehta (314) Karan Paleja (111) Nehal Khosla (117)

Neerav Sundriyal (124)

 Leader

and their qualities Leadership theories Leadership Styles Leadership Issues

A leader is one who Inspires a follower Accomplishes work Develops the follower Shows how to do the job Assumes obligations and Overcome various obstacles in attaining the goal

Leadership is lifting a persons performance to a higher standard, the building of a personality beyond his normal limitations Leadership is the process of influencing the behavior of others towards the accomplishment of goals in a given situation. The process by which a person motivates and guides the group towards a visualized goal

 Motivating Courage Initiative

capacity

ness Source of Knowledge Responsibility Integrity

 Ability

to communicate Loyalty Judgement Selflessness Problem solving capacity Openness to change Distant vision and close focus Balance

 Learn

to think more critically Do more to enthuse your team Make your goals and future vision attractive and attainable Learn to communicate clearly Improve your speaking skills Organize and allocate workflow

 Make

sure work is done correctly and on

time Find better ways to do things Encourage progress and recognize efforts Try to match individual skills and work Build team spirit Encourage people to work cooperatively Recognize success and learn from failure Trust your subordinates

Transactional leadership involves motivating & directing followers mainly through contingent reward-based practices. It focuses on a carrot (or stick) approach, set performance expectations & goals, & provide feedback to followers Three main components are viewed as prompting followers to achieve their performance goals: Contingent rewards Achieve management be exception Passive management by exception

Transactional leadership is not bad, but not sufficient in developing maximum leadership potential.

One leadership expert describes it accurately:

without the transactional base, expectations are often unclear, direction is ill-defined, & the goals you are working towards are too ambiguous. Transactions clearly in place form the base for more mature interactions

Charismatic leadership involves motivating & directing followers mainly by developing in them a strong emotional commitment to a vision & set of shared values. - enthusiastic, self-confident leader whose personality and actions influence people

charismatic

can articulate a vision for which s/he is willing to take risks sensitive to environmental constraints and follower needs exhibit behaviors that are out of the ordinary charismatic leadership correlated with high job performance and satisfaction among followers individuals can be trained to exhibit charismatic behaviors

By showing great passion & devotion to the vision & values, such leaders influence followers by appealing to their emotions at a deep level.
Charismatic leaders have five attributes that differentiate them from noncharismatic leaders: Self-confidence Strong conviction in that vision Extraordinary behavior Image as a change agent Followers of charismatic leaders tend to be more self-assured, experienced, found more meaning in their work, reported more support from their leaders, worked long hours, had higher performance ratings.

visionary

- ability to create and articulate a realistic, credible, and attractive vision that improves the present situation presents a clear and compelling imagery that inspires enthusiasm to pursue the organizations goals people must believe that the vision is attainable

visionary leader has the ability to: explain the vision to others express the vision verbally and behaviorally apply the vision to different leadership contexts

Emphasizes Shared Vision & Values

Extraordinary Personal Qualities

Promotes Shared Identity

Exhibits Desired Behaviors

Broad Model Charismatic Leadership

Crisis or Desperate Situation Radical Vision Followers belief in Leaders Power Leader Success

Restricted Model Charismatic Leadership

Reflects Strengths

Transformational - inspire followers to transcend their own self-interests for the good of the organization
capable

of having profound effect on followers pay attention to concerns of followers

change

followers awareness of issues excite and inspire followers to put forth extra effort built on top of transactional leadership good evidence of superiority of this type of leadership

Team Leadership
role

of team leader different from the traditional leadership role requires skills such as:
patience

to share information ability to trust others and give up authority understanding when to intervene
team

leaders job focuses on:

managing

the teams external boundary facilitating the team process

team leaders serve as: liaisons with external constituencies - clarify others expectations of the team, gather information from the outside, and secure needed resources troubleshooters - ask penetrating questions, help team talk through problems, and gather needed resources conflict managers - identify source of conflict, who is involved, and find resolution options coaches - clarify role expectations, teach, offer support, and whatever else is necessary to keep performance levels high

Coach

Liaison with external constituencies

Team Leadership Roles

Conflict manager

Troubleshooter

Laissez-Faire Directive Participative Delegative Supportive Achievement Oriented Inspirational External Combined

What are the ideal conditions for a leadership style to be used? Depends on the following:
Leadership characteristics (traits, skills, behaviors and

leader perception of followers) Task characteristics (role, task and organizational clarity and complexity) Subordinate characteristics (follower traits and skills, task commitment, follower perceptions of leader) Organizational characteristics (power relationships, organizational design, external connectedness, and environmental uncertainty) Other (ethics, gender, other)

 Strategies

are the strength, quality or success of a particular behavior or style:

Leader expertise in executing a particular style Example: the ideal style may be supportive, but the leader is not skilled in the style and it comes across as insincere follower interpret it as micromanagement Leader may not have appropriate traits or skills

for the situation

 Performance

goals can include:

Production efficiency
Follower satisfaction Employee development

External alignment
Organizational change or adaptation

 Passive

indifference about task and subordinate, essentially a non-style Characterized by:

Low leader control

Low leader goals and performance expectations

Little or no motivational stimulation
One

approach is leader sees their only task is to fix problems, crises, and scandals after subordinates have failed

Letting subordinates know what they are expected to do; giving specific guidance; asking subordinates to follow the rules and procedures, scheduling and coordinating Also known as:

Task oriented, autocratic, authoritarian, topdown

POSITIVE WHEN FOLLOWERS:

NEGATIVE CONSEQUENCES

Need instruction Do not know what to do Actions to support changes in mandate or technology What the rules are and what infractions mean How to interact with others Need help with questions and problems

Telling becomes commanding Clarifying becomes threatening Planning becomes micromanagement Typified by rigidity, lack of input from others Leader centeredness and low worth on subordinates

 Consulting

with subordinates and taking their opinions into account; providing advice rather than direction; establishing a friendly and creative work environment for teams Also known as
Inclusive style of leadership

Similar to supportive but emphasizes discussion

and inclusiveness vs. listening and empathy

POSITIVE WHEN Team discussions need facilitation Coordinating the needs of a group Implementing team decisions Interactive group meetings, group learning and managing complex processes are needed

NEGATIVE WHEN Leader is always in a participative mode Group wants leader to handle business unilaterally because they do not want to be bogged down in the details Some problems are best solved by individuals versus groups

 Allowing

subordinates relative freedom for decision making and from daily monitoring and short-term review Also known as
Substitutes for leadership Empowerment

EFFECTIVE WHEN Followers have ample education, training, ore experience in their jobs Followers have a professional orientation and have internalized work standards Feedback is provided by the job Work group is cohesive

NEGATIVE WHEN Followers do not have ample education and training to perform task at a high level The roles and procedures are not clear As accountability shifts from a prior-approval - may cause evaluation issues

 Considering

the needs of followers; displaying concern for their needs; creating a friendly work environment for each worker Also known as:
People oriented Team building

Human relations model

POSITIVE WHEN FOLLOWERS: Need social and group connection, praise, Need a focus on personal and professional needs Need an atmosphere of trust in the workplace

NEGATIVE WHEN: Emphasis on personal satisfaction and development may neglect demands for higher performance standards Fixing short term problems may neglect long term issues

 Setting

challenging task goals; seeking task improvement; emphasizing excellence in follower performance; showing confidence that followers will perform well Also known as
Transactional leadership

Management by objectives

POSITIVE ASPECTS Interactive goal setting Contingency personnel rewards Contingent material reward Contingent reprimand Rewards are tied to narrow tasks and ability to tie results to individuals

NEGATIVE WHEN Follower takes a whats in it for me approach Follower becomes reliant on external vs. internal motivation Used in professional jobs tied to a group product (less effective)

 Using

intellectual stimulation (for new ideas or processes); inspirational motivation (for giving group goals); charisma At organizational level includes strategic planning, networking, vision articulation, partnering and change Also known as
Transformational leadership Charismatic leadership

POSITIVE

NEGATIVE

Divided between an internal focus on tasks and people and external needs for new structures and production configuration At the operational level supports a process improvement or reengineering approach A learning organization environment

Over reliance on charisma and overly powerful leaders Often creates enthusiastic sheep Being in awe of a leader reduces good suggestions, criticism and excessive confidence Leader takes credit for success and alienates some followers

 Focusing

attention on organizational matters and the environmental context Style does not suggest much about control of followers, goal levels or motivational factors Also known as divided leadership
CEO external & XO internal

Political leaders focus on constituents vs.

operations

POSITIVE Allows exploration, and opportunities for partnering and networking When strategy, vision and decision making is dependent on a turbulent enviornment

NEGATIVE Focus on external to the neglect of the internal Morale and administrative processes are deglected

 Use

of two or more styles simultaneously in a single fused style. For example, directive and supportive Can be a cluster of similar styles
A supportive style may include aspects of

inspirational and participative style A directive style may include aspects of the achievement oriented and inspirational styles

 Most

inclusive is the transformational style could use all of those discussed Integrating achievement oriented behavior with supportive and inspirational behaviors has merit Is the combined style a fusion or a series of rapidly alternating styles?

The focus is leader as communicator Framing: A way of communicating that shapes meaning Selective highlighting of facts and events Ignored in traditional leadership studies Two contemporary leadership theories: Charismatic Leadership Transformational Leadership

Houses Charismatic Leadership Theory: Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors Four characteristics of charismatic leaders: Have a vision Are willing to take personal risks to achieve the vision Are sensitive to follower needs Exhibit behaviors that are out of the ordinary Traits and personality are related to charisma People can be trained to exhibit charismatic behaviors

Very effective leaders who possess the four typical leadership traits Individual competency Team skills Managerial competence Ability to stimulate others to high performance Plus one critical new trait A blend of personal humility and professional will Personal ego needs are focused toward building a great company Take responsibility for failures and give credit to others for successes

Transactional Leaders Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements Transformational Leaders Inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers Not opposing, but complementary, approaches to leadership Great transformational leaders must also be transactional; only one type is not enough for success

TRANSACTIONAL

TRANSFORMATIONAL

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments Management by Exception: Active: Watches and searches for deviations from rules and standards, takes corrective action Passive: Intervenes only if standards are not met Laissez-Faire: Abdicates responsibilities, avoids making decisions

Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important issues simply Intellectual Stimulation: Promotes intelligence, rationality, and problem solving Individualized Consideration: Gives personal attention, coaches, advises

 Leadership

styles listed from passive to very active Note the ineffective styles are mostly transactional It is all about influencing followers

Basis for Action: Transformational leadership works by encouraging followers to be more innovative and creative and by providing ambitious goals Evaluation Based on the Research: This theory does show high correlations with desired outcomes This style of leadership can be taught Transformational vs. Charismatic Leadership: Similar concepts, but transformational leadership may be considered a broader concept than charisma. Instrument-based testing shows the measures to be roughly equivalent

Authentic Leaders: Ethical people who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly Primary quality is trust Build trust by: Sharing information Encouraging open communication Sticking to their ideals Still a new topic; needs more research

Ethics touch on many leadership styles As the moral leaders of organizations, CEOs must demonstrate high ethical standards Socialized charismatic leadership: leaders who model ethical behaviors Trust: The positive expectation that another person will not act opportunistically Composed of a blend of familiarity and willingness to take a risk Five key dimensions: integrity, competence, consistency, loyalty, and openness

Integrity Honesty and truthfulness Competence An individuals technical and interpersonal knowledge and skills Consistency An individuals reliability, predictability, and good judgment in handling situations Loyalty The willingness to protect and save face for another person Openness Reliance on the person to give you the full truth

Deterrence-based Trust Trust based on fear of reprisal if the trust is violated Knowledge-based Trust Trust based on behavioral predictability that comes from a history of interaction Identification-based Trust Trust based on a mutual understanding of one anothers intentions and appreciation of the others wants and desires

 Mistrust Trust Trust

drives out trust

begets trust can be regained groups self-destruct

Mistrusting Mistrust

generally reduces productivity

Mentor: A senior employee who sponsors and supports a lessexperienced employee (a protg) Good teachers present ideas clearly, listen, and empathize Two functions:
Career Coaching, assisting, sponsoring Psychosocial Counseling, sharing, acting as a role model

Can be formal or informal Mentors tend to select protgs who are similar to them in

background: may restrict minorities and women

Self-Leadership A set of processes through which individuals control their own behavior Effective leaders (superleaders) help followers to lead themselves Important in self-managed teams To engage in self-leadership: 1.Make a mental chart of your peers and colleagues 2.Focus on influence and not on control 3.Create opportunities; do not wait for them

Leadership at a Distance: Building Trust

The lack of face-to-face contact in electronic

communications removes the nonverbal cues that support verbal interactions.

There is no supporting context to assist the receiver with

interpretation of an electronic communication.

The structure and tone of electronic messages can strongly

affect the response of receivers.

An individuals verbal and written communications may not

follow the same style.

Writing skills will likely become an extension of

interpersonal skills.

Attribution Theory of Leadership

The idea that leadership is merely an attribution that

people make about other individuals Qualities attributed to leaders: Leaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious. Effective leaders are perceived as consistent and unwavering in their decisions. Effective leaders project the appearance of being leaders.

 Substitutes

and Neutralizers for

Relationshiporiented Leadership
No effect on Substitutes for Neutralizes

Leadership
Defining Characteristics Individual
Experience/training Professionalism Indifference to rewards

Taskoriented Leadership
Substitutes for Substitutes for Neutralizes

Job
Highly structured task Provides its own feedback Intrinsically satisfying No effect on No effect on Substitutes for Substitutes for Substitutes for No effect on

Organization
Explicit formalized goals Rigid rules and procedures Cohesive work groups No effect on No effect on Substitutes for Substitutes for Substitutes for Substitutes for

Selection Review specific requirements for the job Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence Conduct personal interviews to determine candidates fit with the job Keep a list of potential candidates Training Recognize that all people are not equally trainable Teach skills that are necessary for employees to become effective leaders Provide behavioral training to increase the development potential of nascent charismatic employees

Certain types of leadership behaviors work better in some cultures than in others Charismatic/Transformational Leadership Seems to work across cultures May be an universal aspect of leadership in its focus on: Vision and foresight Providing encouragement Trustworthiness Dynamic, positive, and proactive traits Globalization may be the cause of these common concerns we may be able to train a universal manager, if that person is culturally sensitive!

Companies are looking for transformational leaders even if they only look the part Transformational style crosses borders reasonably well Effective managers must build trust with those they lead Leadership selection and training are important to long-term success