Lesson_12_Leadership_.ppt

Lesson12LEADERSHIP,Overview,Introduction:Whatisleadership?Whystudyleadership?HistoricalDevelopmentsofLeadershipApproachesTraitsApproachesBehaviouralApproachesContingencyApproachesTransformationalApproachesPower:TheleadersSourceofInfluenceSummaryandConclusion,WHATISLEADERSHIP?,Leadershipistheabilitytoinfluenceagrouptowardtheachievementofgoals(Robbins).Leadingistheprocessofcreatingvision,inspiringcommitmentanddirectinghuman-resourceeffortstowardorganisationalobjectives(Schmerhorn).KeyWords:Influencing;OrganisationalObjectives;Vision;Inspiration;Commitment,WHYSTUDYLEADERSHIP?,Employeesbelievethatorganisationalsuccessesandfailuresarelinkedtoleadership.(Robbins)Leadersmanagethemanagementfunctions,QuotesonLeadership,Leaders,inspecialway,areliableforwhathappensinthefuture,ratherthanwhatishappeningday-to-day.(MaxDePree,chairmanoftheboardandCEOofHermanMiller,Inc.)Withleadership,youeitheruseitorloseit.(Leelaccoca,ChairmanoftheboardofChryslerCorp)cont,QuotesonLeadership,Inanycase,leadershipisfinallyacollaborativeendeavour.(WarrenBennis,authorandleadershipscholar)Toleadthepeople,walkbehindthemAsforthebestleaders,thepeopledonotnoticetheirexistence.Thenextbest,thepeoplehonourandpraise.Thenext,peoplefear;andthenextthepeoplehateWhenthebestleadersworkisdone,thepeoplesay,“Wediditourselves!”(Lao-Tse,Chinesesage)cont.,HISTORICALDEVELOPMENTSOFLEADERSHIPAPPROACHES,TraitApproach(1900-1946)BehaviouralApproach(1948-1965)ContingencyApproach(1967-1975)NewLeadershipApproachesTheoryofCharismaticLeadership(House,1977)TheoryofTransformationalLeadership(Burns,1978;Bass,1985),TraitsApproach,Theearliesteffortstounderstandleadershipsuccessfocusedontheleaderspersonalcharacteristicsortraits.Basedontheassumptionthatcertainphysical,social,andpersonalcharacteristicsareinherentinleaders;Arguesthatpresenceorabsenceofthesecharacteristicsdistinguishesleadersfromnon-leaders.Personalfactorsthatdistinguishtheleader,suchasintelligenceandappearance.Cont,TraitsApproach,PhysicalcharacteristicsThisreferstothelooks,appearance,groomingofthemanagers.SocialcharacteristicsThesetraitsarerelatedtotheabilitytobesociable,communicationskillsandabilitytogetalongwithothers.PersonalityPersonalitytraitsareassociatedwiththeindividualscharacter.Effectiveleadersusuallyexhibitanout-going,aggressivepersonality.Cont,TraitsApproach,IntelligencecharacteristicsThesecharacteristicsrefertotheabilityoftheindividualtousehismentalabilitiestoassessissues,makedecisionsandsolveproblems.WorkrelatedcharacteristicsSuchcharacteristicsrefertotheindividualsattitudetowardswork,suchaswhetherheisambitious,achievement-orientedandsetshighgoals/targetstoachieve.,CriticismofTraitModel,DoesnotassignweightstotraitsDoesnotconsiderfollowersorsituationsDoesnottellyouwhattraitsareimportantDoesnottakeintoconsiderationlowreliabilityandvalidityoftests,BEHAVIOURALAPPROACHES,Focusesondifferencesinactionsofeffectiveandineffectiveleaders;Basedonhowtheydelegatetaskstosubordinates;whereandwhentheycommunicatetoothers;andhowtheyperformtheirroles;Unliketraits,behaviorscanbeobservedandlearned.,LeadershipStyles,OneofthebetterknownbehavioralapproacheswasmadepopularbyKurtLewinhestudiedthefollowingleadershipstyles-AutocraticDemocraticLaissez-faireParticipative,Autocratic,LeaderstellsemployeeswhattodoLeaderstendtomake:UnilateraldecisionsDictateworkmethodLimitworkerknowledgeaboutgoalstojustifythenextsteptobeperformedGivepunitivefeedback,Democratic,LeaderseeksmajorityrulefromworkersTheytend:ToinvolvethegroupindecisionmakingToletgroupdetermineworkmethodsTomakeoverallgoalsknownTousefeedbackasanopportunityforhelpfulcoaching,Laissez-faire,LeaderletsgroupmembersmakealldecisionsGivethegroupcompletefreedomProvidenecessarymaterialsParticipateonlytoanswerquestionsAvoidgivingfeedbacksE.g.writers,painters,expert-specialistworkers,Participative,LeaderallowsandexpectsworkerparticipationLeaderstendto:Involvesubordinatesindecision-makingthroughconsultationAskingthemfortheiropinionsShareinformationwithsubordinates,TheUniversityofMichiganStudies,Classifiedleadersbehaviorsasproduction-centeredoremployee-centered;ConcernforProduction(taskorientedorproductioncentred)Extenttowhichtheleaderdefinesandstructuretheroleofthesubordinates,suchasdefiningworktask,assigningtaskresponsibilities,setclearworkstandardsConcernforPeople(considerationoremployeecentred)Theextenttowhichtheleadershowsrespect,friendship,concernforfollowerswell-being,comfortandmutualrespectbetweenleaderandfollowers,CONTINGENCY(SITUATIONAL)APPROACHES,Approachesthatencouragemanagerstobeflexibleandadopttheappropriateleadership,dependingoncircumstances.,FactorsinfluencingLeadershipstyle,FactorswhichdetermineappropriateleadershipstyleCharacteristicsoftheManager-Background,education,experience,values,knowledge,objectives,andexpectations.CharacteristicsoftheEmployees-Background,education,experience,values,knowledge,objectives,andexpectations.Requirementsofthesituation-Size,complexity,objectives,structure,andclimateoftheorganisation,technology,timepressure,andthenatureofwork,FactorsinfluencingLeadershipstyle,NatureoftaskOrganizationalclimateExpectationsofsuperiorsManagerspastexperienceSubordinatescharacteristics,FactorsinfluencingLeadershipstyle,UseParticipativeStyleifsubordinatesSeekindependenceandfreedomofactionArewelleducatedandexperiencedinperformingthejobSeekresponsibilityfordecisionmakingUnderstandandarecommittedtoorganisationalobjectivesUseDirectiveStyleiftheseconditionsarenotpresenti.e.flexible.,Path-GoalApproach,LeadershipStylesSuggestedbytheModelAchievementOrientedLeadershipStyle-setchallenginggoals,givefeedback,expresshighconfidenceinandhighexpectationsofsubordinates.SupportiveLeadershipStyle-showconsiderationtotheneedsofsubordinates,creatingapleasantworkenvironment,displayingconcernfortheirwell-being,beingfriendly,approachable,treatinggroupmembersasequals.,Path-GoalApproach,ParticipativeLeadershipStyle-involvesubordinatesindecision-makingthroughconsultationandaskingthemfortheiropinions,sharinginformationwithsubordinates.DirectiveLeadershipStyle-initiatingstructuree.g.setgoals,rules,schedules,authoritative.,Question,Isleadershipagenetictraitorcanitbethought?Howimportantisasituationinbringingourleadershipqualities?,Typesofleaders,TransactionalTransformationalVisionaryCharismatic-visionary,Transactionalleaders,Theseareleaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements,Transformationalleaders,TheseareleaderswhoprovideindividualizedconsiderationandintellectualstimulationandpossesscharismaTransformationalleadershipisbuiltontopoftransactionalleadership,TransformationalLeaders,neededforthe21stcenturycreatechangeinfollowers&organizationfocusonintangiblequalities-sharedvision&values-buildrelationships-findcommongrounddonotrelymuchonrules&procedureshelpsothersmeettheirgoals&expectations,TRANSFORMATIONALAPPROACHES,MorerelevantformiddletotoplevelmanagersFocusonlongtermmission,visionandideologicalgoals.Arousalofsubordinatemotivationthroughthethreemaincomponents:LeaderCharismaIndividualisedConsiderationIntellectualStimulation,LeaderCharisma,ArticulationofvisionsofwhatthefuturecouldbeHighlevelofself-confidenceExpresshighconfidenceinandexpectationsoftheirfollowers.Inspirational(e.g.GeneralGeorgePatton)Rolemodel.Theylivewhattheypreach.Theyknowwhatittakestomaketheirorganisationssuccessful,IndividualisedConsideration,Thisdimensionfocusesontheleaderswillingnesstodelegateprojectsinordertostimulateandcreatelearningexperiences.Leadersalsotreateachfollowerwithrespectandasanindividual,actascoaches,teachersandcheerleaderstotheirfollowers.,IntellectualStimulation,Thisdimensionfocusesontheleadersabilitytoprovideideasthatresultinarethinkingoftheoldwaysandenablefollowerstolookatproblemsfrommanyanglesandresolvethem.,Charismatic-visionary,FivepersonalcharacteristicsofcharismaticleadersareHaveavisionAreabletoarticulatethatvisionArewillingtotakeriskstoachievethatvisionAresensitivetobothenvironmentalconstrainsandfollowerneedsExhibitbehaviorsthatareoutoftheordinary,POWER,Powerisaforceorcapabilitythat,whensuccessfullyactivated,makesthingshappen(Schmerhorn).ItcaneitherbeagoodorbadthingdependsonhowyouuseitTobeasuccessfulmanager,oneneedstohaveahighneedforpower,POWER,SourcesofPowerPowerbecauseofPositionHeldRewardPowerabilitytooffersomethingofvaluetoothersCoercivePowerabilitytopunishorwithholdsomethingofvaluetoothersLegitimatePowerabilitytocommandbasedonformalauthorityPowerbecauseofWhoYouAreExpertP