1. Leadership Theories

2. Leader Vs. Manager Leader Manager Visionary Passionate Innovative
Courageous
Experimental
Trusting
Initiator
Inspires
Motivates
Initiates change
Challenges the status quo
Creates
Proacts
Sets the pace
Drives
Inspires loyalty
Rational
Business-Like
Structured
Authoritative
Guarded
Implementer
Controls
Does
Organizes
Adjusts to change
Accepts current practice
Administers
Reacts
Follows procedure
Coordinates
Seeks discipline

3. The Leader - Follower Partnership: It's a New Day

4. The Job of Effective Followers
Understand their own power and know how to use it
Appreciate the value of the leader
Work toward minimizing the pitfalls of power

5. The Five Dimensions of Courageous Follower-ship
The Courage to Assume Responsibility
The Courage to Serve
The Courage to Challenge
The Courage to Participate in Transformation
The Courage to Take Moral Action
The Essential Qualities of Effective Followers
They manage themselves well
They are committed to a higher purpose
They build their strengths
They take risks

6. CASELET

7. The problem was— Her BOSS
Shweta was thrilled when she was offered a job at ABC Ind. Pvt. Ltd, a consumer products multinational. However, a few months later she was miserable and told her friends she was considering quitting her job.
The problem was—
Her BOSS
Akhilesh had worked his way up to the GM position by keeping his nose clean, and not making mistakes, which he accomplished by avoiding controversial and risky decisions.
Shweta’s complaint was- “Every time I gohim to make a decision, he just wants us to dig deeper and ask for a 30 page report.”
For e.g.- Shweta thought that the sales of a particular food line can go up, if the prices were lowered. She worked hard for weeks and made a report on it. Akhilesh refused to make a decision and asked for the change in purchasing habits, due to climatic changes; a report that Shweta had considered absurd.
She knew- Akhilesh was terrified of departing from the Status- quo.
He refused to run a coupon programme in March, because his previous programmes were run in April.

8. He measured success not by new ideas or even sales result, but by hours spent in the office.
After 2 months of frustration, Shweta made a final effort and argued that the biggest threat to the division was the failure to improve and innovate.
She also mentioned that in the last 4 years the market shares have slipped down and that the new pricing strategies have to be implemented
Akhilesh listened to her presentation and finally said-
“You and your team had to build upon a solid base before putting forward all this”
Q.1. If you were Shweta, how would you increase your effectiveness? Would you support Akhilesh as a follower? Would you support him even tough you believe he is hurting the organization? Discuss.
Q.2. What can you do as a leader to make the work situation better for your product managers?
Q.3. Suppose you are Akhilesh’s supervisor and Shweta comes to see you. What would you say?

9. Do Traits & Behaviors define Leadership?

10. Trait Theory

11. Identify great person from masses
Earliest approach
Identify great person from masses
Certain traits = success / effectiveness
As basic as height, complex as intelligence
But later things changed and Traits were replaced by behaviors

12. Behavioral Theories

13. Its behavior which makes more relevance to the Leadership than Traits, as behavior is an outcome of lot many elements including Traits
Pattern of actions used by different individuals determines leadership potential
Examples
Autocratic, democratic
Ohio State Studies
Michigan Studies: Employee centered versus task centered
The university of Texas- LEADERSHIP GRID

14. Autocratic- tends to Centralize authority
Rely on formal position
use of rewards, &
Coercion to influence subordinates
Democratic Delegates authority to others,
Encourages participation
relies on subordinates’ knowledge for completion of task
Depends on subordinate appreciation and respect for influence

15. Ohio State Studies
Consideration- The extent to which a leader is sensitive to subordinates, respect their ideas and feelings, and establishes mutual trust.
Such leaders show appreciation for others, listen carefully to problems, seek inputs from the subordinates, develop teamwork, and show concern
Initiating- The extent to which a leader is task oriented and direct subordinate’s work towards goal achievement.
Such leaders direct the tasks, give instructions, plan and provide explicit schedules for work activities, emphasizing deadlines, and generally ruling with an iron hand

16. Michigan Studies Employee Centered Leader-
focuses on human needs of followers in order to build effective work groups and help them meet high performance goals
Job Centered Leader-
Focuses on the technical and task aspects of the job and directs follower’s activities towards efficiency, cost cutting, and scheduling

17. The University of Texas-
Leadership Grid

18. 9,9 – Team Management
1,9 – Country Club Management
9,1 – Authority- compliance Management
5,5 – Middle of the Road Management
1,1 – Impoverished Management

19. Situational Contingency Theories
Leader traits and/or leader behaviors are important aspects but must be taken in context.
That is, the situation matters.

20. Fiedler’s Leadership Contingency Theory
Group effectiveness dependent on an appropriate match between a leader’s style and the demands of the situation
Situational control
Important variables
Leader/member relations, task structure, position power
Situational control - to what extent can I determine what my group is going to do in a given situation. Thus, the situation becomes very important.
Least preferred coworker - assessment that tells whether or not you are relationship or task motivated person
Important variables
Leader/member relations, task structure, position power; you can categorise situations using these
Ask yourself about why these are important???
Look at the examples of entrepreneurs versus large corporate executives. There comes a time when the entrepreneur loses power and thus no longer is the leader of an organization

21. Fiedler’s Key Variables
Which leaders are most effective during these conditions?
Task-oriented
Leader
Good
High Low
Strong
Weak
High-Control
Situations
Poor
Low
Low-Control
Leader/member relations
Good Poor
Low High
Moderate-Control
Situation
Task Structure
Position power
I II III IV V VI VII VIII
Relationship-
oriented Leader

22. Situational Leadership
No single best way to lead
Focus on maturity or readiness of followers
Ability and willingness
Adjust emphasis on task and relationship behaviors according to the readiness of followers to perform their tasks

23. Situational Leadership- Leadership Style
Telling: low readiness, untrained and inexperienced employees
Selling: low/moderate readiness, trained but inexperienced employees
Participating: moderate/high readiness, able but unwilling, employees skeptical
Delegating: high readiness, employees ready and willing to take responsibility

25. Path-goal Theory Rooted in Expectancy Theory
Leader’s responsibility is to increase subordinate’s motivation to attain personal and organizational goals
Leader behaviors
Directive
Supportive
Achievement-oriented
Participative
Expectancy theory: How leader influences subordinates perceptions of work/personal goals and the links between these sets of goals
Leader’s key function: adjust to situational contingencies, the adjustment in behavior is made to complement the situational contingency variables in order to influence subordinate satisfaction, acceptance of the leader, and motivation for task performance
Leader behaviors
Directive- spelling out the what and how of tasks
Supportive- subordinate needs and well-being, promote strong work climate
Achievement-oriented - set challenging goals, stress excellence, show confidence in groups ability
Participative - consult with subordinates, take suggestions

26. Increase Path Clarification Rewards Leader defines what
Follower must do to
Attain work outcomes
Leader learns
Follower’s needs
Increase
Rewards
Path Clarification
Leader clarifies follower’s
Work role
Leader matches follower’s
needs to rewards if work
Outcomes are
accomplished
Follower has increased
Knowledge & confidence
To accomplish outcomes
Leader increases the
Value of work outcomes
For follower
Follower displays
Increased effort and
Motivation
Organizational work
Outcomes are
accomplished

27. Supportive Leadership
Reduce boredom
Make job more tolerable
Increase the intrinsic valence of work
Increase effort
Supportive
Leadership
Increase self-confidence Lower Anxiety
Increase effort- performance expectancy

28. Directive Leadership Reduce role ambiguity
Increase effort- performance expectancy
Directive
Leadership
Increase size
of incentives
Increase outcome valences for task success
Increase subordinate effort
Strengthen reward contingencies
Increase performance- reward expectancies

29. Path-goal Theory Causal Variables Leader Behavior
Intervening Variables
Subordinate expectations
Outcome Variables
Subordinate effort and satisfaction
Situational Moderator Variables
Characteristics of task and environment
Characteristics of subordinates

30. New Approaches to Leadership
Charismatic
Transformational
Servant Leadership
Level 5 Leadership
Charismatic - leadership is in the eye of the beholder, attributed by followers, e.g. not all people believed that Winston Churchill was charismatic
Transformational - based on developing and articulating a vision for followers, important to discuss the cultural context of empowerment and charisma

31. Transformational Leadership
Idealized Influence
Inspiration
Intellectual stimulation
Individualized consideration
Broadening and
elevating follower goals
Performance beyond expectations
Transactional Leadership
Contingent reward
Management by exception (active or passive)
Laissez faire
Transactional leadership - leader exerts influence during daily exchanges with employees without much emotion contingent reward - rewards in exchange for reaching mutually agreed upon goals active mgt. by exception - watch for deviations from rules and then take corrective actions passive mgt. by exception - intervene only if stds not met laissez faire - avoiding decisions
Transformational leadership charisma - vision, sense of mission inspiration - high expectations intellectual stimulation - promotes intelligence individualized consideration - personal attention, coaches and advises
Leader/follower exchange
Agreed upon performance

33. An Integrating Framework
Leader
Traits 1 2
Success
Criteria 3
Leader
Power 4
Leader
Behavior 6 5 7
Situational
Variables 8 9 10
Economy,
market conditions,
etc.
Intervening
Variables
Subord. commitment,
etc.

34. Self Reading LEADER-MEMBER EXCHANGE MODEL
ATTRIBUTION THEORY OF LEADERSHIP
LEADING THROUGH EMPOWERMENT
CHANGES THAT LEADERS CAN MAKE FOR EFFECTIVE TEAM LEADERSHIP

35. Please Help!!! I am the new Boss
Leadership Case Problem- B
Please Help!!! I am the new Boss

36. Calmly explain to her that she will make changes or be fired?
I am the new Boss, a couple of years younger than my colleagues.
Shortly, after the honeymoon ended, I invited a group member to my office and nicely suggested that –
she should change her approach to improve her efficiency, bring herself in line with the department changes, etc etc
She listened. Unblinkingly she said---
“Thanks, But NO THANKS. I will keep doing things my way. Will that be all?”
What do I do????
Go Ballistic?
Calmly explain to her that she will make changes or be fired?

37. When it happened to me, I didn’t quite know what to do, how to react?
I was a first time boss- 26 yrs old free agent turned manager.
No one had taught me how to react to outright disregard from my new found authority.
So, finally I shrugged. I sort of mumbled.
“Okay, um, I understand how you feel and you know, we will talk about it another time”
As one might expect, my career as a manager at the company effectively ended that day. Word of my meekness spread, as good gossip always does.
I would go on to make every mistake imaginable, to the chagrin most of the staff.
I made Coach from CHEERS (a TV Show) look masterful.

38. My boss, who have hoped that I would find my inner boss-ness on my own, eventually cut back the number of people who reported to me. It was a tough, but yes, merciful call
There is some solace in realizing now that I was not simply a young and clueless manager, but one of many young and clue less managers.
Q. 1) What type of leadership development program do you recommend to me?
Q. 2) What specific traits and behaviors does I need to work on?
Q.3) How would you deal with the situation of a group member who refuses to act on your suggestions for improved performance?