Leadership

1. Leadership

2. Objective • To learn to apply leadership skills to contribute to effective team work and management. Leadership

3. LEADERSHIP • The ability to influence a group toward achievement of goals. • Involves some combination of: • power • persuasion Leadership

4. Leadership Behaviour + Leadership Style = Increased or decreased performance Leadership

5. Traditional Approaches • Trait Theories • Behaviour Theories • Contingency Theories • Contemporary Approaches a) Transactional Leadership • Transformational Leadership • Leadership Substitute Theory • Other Contemporary Issues • Team Leadership • Followership • Culture and Leadership Leadership

6. Traditional Leadership Theories • Trait Theory • Leaders are born, not made • Attempt by researchers to establish traits with leadership. • Assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness. • Recent findings indicate that leaders do, however, have common values and abilities. • Drive, ambition, initiative • Integrity, honesty • Self-confidence • Intelligence • Expertise • Self-monitoring personality • Weak evidence as it has been impossible to come up with a comprehensive list of traits. • FLAWS • Overlooks followers • Ignores situation • Implies inherent characteristics Leadership

7. Traditional Leadership Theories • Behavioural Theory • By the end of WW 2, focus shifted to a behavioural perspective. • Researchers classified leadership behaviour into two categories: • People Oriented Leadership Behaviour • showed mutual trust and respect • concerns for employee needs and welfare • Task Oriented Leadership Behaviour • assign specific tasks • clarify work duties and procedures • ensure that employee follows the rules. • FLAWS • ignores situation • no “how to train” Leadership

8. Traditional Leadership Theories • Leadership Grid(Blake and Moulton) • two leadership dimensions • concern for production • concern for people • Leadership Grid Model identified the ideal leadership style as having high concern for both. • Leaders style would be placed somewhere on grid. Leadership

9. Leadership Grid(Mouton and Blake) 10 High DEMOCRATIC Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. Concern for People AUTOCRATIC Authority – Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1 Low 1 10 Low High Concern for prouctivity Leadership

10. Traditional Leadership Theories • Contingency Leadership Theory • Attempts to pinpoint the various situational conditions in which a person’s traits and leadership style will result in effective leadership. • Based on the idea that the most effective leadership style is situation based. • Good leaders are those who diagnose the situation and adjust their behaviour • Suggests that characteristics of employee, task, environment must be considered. Leadership

11. Traditional Leadership Theories • Five major Contingency Theory models include: • Fiedlers Contingency Model • an effective team leader modifies the situation • Assumes preferred leadership style is not changeable, so the organization alters the situation to match that style. • Tannenbaum and Schmidt’s Unidimensional Model • a good leader will modify their behaviour to suit the situation • Path Goal model • effective leaders clarify the “path” and reduce roadblocks to help followers achieve goals. Leadership

12. Traditional Leadership Theories • Contingency Theories 4. Vroom-Yetton-Jago model • argues that effective leadership is based on the quality of the leadership style decision made by the leader. 5. Hersey and Blanchard Situational Leadership Model. • Argues that leadership behaviour should be adjusted to the maturity level or readiness of the employee, who is known as the “Follower”. Leadership

13. Traditional Leadership Theories • Situational Leadership Model(Hersey and Blanchard) • Argues that leadership behaviour should be adjusted to the maturity level or readiness of the employee, who is known as the “Follower”. • Follower Readiness: is the employee’s willingness and ability to accept responsibility for completing the assigned task. Leadership

14. Situational Leadership Model • There are four levels of Readiness. • R1: The employee is neither willing or able to perform the task. • R2: Employee lacks job ability buts shows confidence and willingness to try. • R3: Employee has job ability but lacks willingness and confidence. • R4: The employee is willing, confident and able to do the job. Leadership

15. Situational Leadership Model • Hersey and Blanchard identified two dimensions of leadership: • Task Behaviour • is the extent to which the leader engages in one-way communication to spell out the responsibilities and duties. • What to do • Where to do it. • When to do it • How to do it. • Who is to do it • Relationship Behaviour • Facilitating behaviour • Supporting behaviour • Two-way communication. Leadership

16. Situational Leadership Model • According to the model, leaders must adjust their behaviour in the following manner. • When readiness level is low, leaders should use high amount of task behaviour. • As readiness level increases, leaders behaviour should be both high relation and high task. • When maturity level reaches R4, the employee needs only minimal task and relationship. Leadership

17. Leadership Styles Corresponding To Maturity Levels • Telling/Directing Style • provides clear, detailed employee instructions • to be used when employees are unable and unwilling • Selling/Coaching Style • communicative • effective when followers are willing, but unable. • Participative/Supportive Style • confidence builder • works well when employee is able to do the job, but lacks confidence. • Delegating Style • minimum supervision or relationship • effective when followers willing and able Leadership

18. Leadership

19. Leadership

20. Summary of Hersey and Blanchard • The relationship between leader and follower is most critical of all factors • Leader must determine: • the task to be completed • the followers readiness to carry it out • Readiness is always task specific. • Ability is knowledge, experience, and currently demonstrated skill. • Willingness is confidence, commitment and motivation. • Situational Leadership is based on interplay between: • The readiness level that followers demonstrate in performing a specific task. • The leadership style that matches the readiness level. Leadership

21. Contemporary Leadership Theories • Transactional Leadership • Leaders guide or motive their followers in the direction of established organizational goals, by clarifying role and task requirements • Characteristics: • Link rewards to performance • Provide resources to do the job • Intervenes only if standards are not met • Based on contingency and behavioral theories Leadership

22. Contemporary Leadership Theories 2. Transformational Leadership Theory • communicates a vision and inspires employees to strive for that vision. • The four basic elements of Transformational Leadership are: A. Strategic Vision • begins with a realistic dream that the leader is committed to, which becomes an organizational goal. B. Communicating the Vision • the selling phase • using emotional appeal to get followers to buy into the vision. These leaders “walk the talk” Leadership

23. Contemporary Leadership Theories • Modelling the vision • “walking the talk” • leader must enact the vision • “Practice what you preach” • Action vision consistency D. Building Commitment to the Vision • requires commitment from followers • enhanced by leaders contagious enthusiasm • establish a “can do” attitude by leader. • Involvement of employees Leadership

24. Contemporary Leadership Theories 3. Leadership Substitute Theory • Eg. Self Management Work Teams, Individual Self Management Practices • appealing to the intrinsic rewards of performance. • Creativity • pride • integrity • inspired performance in the absence of an external leader. I.e.: If workers are skilled and experienced they don’t require directive leadership. The group itself ‘substitutes’ for the leader. Leadership

25. Other Contemporary Issues • Shared Leadership • Team decision making has re-defined the traditional role of leaders • Team leaders act as: • Liaisons with the external environment • Trouble shooters • Conflict managers • Coaches Leadership

26. Other Contemporary Issues • Followership • In addition to having leaders who can lead, successful organizations need followers who can follow. • Qualities of effective followers: • They manage themselves well. • They are emotionally and physically committed to their work. • They have high performance standards • They continually upgrade their skills • They are courageous, honest and credible Leadership

27. Other Contemporary Issues • Culture/Gender and Leadership • Cultural diversity is an important situational factor that influences the type of leadership style that will be effective Leadership

28. Conclusion • Leadership effectiveness depends on: • Style (personality, traits, preferences) • Situation • Followers • Context – team based Leadership