leadership mini lecture

7/31/2019 Leadership Mini Lecture

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Unit 4:LEADERSHIP


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General points about leadership

Importance of leadership it breathes lifeinto the organization.

Definition of leadership Katz and Kahn(1966): organizational leadership is the

incremental influence over and abovemechanical compliance with the routine

directives of the organization.


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Learning Objectives for Unit

Please refer to course unit and read on the relevantsections.

NB: I would like you to focus on these concepts at the endof your readings:

1. (a) What does initiating structure mean?1. (b) Is it the same as concern for production?2. Is the situational and contingency theory the same.

Whats the difference. Explain these theories in somedetail

3. Whats the difference between transactional andtransformational leadershipSTOP: Only move on to the next slide after you have

attempted the above.


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Initiating Structure, Concern for productionAND Consideration, Concern for people

Blake and Mouton concern for production for initiating structureAND Concern for people for Consideration 5 combinations of leadership can exist:1. Impoverished management low on people and production. Exertion of

minimum effort to get the job done.2. Authority Management low on people and high on production. Arrange

conditions of work with minimum human interference.3. Team management high on people and production. Committed people

in an environment of trust and respect leads to goal accomplishment.4. Country Club Management - high on people, low on production. Attention

is paid to the needs of people, the creation of satisfying relationships in acomfortable, friendly organizational atmosphere.

5. Organization Person management balances the need to get work donewhilst maintaining the morale of people


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Trait Theory

Moorhead and Griffin (1995):

- Stable and enduring traits differentiateleaders from non- leaders.

Gordon (1996)

- Leaders have certain personality, social

and physical characteristics, whichinfluence whether the person acts as aleader.


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Trait Theory (continued)

Identified traits, based on over 100 studies,include:

- Intelligence- Initiative- Persistence in dealing with problems- Self-confidence- Alertness to the needs of others

- Understanding of the task- Desire to accept responsibility- Preference for a position of control and

dominance.


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Identified traits, added by Stodgillincluded:

A desire for task completion

Originality in problem solving

Willingness to tolerate frustration

and delay A capacity to structure social

situations to achieve specific goals


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Identified traits or competencies to be aneffective leader, as Mc Shane and VonGlinow (2005) stated include:

- Emotional Intelligence: perceiving,

expressing and regulating emotion inoneself and others.

- Integrity: truthfulness, ability to translateworks into deeds.

- Drive: inner motivation to pursue goals- Leadership motivation: socialized power

to accomplish team or organizational goals.etc


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Gordon agrees:

- that traits by themselves are notsufficient to ensure a leaders

effectiveness.

- traits necessary for top, middle andlow-level management, differedamong leaders of different countries


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Behavioural theories

Brought about by the recognition that traits alonecannot explain effective leadership but there isthe need to study the leaders behaviour- i.e.what do leaders do

Northcraft and Neale (1994) believed that weneed to examine the exchange relationshipbetween leaders and followers.

Two Behavioural theories:

1. Michigan studies (University of Michigan1940s) 2. Ohio Studies (Ohio State University1950s)


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Stodgill (1994):

- concluded that leadership is notsimply a matter of possessing a

combination of traits. The workingrelationship among members of agroup is also extremely important.

- argued that the trait approach doesnot account for situational factors andtheir impact on leadershipeffectiveness.


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Behavioural theories

Two Behavioural theories:Michigan studies:- 2 basic forms of leadership behaviour exist:job centred (concerned

mainly with performance) or employee centred (pays attention tothe human aspects of the group), which were seen to exist atopposite ends of the continuum.

- Inconclusive at to which leadership style produced best results.

Ohio Studies- presented the same ideas using different terminologyinitiating structure (leader defines task and methods of taskaccomplishment) and consideration (leader shows concern for the

views and feelings of subordinates.)-not viewed at opposite ends of the continuum-Four combinations emerge from the two dimensions being high or low

or either of the two variables.- Conclusion: Situational factors affect the effectiveness of each style.

Each style can be applied in the appropriate situation.


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Other Behavioural Theories

1. Michigan Studies (JE)

2. Ohio Studies (IC)

3. Theory X and Theory Y4. Blake and Mouton (Managerial Grid)

Assignment: Write brief notes on the latter

two.


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Are the situational and contingency theory the same. Whats the

difference. Explain these theories in detail

Ok so that was a trick question.

Now onto more serious matters.

Question: List two of the main situationaltheories.

Answer: 1. Fiedlers Contingency theory

2. Hershey and Blanchards LifeCycle theory. (do you know what TSPDmeans?)


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difference. Explain these theories in detail

Fiedler asked the question: what is itabout the leadership behaviour per sewhich leads to effective group working.

Course Unit pg 86 Fiedler focused on behaviour, and

identified two styles of leadership that, hebelieved, arose out of personality traits.They were Relationship motivated leadersand Task motivated leaders


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difference. Explain briefly these theories

Fiedler spoke about the concepts of

-LPC: whom do you work with least well. Ifrated lowly on the LPC scale, the worker istask motivated and vice versa.

-Situational Favorableness: this isdetermined by two factors Leadermember relations and task structure.


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difference. Explain briefly these theories

Hershey and Blanchard

Remember TSPDthis stands for the fourstyles of leadership which were identifedby the theorists, i.e. Telling; Selling;Participating; Delegating.

Please refer to pg 88 of Course Unit 4 forfurther details.


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Transactional and Transformational

Leadership in brief

Transactional leadership is based on the use oflegitimate authority within the bureaucraticstructure of the organization.

Transformational leadership combines the traitand behavioural approaches in that it proposeswhat leaders should do, as well as whichqualities they should have.

McShane and Glinow states that the availableresearch does show that transformationalleadership makes a positive difference. pg 95Course Unit


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THE END

leadership mini lecture

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