Leadership

The ability to influence a group toward the achievement of goals

What is Leadership

Leadership can depicted in many ways inspirational, prescriptive etc- depending on what the leader thinks will work. A sound way of exercising leadership is through the use of what we call the the 3 Rs of leadership- Resources R1, Relationships R2 and Results R3. How a person operates in this context can make the difference between organization success and failure.

R1- Resources are what people have to contribute; they are human resources.

R1 ---------------R2------------R3
Resources Relationships Results

R2 Relationships are the interactions between people. This is the domain of organization culture- it defines how we do things R3 Results are realized from team interaction and problem solving. They measure the degree to which organizational purpose is met

The effective leadership is one who can convert resources (R1) into results(R3) in working with and through others by establishing and maintaining sound relationships (R2)

Leadership is a vital part in the control system since it is the major process by which managers influence the attitudes and behavior of their subordinates. Theories on leadership fall into three categories

Leadership Styles and their Implications I. Styles Based on Authority Retained Authoritarian Style Participative Style a) Consultative b) Consensual c) Democratic Free Rein style

II.

Styles Based on Task Vs People Emphasis

High

People Emphasis

High Relationship and Low task ( Supporting Style) Low task and Low Relationship ( Free Rein Style)

High task and High Relationship ( Participative Style) High Task and Low Relationship (Autocratic Style)
High

Low

Low

Task Emphasis

III.
IV.

Styles Based on Assumptions about People Likerts Four Styles Autocratic Democratic

The 4 styles are i) Exploitative authoritative ii) Benevolent authoritative iii) Consultative, and iv) Participative

2.

Entrepreneurship Leadership Style

I.

Trait (Competency) Theory

Transition in Leadership Theories

Sometimes referred to as great man theory Every research tried to identify the traits physical, intellectual or personality characteristics Empirical studies indicate that there is little correlation between personality and success as a leader You either have it or you dont The following are described as components of emotional intelligence to make an effective leader:Self Awareness Self Regulation Motivation Empathy Social Skill Six traits identified to make a difference were :Ambition and energy The desire to lead Honesty and integrity Self confidence Intelligence Job relevant knowledge Reasons for Failures :Did not guarantee successful leadership Overlooks the needs of followers Fails to clarify the relative importance of various traits It doesnt separate cause from effect ( are leaders self confident or success gives them confidence) Ignores situational factors Identifies appearance of leaders but not effective and ineffective leaders

II. 1. -

Behavioral Theories/ Style Theories. Theories proposing that specific behaviors differentiate leaders from non leaders Concentrates on behavior patterns of the leader to identify effectiveness According to this theory, leadership can be taught ( meaning supply of leaders can be expanded) Four studies to see whether autocratic style is ideal to be effective leaders. Ohio State University Studies highlighted two independent dimensions as being significant to leadership effectiveness. Initiating Structure. Refers to the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search of goal attainment. The leader characterized as high in initiating structure could be described as someone who assigns group members to particular tasks, expects workers to maintain definite standards of performance and emphasizes the meeting of deadlines Consideration. This is the amount of consideration the supervisor gives to his subordinates and reflects his respect for them, and the mutual trust and friendship between them. Thus, this dimension usually involved participative decision making and a two way flow of communication. Mutual trust, respect for feelings
High Human Relations Democratic

Consideration Behavior

Laissez faire

Autocratic

Low Low Initiating Structure Behavior High

The main point is that both consideration and initiating structure are not placed in the same continuum. Hence, four options Studies showed a person with a high high achieved more than a person high on only one aspect. But in all situations a standard high initiating structure brought in a lot of grievances, absenteeism, low job satisfaction and turnover and a standard High on consideration was rated negatively by superiors Followers of leaders high on Consideration were more satisfied in their jobs

2. University of Michigan Studies Two dimensions employee oriented and production oriented - It was concluded that employee oriented were more effective as motivation and job satisfaction was achieved

Production centred leadership

employee centred leadership

PS Ohio received more acclaim as it said that people centred and productivity centred qualities were both required to be effective leaders unlike Michigan studies which claimed either of the two focus.

3.

Blake and Moutons Managerial Grid: A Framework for Understanding Leadership Style How power and authority are exercised in R2 arena to affect productivity It provides common language to understand how people go about achieving organisation purpose You can learn what you are doing is effective and what you do that is not Seven leadership styles Based on three dimensions: Concern for people Concern for production Motivation Dimension

4.

Scandinavian Studies These studies were done to identify whether just the dimensions mentioned earlier are enough for a perfect leader or leaders should exhibit a development oriented behavior as well pertaining to the changing world

Blake and Moutons Managerial Grid

Concern for Production Different degrees of this concern Also fluctuates/changes at different situations In business sector this concern has terminologies like results, bottom line, performance, profits or accomplishment of mission It is present when key employee finds new directions for organization growth Evident in the soundness of decisions made, number of creative ideas converted into saleable items, the accounts processed in a period, thoroughness of services

1 LOW

4 5 Concern For Production

9 HIGH

This is the horizontal axis of the Grid

Concern for People Concerns people in our lives Assumptions about people are important whether selfish or altruistic, open or transparent, destructive or well intentioned Concern for people is revealed in many ways Specific variations include working conditions, salary, fringe benefits, job security etc

9 8 7 Concern For People 6

5 4 3 2 1

How Concerns for Production/People Affect Leadership Style

The concern for production and concern for people axes combine in various ways, with each way expressing how an individual thinks about achieving production through people.

1,9 Country Club Mgt

9,9 Team Mgt

concern for people

5,5 Middle of the Road Mgt

Impoverished Mgt 1,1

Authority Compliance 9,1

concern for production

Country Club Management (1,9) Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. ( low concern for production and high for people) Belief in such people is that low morale causes low productivity A contended staff will undertake what is expected of him and will achieve a reasonable level of output Production is secondary to the avoidance of conflict and maintenance of harmony Managers will seek to find compromises between staff and solutions acceptable to everyone Although innovations may be encouraged, they tend to reject good ideas if likely to cause difficulties between the staff Good interpersonal relations is more important than the task Team Management (9,9) Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect (high concern for production and high concern for people) Believe in the integrating of the task needs and concern for people They believe in creating a situation whereby people can satisfy their own needs by commitment to the objectives of the organization They work to motivate employees to reach their highest levels of accomplishment Managers will discuss problems with the staff, seek their ideas and give them freedom of action Difficulties in working relationships will be handled by confronting staff directly and attempting to work out solutions with them This style correlates positively with bottom line productivity These managers enjoy maximum career success Middle of the Road Management (5,5) - Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level (moderate concern for people and moderate concern for people) Live and let live approach Tendency to avoid the real issues Example of dampened pendulum with managers swinging between concern for production and concern for people Under pressure, this style of management tends to become a 9,1 This change strains relations and causes resentment from staff, however, when pressure is eased, managers adopt a compromise approach

Impoverished Management (1,1) - Exertion of minimum effort to get required work done is appropriate to sustain organization membership ( low concern for production and low concern for people) These people tend to be remote from their subordinates Believe in minimum movement from their present positions They do little as they can with production or with people Too much attention to production will cause difficulties with staff and too much attention to staff will cause problems with production Authority Compliance (9,1) Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree (high production concern and low people concern) Managers are autocratic They rely on a centralized system and the use of authority They believe in produce or perish Staff are regarded as a means of production Motivation is based on competition between people in order to get work done. If a staff challenges an instruction/ standard procedure, he is looked at as being un-cooperative

Two additional leadership styles are combinations of the first five styles. Paternalism. This is linking of the production 9 of the 9,1 Grid style and the people 9 of the 1,9 Grid style. Alternative name is 9+9 to denote that it is an additive style, combining aspects of two other Grid styles. This is very different from 9,9 style which is a fusion of the two 9s. In this, reward and approval are granted to people in return for loyalty and obedience, failure to comply leads to punishment Leader takes a high 9 level of concern to create a combination of style of controlling paternalism 9+9: Paternalistic Management ( father knows best management)

1,9

9 +

9,1

This Grid style incorporates several or all of the other Grid styles, including paternalism In this management, performance occurs only for an equivalent measure of the same People adapt to the situation to gain maximum advantage of it whats in it for me approach Leader uses whatever style is needed to obtain selfish interest and self promotion They adapt to situations to gain maximum advantage They may use 9,1 to push their own goals with one person, and a 1,9 to gain trust and confidence with another person Performance occurs according to a system of exchanges Effort is given only for an equivalent measure of the same

Opportunism

1,9

9,9

concern for people

1,1

5,5

9,1

concern for production

Opportunistic Management

The Motivational Dimension This dimension answers the question, Why do I do what I do Bipolar +ve end represented by what we are drawn to achieve. When the going is smooth, the view is proactive, forward looking point of view -ve end representing those things we seek to avoid. They tend to be defensive, indicating reactive action The Grid provides a basis for understanding personal motivations We learn what the person seeks as a desirable situation to promote (the plus motivation) and what he/she fears as threatening (the minus motivation) The mid point is the neutral or comfort zone. This is where the person may take his behavior for granted, it is almost second nature

The motivational dimension intersects the five pure styles on the grid
+
1,9
Desire to please

+
Desire for Fulfillment through contribution

_
Fear of Rejection

9,9

_
Fear of selfishness

+ Desire to belong

5,5
Fear of Humiliation

+ 1,1

Desire to stay uninvolved 9,1

+
Desire for Control, mastery &Domination

_
Fear of Termination

Fear of Failure

Paternalism motivation :-

Desire for veneration

Fear of disownment

+Desire to be on top

Opportunism

_
Fear of Exposure

The Grid is an effective tool for changing behavior because it directs our attention to operational conduct and enables us to correlate what we observe in ourselves and others to the underlying assumptions and to the consequences of that conduct. We begin to understand why we act the way we do. Through such insight and awareness we are able to take more constructive action

III. Contingency Theories ( Situational Approaches) Different styles for different situations:1. Fiedler Model (LPC Model) Proposes that effective group performance depends upon the proper match between the leaders style of interacting with his or her subordinates and the degree to which the situation gives control and influence to the leader LPC Least preferred co worker questionairre He isolated three situational criteria leader member relations, task structure, position power; that can be manipulated to create a proper match with the behavioral orientation of the leader 2. Hersey and Blanchard Situational Theory This theory focuses on followers. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. Whatever the leader does, effectiveness depends upon what the followers do. Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. Task and Relationship are the same dimensions used but combining them ( low, high) to identify four specific leader behaviors 3. Path - Goal Theory The theory that a leaders behavior is acceptable to subordinates in so far as they view it as a source of either immediate or future satisfaction Leader Participation Model (Vrooms Decision Tree Approach) A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

5.

IV. Theories based on Relationships

1. Leader Member Exchange Theory ( LMX Theory) Leaders create in groups and out groups, and subordinates with in group status will have higher performance ratings, less turnover and greater satisfaction with their superior. There is a variable relationship between a leader and each of his subordinates 2. Leader Participation Model (Vrooms Decision Tree Approach) A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Conceptual Framework for Understanding Leadership

Leader Characteristics/ Traits Leader Characteristics/ Need for Achievement traits Need for Power Cognitive Ability Interpersonal Skills Self- Confidence Ethics Stress Tolerance Integrity Emotional maturity Weak need for Motivation

Managerial Behavior/ Roles Interpersonal Roles Informational roles Decisional Roles

Desired end Results Unit Performance Profitability Goal Attainment Job satisfaction Learning Organization Production Competitiveness Flexibility

Situational Variables Individual Level Leaders position power Follower motivation Follower role clarity Follower ability Situational Variables Organizational Level Resource Adequacy Task/ Technology Organization structure External Environment

Hersey and Blanchard Situational Theory

Follower Readiness
Motivation Security Confidence Willingness Incentive R1 Low Motivation & Low Ability R2 High Motivation & Low Ability R3 Low Motivation & High Ability R4 High Motivation & High Ability Ability Experience Education Understanding Role Perception

Degree of Followers readiness to assume personal responsibility

R1 Unable Unwilling R2 Unable Willing R3 Able Unwilling R4 Able Willing

S1 Telling: Instructing & Supervising

S2 Selling: Explaining & Clarifying

S3 Participating: Sharing & Facilitating

S4 Delegating: Coaching & Assisting

Leadership behavior appropriate to the situation

Leader Behaviors

High

R1/S1 Directing (telling) R2/S2 Guiding (selling)

High Relations hip & low task

PARTI CIPATI NG
*

SELL ING S2*

High task & high relations hip

S3

(Supportive Behavior)

Relationship Behavior
S4 *

* S1
Low relations hip & low task High task & low relations hip

R3/S3 Supporting (participating)

Low

DELE GATING

TELL ING

R4/S4 Delegating
Mature

Task Behavior Directive Behavior

Moderate

High

High

Low Immature R2 R1 Unable & Unable & Willing Unwilling/ insecure Or motivated

R4 Able & willing

R3 Able & Unwilling/ apprehensive

Follower Readiness ( maturity of followers)

Hersey and Blanchard Situational Theory

Leader Behaviors using a combination of guidance and support to create four major styles

Low follower readiness R1(unable & unwilling)

Telling (Directing) High task low relationship (instructing & Supervising) Makes the rules clearly understood Provides tight controls when they are needed Gives direction when it is needed Supervises closely when necessary

Low follower readiness R2 (unable & willing)

Guiding/ Coaching (Selling) high task high relationship (explaining & Clarifying) Explains how the work relates to important organizational goals Explains the reasons for decisions Takes the time to orient new people to their jobs Builds the ability and understanding of others Provides coaching or training when it is needed

High follower readiness R3 (able & unwilling)

Supporting (Participating) low task - high relationship ( sharing & Facilitating) Participates in decision making when both parties can contribute Participates appropriately in setting objectives Works with people on implementing their good ideas Gives support when it is needed Builds other peoples confidence

High follower readiness R4 (able & willing)

Delegating ( low task low relationship) ( coaching & assisting) Let others make decisions when appropriate Takes appropriate risks in letting people set their own course Encourages others to take as much responsibility as they can handle Gives people the freedom they need to do their job well Delegate when he/ she should

Most Recent Approaches to Leadership

Attribution theory of leadership proposes that leadership is merely an attribution that people make about other individuals. This theory deals with people trying to make sense out of cause effect relation ship. Charismatic leadership theory this is an extension to attribution theory. It says that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. There are three elements of charismatic leadership that is most acknowledged today :a) the leader should envision the future b) he should be able to energize the others with his enterprising behavior, confidence and patterns of success; and c) he should be encouraging and supporting Transactional vs Transformational Leadership leaders guide the followers and then get them to transcend their own self interests. Motivate employees towards company goals and then get them to see the old problem in a new way. Visionary Leadership is the ability to create and articulate a realistic, credible, attractive vision of the future for an organization or organizational unit that grows out of and improves upon the present

1. 2.

3.

4.

Contemporary Issues in Leadership

1. 2. 3.

Gender : Do Males and Females Lead Differently? Providing Team Leadership Leading through Empowerment