2. PLAN OF ACTION Team Exercise Case Study – Article discussion – Some leaders are born women

3. Leadership is the capacity to translate vision into reality Warren Bennis

4. What Is Leadership? Leadership The ability to influence a group toward the achievement of goals. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.

5. Leaders in India v/s West India West an effective leader Who develops organization who develops people employs people to achieve organ success he develops people to achieve organ goals more closer to entrepreneurial rolepeople orientation concerned with leader effectiveness in group the relationship is task oriented in group it is people oriented

6. Trait Theories Leadership Traits: Ambition and energyAmbition and energy The desire to leadThe desire to lead Honest and integrityHonest and integrity Self-confidenceSelf-confidence IntelligenceIntelligence High self-monitoringHigh self-monitoring Job-relevant knowledgeJob-relevant knowledge Leadership Traits: Ambition and energyAmbition and energy The desire to leadThe desire to lead Honest and integrityHonest and integrity Self-confidenceSelf-confidence IntelligenceIntelligence High self-monitoringHigh self-monitoring Job-relevant knowledgeJob-relevant knowledge Traits Theories of Leadership Theories that consider personal qualities & characteristics that, differentiate leaders from nonleaders. The search for personality, social, physical or intellectual attributes that describe leaders from non leaders.

7. Trait Theories Limitations : No universal traits found that predict leadership in all situations.No universal traits found that predict leadership in all situations. Traits predict behavior better in “weak” than “strong” situations.Traits predict behavior better in “weak” than “strong” situations. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders. Limitations : No universal traits found that predict leadership in all situations.No universal traits found that predict leadership in all situations. Traits predict behavior better in “weak” than “strong” situations.Traits predict behavior better in “weak” than “strong” situations. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

8. Behavioral Theories Trait theory: Leaders are born, not made.Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.Behavioral theory: Leadership traits can be taught. Trait theory: Leaders are born, not made.Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.Behavioral theory: Leadership traits can be taught. Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders.

9. Ohio State Studies 1940s Researchers sought to identify 1000 dimensions of leader behaviour which they narrowed down the list to two categories They called the dimensions as initiating structure and consideration Initiating structure – the extent to which the a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration – the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees as equals.

10. University of Michigan Studies Production-Oriented Leader One who emphasizes technical or task aspects of the job. Low productivity and lower job satisfaction Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. The research strongly favoured leaders who were employee oriented in their behaviour. Therefore higher productivity and higher job satisfaction

11. The Managerial Grid (Blake and Mouton) E X H I B I T 11–1

12. Scandinavian Studies Researchers in Finland and Sweden began reassessing whether there are only two dimensions that capture the essence of leadership behaviour. Their basic premise is that in a changing world effective leaders would exhibit development oriented behaviour Considering the earlier approaches these researchers felt that this dimension existed and is necessary in 21 st century.

13. Contingency Theories Fiedler’s Contingency Model The theory states that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. Least Preferred Co-Worker (LPC) Questionnaire An instrument that purports to measure whether a person is task- or relationship-oriented.

14. Fiedler’s Model: Defining the Situation Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases. Task Structure The degree to which the job assignments are procedurized.

15. Findings from Fiedler Model E X H I B I T 11–2

16. Difference between leaders & Managers LeadersManagers InnovateAdminister DevelopMaintain InspireControl Long Term ViewShort term view Ask what and whyAsk, how and when OriginateInitiate Challenge the status quo Accept the status quo Do the right thingsDo Things right

17. Different Styles of Leadership Autocratic leadership Bureaucratic leadership Charismatic leadership Democratic leadership or Participative leadership Laissez-faire leadership People-oriented leadership or Relations- Oriented leadership Servant leadership Task-oriented leadership Transactional leadership Transformational leadership

18. Traits of Exceptional Leaders An outside in perspective – Eg Dell computer which puts the customer at the very center An evangelical leadership gene Eg – Lou Gerstner IBM had this trait in shifting companies mindset he was intensely focused on restoring outside in perspective Understands the critical role of culture Eg- Michael Dell had the performance oriented culture suggesting that if you don’t perform at Dell go somewhere else Eg- Sam Walton had family oriented culture in Wal Mart Creates next generation products, processes or solutions EG- This is in alignment with the vision, Bill Gates had anticipated the market for sofware, Sam Walton realised the tremendous potential of Walmart in 1962 Implements the best ideas regardless of origin Eg Sam Walton,went into the competitors stores to emulate the best practices, IBM &GE ran into the trouble when their managers stopped searching outside the company for answers Advances the leadership body of knowledge

19. POA Popular concept of viewing leaders as coaches. Visit http://www.coachu.com- an organization specializes in training coaches as managers.http://www.coachu.com- Look at international coaching federation http://www.coachfederation.com find out the answers http://www.coachfederation.com Would you like to be led by a coach as these organizations define. What would be the advantages and disadvantages of viewing leaders this way ? Based on your own leadership style, would you make a good coach ? Why or why not ? Discuss a situation in which a coaching approach to leadership is particularly effective. What would be a situation where a coaching approach would seem to be ineffective ? Leadership Questionnaire & Style of Leadership can be predicted Small - Case Study

20. Cognitive Resource Theory Research Support : Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people. Research Support : Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people. Cognitive Resource Theory- reconceptualized by Fiedler Joe Garcia A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.

21. Hersey and Blanchard’s Situational Leadership Theory Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness. Leader: decreasing need for support and supervision Follower readiness: ability and willingness Unable and Unwilling Unable but Willing Able and Willing Directive High Task and Relationship Orientations Supportive Participative Able and Unwilling Monitoring

22. Leadership Styles and Follower Readiness (Hersey and Blanchard) Willing Unwilling Able UnableDirective High Task and Relationship Orientations Supportive Participative Monitoring Follower Readiness Leadership Styles

23. Leader–Member Exchange Theory Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

24. Leader-Member Exchange Theory

25. Path-Goal Theory The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

26. The Path-Goal Theory E X H I B I T 11–4

27. Leader-Participation Model Leader-Participation Model (Vroom and Yetton) A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. It was a decision tree having 7 contingency variables with 5 leadership styles. The leadership model is now revised to 11 contingency variables. The model however, fails to have stress, Intelligence and experience in this.

28. Contingency Variables in the Revised Leader-Participation Model 1.Importance of the decision 2.Importance of obtaining follower commitment to the decision 3.Whether the leader has sufficient information to make a good decision 4.How well structured the problem is 5.Whether an autocratic decision would receive follower commitment 6.Whether followers “buy into” the organization’s goals 7.Whether there is likely to be conflict among followers over solution alternatives 8.Whether followers have the necessary information to make a good decision 9.Time constraints on the leader that may limit follower involvement 10.Whether costs to bring geographically dispersed members together is justified 11.Importance to the leader of minimizing the time it takes to make the decision 12.Importance of using participation as a tool for developing follower decision skills

29. Deeds for leaders Vivah or marriage – between the king & kingdom (leader and organization ).In the absence of this a man is not a leader just an employee doing a job that gives him salary and status. Don’t expect him to be proactive,creative or enthusiastic Rajsuya – One has to prove tangible achievement and has to be accepted by peer group. Abhishek – public bathing was transformational ritual Eg- a field sales manager sent to his headquarters without any attempt by the management to ceremonially crown him king in front of those he is supposed to manage »Article from corporate doisser last Wednesday.s

30. Deeds for leaders Dharma – his vision and how he expects to achieve or realise this vision. Varna – station in the organization and ashrama or stage in the employee Varana –dharma – means defining the roles and rights and the responsibilities of every employee Ashrama –dharma – knowing which member of the organization is in which stage of his job or his career – learning stage or retiring stage

31. Deeds for Leaders Ashwamedh yagna – this helped the kind identify who submitted themselves to him and who challenged Eg- PPT- horse, excel sheet with all the search data justifying the nos –army, Digvijay means conquest of the sky or the directions. In corporate world the king must travel through different departments and ensure he is seen and heard and to assert his authority and to tell where he plans to go from here. Vajpeya - a yagna of regeneration. To make the head roll to tell the world who is the boss