LLAuL8SPl Anu MAnACLMLn1

nCM 103
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SLMLS1L8 S? 20092010
LLAuL8SPl
uLllnl1lCn
W ManagemenL sklll locus on Lhe developmenL
and deploymenL of vlSlCn MlSSlCn
S18A1LC? C8LA1lCn Cl MC1lvA1Lu WC8k
LACL
W 1he process of empowerlng people Lhru
persuaslon
W use of one's sklll Lo lnfluence oLhers Lo
perform Lo Lhe besL of Lhelr ablllLy Lowards
goal achlevemenL
LLAuL8SPl
W A process of lnfluence
W noL llmlLed Lo people ln LradlLlonal poslLlon of
auLhorlLy
W Can occur ln numbers of dynamlcs and
seLLlngs
1?LS Cl LLAuL8SPl
W lC8MAL LLAuL8
erson ln a poslLlon of lnfluence or auLhorlLy
Pas sancLloned role wlLhln an organlzaLlon
W lnlC8MAL LLAuL8
erson who demonsLraLes leadershlp and has
lnfluence even Lhough he or she ls noL ln a formal
leadershlp role ln an organlzaLlon
2 kL? 18Al1S
W AblllLy Lo lnfluence oLhers
W CLher people ln Lhe group or organlzaLlon recognlze Lhe
ablllLy and are lnfluenced
LLAuL8SPl 8CLLS
W ueclslon maker
W CommunlcaLor
W LvaluaLor
W laclllLaLor
W 8lsk Laker
W MenLor
W Lnerglzer
W Coach
W Counselor
W 1eacher
W CrlLlcal Lhlnker
W 8uffer
W AdvocaLe
W vlslonary
W lorecasLer
W lnfluencer
W CreaLlve problem solver
W Change agenL
W ulplomaL
W 8ole model
LLAuL8
W L8SCn who
W lnfluences and guldes dlrecLlon oplnlon and
course of acLlon
W Lnables Lo work LogeLher Lo achleve
ob[ecLlves seL for cerLaln purpose
W lnfluences oLhers Lo move ln Lhe dlrecLlon of
achlevlng goals
A LLAuL8
W CfLen don'L have delegaLed auLhorlLy
W Pave varleLy of roles Lhan managers
W May or may noL be parL of formal organlzaLlon
W locus on group process lnformaLlon gaLherlng
feedback and empowerlng oLhers
W Lmphaslze lnLerpersonal relaLlonshlps
W ulrecLs wllllng follower
W May have goals LhaL may or may noL reflecL Lhose
of Lhe organlzaLlon
W lnLeresLed ln rlskLaklng and explorlng new ldeas
CC8L 18Al1S Cl LLAuL8S
W Culdlng vlSlCn
Able Lo see plcLure of Lhe deslred fuLure
1he plcLure allows leader Lo seL goals Lowards Lhe
deslred fuLure
W ASSlCn drlve and amblLlon
LnLhuslasLlc abouL Lhe fuLure posslblllLles
Pas Lhe ablllLy Lo lnsplre people and allgn Lhem ln
a common efforL Lo make Lhe fuLure posslblllLles a
reallLy
CC8L 18Al1S Cl LLAuL8S
W ln1LC8l1? and PCnLS1?
ossess a slgnlflcanL knowledge of self or self
awareness
W SLrengLhs and weaknesses
W AblllLy Lo recelve feedback
W Learn from mlsLakes
8equlres honesLy and maLurlLy
SupporLed by Lhe lnner sLrengLh of convlcLlon and
ablllLy Lo deal wlLh confllcL or obsLacle LhaL arlse
ueveloped Lhough personal and professlonal
experlence and growLh
Can be LrusLed
CC8L 18Al1S Cl LLAuL8S
W Cu8lCSl1?
Lnable Lhem Lo Lake rlsks
laclllLaLes change
ShorLen Lhe learnlng curve
W Leaders zero ln on whaL works raLher Lhan wasLlng Llme
on whaL doesn'L work
CCMMCn 18Al1S Cl A LLAuL8
W lLLxl8lLl1?
AdapLs rapldly Lo changes ln all aspecLs of Lhe envlronmenL
Allows leaders Lo deal effecLlvely and creaLlvely wlLh
uncerLalnLy and hosLlllLy
W ln1LLLlCLnCL
Sub[ecLbased lnLelllgence
W knowledge and skllls assoclaLed wlLh Lhe person's [ob funcLlons
W AblllLy Lo use knowledge and sklll Lo solve problem and lmprove
work process
eoplebased lnLelllgence
W LmoLlonal lnLelllgence ablllLy Lo use noL only raLlonal buL also
emoLlonal percepLlon ln learnlng prob Solvlng and worklng wlLh
people effecLlvely Lo achleved deslred ouLcomes
CCMMCn 18Al1S Cl A LLAuL8
W AblllLy Lo SuC81 oLhers
8esponslveness Lo wlde range of slLuaLlons and
people face slLuaLlons headon raLher Lhan
wlLhdrawlng
racLlces open and effecLlve communlcaLlon
ossesses key soclal skllls ablllLy Lo work effecLlvely
wlLh respecL and dlverse consLlLuenL Lo defuse confllcL
and Lo generaLe LrusL and enLhuslasm ln oLhers
W SLLlCCnlluLnCL
Able Lo LrusL hls ablllLles and declslons
Able Lo recelve feedback and lnpuL from oLhers
wlLhouL feellng LhreaLened
CCMMCn 18Al1S Cl A LLAuL8
W uLSl8L Lo lead
lnLeresLed ln and have deslre Lo lnfluence change
ln people or organlzaLlons
1PLC8lLS Cl LLAuL8SPl
18Al1 A8CACP
ersonal sychologlc hyslcal
CPA8AC1L8lS1lCS
18Al1 A8CACP
1 C8LA1 MAn 1PLC8? ArlsLoLle
Some people are born Lo lead oLhers are born Lo be
lead
few people are born wlLh necessary characLerlsLlcs Lo
be greaL
18Al1 1PLC8?
Some people have cerLaln characLerlsLlcs LhaL makes
Lhem beLLer leaders Lhan oLhers
selecLlon ls based on physlcal menLal and psychologlcal
characLerlsLlcs
8LPAvlC8AL 1PLC8lLS
LLAuL8SPl S1?LL
W kurL Lewln (1931) and WhlLe and LlpplLL
(1960)
a Au1CC8A1lC LLAuL8SPl
W 8ased on cenLrallzed declslon maklng
W Leader makes declslon and expecL s subordlnaLes Lo
obey
W uses power Lo command and conLrol oLhers
W May develop hosLlllLy beLween leaders and followers
Au1CC8A1lC
W CLCSLu S?S1LM
nu8SL MAnACL8
lCLLCWL8S
LLAuL8SPl S1?LL
b uLMCC8A1lC LLAuL8SPl
W Allow oLhers Lo parLlclpaLe ln declslon maklng and Lo
share auLhorlLy
W ower ls based from experLlse
W Croup performs well wheLher or noL Lhe leader ls
presenL
W Leaders and followers Lend Lo malnLaln poslLlve
relaLlonshlp
uLMCC8AC1lC
W CLn S?S1LM
nu8SL MAnACL8
lCLLCWL8S
LLAuL8SPl S1?LL
c LAlSSLZ lAl8L LLAuL8SPl
W Leaders defer declslon maklng Lo followers
W ermlsslve and Lends Lo be dlsLanL or unlnvolved
W Workers may feel frusLraLed and efflclency may suffer
d MuL1lC8A1lC
LAlSSLZ lAl8L LLAuL8SPl
W L8MlSSlvL
nu8SL MAnACL8
lCLLCWL8S
LLAuL8SPl S1?LL
W LMLC?LL CLn1L8Lu LLAuL8SPl
locus ls on Lhe human needs of employees
Consldered more effecLlve Lhan [obfocused
leadershlp more concerned wlLh schedules Lask
or ouLpuL
8LPAvlC8AL 1PLC8lLS
SupporLs human relaLlon Lheory
8eneflLs of poslLlve aLLlLude Lowards
oLhers
uevelopmenL of Lhe workers
SaLlsfacLlon of Lhe needs of Lhe worker
CommlLmenL Lhru parLlclpaLlon
SPll1 Cl LLAuL8SPl 8CLL
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CCn1lnCLnC? 1PLC8lLS
W ConLlngency approach Lo leadershlp
W SLaLe LhaL a varleLy of envlronmenLal facLors affecL Lhe
leadershlp sLyle or characLerlsLlcs
W 1he ouLcome of leadershlp are deLermlned by facLors
oLher Lhan Lhe leader's behavlor
1 CCn1lnCLnC? 1PLC8?
W lred lledler
W Leadershlp sLyle wlll be effecLlve or lneffecLlve
dependlng on Lhe slLuaLlon
W Leadershlp effecLlveness depends on maLchlng
organlzaLlonal sLrucLure wlLh Lhe besL leadershlp sLyle
for Lhe organlzaLlon and slLuaLlon
W 3 characLerlsLlcs for effecLlve leadershlp
Leader member relaLlon
lollowers feellng abouL Lhe leader level of LrusL
accepLance of Lhe leader percepLlon of Lhe members of
Lhe leader
CCn1lnCLnC? 1PLC8?
1ask sLrucLure
LxLenL Lo whlch work Lask are deflned by speclflc
procedure dlrecLlon and goal
PlCP S18uC1u8L rouLlne clearly deflned
LCW S18uC1u8L noL predlcLable creaLlve worklng on
Lhe fly"
oslLlon power
1he amounL of lnfluence or degree of formal auLhorlLy
Lhe leader has
Plgh poslLlon power consldered favorable
llLuLL8 CCn1lnCLnC? MCuLL
@9 @9 @9
8ASlC 8LMlSL
1PL LLAuL8S
CPA8AC1L8lS1lCS
C8 18Al1 A8L llxLu
Anu 8lClu
ldenLlfy Lhe leaders
LralL or
characLerlsLlcs
MA1CP 1PL
LLAuL8S 18Al1 C8
CPA8AC1L8lS1lCS
1C 1PL !C8
Sl1uA1lCn
S1uu?
LLAuL8/MLM8L8
8LLA1lCnSPl Anu
LLAuL8 CSl1lCn
CWL8
MLASu8L
LllLC1lvLnLSS 8?
1ASk C8 CCAL
ACCCMLlSPLu
2 A1PCCAL 1PLC8?
W 8oberL Pouse
W uerlved from LxpecLancy Lheory belleved LhaL people acL
as Lhey do because Lhey expecL Lhelr behavlor Lo produce
saLlsfacLory resulL
eople are moLlvaLed by belng able Lo carry ouL Lhelr work whlch
Lhey belleve wlll conLrlbuLe Lo Lhe deslred ouLcome and provlde
Lhem wlLh rewards for work
W Leaders clarlfy and seL Lhe goals of Lhe subordlnaLes and
help Lhem flnd Lhe besL paLh Lo achleve Lhelr goals
W 1he effecLlve leader makes Lhe approprlaLe paLh easler for
Lhe worker Lo follow
W LffecLlve leader maLches sLyle Lo Lhe slLuaLlon or
envlronmenL
A1P CCAL 1PLC8?
W LLAuL8 lunC1lCn
W ulrecLlve
W SupporLlve
W arLlclpaLlve
W AchlevemenL orlenLed
W SLClllC LLAuL8 8LPAvlC8
W MoLlvaLe Lmployees help Lhem achleved valued goals
W Conslder conLlngencles
Lmployees' personal characLerlsLlcs needs and ablllLles
LnvlronmenLal characLerlsLlcs
AuLhorlLy sysLem
Work group
W LxLC1Lu Cu1CCML
W PlCP !C8 SA1lSlAC1lCn
W PlCP L8lC8MAnCL
W lLWL8 C8lvAnCLS
3 Sl1uA1lCnAL 1PLC8?
W Persey and 8lanchard
W LffecLlveness of a person's leadershlp sLyle depends
noL so much of Lhe leader buL on Lhe followers
W MaLurlLy of Lhe follower s should be assess
W LffecLlve leader
changes or adapL leadershlp sLyle Lo maLch Lhe followers '
need
ALLempL Lo lncrease followers' level of maLurlLy
Sl1uA1lCnAL 1PLC8?
W 4 CA1LCC8lLS Cl LLAuL8SPl S1?LL based on
Lask and relaLlonshlp levels
a Plgh Lask/low relaLlonshlp behavlor Lelllng"
leadershlp sLyle
b Plgh Lask/hlgh relaLlonshlp behavlor selllng"
leadershlp sLyle geLLlng people Lop buy ln" Lo an
approach pollcy or new sLafflng or managemenL
sLrucLure
c Low Lask/hlgh relaLlonshlp behavlor "parLlclpaLlng"
leadershlp sLyle
d Low Lask/low relaLlonshlp behavlor delegaLlng"
leadershlp sLyle
4 Su8S1l1u1LS lC8 LLAuL8SPl"
W kerr and !ermler
W CerLaln varlables or facLors may lnfluence followers'
behavlors as much or more Lhan Lhe leader's behavlor
W luLn1lllLu Su8S1l1u1L S lC8 LLAuL8 8LPAvlC8
a AmounL of feedback provlded by Lask
b SlgnlflcanL work group coheslon
c 8lgld adherence of group Lo rules
d lnLrlnslc saLlsfacLlon provlded by Lhe work or Lask
Cu88Ln1 CCM1LMC8A8?
1PLC8lLS
1 CPA8lSMA1lC 1PLC8?
8oberL Pouse
CharlsmaLlc leaders have 4 characLerlsLlcs
uomlnance
Self confldence
need for lnfluence and power
ConvlcLlon of moral rlghLeousness
CPA8lSMA lnsplraLlonal quallLy possessed by some
people LhaL makes oLhers feel beLLer ln Lhelr presence
LLAuL8S lnsplres oLher by
obLalnlng emoLlonal commlLmenL from followers
arouslng sLrong feellng of loyalLy and enLhuslasm
2 18AnSlC8MA1lCnAL LLAuL8SPl
1PLC8?
W 8oLh leaders and followers acL on one anoLher Lo ralse
Lhelr moLlvaLlon and performance Lo hlgher levels
W locus allowlng lnnovaLlon and change
W uepends on Lhe concepL of LMCWL8MLn1
W All parLles are allowed Lo work LogeLher Lo Lhe besL of Lhelr ablllLy Lo
achleve a collecLlve goal
W 1wo Lypes of leader
a 1ransacLlonal leader person responslble for day Lo day
operaLlons
b 1ransformaLlonal leader person responslble for
malnLalnlng Lhe overall vlslon and moLlvaLlng people Lo
lncorporaLe Lhe vlslon ln Lhelr work
MC1lvA1lCnAL 1PLC8lLS
1 8LlnlC8CLMLn1 1PLC8?
W 8l Sklnner (1933)
W vlews moLlvaLlon as learnlng
W erson becomes condlLloned Lo assoclaLe a
behavlor wlLh a consequence (+ or )
W Leaders are more effecLlve when Lhey can conLrol
or manlpulaLe Lhe consequences of Lhe follower's
behavlor
W Works well when enough poslLlve relnforcemenL
exlsL and when leaders have cerLaln conLrol over
followers' access Lo Lhe rwards
2 LxLC1AnC? 1PLC8?
W Lmphaslzes LhaL people don'L [usL respond
passlvely Lo relnforcemenL or lack Lhereof raLher
Lhey are acLlvely and consclously lnLeracLlng wlLh
Lhelr envlronmenL
W 3 moLlvaLlonal componenLs
a LxLC1AnC? Lhe percelved probablllLy LhaL
cerLaln efforL wlll lead Lo deslred acLlon or
behavlor
b lnS18uMLn1ALl1? Lhe bellef LhaL a glven
performance level wlll lead Lo an ouLcome
c vALLnCL percelved value of Lhe ouLcome
3 LCul1? 1PLC8?
W 1he degree of percelved falrness ln Lhe work
slLuaLlon ls Lhe key Lo [ob saLlsfacLlon and
efforL of workers
4 CCAL SL11lnC 1PLC8?
W SuggesL LhaL people don'L expend efforL for
rewards or Lask ouLcome buL Lo accompllsh Lhe
goal Lhemselves
W 3 assumpLlons accordlng Lo Locke (1968)
a Speclflc goals are more effecLlve Lhan general
goals for moLlvaLlng hlgher performance
b More dlfflculL or challenglng goals lead Lo
hlgher performance
c lncenLlves or rewards are effecLlve only ln LhaL
Lhey encourage people Lo change Lhelr goals
ln1L8AC1lCnAL 1PLC8lLS
ln1L8AC1lCnAL LLAuL8SPl
1PLC8lLS
W 1970 Lo Lhe presenL
W Leadershlp behavlor generally deLermlned by
relaLlonshlp beLween Lhe leader's personallLy and
Lhe speclflc slLuaLlon
W 1 S?S1LM 1PLC8? Scheln (1970)
W eople are very complex and hlghly varlable have mulLlple
moLlves for dolng Lhlngs
W MoLlves do noL sLay consLanL changes overLlme
W Coals dlffer ln varlous slLuaLlon
W erformance and producLlvlLy are affecLed by Lhe naLure of
Lhe Lask hls ablllLy experlence and moLlvaLlon
W no slngle leadershlp sLraLegy ls effecLlve ln every slLuaLlon
ln1L8AC1lCnAL LLAuL8SPl
1PLC8lLS
W 2 Pollander (1978) leadershlp exchange
lnvolves
W 1he LLAuL8 hls personallLy percepLlon and ablllLles
W 1he lCLLCWL8 wlLh Lhelr personallLles percepLlons
and ablllLles
W 1he Sl1uA1lCn formal and lnformal group norms
slze and denslLy
ln1L8AC1lCnAL LLAuL8SPl
1PLC8lLS
W 3 kanLer ( 1977)
W SLrucLural aspecL s of Lhe [ob shapes effecLlveness of a
leader
W 3 ma[or work empowermenL sLrucLures
CC81unl1?
CWL8
8CC81lCn
W 4 nelson and 8urns (1984)
W CrganlzaLlon and Lhelr leader has 4 developmenLal level
LhaL lnfluence producLlvlLy and worker saLlsfacLlon
ln1L8AC1lCnAL LLAuL8SPl
1PLC8lLS
W 4 uevelopmenLal Level
8LAC1lvL leader focuses on Lhe pasL ls crlsls drlven
frequenLly abuslve Lo subordlnaLes
8LSCnSlvL leader ls able Lo mold subordlnaLes Lo
work LogeLher as a Leam
8CAC1lvL leader and follower more fuLure orlenLed
and hold common drlvlng values
PlCP L8lC8MAnCL 1LAM maxlmum producLlvlLy and
worker saLlsfacLlon
nLW LLAuL8SPl" CCnCL1
W MargareL WheaLley (1992)
W LLAuL8'S lunC1lCn ln An C8CAnlZA1lCn
A use vlslon Lo gulde followers
8 Pelp followers make cholces based on values
shared by leaders and followers
C rovlde meanlng and coherence ln Lhe
organlzaLlonal culLure