leadership prince dudhatra 9724949948

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A PRESENTATION

ON

LEADERSHIP

PRESENTER :

LAVINA RATURIGIA BATCH(SEM I)

DEPARTMENT OF BUSINESS ADMINISTRATIONBHAVNAGAR UNIVERSITY

BHAVNAGAR

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CONTENTS :

Definition of Leadership

Trait approach of Leadership

Behavioral approach of Leadership

Contingency approaches to Leaderhip

Modern leadership theories

-Charismatic leadership theory

- Transformational and transactional leadership theory Managers V/S Leaders

References

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DEFINITION OF LEA

DERSHIP :

Leadership is defined as the process of directing and

influencing the task-related activities of group members

towards achievement of organizational goals.

Leadership involves :

-subordinates or followers

-unequal distribution of power-ability to use power to influence followers

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The ideal leader.....

Being the first to take the lead, showing confidence

Speaking enthusiastically about challenges

Remaining calm and confident in crisis situations

Recovering quickly from setbacks

Taking pride in their achievements

Expressing confidence in their own ability

Communicating confidence and resilience to their

teams.

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How to create dream teams inorganisations?

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TRAIT APPROACH

BEHAVIORALAPPROACH

-Continuum of leadershipbehavior

-The Ohio state and universityof Michigan studies

-The managerial grid

COGNITIVE APPROACH-Fiedlers contingencyapproach to leadership

-The path-goal approach toleadership

VARIOUSLEADERSHIPAPROACHES

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THE TRAIT APPROACH TO

LEADERSHIP

y Starting with Great Man theory that suggests that leaders are bornand not made, researchers tried to study leadership by identifying

personal characteristics of leaders.

y In searching for measurable leadership traits, researchers have takentwo approaches :

(1) Comparing the traits of those who emerged as a leaderswith those who did not; and

(2) Comparing the traits of effective leaders with those ofineffective leaders.

y Trait approach had few limitations and lost much of its acceptabilitywith the rise of the behaviorist school of psychology.

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BEHAVIORAL APPROACH TO

LEADERSHIP :

Researchers instead of distinguishing traits, tried to isolate thebehaviors characteristics of effective leaders.

Researchers focused on two aspects of leadership behavior :

-Leadership functions:

Its the Group-maintenance (Social functions) and Task-

related activities (Problem-solving functions) that must beperformed by the leader, for a group to perform effectively.

-Leadership styles:

Its the various patterns of behavior favored by leaders

during the process of directing and influencing workers.

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CONTINUUM OF LEADERSHIP BEHAVIORprince dudhatra-

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THE OHIO STATE AND UNIVERSITY

OF MICHIGAN STUDIES :

At the end of World War II, Bureau of Business Research at

Ohio State University initiated a series of studies on leadership.

An interdisciplinary team of researchers from psychology,

sociology and economics was formed and they used the Leader

Behaviour Description Questionnaire (LBDQ) to analyze

leadership in numerous types of groups and situations.

From over 1000 dimensions they narrowed down the list into

two categories known as Initiating Structure (task-oriented)

and Consideration (employee-oriented).

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Cont..

Leadership studies undertaken at the University of Michigans

Survey Research Centre, at about the same time as those being

done at Ohio State, had similar research objectives.

They too came up with two dimensions of leadership behavior

and labeled them as employee-oriented and production-

oriented.

The conclusion from both the Ohio state and Michigan studies

is that leadership style is bidimensional ie. Both employee

orientation and task orientation are crucial to superior

performance.

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THE MANAGERIAL GRID

y The Managerial Grid developed by Robert Blake and Jane

Mouton reflects the bidimensional nature of leadership.

y The managerial grid identifies a range of management

behaviors based on the various ways that task-oriented and

employee-oriented styles can interact with each other.

y The five various styles are :

-Impoverished management or Laissez-faire management-Country club management

-Authoritarian management

-Middle-of-the-road management

` -Team or Democratic management

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CONTINGENCY APPROACHES TO

LEADERSHIP :

y Researchers using the trait and behavioral approaches showedthat effective leadership depended on many variables.

y Therefore, researchers began trying to identify those factors ineach situation that affected the effectiveness of a particularleadership style and the theories resulting from this researchconstitute the contingency approach to leadership.

y The basic principle behind Contingency approach is, the viewthat the management technique that best contributes to theattainment organizational goals might vary in different types ofsituations or circumstances.

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Cont

These theories focused on following factors :

-Leaders personality, past experiences, and expectations-Superiors expectations and behavior

-Task requirements

-Peers expectations and behavior

-Subordinates characteristics, expectations, and behavior-Organizational culture and policies

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PERSONALITY AND SITUATIONAL FACTORS THAT

INFLUENCE EFFECTIVE LEADERSHIP

Superiors

expectations

and behavior

Task

requirements

Peers

expectations

and behaviorSubordinates

characteristics,

expectations,

and behavior

Organizational

culture and

policies

Leaders

personality, past

experiences, andexpectations

LeadersEffectiveness

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FIEDLERS CONTINGENCY APPROACH TO

LEADERSHIP :

Fred E Fiedler and his associates at the Universtiy of Illinois

have suggested a contingency theory of leadership.

The theory holds that people become leaders not only becauseof the attributes of their personalities but also because of

various situational factors and the interactions between leaders

and group members.

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Critical Dimensions of the Leadership Situation :

1) Leader-member relations:

It is the quality of interaction between a leader and his orher subordinates.

2) Task structure :

A work situation variable that helps determine a leaderspower.

3) Position power :It is the final situational variable that is inherent in the

formal position the leader holds.

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Leadership Styles :

y Fiedler set forth two major styles of leadership :

Task oriented and Employee oriented

y To measure leadership styles and determine whether a leader istask oriented or employee oriented Fiedler used an unusual

testing technique of LPC (Least preferred co-worker) scores

y

Finding of the studies :People who rated their co-workers high in LPC scores -

Employee oriented leader

People who rated their co-workers low in LPC score -

Task oriented leader

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FIEDLER'S CONTINGENCY MODEL OF

LEADERSHIP

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THE PATH-GOAL APPROACH TO LEADERSHIP :

This theory is widely recognized theoretical development froma contingency approach and is derived from the expectancy

framework of motivation theory.

The theory suggests that the main function of the leader is toclarify and set goals with subordinates, help them find the best

path for achieving the goals, and remove obstacles.

The theory attempts to explain the impact the leader behaviorhas on associate motivation, satisfaction, and performance.

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Cont..

y The theory categorizes leader behavior into four groups :

1) Directive leadership

2) Supportive leadership3) Participative leadership

4)Achievement-oriented leadership

y Situational factors contributing to effective leadership :

1)Associate characteristics

2) Work environment

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LEADER

BEHAVIOR/STYLESDirectiveSupportiveParticipativeAchievement-oriented

ASSOCIATE

CHARACTERISTICSLocus of control and/or

ability

ENVIRONMENTALFORCES

Task characteristicsFormal authority systemPrimary work group

ASSOCIATEPerceptionMotivation

OUTCOMESSatisfactionRole clarityGoal clarityPerformance

PATH- GOAL RELATIONSHIPprince dudhatra-9724949948


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MOD

ERN LEAD

ERSHIP THEORIES :

Charismatic Leadership Theory

Transformational and Transactional LeadershipTheory

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CHARISMATIC LEADERSHIP THEORY

y The charismatic concept goes as far back as the ancient Greeksand is cited in the Bible, but its modern development is oftenattributed to the work of Robert House.

y The theory suggests that charismatic leaders are characterizedby :

-Self confidence and confidence in associates

-High expectations for associates

-High level of dominance

-A strong conviction in the moral righteousness of his/herbeliefs

-Or at least the ability to convince followers that he or shepossess such confidence and conviction.

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TRANSFORMATIONAL TRANSACTIOANAL

Transformational leaders

motivate subordinates by raising

their sense of importance and

value of their tasks, by getting

them to transcend their own self-

interests for the sake of the team

or organization and by raisingtheir need level to the higher

order needs, such as self-

actualization.

Transactional leaders determine

what subordinates need to do to

achieve their and organizational

objectives, classify those

requirements, and help

subordinates become confident

so that they can reach theirobjectives by expending the

necessary efforts.

Bernard M. Bass has contrasted two types of leadership

behaviors : transactional and transformational.

TRANSFORMATIONAL AND TRANSACTIONAL

LEADERSHIP THEORYprince dudhatra-9724949948


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SOME CHARACTERISTICS OF MANAGERS

V/S LEADERS IN THE 21ST CENTURY

MANAGERCHARACTERISTICS

LEADER CHARACTERISTICS

Administers Innovates

Acopy An original

Maintains Develops

Focuses on systems and structure Focuses on people

Relies on control Inspires trust

Short range view Long range perspective

Asks how and when Asks what and why

Eye on the bottom line Eye on the horizon

Imitates Originates

Accepts the status quo Challenges the status quo

Classic good soldier Own person

Does things right Does the right thing

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the ultimate measureof leaders is not wherethey stand in momentsof comfort but wherethey stand at times of

challenge andcontroversy

the ultimate measurethe ultimate measureof leaders is not whereof leaders is not where

they stand in momentsthey stand in momentsof comfort but whereof comfort but wherethey stand at times ofthey stand at times of

challenge andchallenge andcontroversycontroversy

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REFERENCES :

Harold Koontz and Heinz Weihrich

Essentials of Management

Tata McGraw-Hill Publishing Company Ltd

Seventh edition

JamesA.F. Stoner and R. Edward Freeman

Management

Prentice hall of India Pvt Ltd. , New Delhi

Fifth edition

Fred Luthans

Organizational behavior

Tata McGraw-Hill Publishing Company Ltd

Eleventh edition

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THANK YOU

prince dudhatra-

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leadership prince dudhatra 9724949948

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