leader ship & managing

8/11/2019 Leader ship & managing

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BITSPilaniPilani | Dubai | Goa | Hyderabad

MMVAZG514 (Lecture # 3)

Dr. Anubha Dadhich, Department of Management, BITS Pilani.


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BITSPilaniPilani | Dubai | Goa | Hyderabad

Leadership & Managing

Change


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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Contingency pproach

The effectiveness of leader behavior is contingent upon

organizational situation

Called as Contingency Approach

Theories explain the relationship between leadership

styles and effectiveness in specific situations.

For a leader to be effective there must be appropriate fit

between the leaders behavior and the leadership style and

the conditions in the situation.

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Fiedlers contingency model

Basis : match leadership style with the situation, which

is most favorable for his/her success.

Style can be task-oriented or relationship-oriented.

Task accomplishments,

Clear direction, Set

Standards.Concern with people

Use:It help leaders to diagnose both leadership style &

organizational situation.


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How to diagnose Leadership Style ?

Least Preferred Coworker (LPC) scale was used for this.

Set of 16 bipolar adjectives used on 8 point scale.

Like. Open Guarded

Quarrelsome Harmonious

Efficient InefficientSelf-assured Hesitant

Gloomy Cheerful

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+ve response then relationship-oriented leader.-ve response then task-oriented leader.

Very favorable1 & 2Intermediate3,4,5 & 6

Very Unfavorable7 & 8

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7/43BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

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Situation: three important elements (favorable/unfavorable)

1. Leader-member relations- Group atmosphere b/w leader

& subordinate.Members attitude towards leader and his acceptance.

Trust, respect & confidence in the leader.. Good relation

2. Task structure- how well task are defined (performed by

group), clarity and specific goals.



Task structure is high- favorable situation

Task structure is low- less favorable situation

3. Position power- extent to which the leader has formal

authority over subordinates.

PP is high (favorable) - leader has power to plan----

evaluate & reward.PP is low (less favorable)no power to plan & execute.

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Situation IMost favorable to the leader

Situation VIIIMost Unfavorable to the leader

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Task oriented leaders are good in extreme situations .

Relationship-oriented leaders are good in moderate kind

of situation.

Can use combination of both for effective leadership.

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Hersey and Blanchards Situational Theory:

Element in focus ischaracteristics of followers

(readiness level) Accor to situational theory: leader can use any one out of

four styles defined by relationship behavior and task

behavior.

Appropriate style depends upon Readiness Level of

Followers.

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Telling Style (S1) : High concern for Task and lowconcern for people and relationships. Very directive

style. How task should be accomplished ?

Selling (S2) : High concern for both. Explains decisions

and gives followers a chance to raise questions and

get clarity.

Participating (S3) : High relationship and low taskbehavior. Share ideas with followers, encourage

participation and facilitate decision making.

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Delegating Style (S4) : Low concern for both task andrelationships. Little direction or support.

Followers Readiness: Bell shaped curve is called as

Prescriptive Curve.

It indicates when each leader style should be used.

Readiness is shown in lower part of figure.

R1 to R4

Low readiness to very high readiness level.

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If followers is in R1- Leader has to S1(Telling).

R2- S2 works

Followers lack education and experience for job.

Leader provides direction but also seek some inputs

from followers.

R3- S3

Followers have education and experience required forjob But insecure in abilities and need some direction.

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R4-S4

Followers- high education and skills.

Leader provides general goal and sufficient authority to

do a task.

As a leader you can tell followers how to perform their

tasks if they have few skills, little experience and lowconfidence.

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If employees/subordinates have a moderate degree of

skill and show enthusiasm and willingness to learn,

provide them direction BUT also seek their input

and explain your decisions.

Path-Goal Theory : Leaders responsibility is to

increase subordinates motivation to attain personal

and organizational goals.

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How to increase motivation ?? Two ways:

1. Clarifying the followers path to the rewards that are

available.

2. Increasing the rewards that the followers values anddesires.

It suggests four types of behavior to do this.

1.Supportive2. Directive

3. Participative & 4. Achievement-oriented

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Situational Contingencies in path-goal theory-

1. Personal characteristics of the group members

(example: ability, skills).

2. Work Environment (example: degree of task

structure, nature of formal authority)

Vroom-Jago contingency Model

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Managing at three levels

Managers to be effective manage at three levels

Actiondo things by own/self

Peopleget things done through others

Informationinfluence people to take action

Can be understood in other form also.

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Information level managers- often influenced by the

idea of management as a science.

Like applying rationale techniques, thinking about

leadership and strategy.Management as an art- managers who prefer to work

through people.

Management as a craft- who prefer to work throughaction. Like direct experience, experimentation.

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A well rounded manager needs to function

effectively at all three levels and achieve a balance.

There are three styles.

Problem solving style: rational and practical experience

Engaging style: people oriented and experienced base

Visionary style: strong on art and vision

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The Components of manager

Purpose: To understand the key roles & activities ofManagers Job.

Mintzberg gave three components in analyzingmanagerial jobs :

Frame of the job

Agenda of the work to be undertaken

Context in which the work takes place


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The Frame of the managers job

The frame of the job is defined in terms of its

purpose, perspective and position.

Purposerefers to what a manager is attempting to do

with the unit he or she is managing. For example, the

frame might be to run a business school to produce

high-quality education, or to manage a hospital ward,or to run a whole organization.

Merger/Acquisition (Penguine & Random House).

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The job is circumscribed by the collectiveperspectivethe organization has taken on the unit or departments

role and how it fits into its theory of the business.

Business Model

Example: US-Based Sears organization, developed a

customer-service-profit chain.

Believe in Customer satisfaction.

Through B Model, make it clear about thefunctioning of different units to achieve profits.

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The final aspect of the frame of the job is its

position, which broadly refers to how an

organization or unit locates itself in its external

productmarket environment and how itproposes to do business.

It gives clarity about, investment of capital to

maximize market capture.

It can be,done by focusing on niche segments

in the market.28


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Or by differentiating its products and services from

competitors.

Seeks to compete on cost effectiveness.

Frame of the job give rise to the Mintzbergs keymanagerial role, Conceiving.

Managers interpret their jobs : based on their Style &

Circumstances of organization.

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Morgan describes two general managerial competences:

Creativity & Innovation- multiple lens, mindset

Strategic Flexibility-attitude of mind.

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The process of rounding out the manager : To

enable him/her to be able to meet changing

context and preferences by theirclients/customers.

Making sound judgments

Reflection and judgment

Improvisation and wisdom

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Making wise decisions

Making sound judgments

Decision science, which aimed to take the human

element out of risk analysis, claiming it would providea way of making soundly based decisions for a future

fraught with uncertainties.

This approach involved using computer models for

forecasting, estimating the probabilities of possibleoutcomes and determining the best course of action.


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Avoiding the various biases that humans bring to

decision-making. Such models, the researchers

believed, would provide rational answers to questions

such as whether and where to build a factory, how todeal with industrial relations negotiations and how to

manage investments.

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Reflection and judgement

Reflection referred to a way of considering events in

the light of their consequences in a wholly systemic

fashion. It is about making considered decisions by

articulating the big picture.

If reflection dealt with the substance of decision-making, judgement was more about the process

involved in coming to reflective decisions.

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This process of judgment exercised during reflectivedecision- making, focuses not so much on what is

known but on how knowledge is held, shared and put to

use.

Having an attitude of wisdom is the key to exercising

sound judgments.

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Improvisation and wisdom

The sign of a wise manager, is based on his or her ability

to improvise.

Such improvisation is not the ability to make somethingfrom nothing, as is sometimes believed, but is the ability

to rework existing knowledge and materials to deal with

unanticipated ideas and problems during the course of

work.

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Wise managers treat their knowledge as fallible, but at

the same time have sufficient confidence to take what

knowledge they have and combine it with other aspects

of their repertoire to deal with new circumstances andproblems.

In short, this is a learning strategy, in which managers

can act their way into thinking as much as they think their

way into acting.

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A model of effective management


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A model of effective management

We can map out the relationship between the person

in the job (i.e. what managers bring to a job) and their

effectiveness as managers.

Effective management performance is related to the

person in the job, including:

their values, previous experience, their models of

management

their degree of emotional intelligence and their self-

development.

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However, the relationship between these personal

qualities and management performance is directly

influenced by two key mediating factors, which are:

the roles they are required to play as part of their

work, which include conceiving, communicating,

controlling, linking, leading and doing;

the level of associated behavioural competences theydisplay in performing their new roles.

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In addition to this direct line of sight between what

managers bring to the job and their effectiveness, the

different contexts in which individual managers workwill have an important moderating influence on this

relationship.

These contexts and choices give rise to two related

sets of moderating factors that we can place above

and below the core, horizontal axis .

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The frame of the job :This refers to its purpose as set

out by the organization, the particular theory of the

business employed by the organization.

The near and far contexts of the job: The nearcontexts include the agenda set by the managers

bosses, the problems of managing inside the

managers department, the problems of managing

within and across the organization

The far context refers to the nature of the

organization, including its structure, etc..

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The choices that managers can make can be set out

in terms of the two interrelated factors that

Mintzberg identifies as style and level. Most

managers have a degree of discretion over: Their preferred style including the roles they prefer

to perform,

The level at which they choose to operate, which

reflects their assumptions and preferred style of

managing.

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