Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.1 Views on Leadership & Motivation Often leadership & motivation are misunderstood words in management Important not to underestimate importance of both or links between the two Understanding of leadership and motivation in second half of 20 th century guides modern views

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.2 Characteristics of Leadership 1.A process 2.Involves influence 3.Occurs within a group context 4.Involves goal attainment (Northouse, 1997)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.3 Defining Leadership ‘A process in which an individual influences other group members towards the attainment of group or organisational goals’ (Shackleton, 1995)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.4 Leadership Traits (1 of 2) Drive to achieve Motivation to lead Honesty and integrity Self confidence Ability to withstand setbacks

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.5 Leadership Traits (2 of 2) Standing firm Emotionally resilient Cognitive ability Knowledge of the business (Kilpatrick & Locke, 1991)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.6 Traits of Charismatic Leaders Dominant Strong desire to influence Self confident Strong sense of moral values (House, 1976)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.7 Components of Emotional Intelligence 1.Self awareness 2.Self regulation 3.Motivation 4.Empathy 5.Social skills (Goleman, 1998)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.8 Traits of Inspirational Leaders Understand and admit own weaknesses Sense the needs of situations Have empathy Self aware (Goffe, 2002)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.9 Leadership Styles Theory X and Theory Y Management style should reinforce Theory Y (McGregor, 1960)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Blake & Mouton Four Leadership Styles Table 14.1 Blake and Mouton’s four leadership styles Source: Adapted from R.R. Blake and J.S. Mouton (1964) The Managerial Grid. Houston, Texas: Gulf Publishing.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Criticisms of Blake & Mouton An assumption that 9,9 style is the ideal yet this has not been substantiated by research Approach fails to account for the characteristics of the situation and nature of followers (Northouse, 1997)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Leadership Styles for Different Situations Contingency models address the importance of context Appropriate leadership style should be dependant on diagnosis of readiness – situational leadership

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Different Contingency Models Hersey and Blanchard’s four styles of leadership Fielder’s matching factors Goleman’s

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Adapting Leadership Style to Demands of the Environment Task behaviour Relationship behaviour

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Hersey & Blanchard’s Four Styles of Leadership 1.Supportive 2.Delegation 3.Coaching 4.Directing

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Supportive Style High relationship behaviour Low task behaviour Followers are able, but unwilling or insecure

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Delegation Style Low relationship behaviour Low task behaviour Followers are able and willing or confident

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Coaching Style High relationship behaviour High task behaviour Followers are unable, but willing or confident

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Directing Style Low relationship behaviour High task behaviour Followers are unable and unwilling or insecure

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Fiedler’s Contingency Model Leadership behaviour is matched to three factors in a situation 1.Nature of the relationship between the leader and members 2.Extent tasks are structured 3.Position of the leader

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Differences Between Models Best style – leaders developed to lead in one best way Contingency – stress flexibility

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Transformational Leadership Focus on leader’s role at strategic level Shows elements of the trait approach Use a set of ideal behaviours Leader usually characterised as hero Leaders involve followers by generating high commitment Leaders communicate high expectations

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Factors That Dilute Concentration on One Top Leader Globalisation Technology Levels of change Dissatisfaction with corporate failures Increasing team work

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Top Five Skills of Leaders Table 14.4 Leadership skills compared Source: Adapted from A. Rajan and P. van Eupen (1997) ‘Take it from the top’, People Management, 23 October, pp. 26 and 28.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Motivation Theories Tapped Into By Leadership Expectancy has an impact on motivation Social needs are important Importance of the work itself Different people are motivated by different things Social influences

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Summary Leadership – a process where one person influences others to achieve goals Leadership is about motivation Behavioural models are more helpful Contingency models take account of a range of factors Transformational leadership treats the leader as a hero Leadership theories tap into concepts of motivation