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Leadership Theories
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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
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The Leader - Follower Partnership: It's a New Day
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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
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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
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CASELET
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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.
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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?
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Do Traits & Behaviors define Leadership?
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Trait Theory
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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
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Behavioral Theories
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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
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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
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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
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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
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The University of Texas-
Leadership Grid
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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
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Situational Contingency Theories
Leader traits and/or leader behaviors are important aspects but must be taken in context. That is, the situation matters.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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Self Reading LEADER-MEMBER EXCHANGE MODEL
ATTRIBUTION THEORY OF LEADERSHIP LEADING THROUGH EMPOWERMENT CHANGES THAT LEADERS CAN MAKE FOR EFFECTIVE TEAM LEADERSHIP
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Please Help!!! I am the new Boss
Leadership Case Problem- B Please Help!!! I am the new Boss
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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?
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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.
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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?
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