leadership review
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LEADERSHIPORGANIZATIONAL COMMUNICATION
MONIK VINUEZAPUCESI
2014
Please write a One Sentence Definition
for LEADERSHIP.
the leader; the employees; and the demands of the situation
Leadership is a complex process involving three dimensions:
Influencing others to do as desired.
Leadership is the initiation of action to solve a problem
Leadership is directing or controlling the activity of a group
Leadership is influencing the activities of group as it moves toward its goals.
A person who leads others along a way; a guide
What is leadership?
Leadership is power, But power is not necessarily leadership.
Power is the ability to get others to do what you want them to do
What is leadership?
A leader is the one who
knows the way
goes the way
& shows the way
WHO IS A LEADER?
Leadership: The exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals.
Leader: An individual who is able to influence group or organizational members to help the group or organization achieve its goals.
Leader Effectiveness: The extent to which a leader helps a group or organization to achieve its goals.
Leadership - Key Terms
• Formal Leader: A member of an organization who is given authority to influence other organizational members to achieve organizational goals.
• Informal Leader: An organizational member with no formal authority to influence others, but who has special skills or talents to influence others.
Formal and Informal Leaders
Existence of followers Willing acceptance Representation Working relations Existence of common interest Situational approach
Characteristics of Leadership
Representation Communication Motivation Integration Guidance Interpretation Maintain Discipline
Functions of Leadership
Autocratic Participative
Free Rein
Styles of Leadership
AutocraticLeader takes and
announces the decision.
Styles of Leadership
Participative Consultative
Leader includes subordinates into decision making process by taking their views & suggestions, but takes the final decision himself.
DemocraticLeader does what majority wants.
Styles of Leadership
Free ReinLeader allows the subordinates to function within organisational limits by taking their own decisions.
Styles of Leadership
EnergyAlways ready to go, full of enthusiasm.
EmpathyUnderstands other’s point of view.
Emotional Stability
Balanced behaviour in extreme situation
Qualities of a Good Leader
Positive AttitudeSee the Brighter side.
Self ConfidenceBelieves in his abilities.
Self MotivatedDerives power from within.
InitiativesSelf Starter
Qualities of a Good Leader
Communication skills Social Skills
Understands humanity & value of relations.
Entrepreneurial SkillsAmbitious & Ready to take Risk.
Qualities of a Good Leader
Personal TraitsVision, values, foresightedness.
Technical Competence Performer himself.
TransformerAbility to motivate and train subordinates to get the results.
Qualities of a Good Leader
Personal TraitsVision, values, foresightedness.
Technical Competence Performer himself.
TransformerAbility to motivate and train subordinates to get the results.
Qualities of a Good Leader
Every subordinate wants to GET BIG.
A good leader must PROVIDE him that opportunity
Leader follower dyad
GET BIG
PROVIDE
Trait Approach Management Grid Path Goal Theory Leadership Continuum Contingency Model Normative Theory Situational Leadership Transformation or Charismatic Leadership
TEORIES OF LEADERSHIP
This is the most traditional theory of leadership which emphasises on the personality traits of the leader to get the results.
Leader’s decision quality depends on his personal ability, likes & dislikes, gut feelings, foresightedness, vision & values.
Common believe is: “Leaders are born, not made”.
Trait Approach by F. W. Gluck & Edwin Ghiselle
Two dimensions of leadership have been identified as Concern for task Concern for people
Leader may show high or low concern for task and/or relations.
Management Grid by Robert Blake & Jane Mouton
Paul Von Hindenburg First Chancellor of Germany, post WWI Used the trait theory for selecting and
developing military leaders
Primary qualities for leadership ability Intelligence (bright vs. dull) Vitality (energetic vs. lazy)
Trait Theory Applied
Examples of Trait Theory
•Bright, lazy—staff officer• Energetic, dull—frontline soldier• Bright, energetic—field commander• Lazy, dull—left to find their own level of effectiveness
Concern forTask/ People
Low High
High Country Club(Relation Oriented)
Team Management(Integrated)
Low ImpoverishedManagement (Separated)
Authority Obedience (Dedicated)
Management Grid by Robert Blake & Jane Mouton
Moderate (balanced) concern for both task and people is called Organisation-man Management.
Leader shows path to the subordinates to achieve their individual goals.
Leader relates the expected rewards to the subordinates with their performance.
Personal characteristics of the subordinates and his ability to cope with environmental pressure & workplace demands have been emphasised.
Path Goal Theory Robert House & Martin G. Evans
Leadership ContinuumRobert Tannenbaum
Use of Authority Area of Freedomby the Managers for the Subordinates
Manager makes and announces the decision.
Manager sells the decision.
Manager presents ideas and invites questions.
Manager presents tentative decisions subject to change.
Manager presents problems, gets suggestions and then makes the decision.
Manager defines limits and asks the group to make decision.
Manager permits the subordinates to function within limits defined by the superior.
Contingency ModelFred E. Fiedler
Situation Leader member relations
Task structure
Position & power of the leader
Degree of favourable situation for the leader
1 Good Structured High Favourable
2 Good Structured Low Favourable
3 Good Unstructured High Favourable
4 Good Unstructured Low Moderate
5 Poor Structured High Moderate
6 Poor Structured Low Moderate
7 Poor Unstructured High Moderate
8 Poor Unstructured Low Unfavorable
The leader has to make a choice between Task Oriented and Relation Oriented Styles.
In situation 1, 2, 3 and 8 the leader should be task oriented.
In situation 4, 5, 6 and 7 the leader should be relation oriented.
Contingency ModelFred E. Fiedler
This model was originally developed by Vroom and Yetton in 1973 to help the managers decide when and to what extent they should involve the subordinates in solving a problem.
This model isolates five styles of leadership from fully autocratic to fully democratic; A I, A II, C I, C II & G II.The choice of style depends on the situation.
Normative Leadership Vroom, Yetton & Jago
Normative Leadership Vroom, Yetton & Jago
A I Manager solve the problem or make decisions himself, using the information available at that time.
A II Manager obtains necessary information from the subordinates, then decides on the solution to the problem himself. They may or may not tell the subordinates what the problem is when they request information. The role of the subordinates is confined to providing useful information.
Normative Leadership Vroom, Yetton & Jago
C I Manager shares the problem with relevant subordinates individually, gets their ideas and suggestions without bring them together as group. Then, manager makes the decision which may or may not reflect subordinates’ influence.
C II Manager shares the problem with the subordinates as a group, collectively obtains their ideas and suggestions. Then makes the decision which may or may not reflect subordinates’ influence.
Normative Leadership Vroom, Yetton & Jago
G II Manager shares the problem with subordinates as a group. Manager and subordinates together generate and evaluate alternatives and attempt to reach consensus on a solution. Manager does not tries to influence the group to adopt their preferred solution, and they accept & implement the solution that has the support of the entire group.
The most effective leadership style varies with the maturity of the subordinates.
Maturity not on the basis of age or emotional stability, but as a desire for achievement, willingness to accept responsibility and task related abilities and experience.
Situation LeadershipHersey & Blanchard’s
Situation LeadershipHersey & Blanchard’s
Style Task Relations
Telling High Low
Selling High High
Participating Low High
Delegating Low Low
Identified two contrast type of leaders Transactional & Transformational.
Transactional leaders determine what subordinates need to do to achieve their own & organisational objectives and give confidence to them that they can do it.
Transformational leaders motivate the subordinates by raising their sense of importance and value of the task. They influence the subordinates to transcend their self interest for the sake of team, organisation or the larger policy.
Transformational or Charismatic Leadership: Bernard M. Bass
Transformational or Charismatic Leadership: Richard Boyd
Managers must command five different types of skills:
Anticipatory Skills Foresight into a constantly changing environment.
Visionary Skills Use of persuasion & examples to induce a group to act according to leader’s purpose.
Value-congruence Skills
Need to be in touch with employees’ economic, safety, psychological, spiritual, aesthetic and physical needs in order to engage them on the basis of shared motives, values and goals.
Empowerment Skills
The willingness to share power and to do so effectively.
Self understanding skills
Introspect.
Transformational or Charismatic Leadership: Robert J. House
The charismatic leader has extremely high levels of self-confidence, dominance and a strong conviction in the moral righteousness of his/her beliefs.
They communicate a vision or a high level goal that captures the commitment and energies of followers.
Transformational or Charismatic Leadership: Robert J. House
They are careful to create an image of success & competence and to exemplify in their own behaviour the values they espouse.
They also communicate high expectations to the followers and confidence that they will perform up to those expectations.
SOURCES:
Dr. Atul Pandey Leadership Follow by Hassan Ayub, Job at CSH on Apr 13, 2010