leadership - myfutureinnoversity.files.wordpress.com · leadership “process of social influence...

05-03-2011

1

Leadership Dipan Vaishnav

Dots & Arrows Consulting

DAY 1

2 Dots & Arrows Consulting

05-03-2011

2

Leadership

“Process of social influence in which one

person can enlist the aid and support of

others in the accomplishment of a

common task.”

Dots & Arrows Consulting 3

Leadership

"Leadership is ultimately about creating a

way for people to contribute to making

something extraordinary happen."


05-03-2011

3

Leadership

“Effective leadership is the ability to

successfully integrate and maximize

available resources within the internal and

external environment for the attainment

of organizational or societal goals."


MANAGERS LEADERS

Managers have

subordinates

Authoritarian,

transactional style

Work focus

Seek comfort

Leaders have followers

Charismatic,

transformational style

People focus

Seek risk

Management v/s Leadership


05-03-2011

4

MANAGEMENT SKILLS LEADERSHIP SKILLS

More concerned with

implementation than

the vision

Concerned with BEING

empowered

Actions tend to be

more strongly skill-

based

More concerned with

vision

Concerned with

empowering

Actions demonstrate

skill, but are strongly

character based

Management v/s Leadership Skills



Tend to avoid risks for

self protection, and

hence growth is more

limited; might

understand strengths

and weaknesses, but

unaware of how to

manage them to

achieve goals

Understand their

strengths and

weaknesses, and are

willing to learn from

their mistakes and

grow; able and

interested in helping

others do the same



05-03-2011

5


See a more limited web

of relationships in

terms of immediately

adjacent areas; tend to

focus mostly on goals

set by others, and work

more independently

within organizational

limitations

See relationships as

opportunities for

growth; personal goals

in alignment with

organizational goals;

recognize that

interdependence is the

best way to

achievement




MANAGER LEADER

Essence Stability Change

Focus Managing work Leading people

Have Subordinates Followers

Horizon Short-term Long-term

Seeks Objectives Vision

Approach Plans detail Sets direction

Decision Makes Facilitates

Power Formal authority Personal charisma

Appeal to Head Heart

Energy Control Passion

Culture Enacts Shapes

Dynamic Reactive Proactive

Persuasion Tell Sell Dots & Arrows Consulting 10

05-03-2011

6


MANAGER LEADER

Style Transactional Transformational

Exchange Money for work Excitement for work

Likes Action Striving

Wants Results Achievement

Risk Minimizes Takes

Rules Makes Breaks

Conflict Avoids Uses

Direction Existing roads New roads

Truth Establishes Seeks

Concern Being right What is right

Credit Takes Gives

Blame Blames Takes Dots & Arrows Consulting 11

One Without Another

Leadership without management

◦ Sets a direction or vision that others follow,

without considering too much how the new

direction is going to be achieved.

Management without leadership

◦ Controls resources to maintain the status

quo or ensure things happen according to

already-established plans.


05-03-2011

7

One Without Another

Eg: a referee manages a sports game, but

does not usually provide "leadership"

because there is no new change, no new

direction - the referee is controlling

resources to ensure that the laws of the

game are followed and status quo is

maintained.



Despite the fact that leadership and

management are two separate disciplines,

for those occupying a management role,

both qualities will often be required.

Knowing the difference between

management and leadership may help an

individual to perform both tasks more

effectively


05-03-2011

8

Leadership

Leadership is "organizing a group of

people to achieve a common goal."

The leader may or may not have any

formal authority.


STUDIES ON LEADERSHIP


05-03-2011

9

Leadership Studies

Leadership studies is a multidisciplinary

academic field of study that focuses on

leadership in organizational contexts and

in human life.


Some Studies on Leadership

The Ohio State Leadership Studies.

The Michigan Leadership Studies.

McGregors Theory X & Theory Y.

Blake & Mouton’s Leadership Grid.


05-03-2011

10

The Ohio State Leadership Studies

The Ohio State Leadership Studies (1940s) focused on how leaders could satisfy common group needs.

Two most important dimensions in leadership included-"initiating structure," and "consideration."

Either high or low and were independent of one another.

The research was based on questionnaires to leaders and subordinates-Leader Behaviour Description Questionnaire (LBDQ) and the Supervisor Behaviour Description Questionnaire (SBDQ)



Earlier studies sought to identify traits of Leaders (Trait Theory).

In 1945, a group of researchers at the Ohio State University sought to identify the observable behaviours of leaders instead of identifying personality traits.

Accordingly leaders exhibit two types of behaviours to facilitate goal accomplishment.

◦ people-oriented (consideration)

◦ task oriented (initiating structure)


05-03-2011

11

Consideration

The extent to which a leader exhibits concern for the welfare of the members of the group.

This factor is oriented towards interpersonal relationships, mutual trust and friendship.

This leadership style is people-oriented. Some of the statements used to measure this factor in the LBDQ are-

◦ being friendly and approachable

◦ treating all group members as his/her equal

◦ looking out for the personal welfare of group members

◦ making him/herself accessible to group members


Initiating Structure

The extent to which a leader defines leader and group member roles, initiates actions, organizes group activities and defines how tasks are to be accomplished by the group.

This leadership style is task-oriented.

Some of the statements used to measure this factor in the LBDQ are- ◦ letting group members know what is expected of

them

◦ maintaining definite standards of performance

◦ scheduling the work to be done

◦ asking that group members follow standard rules and regulations


05-03-2011

12


Initiating Structure deals with Task

Behaviour and focuses on production

issues.

◦ Eg. measuring production output.

Consideration for Workers, focuses on

the human side of the business and is also

called Relationship Behaviour.

◦ Eg. orientation of new employees



These two dimensions are independent.

Consideration for workers and Initiating

structure exist simultaneously and in

different amounts.


05-03-2011

13

Consideration v/s Initiating

Structure

HIGH

CONSIDERATION

High Consideration

And Low Structure

High Consideration

And

High Structure

LOW

CONSIDERATION

Low Consideration

And Low Structure

Low Consideration

And High Structure

LOW INITIATING

STRUCTURE

HIGH INITIATING

STRUCTURE


The Michigan Leadership Studies

A series of studies on leadership were done in Michigan University, starting in the 1950s.

Leaders could be classified as either "employee centred," or "job centred.“

Identified three critical characteristics of effective leaders-

◦ task oriented behaviour

◦ relationship-oriented behaviour

◦ participative leadership.


05-03-2011

14

Task-Oriented Behaviour

Managers did not do the same kind work

as their subordinates.

Their tasks were different, and included

planning and scheduling work,

coordinating activities and providing

necessary resources.

They also spent time guiding subordinates

in setting task goals that were both

challenging and achievable.


Relationship-Oriented Behaviour

Managers concentrated on the task and on their relationship with their subordinates.

Considerate, helpful and supportive of subordinates, including help with their career and personal problems.

Recognized effort with intrinsic as well as extrinsic reward, thanking people for effort.

Preferred a general and hands-off form of supervision rather than close control.

They set goals and provided guidelines, but then gave their subordinates plenty of leeway as to how the goals would be achieved.


05-03-2011

15

Participative Leadership

Managers used a participative style, managing at the group level as well as individually ◦ Using team meetings to share ideas and involve the

team in group decisions and problem-solving.

◦ By their actions, such leaders model good team-oriented behaviour.

More facilitative than directive, guiding the conversation and helping to resolve differences.

The manager is responsible for results and is not absolved of responsibility.

The effect of participative leadership is to build a cohesive team which works together rather than a set of individuals.


DAY 2


05-03-2011

16

THEORIES OF LEADERSHIP


Theories of Leadership

Trait v/s Process Leadership.

Behavioural and Style Theories.

Assigned v/s Emergent Leadership.

Three Skill approach to Leadership.


05-03-2011

17

Trait definition of leadership Process definition of leadership


Trait v/s Process

33

Leader

Followers

Leadership • Height

• Intelligence

• Extroversion

• Fluency

• Other traits

Leader

Followers

Leadership

(Interaction)

TRAIT THEORY OF LEADERSHIP


05-03-2011

18

Trait Theory of Leadership

Individuals can and do emerge as leaders across a variety of situations and tasks.

Significant relationships exist between leadership and such individual traits as-

◦ Intelligence.

◦ Adjustment.

◦ Extraversion.

◦ Conscientiousness.

◦ Openness to experience.

◦ General self-efficacy.


Behavioural and Style Theories

Leadership as a set of behaviours.

Evaluating the behaviour of 'successful'

leaders.

Broad leadership styles-

◦ Authoritarian.

◦ Democratic.

◦ Laissez-faire.

To lead; self-confidence and a high self-

esteem is useful- essential.


05-03-2011

19

ASSIGNED V/S EMERGENT LEADERSHIP


ASSIGNED LEADERSHIP EMERGENT LEADERSHIP

Leadership that is based

on occupying a position

within an organization.

The assigned leader

does not always

become the leader in a

particular setting.

Comes from how a

group responds to one

particular member.

He or she may exert

more influence than the

person occupying the

assigned leadership

position.


Assigned v/s Emergent Leadership

05-03-2011

20

SKILLS APPROACH TO LEADERSHIP


Three-Skill Approach

Proposed by Katz in his Harvard Business

article (1955), recognizes three different

abilities that a leader should have-

Technical Skills.

Human Skills.

Conceptual Skills.


05-03-2011

21

Technical Skills

Knowledge, competency and proficiency

in a specific work or activity.

◦ Eg. to use excel and know how to implement

macros is an advanced technical skill.

◦ Eg. to drive a 300 Ton truck is also an

advanced technical skill.


Human Skills

Ability to work with people.

◦ To get along with people.

◦ To communicate and work with teams, crew

or associates.


05-03-2011

22

Conceptual Skills

Ability to understand and better decide

the actions and measures that have to be

taken in a particular field of work.




05-03-2011

23



Mumford et al, Skills Model

Mumford and his colleagues (1990s)

proposed a new model based on the skills

that a leader should have. This model has

5 components-

◦ Individual Attributes.

◦ Competencies.

◦ Leadership Outcomes.

◦ Career Experiences.

◦ Environmental Influences.


05-03-2011

24

Mumford et al, Skills Model


Individual Attributes

General Cognitive Ability- a person’s

intelligence; nothing to do with

experience, only inborn talent.

Crystallized Cognitive Ability- forged

through learning and experiences;

(learning new skills and comprehending

complex information, being able to

communicate in spoken and written

forms, etc.)


05-03-2011

25

Individual Attributes

Motivation- motivation is an essential part to develop the leadership skills.

◦ A person must want to lead for leadership to occur (internal).

◦ Leaders has to express their leadership- exert and be responsible of influence over their group.

◦ The leader has to find “social good”, to improve the human good and value of the organisation.

Personality- Any personality characteristic that helps to cope with complex organisational situations.


Competencies

Problem solving Skills- defining a problem, formulating new understandings about the problem, finding creative solutions, taking those solutions to be achieved.

Social Judgment Skills- Ability of leaders to understand people and social systems. perspective taking, social perceptiveness, behavioural flexibility and social performance.

Knowledge- “The accumulation of information and the mental structures used to organize that information”.


05-03-2011

26

Leadership Outcomes

The outcomes are directly influenced by

the leader’s competences. The two

indicators for outcomes in the model are-

◦ Effective Problem Solving- creatively and

effectively.

◦ Performance- no matter, how nice or

empathic a leader is, delivery, results is the

measure of success.


Career Experiences

Connects the individual attributes with the competencies.

Experience shapes the leaders skills.

The leaders can be helped in developing their skills by-

◦ Giving them challenging job assignments.

◦ Mentoring.

◦ Appropriate training.

◦ Hands-on experience in solving new and unusual problems.


05-03-2011

27

Environmental Influences

The last of the components in the model

represents everything that lies outside the

characteristics, competencies and

experiences of the leader.

An environmental influence to factors the

leader cannot control by himself.


Pros & Cons of the Skills Approach

Pros

The model is centred on competencies, it’s the first model to create a structure of the process of leadership based on skills.

Intuitively appealing, it’s always refreshing and good to know that you can develop your skills to be able to be a leader.

Wide view of leadership particularly in Mumford’s model. The model has five components and each of them can be subdivided too. The model captures many complexities of leadership not found in other models.


05-03-2011

28

Pros & Cons of the Skills Approach

Cons

Big breadth of skills; hence general and less precise on the model.

Is not predictive. The model is not predictive, it doesn’t describe how skills lead to effective leadership performance.

Large sample of Military personnel was used to sample data and gather information for the studies of the model. Hence the question- could this model be applied with regular civilian people and different organization styles?


Leadership


conceptual skills are required more at higher level.

05-03-2011

29

DAY 3



Blake and Mouton’s Leadership Grid.

Situational & Contingency theories of

Leadership.

Path-Goal Theory.


05-03-2011

30

LEADERSHIP GRID


Managerial Grid Model

Based on Behavioural Theory, developed

by Robert R. Blake and Jane Mouton.

The model is represented as a grid with

concern for production as the X-axis and

concern for people as the Y-axis; each axis

ranges from 1 (Low) to 9 (High).


05-03-2011

31


1, 1

1, 9 9, 9

9, 1

5, 5

0

1

2

3

4

5

6

7

8

9

0 1 2 3 4 5 6 7 8 9


Conce

rn for

People

Concern for Production

Impoverished Style

Country Club Style Team Style

Produce or Perish Style

Middle-of-the-Road style


1, 1

1, 9 9, 9

9, 1

5, 5

0

1

2

3

4

5

6

7

8

9

0 1 2 3 4 5 6 7 8 9


Conce

rn for

People

Concern for Production

Impoverished Style

Country Club Style Team Style

Produce or Perish Style

Middle-of-the-Road style

Accommodating-

Yield and Comply.

Managers pay much

attention to the

security and comfort

of the employees.

Indifferent-

Evade and Elude.

Managers use this

style to preserve job

and job seniority

Dictatorial-

Control & Dominate.

Managers find

employee needs

unimportant.

Sound-

Contribute and

Commit. High

concern both to

people and

production.

Status Quo- Balance

and Compromise.

Managers balance

between company

goals and workers'

needs.

05-03-2011

32


The opportunistic style: exploit and

manipulate. Individuals using this style, do

not have a fixed location on the grid. They

adopt whichever behaviour offers the

greatest personal benefit.

The paternalistic style: prescribe and

guide. Managers using this style praise and

support, but discourage challenges to

their thinking.


Grid Theory- 7 Key Elements

1. Initiative- Taking action, driving and supporting

2. Inquiry- Questioning, researching and verifying

understanding

3. Advocacy- Expressing convictions and championing

ideas

4. Decision Making- Evaluating resources, choices and

consequences

5. Conflict Resolution- Confronting and resolving

disagreements

6. Resilience- Dealing with problems, setbacks and

failures

7. Critique- Delivering objective, candid feedback


05-03-2011

33

SITUATIONAL APPROACH


Situational Theory

Herbert Spencer (1884) said, “the times

produce the person and not the other

way around.”

Different situations call for different

characteristics.


05-03-2011

34

Situational Leadership Theory

What an individual actually does when

acting as a leader is in large part

dependent upon characteristics of the

situation in which he functions.

Paul Hersey and Ken Blanchard proposed

the Situational Leadership theory.


Situational Leadership


05-03-2011

35

SL- Leadership Styles

Characterizes leadership style in terms of the amount of Task Behaviour and Relationship Behaviour that the leader provides to their followers-

◦ S1: Telling - one-way communication in which the leader defines the roles of the individual or group and provides the what, how, when, and where to do the task

◦ S2: Selling - two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process.


SL- Leadership Styles

◦ S3: Participating - shared decision making

about aspects of how the task is accomplished

and the leader is providing less task

behaviours while maintaining high relationship

behaviour.

◦ S4: Delegating - the leaders is still involved in

decisions; however, the process and

responsibility has been passed to the

individual or group. The leader stays involved

to monitor progress.


05-03-2011

36

SL- Maturity Styles

The right leadership style will depend on the person or group being led - the follower-

◦ M1 - lack the specific skills required for the job and are unable and unwilling to do or to take responsibility.

◦ M2 - unable to take on responsibility for the task being done; however, are willing to work at the task.

◦ M3 - experienced and able to do the task but lack the confidence to take on responsibility.

◦ M4 - experienced at the task, and comfortable with their own ability to do it well. Able and willing to not only do the task, but to take responsibility for the task.


CONTINGENCY THEORY


05-03-2011

37

Contingency Theory

The most widely recognized Contingency Theory is Fiedler’s theory- 1964 (also called “Fiedler contingency model”).

This is a leader-match theory; it tries to match leaders to appropriate situations.

It is called Contingency because it suggests that a leader’s effectiveness depends on how well his style fits the context.

Contingency Theory is concerned with styles and situations.


Contingency Theory- Styles

Leadership styles are task motivated or

relationship motivated.

Measured on LPC (Least Preferred

Coworker) scale.

High score is relationship motivated and

low is task motivated.


05-03-2011

38

LPC Scale

To measure on the LPC scale the leaders has to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of bipolar scales of 1 to 8, such as the following-

◦ Unfriendly 1 2 3 4 5 6 7 8 Friendly

◦ Uncooperative 1 2 3 4 5 6 7 8 Cooperative

◦ Hostile 1 2 3 4 5 6 7 8 Supportive

◦ .... 1 2 3 4 5 6 7 8 ....

◦ Guarded 1 2 3 4 5 6 7 8 Open


LPC Scale

The responses to these scales (usually 18-

25 in total) are summed and averaged- a

high LPC score suggests that the leader

has a human relations orientation, while a

low LPC score indicates a task

orientation.


05-03-2011

39

LPC Scale- Assumptions

This theory assumes-

◦ Everybody's least preferred coworker in fact

is on average equally unpleasant.

◦ Relationship motivated people, tend to

describe their least preferred coworkers in a

more positive manner- receive higher LPC

scores.

◦ Task motivated people, tend to rate their least

preferred coworkers in a more negative

manner- receive lower LPC scores.


LPC Scale

The Least Preferred Coworker (LPC)

scale is actually not about the least

preferred worker.

It is about the person who takes the test;

his motivation type.

This method reveals an individual's

emotional reaction to people they cannot

work with.


05-03-2011

40

Contingency Theory- Situations

There is no ideal leader. Both low-LPC

(task-oriented) and high-LPC

(relationship-oriented) leaders can be

effective if their leadership orientation fits

the situation.

The contingency theory allows for

predicting the characteristics of the

appropriate situations for effectiven.ess


Contingency Theory- Situations

Situations can be characterized in terms

of three factors-

◦ Leader-member relations- degree of mutual

trust, respect and confidence between the

leader and the subordinates.

◦ Task structure- extent to which group tasks

are clear and structured.

◦ Position power- the power inherent in the

leader's position itself.


05-03-2011

41

Contingency Model

Leader- Member

Relations GOOD POOR

Task Structure High

Structure

Low

Structure

High

Structure

Low

Structure

Position Power Strong

Power

Weak

Power

Strong

Power

Weak

Power

Strong

Power

Weak

Power

Strong

Power

Weak

Power

1 2 3 4 5 6 7 8

Preferred

Leadership Style

Low LPCs

Middle LPCs High LPCs

Low

LPCs


Contingency Theory- Predicting

By measuring the LPC score and the

three situational variables, one can predict

whether a leader will be effective in a

particular situation.


05-03-2011

42

Contingency Theory- Strengths

Based on extensive research and long

tradition.

Considers impact of situations on

leaders- relationship between a leader’s

style and the demands of various

situations.

Is predictive- type of leadership that is

most likely to be effective in a situation.


Contingency Theory- Strengths

Does not require that people be effective

in all situations.

Based on data of leaders’ styles,

organizations could develop leadership

profiles.


05-03-2011

43

PATH-GOAL THEORY


Path-Goal Theory

Developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996.

“A leader's behaviour is contingent to the satisfaction, motivation and performance of his subordinates.”

“The revised version- the leader engages in behaviours that complement subordinate's abilities and compensate for deficiencies.”


05-03-2011

44

Path-Goal Theory

It is about how leaders motivate their

subordinates to accomplish designated

goals.


Situational Approach Contingency Theory

A leader must

adapt to the

developmental level

of subordinates.

Match between a

leader’s style and

specific situational

variables.


Comparison

Path-Goal Theory

Emphasizes

relationship

between a leader’s

style and the

characteristics of

the subordinates

and the work

setting.

05-03-2011

45

Path-Goal Theory

Assumes that subordinates will be

motivated if (expectancy theory)-

◦ They think they are capable of performing

their work.

◦ They believe their efforts will result in a

certain outcome.

◦ They believe that the payoffs of doing their

work are worthwhile.


Path-Goal Theory


Path Path Subordinates Goals /

Productivity

Obstacles

Path-Goal Leadership

• Define goals.

• Clarify path.

• Remove obstacles.

• Provide support.

05-03-2011

46

Path-Goal Theory- Components


Leader Behaviors

Directive

Supportive

Participative

Achievement Oriented

Subordinate Characteristics

Task Characteristics

Subordinates Goals /

Productivity Motivation

Leader Behaviors

Directive- is similar to “initiating structure” concept in Ohio State studies and the “telling” style of Situational Leadership.

Supportive- is similar to “consideration” behavior in Ohio State studies.

Participative- inviting subordinates to share in the decision making.

Achievement-Oriented- a leader who challenges subordinates to perform at highest levels possible.


05-03-2011

47

Subordinate Characteristics

Subordinate Characteristics determine

how a leader’s behavior is interpreted by

subordinates.

Subordinate Characteristics-

◦ Need for affiliation.

◦ Preferences for structure.

◦ Desires for control.

◦ Self-perceived level of task ability.


Task Characteristics

Task Characteristics include-

◦ Design of subordinate’s task.

◦ Formal authority system of the organization.

◦ Primary work group of subordinates.


05-03-2011

48

Path-Goal Theory

Path-goal theory suggests that leaders

need to choose a leadership style that

best fits the needs of subordinates and

the work they are doing.


Path-Goal Theory- Strengths

Provides a framework for understanding

how leadership behaviors affect

subordinates’ satisfaction and work

performance.

Integrates motivation principles of

expectancy theory into a leadership

theory.


05-03-2011

49

Path-Goal Theory- Strengths

Is a very practical model. Reminds leaders

that the purpose of leadership is to guide

and coach subordinates as they move

along a path to achieve a goal.


DAY 4


05-03-2011

50


Leader-Member Exchange Theory.

Transformational leadership.

Charismatic and visionary leadership.

Servant leadership.

Fusion leadership.


LEADER-MEMBER EXCHANGE THEORY


05-03-2011

51

Leader-Member Exchange Theory

Leader-member exchange (LMX) theory

conceptualizes leadership as a process,

centered on the interactions between

leaders and followers.

The focal point of the leadership process

is the dyadic relationship between leaders

and followers.



Leader Follower


Dyadic

Relationship

05-03-2011

52


LMX theory was also called Vertical Dyad

Linkage (VDL) theory.

Two general types of linkages

(relationships) between leaders and

subordinates-

◦ Based on expanded and negotiated role

responsibilities- in-group.

◦ Based on formal roles (defined roles)- out-

group.


Vertical Dyad Linkage


L

S1

L

S2

L

S3

L

S4

L

Sn

Dyadic

Relationship

05-03-2011

53

Vertical Dyad Linkage


L

S1

L

S2

L

S3

L

S4

L

S6

In-group

L

S5

Out-group

+3 +3 +3 +3 +3 +3 0 0 0 0 0 0

Less employee turn-

over.

Positive performance

evaluations.

Higher frequency of

promotions.

Greater organizational

commitment.

More desirable work

assignments.

Better job attitudes.

More attention and

support from leader.

Greater participation.

Faster career progress.


LMX Theory Research

High-quality leader-member exchanges produced:

05-03-2011

54

Leadership Making

Postulated by Graen and Uhl-Bien.

Leadership making develops progressively

over time in three phases:

1. Stranger phase.

2. Acquaintance phase.

3. Mature partnership phase.


Phases in Leadership Making

Phase 1 Phase 2 Phase 3

STRANGER ACQUAINTANCE PARTNER

Roles Scripted Tested Negotiated

Influences One way Mixed Reciprocal

Exchanges Low quality Medium quality High quality

Interests Self Self and other Group

Time


05-03-2011

55

LMX Theory

The LMX Theory works in two ways:

◦ Describes Leadership, and

◦ Prescribes Leadership.

The central concept is the dyadic

relationship the leader forms with each

subordinate.


LMX Theory- Descriptively

It is important to recognize the existence

of in-groups and out-groups within a group

or organization.

Working with an in-group allows a leader

to accomplish more work in a more

effective manner.


05-03-2011

56

LMX Theory- Prescriptively

Leadership-making model of Graen and Uhl-Bien. Accordingly, leaders should:

Create special in-group like relationships with each subordinate.

Offer each subordinate the opportunity to take on new roles and responsibilities.

Nurture high quality exchanges.

Build trust and respect with all subordinates.

Create high-quality partnerships with people throughout the organization.


LMX Theory- Strengths

Strong descriptive theory- easy to identify

work units who contribute more and

others.

◦ All organizations have in-groups and out-

groups.

◦ Validates the experience of how people relate

within an organization. For eg. leaders favor

(have special relationships with) people who

contribute more.


05-03-2011

57


Unique leadership theory- focuses on

dyadic relationship and not on

characteristics of leaders, followers,

contexts, or a combination of these.

Emphasizes the importance of

communication in leadership

◦ Helps create, nurture and sustain exchanges.

◦ Leads to mutual trust, respect and

commitment.



Avoids biases by leaders.

Backed by strong research.


05-03-2011

58

DAY 5


TRANSFORMATIONAL LEADERSHIP


05-03-2011

59

Transformational Leadership

First published in 1980 by James

MacGregor Burns- modern theory.

Transformational leadership is a process

that changes and transforms people.

Concerns emotions, values, ethics,

standards and long-term goals.

Includes assessing followers’ motives,

satisfying their needs and treating them as

full human beings.



Transformational Leadership influences

and motivates followers to achieve more

than expected.

Incorporates charismatic and visionary

leadership.


05-03-2011

60

Transactional Leadership Transformational Leadership

Focuses on exchanges

between leaders and

followers.

◦ Eg.: politicians win votes

by new promises.

◦ Managers offer

promotions to employees

who surpass goals.

A person engages with

another and raises the

motivation and morality

in both, the leader and

the follower.

Leader helps followers

achieve full potential.

◦ Eg.: Gandhiji


Transactional & Transformational

Leadership

119

Pseudotransformational Leadership

Leaders who transform, but in a negative

way.

Leaders who are self-consumed,

exploitative and power-oriented, with

warped moral values.

Focuses on leader’s own interests.

◦ Eg.: Adolf Hitler, Saddam Hussein.


05-03-2011

61

Charismatic Leadership

Charisma: charm, appeal, magnetism,

allure, attractiveness, captivation.

A special personality characteristic that

gives a person exceptional powers to

attract followers and get things done.



Personal characteristics:

◦ Dominant

◦ Desire to influence

◦ Self-confident

◦ Strong values


05-03-2011

62


Personality

Characteristics

Behaviors Effects on Followers

Dominant Sets strong role model Trust in leader’s ideology

Desire to influence Shows competence Belief similarity between

leader and follower

Confident Articulates goals Unquestioning acceptance

Strong values Communicates high

expectations

Affection toward leader

Expresses confidence Obedience

Arouses motives Identification with leader

Emotional involvement

Heightened goals

Increased confidence



Behavior types of charismatic leaders:

Strong role models and belief in values.

Appear competent to followers.

Articulate ideological goals (moral).

High expectations for followers.

Arouse task-relevant motives in followers:

◦ Eg.: Gandhiji, Martin Luther King Jr., John F

Kennedy.


05-03-2011

63


Further research postulated that

charismatic leadership transforms

followers’ self-concepts.

Followers will view work as an expression

of themselves.

Ties followers and their self-concepts to

the organizational identity.



Further research by Bass in 1980s,

provided a more expanded and revised

version.

More focus on followers’ rather than

leaders’ needs.

Presented Transformational and

Transactional Leadership as a single

continuum.


05-03-2011

64

Leadership Continuum


Transformational

Leadership

Transactional

Leadership

Laissez-Faire

Leadership


Transformational leadership motivates

followers to do more than the expected

by:

◦ Raising their awareness about importance and

value of goal.

◦ Getting them to transcend their own self-

interest for team goals.

◦ Moving them to address higher level needs.


05-03-2011

65


Transformational Leaders improve

performance of followers and develop

them to their fullest potential.

Leaders have strong internal values and

ideals- are effective motivators.


Bass’ Model- 7 Factors

TRANSFORMATIONAL

LEADERSHIP

TRANSACTIONAL

LEADERSHIP

LAISSEZ-FAIRE

LEADERSHIP

Factor 1

Idealized Influence

Charisma

Factor 5

Contingent Reward

Constructive Transactions

Factor 7

Laissez-Faire

Nontransactional

Factor 2

Inspirational Motivation

Factor 6

Management-by-Exception

Active and Passive

Corrective Transactions

Factor 3

Intellectual Stimulation

Factor 4

Individualized

Consideration


05-03-2011

66

Factor 1

Idealized influence or Charisma.

Leaders have high moral and ethical

standards.

Followers want to emulate them.

Deeply respected by followers.

Provide followers with vision and a sense

of mission.

Eg. Nelson Mandela.


Factor 2

Inspirational Motivation

Leaders communicate high expectations

to followers.

Leaders use symbols and emotional

appeal.

Eg. Sales head / leader.


05-03-2011

67

Factor 3

Intellectual Stimulation

Stimulates followers to be creative and

innovative.

Challenge their own beliefs and values.

Problem solvers.

Eg. Plant Manager to manage slowdowns

in production.


Factor 4

Individualized Consideration

Leaders who provide a supportive climate.

Listen to individual needs of followers.

Coaches and advises.

Delegate to help grow their personal challenges.

Eg. A Manager who cares and treats uniquely.


05-03-2011

68

Additive Effect


Idealized

Influence

Inspirational

Motivation Intellectual

Stimulation

Individualized

Consideration + + +


Transactional

Leadership

Contingent

Reward

+ Management by

Exception

Expected

Outcomes

Performance

Beyond

Expectations

Transactional Leadership Factors

Leader does not individualize needs of

followers.

Work to advance their own and

subordinates’ agendas.

Are influential because it is in the best

interest of subordinates to do what the

leader wants.


05-03-2011

69

Factor 5

Contingent Reward

Leader obtains agreement on what must

be done and what will be the payoffs.

Eg. Parent negotiating with child how

much TV to watch.


Factor 6

Management by exception

Two kinds:

◦ Active- leader watches out for mistakes. Eg. A

sales supervisor.

◦ Passive- leader intervenes only after there are

problems or the standards have not been

met- negative reinforcement.


05-03-2011

70

Factor 7

Non-leadership factor

“Laissez-faire” in French means a “hands-

off” approach. Or, “let things ride”.

Leader abdicates responsibility.

Delays decisions.

Gives no feedback.

Offers no or little effort to help

followers.


Other Perspectives

Other perspectives on Transformational

Leadership:

Bennis and Nanus (1985).

Kouzes and Posner (1987, 2002).


05-03-2011

71

Bennis and Nanus

Leaders have four common strategies in

transforming organizations:

Clear vision.

Social architect.

Create trust.

Positive self-regard (emphasize strengths

and not dwell on weaknesses).


Kouzes and Posner

Leaders follow five fundamental practices:

Model the way.

Inspire a shared vision.

Challenge the process.

Enable others to act.

Encourage the heart.


05-03-2011

72


Leaders empower followers and nurture

them during change.

Raise consciousness and transcend their

own self-interest.

To create change, transformational

leaders become role models and

followers want to emulate them.

Vision is the focal point of

Transformational Leadership.


Transformational Leadership-

Strengths Widely researched among high

designations ad levels eg CEOs and in

large organizations.

Has an intuitive appeal- leadership

provides a vision.

Treats leadership as a process between

followers and leaders, not the sole

responsibility of leaders.

Needs of others are central.


05-03-2011

73

Transformational Leadership-

Strengths Provides a broader view that augments

other leadership models.

Places a strong emphasis on followers’

needs, values and morals.


Full Range of Leadership Model


Effective

Ineffective

Active Passive

II

IM

IS

IC

CR

MBE- A

MBE- P

LF

05-03-2011

74

Full Range of Leadership Model


Effective

Ineffective

Active Passive

II

IM

IS

IC

CR

MBE- A

MBE- P

LF

SERVANT LEADERSHIP


05-03-2011

75

Servant Leadership

First described by Robert Greenleaf.

Leadership upside-down.

Leaders transcend self-interest to serve

others and the organization.


Servant Leaders

Servant Leaders operate on two levels:

◦ Fulfillment of their subordinates’ goals and

needs.

◦ Realization of larger purpose or mission of

their organization.

Servant Leaders give things away- power,

ideas, recognition, information, credit for

accomplishments, money, etc.


05-03-2011

76

Servant Leaders

Truly value other people.

Are trustworthy and trust others.

Encourage participation, share power,

enhance others’ self-worth.

Unleash people’s creativity, full

commitment, and natural impulse to learn

and contribute.

Connect followers’ hearts to the

organizational mission and goals.


FUSION LEADERSHIP


05-03-2011

77

Fusion Leadership

Fusion Leadership- coming together of

whole individuals to accomplish mutual

goals based on shared vision and values.

Engage not only the bodies and minds of

their employees, but also their hearts and

souls.

Supports personal growth and ingenuity,

qualities that facilitate change.


Fusion Leadership

New Science assumptions- organizations can act as living systems and evolve with changing conditions.

Fusion Leadership shows, in practical terms, how individuals and organizations can grow together.

Fusion unleashes subtle forces- mindfulness, vision, heart, courage, communication, and integrity-which can fundamentally transform organizations.


05-03-2011

78

Fusion Leadership

Mindfulness- independent thinking, personal creativity, and an open mind.

Vision- the higher purpose toward which people work.

Heart- caring.

Compassion- positive feelings that underlie workplace relationships.

Communication influences vision, values, and emotions; it also involves listening and discerning.

Courage- people to take risks.

Integrity involves honesty, trust, and service-going beyond self-interest to give something to the organization.


Some Videos

Servant Leadership

Ingredients of effective leadership


C:/Users/Dipan/Documents/Masala/Leadership/Randy_servant leadership.MPG

C:/Users/Dipan/Documents/Masala/Leadership/Randy_4 ingredients of effective leadership.MPG

05-03-2011

79

THANK YOU Dipan Vaishnav


W- www.dotsandarrows.in

E- [email protected]

C- +91-95-5880-7257