leadership.pptx

Leadership
Dr. Mohd. Abdul Raffey
Assistant Director
Academic Staff College,
Dr. Babasaheb Amebedkar Marathwada University, Aurangabad(MS)
Venue: UDMS

14-2
Learning Objectives
• Explain what leadership is, when leaders are
effective and ineffective, and the sources of
power that enable managers to be effective
leaders.
• Identify the traits that show the strongest
relationship to leadership, the behaviors
leaders engage in, and the limitations of the
trait and behavioral models of leadership.

14-3
Learning Objectives
• Explain how contingency models of leadership
enhance our understanding of effective
leadership and management in organizations.
• Describe what transformational leadership is,
and explain how managers can engage in it.
• Characterize the relationship between gender
leadership.

14-4
The Nature of Leadership
• Leadership
– The process by which a person exerts
influence over others and inspires,
motivates and directs their activities to
achieve group or organizational goals.

14-5
Question?
What is an individual who is able to exert
influence over other people to help
achieve group or organizational goals?
A. Manager
B. Leader
C. Chief
D. Organizer

14-6
• Leader
– An individual who is able to exert influence
over other people to help achieve group or
organizational goals

14-7
• Personal Leadership Style
– The specific ways in which a manager
chooses to influence others shapes the way
that manager approaches the other principal
tasks of management.
– The challenge is for managers
at all levels to develop an
effective personal management
style.

14-8
• Distinction between managers and leaders
– Managers establish and implement
procedures to ensure smooth functioning
– Leaders look to the future and chart the
course for the organization

14-9
Leadership Across Cultures
• Leadership styles may vary among
different countries or cultures.
– European managers tend to be more
people-oriented than American or Japanese
managers.
– Japanese managers are group-oriented,
while U.S managers focuses more on
profitability.
– Time horizons also are affected by cultures.

14-10
Sources of Managerial Power
Figure 14.1

A Leadership Story:
• A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote island to
get to the coast where an estuary provides
a perfect site for a port.
• The leaders organise the labour into efficient units and monitor
the distribution and use of capital assets – progress is excellent.
The leaders continue to monitor and evaluate progress, making
adjustments along the way to ensure the progress is maintained
and efficiency increased wherever possible.
• Then, one day amidst all the hustle and bustle and activity, one
person climbs up a nearby tree. The person surveys the scene
from the top of the tree.

A Leadership Story:
• And shouts down to the assembled
group below…
• “Wrong Way!”
• (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective
People” Simon & Schuster).
• “Management is doing things right, leadership is doing
the right things”
(Warren Bennis and Peter Drucker)

Types of Leadership Style
• Autocratic:
– Leader makes decisions without reference to
anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business where
decisions need to be made quickly and decisively

• Democratic:
• Encourages decision making
from different perspectives – leadership may
be emphasised throughout
the organisation
– Consultative: process of consultation before
decisions are taken
– Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct

• Democratic:
– May help motivation and involvement
– Workers feel ownership of the firm and its
ideas
– Improves the sharing of ideas
and experiences within the business
– Can delay decision making

• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations

• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but
may consult
• Believes in the need to support staff

Change Leadership
• The most challenging aspect of business is
leading and managing change
• The business environment is subject to fast-
paced economic and social change
• Modern business must adapt
and be flexible to survive
• Problems in leading change stem mainly from
human resource management

Change Leadership
• Leaders need to be aware of how
change impacts on workers:
• Series of self-esteem states identified by
Adams et al and cited by Garrett
– Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition:
understanding and managing change personal change London,
Martin Robertson
– Garrett, V. (1997) Managing Change in School leadership for the 21st
century Brett Davies and Linda Ellison, London, Routledge

Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their own
personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.

Theories of Leadership
• Trait theories:
• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?

• Trait theories:
– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born not
bred?

• Behavioural:
• Imply that leaders can be trained – focus on
the way of doing things
– Structure based behavioural theories – focus on the
leader instituting structures – task orientated
– Relationship based behavioural theories – focus on
the development and maintenance of relationships
– process orientated

• Contingency Theories:
• Leadership as being more flexible – different
leadership styles used at different times
depending on the circumstance.
• Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts

• May depend on:
– Type of staff
– History of the business
– Culture of the business
– Quality of the relationships
– Nature of the changes needed
– Accepted norms within the institution

• Transformational:
– Widespread changes
to a business or organisation
• Requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes

• Invitational Leadership:
– Improving the atmosphere and message sent out
by the organisation
– Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially, internally
– Review internal processes to reduce these
– Build relationships and sense of belonging and
identity with the organisation –
that gets communicated to customers, etc.

• Transactional Theories:
– Focus on the management
of the organisation
– Focus on procedures and efficiency
– Focus on working to rules
and contracts
– Managing current issues
and problems

Factors Affecting Style
• Leadership style may be dependent
on various factors:
– Risk - decision making and change initiatives
based on degree of risk involved
– Type of business – creative business
or supply driven?
– How important change is –
change for change’s sake?
– Organisational culture – may be long embedded
and difficult to change
– Nature of the task – needing cooperation? Direction?
Structure?

14-34
Power: The Key to Leadership
• Legitimate Power
– The authority that a manager has by virtue
of his or her position in the firm.

14-35
• Reward Power
– The ability of a manager to give or withhold
tangible and intangible rewards.
– Effective managers use reward power to
signal to employees that they are doing a
good job.

14-36
• Coercive Power
– The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts,
and dismissal
• Limited in effectiveness and application;
can have serious negative side effects.

14-37
• Expert Power
– Power that is based on special knowledge,
skills, and expertise that the leader
possesses.
– Tends to be used in a guiding or coaching
manner

14-38
• Referent Power
– Power that comes from subordinates’ and
coworkers’ respect , admiration, and loyalty
– Possessed by managers who are likable
and whom subordinates wish to use as a
role model

14-39
Empowerment: An Ingredient in
Modern Management
• Empowerment
– The process of giving employees at all levels
in the organization the authority to make
decisions, be responsible for their outcomes,
improve quality, and cut costs

14-40
Empowerment: An Ingredient in
Modern Management
• Empowerment increases a manager’s
ability to get things done
• Empowerment increases workers’
involvement, motivation, and commitment
• Empowerment gives managers more time
to concentrate on their pressing concerns

14-41
Leadership Models
• Trait Model
– Attempt to identify personal characteristics
that cause for effective leadership.
– Research shows that certain personal
characteristics do appear to be connected
to effective leadership.
– Many “traits” are the result of skills and
knowledge and effective leaders do not
necessarily possess all of these traits.

14-42
Leadership Models
• Behavioral Model
– Identifies the two basic types of behavior
that many leaders engaged in to influence
their subordinates

14-43
Leadership Models
– Consideration: leaders show subordinates they
trust, respect, and care about them
– Managers look out for the well-being of their
subordinates
– Do what they can to help subordinates feel
good and enjoy the work they perform

14-44
Leadership Models
– Initiating structure: leaders take steps to
make sure that work gets done,
subordinates perform their work acceptably,
and the organization is efficient and
effective
– Managers assign tasks to groups and let
subordinates know what is expected of
them

14-45
Contingency Models of Leadership
• Contingency Models
– What makes a manager an effective leader
in one situation is not necessarily what that
manager needs to be equally effective in
another situation

14-46
• Contingency Models
– Whether or not a manager is an effective
leader is the result of the interplay between
what the manager
is like, what he does,
and the situation in
which leadership
takes place

14-47
• Fiedler’s Model
– Effective leadership is contingent on both
the characteristics of the leader and of the
situation.
– Leader style is the enduring, characteristic
approach to leadership that a manager uses
and does not readily change.

14-48
• Fiedler’s Model
– Relationship-oriented style: leaders
concerned with developing good relations
with their subordinates and to be liked by
them.
– Task-oriented style: leaders whose primary
concern is to ensure that subordinates
perform at a high level so the job gets done.

14-49
Fiedler’s Model
• Situation Characteristics
– Leader-member relations – extent to which
followers like, trust, and are loyal to their
leader
– Task structure – extent to which the work to
be performed is clear-cut so that a leader’s
subordinates know what needs to be
accomplished and how to go about doing it

14-50
Fiedler’s Model
• Situation Characteristics
– Position Power - the amount of legitimate,
reward, and coercive power leaders have
due to their position. When positional power
is strong, leadership opportunity becomes
more favorable.

14-51
Fiedler’s Contingency Theory of
Leadership
Figure 14.2

14-52
House’s Path-Goal Theory
A contingency model of leadership proposing that
effective leaders can motivate subordinates to
achieve goals by:
1. Clearly identifying the outcomes that
subordinates are trying to obtain from their
jobs.
2. Rewarding subordinates with these
outcomes for high-performance and
attainment of work goals
3. Clarifying the paths leading to the attainment
of work goals

14-53
Question?
Which leadership behavior gives
subordinates a say in matters that
affect them?
A. Directive behavior
B. Supportive behavior
C. Participative behavior
D. Achievement-oriented behavior

14-54
Motivating with Path-Goal
• Path-Goal identifies four leadership
behaviors:
– Directive behaviors: set goals, assign tasks,
show how to do things.
– Supportive behavior: look out for the worker’s
best interest.

14-55
• Path-Goal identifies four leadership
behaviors:
– Participative behavior: give subordinates a
say in matters that affect them.
– Achievement-oriented behavior: Setting
very challenging goals, believing in worker’s
abilities.

14-56
Which behavior to
be used depends
on the nature of
the subordinates
and the kind of
work they do

14-57
Discussion Question
Which leadership model is the most
effective?
A. Trait model
B. Behavior model
C. Fiedler’s model
D. Path-goal theory

14-58
The Leader Substitutes Model
• Leadership Substitute
– Acts in the place of a leader and makes
leadership unnecessary.
– Worker empowerment or self-managed
work teams reduce leadership needs.

14-59
The Leader Substitutes Model
• Possible substitutes can be found in:
– Characteristics of the subordinates: their
skills, experience, motivation.
– Characteristics of context: the extent to
which work is interesting and fun.

14-60
Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance
of their jobs are for the organization and
how necessary it is for them to perform those
jobs as best they can so that the
organization can attain its goals

14-61
Transformational Leadership
2. Makes subordinates aware of their own
needs for personal growth,
development, and accomplishment
3. Motivates workers to work for the good
of the organization, not just for their
own personal gain or benefit

14-62
Being a Charismatic Leader
• Charismatic Leader
– An enthusiastic, self-confident
transformational leader able to clearly
communicate his vision of how good things
could be

14-63
Being a Charismatic Leader
• Charismatic Leader
– Being excited and clearly communicating
excitement to subordinates.
– Openly sharing information with employees
so that everyone is aware of problems and
the need for change.
– Empowering workers to help with solutions.
– Engaging in the development of employees
by working hard to help them build skills.

14-64
Intellectual Stimulation
• Intellectual Stimulation
– Manager leads subordinates to view
problems as challenges that they can and
will meet and conquer
– Manager engages and empowers
subordinates to take personal responsibility
for helping to solve problems

14-65
Developmental Consideration
• Developmental Consideration
– Manager supports and encourages
subordinates, giving them opportunities to
enhance their
skills and
capabilities and
to grow and
excel on the job

14-66
Transactional Leadership
• Transactional Leaders
– Use their reward and coercive powers to
encourage high performance—they
exchange rewards for performance and
punish failure.
– Push subordinates to change but do not
seem to change themselves.

14-67
Gender and Leadership
• The number of women managers is
rising but is still relatively low in the top
levels of management.
• Stereotypes suggest women are
supportive and concerned with
interpersonal relations. Similarly, men
are seen as task-focused.

14-68
Gender and Leadership
• Research indicates that actually there is
no gender-based difference in leadership
effectiveness.
• Women are seen to be more
participative than men because they
adopt the participative approach to
overcome subordinate resistance to
them as managers and they have better
interpersonal skills.

14-69
Emotional Intelligence and
Leadership
• The Moods of Leaders:
– Groups whose leaders experienced positive
moods had better coordination
– Groups whose leaders experienced
negative moods exerted more effort

14-70
Emotional Intelligence and
Leadership
• Emotional Intelligence
– Helps leaders develop a vision for their firm.
– Helps motivate subordinates to commit to
the vision.
– Energizes subordinates to work to achieve
the vision.

leadership.pptx

Recommended

Recommended

More Related Content

Similar to leadership.pptx

Similar to leadership.pptx (20)

Recently uploaded

Recently uploaded (20)

leadership.pptx