studies

1. knowledge skills technology innoventures

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Session 21-22 Leadership
Management Function & Organizational
Behaviour
 Topics to be covered in this session:
 Leadership

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Session Learning Objectives…
At the end of these sessions you should be able to:
 Define leadership and contrast it with management
 Identify the central tenets of the prominent theories of
leadership

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Leadership
I am more afraid of an army of hundred sheep led by a lion
than an army of hundred lions led by a sheep - Talleyrand
 Leadership is the ability to influence a group
towards the achievement of a vision or set of goals
 “Leaders are people who do the right thing;
managers are people who do things right” – Bennis
 Organizations need strong leadership and strong
management for optimal performance
 In a literature review of leadership theories, Stephen
Covey has listed two dozen of them

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Prominent Milestones in Leadership Research
 Autocratic :: Democratic
 Task Orientation :: People Orientation
 Continum Tell – Delegate – Consult – Sell
(Tannenbaum & Schmidt)
 Managerial Grid (Blake & Mouton)
 Theory of Contingency (Fiedler)
 Situational Theory (Hersey & Blanchard)

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Managerial Grid (Blake & Mouton)
People
Orientation
Task Orientation
9,1
9,9
1,9
1,1
5,5
Country Club style Team style
Middle of the Road style
Impoverished style Produce or Perish style

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Theory of Contingency (Fiedler)
 Effectiveness of task-orientation or people-
orientation was contingent upon the situation.
 Simple and clear tasks and situations with very
high or very low leader acceptance required
task-oriented leadership
 Complex tasks required relationship-oriented
leadership

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Situational Theory (Hersey & Blanchard)
 Combines grid approach and contigency theory
 Taking together concern for task and concern
for people four leadership styles are proposed
 The four leadership styles emerge in the form of
four quadrants:
 X-axis (task-related): Regulating Behaviour
 Y-axis (people-related): Nurturing
Behaviour

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Regulating Behaviour | Nurturing Behaviour
Regulating Behaviour:
extent to which leader
 Engages in one-way
communication
 Tells to do what,
where, when, how
 Closely supervises
 Structure
 Control
 Supervise
Nurturing Behaviour:
extent to which leader
 Engages in two-way
communication
 Listens, provides
support and
encourages,
facilitates interaction
 Involves group in
decision making
 Encourage
 Listen
 Facilitate

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Leadership Style Quadrants
Low Regulating
High Nurturing
Consulting Style
High Regulating
High Nurturing
Supporting Style
Low Regulating
Low Nurturing
Delegating Style
High Regulating
Low Nurturing
Directing Style
Nurturing
Behaviour
Regulating Behaviour
L

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Leadership Style Comparison
Directive:
HiR - LoN
•Defines roles
•Tells what tasks
how, when, wher
•Problem solving
initiated solely/L
•Decisions
announced
•Implementation
closely supervisd
•Communication
one way
Supportive:
HiR - HiN
•Provides great
deal of dir
•Leads w ideas
•Also hears
ideas and
feelings
on decisions
•Comm two way
•Decision
making
control remains
with Leader
Consulting:
LoR - HiN
•Control for
d-to-d
decision-m
problem-s
shifts to
members
• L listens actively
•Provides
recognition
•Facilitates
problem-s
and decision-m
Delegating:
LoR - LoN
•Leader discusses
problem till there
is joint agreement
on problem
definition
•Then decision
making delegated
to group
members
•Group has
significant control
for deciding how
task is
accomplished

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Leadership Style Effectiveness
Leadership Style effectiveness depends on Team Maturity
Components of Team Maturity:
 Competence
 Commitment
 Cohesion
Style
Effectiveness
All three components present
None of the three present
Only two of three present
Only one of three present
LoR – LoN: Delegating
HiR – LoN: Directing
LoR – HiN: Consulting
HiR – HiN: Supporting

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Leaders and Managers
 Manager maintains; the leader develops
 Manager administers; the leader innovates
 Manager focuses on systems and structures;
the leader focuses on people
 Manager relies on control; the leader inspires trust
 Manager has a short-range view;
the leader long-range perspective
 Manager asks how and when; leader what and why
 Manager has his eye on the bottom line;
the leader on the horizon
 Manager imitates; the leader originates
 Manager accepts the status quo; the leader challenges
 Managers do things right; leaders do the right things

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Crib Sheet
 Leadership is the ability to influence a group towards the
achievement of a vision or set of goals
 Managerial Grid; Contingency, Situational
 Contrasts - Manager : Leader
 Manager maintains; the leader develops
 Focuses on systems and structures : on people
 Relies on control : inspires trust
 Short-range view : long-range perspective
 Asks how and when : what and why
 Eye on the bottom line : on the horizon
 Imitates : originates
 Accepts the status quo: challenges
 Do things right; do right things

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Before We End…
Summing up we are now able to:
 Define leadership and contrast it with management
 Identify the central tenets of the prominent theories of
leadership

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THANK YOU…