Udai Pareeks Understanding

Organizational Behaviour
Third Edition

Dr Udai Pareek Revised and Updated by Prof. Sushama Khanna EMPI, New Delhi

Chapter 18 CONFLICT MANGEMENT

LEARNING OBJECTIVES
After studying this chapter, you will be able to: 1. Distinguish leaders from administrators and managers 2. Describe the evolution of leadership theories 3. Enumerate different theories of leadership, and their main features 4. Discuss the contingency theories, especially the situational theory of leadership 5. Explain the concept of the development levels of a group and how to raise them 6. List steps in the process of delegation

LEADERSHIP DEFINITION
Act of making an impact on others or influencing others to move in a desired direction

Three managerial modes

Administration
Main Concern
Emphasis on Focus on

Management
Get results
Interaction Stability

Leadership
Excel
Creativity Trend Setting

Follow Procedures
Conformity Status Quo

Norms Assessment Criteria Driven by

Quantity Efficiency Past (traditions, precedence)

Quality Effectiveness Present (competition)

Pushing Benchmarks Boundary Management Future (vision)

Approach
Structure Response Mode Managing by HRD Approach Dominant Need Concept of Power Source of Power

Tactics
Hierarchy/Protocol Reactive Procedure Supervision Control-Dependency Limited/Unshareable Status/Authority

Strategy
Matrix Proactive Building Systems Coaching Achievement Power Shareable Competence

Vision
Network Pre-active Building Culture Mentoring Power-Extension Multiplying Empowerment

Theories of Leadershp
Trait theories Situational theories

Behavioural theories

LEADERSHIP

Leadership Functions theories

Contingency theories

Some recent theories

THEORIES OF LEADERSHIP
BEHAVIOURAL THEORIES Three-dimensional theories Michigan Studies LBDQ theroies Contiuum leader behaviour Managerial grid

TRAIT THEORIES Stogdill McCall and Lombardo Bennis and Thomas

Three-dimensional theory Kurt Lewin

Autocratic
Take decisions on their own. Effective when there is no need for involvement of people in decision making and their motivation would lower down if they are not involved.

Democratic
Involve people in decision making, can be difficult when options differ widely and is difficult to arise at one conclusion.

Laissez-faire
Minimum level of involvement of people in decision making.. At times may create chaos.

University of Michigan Studies

Early Leadership Studies Likert : Behaviour on a continuum. Four main styles of leadership are: 1. Exploitive authoritative 2. Benevolent authoritative 3. Consultative 4. Participative

Employee-Oriented Leader: Emphasizing interpersonal relations. Production-Oriented Leader: One who emphasizes technical or task aspects of the job.

Ohio State (LBDQ) Studies (1945)

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment. Organizing and defining what group members should be doing.

Consideration for Emloyees The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

Managerial Grid by Blake and Mouton

CONTINGENCIES THEORIES
Fiedlers theories

Cognitive Resource Theories

Strategic Contingencies Theory Vroom-Yetton Theory

Path-Goal Theory

The Path-Goal Theory

Hersey and Blanchards Situational Leadership Theory

Leader Behavior High Relationship Behavior (supportive behavior)

Participating S3 Share ideas and facilitate in decision making

Delegating S4 Turn over responsibility for decisions and implementation
Low High R4

Selling S2 Explain decisions and provide opportunity for clarification

Telling S1 Provide specific instructions and closely supervise performance
High Low R1

Low

Task Behavior
Follower Readiness Moderate R3 R2

Follower-Directed

Leader-Directed

Situational Theory
Hersey and Blanchard combined contingency approach and managerial grid. The situation is defined by the development level of the team or the Maturity of followers in terms of competence, motivation and team-work.
Development level can be: D-4 (all three aspects are high) D-3 (two are high one is low) D-2 (one high and two low) D-1 (all three are low)

Four Leadership Styles

N u r t u r I High n g

Low
Low Regulating High Nurturing

High
High Regulating High Nurturing

S3 Consulting

S2 Supportive High Regulating Low Nurturing

B e Low h a v I o u r

Low Regulating Low Nurturing

S4 Delegating

S1 Directive

H
D4 D3 D2 D1

L
Development Level of Team

LEADERSHIP FUNCTIONS THEORY

Transactional functions: 1. Policy making 2. Planning 3. Developing 4. Monitoring performance 5. Co-ordination 6. Rewarding 7. Coaching Transformational functions: Visioning Modelling Setting standards Building culture and climate Boundary management Synergizing Searching out and nurturing talent

SOME RECENT THEORIES OF

LEADERSHIP
Level 5 leaders

Era Theories
Crucible theories Financial theory

Culture-specific theories
Role theory