2. Situational Approach:
• Effectiveness of leadership as dependent on
the particular situation
• Effectiveness of any particular leader is
dependent on
– The situation
– People being led
• If situation changes the leader needs to
change his/her style
Diwakar Singh
3. Situational Approach (contd….):
• When organization starts training and
employment development program
– Skilled
– Knowledge
– Motivation
– Communication
– Coordination and
– talent
Diwakar Singh
4. Situational Approach (contd….):
• Consider, two of most widely knows models of
leadership effectiveness
– Fiedler’s Contingency Model
– Path Goal Model
Diwakar Singh
5. Fiedler’s Contingency Model:
• Developed by Fred E Fiedler (1967)
• A model is called “Contingency Theory of
Leadership Effectiveness”
• Model proposed that effective group
performance depends on the proper match
between
– The leader style
– The situation allowing him/her control and
influence
Diwakar Singh
6. Fiedler’s Contingency Model
(Contd..):
• Developed a questionnaire to measure the
concept
– Called “Least Preferred Coworker” (LPC)
– Measures weather a person is
• task or
• relationship oriented
• Identified three situational criteria:
– Leader-member relation
– Task-structure
– Position-power
Diwakar Singh
7. Fiedler’s Contingency Model
(Contd..):
• Manipulating these situational variables:
– The leader can create a proper match with his/her
the behavior
• Leadership style
– Classified leadership styles in two categories, i.e.
– Task-oriented leadership:
• Who assign specific work to subordinates
• Closely supervision
• Rewarded them (financial intensives)
Diwakar Singh
8. Fiedler’s Contingency Model
(Contd..):
• Relations-oriented leadership:
– Who build teamwork through
• Supportive
• Considerate
• Social behavior
• Situational dimension:
– Identified three situational factors that:
• Influence the leader’s effectiveness
Diwakar Singh
9. Fiedler’s Contingency Model
(Contd..):
• Leader-member relations:
– Whether or not the subordinate
• Trust or
• Like their leadership
• Task structure:
– To extent to which (clearly define)
• Goals
• Performance
Diwakar Singh
12. Fiedler’s Contingency Model
(Contd..):
• Divide each of these three dimensions into
high to low eight types of situations
• The most favorable situation is:
– Leader-member relation (high)
– Task structure (high)
– Position-power (high)
• The least favorable situation is:
– The leader-member relation is poor
Diwakar Singh
13. Fiedler’s Contingency Model
(Contd..):
– The task structure and position are low
• Situations 1,2, 3,7 and 8 task oriented leaders
perform better
• Relationship oriented perform better in
moderately favorable situation such as 4 and 6
Diwakar Singh
14. Path Goal Theory:
• Developed by Robert House (1971)
• Effective leaders can enhance subordinate
motivation by
– Clarifying their goals
– Linking rewards with goal attainment
– Exploring how goals can be achieved
Diwakar Singh
16. Path Goal Theory (contd…):
• Four different leadership behaviors:
• Directive:
– Provide specific guidance
– Schedules
– Rules
– Regulation and standard
• Supportive:
– Treat subordinates as equal in friendly manual
– Improve their well-being
Diwakar Singh
17. Path Goal Theory (contd…):
• Participate:
– Consult with subordinate to seek their suggestion
– Consider them when making decisions
• Achievement oriented:
– Set challenging goals
– Emphasize excellence
– Seek continuous improvement
Diwakar Singh
18. Path Goal Theory (contd…):
• Path goal theory suggests that:
– Same leaders at varying times and
– In varying situation can practice these four styles of
leadership
• Directive behavior:
– Subordinates are having difficulty completing assigned
tasks
• Supportive behavior:
– Are often advisable when subordinates are
experiencing high level of stress.
Diwakar Singh
19. Path Goal Theory (contd…):
• Participative behavior:
– Particularly effective when subordinates’ support
of a decision is required
• Achievement oriented behavior:
– May increase motivation levels of highly capable
subordinates
Diwakar Singh
21. Leadership Today (contd…):
• Autocratic system, leader makes:
– All the decisions and
– Take very little input from employees
• Decisions are based on:
– The leader’s view
– experience
Diwakar Singh
22. Leadership Today (contd…):
• Collaborative system:
– More flexible
– Core qualities that make for great leaders
– Result focus
– Creativity and innovation
Diwakar Singh
23. Leadership Today (contd…):
Several emerging styles of leadership that can
work in different situations including:
• Democratic / Participative:
– Input from team membership is:
• Valuable and
• Used decision making
• Transformational:
– Leadership inspires team member
• To find internal motivation to reach specific goals
Diwakar Singh
24. Leadership Today (contd…):
• Transactional:
– Leadership provides:
• Reward for certain accomplishment
• Good leaders are:
– Emotionally intelligent and
– Can understand the reactions from others
• Three important and widely practiced styles of
leadership:
Diwakar Singh
25. Leadership Today (contd…):
• Three important and widely practiced styles of
leadership:
– Transformational leadership
– Coaching leadership
– Entrepreneurial leadership
Diwakar Singh
26. Transformational Leadership:
• Coined by sociologist James V Downtown
(1973)
• Defined transformational leader as these who:
“Seek to change existing thoughts, techniques
and goals for better results and the greater
good. Burns also described transformational
leaders as those who focus on the essential of
the followers.”
Diwakar Singh
27. Transformational Leadership
(contd….):
• Leadership approaches that:
– Brings about change in:
• individuals and
• Organizational social system
• Purpose of style of leadership is:
– To develop followers into leaders
• Enhances the motivation
• Committeemen and performance of followers
through variety of mechanism
Diwakar Singh
28. Transformational Leadership
(contd….):
• These mechanism includes:
– Being a role model for followers that inspires
them
– Encouraging followers to take greater ownership
for their work
– Understanding the strength and weakness of
followers
Diwakar Singh
29. Why Transformational Leadership?
• Current business environment which is
characterized by:
– Uncertainty
– Turbulence
– Instability
• The followers of such leaders demonstrate:
– High levels of job satisfaction
– Organizational commitment
– Change in organizational citizenship behavior
Diwakar Singh
31. How Subordinates are Transformed?:
When managers challenge (or transform) their
subordinates in the following three important
ways:
• Make subordinates aware of:
– How important their jobs are for organizations?
– How necessary it for them to perform jobs as best
(goal)?
Diwakar Singh
32. How Subordinates are Transformed?
(contd…):
• Make their subordinates aware of
subordinates’ own needs for:
– Personal growth
– Development
– Accomplishment
• Motivate their subordinates to:
– Work for the good of the organizational as a whole
Diwakar Singh
33. How Subordinates are Transformed?
(contd…):
• The transformational leadership should be:
– Very well organized
– Team-oriented
– Respect
– Desired goal (motivation)
– Responsible
Diwakar Singh
34. Key Elements of Transformational
Leadership:
• Elements of transformational leadership,
known as the “4I” are as follows:
• Ideal influence:
– Confidence
– Trust
• Inspirational motivation:
– Providing meaningful work
– Setting high standard
Diwakar Singh
35. Key Elements of Transformational
Leadership (contd….):
• Intellectual stimulation:
– Encouraging creativity
• Individual consideration:
– Being a mentor
Diwakar Singh
36. Coaching:
• Relatively new concept of leadership
• Takes the lead to get the best out of his/her
employment or team
• Leader has these skills:
– Able to develop
– Improve the performance and
– Competences of his/her employees
Diwakar Singh
37. Coaching (contd….):
• Is the dynamic interaction between the leader
and the employee
• Is done by means of providing and receiving:
– Feedback
– Asking questions and conducting motivating
conversation
Diwakar Singh
38. Coaching (contd….):
• A good coach encourages to:
– The learning process of a coached person
– Promotes the responsibility and
– Independent of employees
• The goal of coaching is to:
– Develop qualities
– Competences
– Encourage the employees’
– Task maturity
– Self-reliant
Diwakar Singh
39. Conditions of Effective Coaching:
The following are the conditions, which make
the coaching leaders effective:
• Social skills:
– Various privacy-related situation may be:
• Financial problems
• Relationship problems
• Health problems
Diwakar Singh
40. Conditions of Effective Coaching
(cont….):
• Communication skills
– Are valuable in each:
• Leadership style
• Including in the coaching leadership style
Diwakar Singh
41. Conditions of Effective Coaching
(cont….):
• Feedback:
– Must be provided based on concentrate points for
improvement
– The constructive feedback must be purely
professional and
– May not include any personal judgment or attacks
• Asking questions:
– A coaching leaders only gives to:
• Limited instructions and
Diwakar Singh
42. Conditions of Effective Coaching
(cont….):
– The employees think for themselves about a
possible solution (asking questions)
• Employees are encouraged to:
– Work in responsible manner
– Creativity is encouraged as work
Diwakar Singh
43. Entrepreneurial Leadership:
• Defined as affecting and directing:
– the performance of employees towards
• the achievement of organizational objective
• Managers need to have both:
– Leadership and
– Entrepreneurship qualities in order to be
successful
Diwakar Singh
44. Entrepreneurial Leadership (contd….):
• A new concept which combines:
– Leadership qualities
– Sprit of entrepreneurial leadership
– Creativity
– Innovation
Diwakar Singh
45. Features of Entrepreneurial
Leadership:
• Flexibility:
– Leader must be flexible, because:
• Threat and opportunity can change :
– Strategic and plans
• Inspiration:
– Leaders can defect undervalued talent inside their
companies
– Able to motivate ordinary employees to achieve
extraordinary things
– Recognize that execution it the key success and
• That teams are keys to successful execution
Diwakar Singh
46. Features of Entrepreneurial Leadership
(contd…):
• Change agent:
– Leaders have to be effective change agent
– The transformation processes are:
• Absorbing uncertainty
• Farming the challenge
• Creating a supportive environment
• Leader should assume:
– Responsibility for the risks associate with a project
(means they should take the blame , if things go wrong)
Diwakar Singh
47. Leadership Situations and Definitions:
• The term “leadership” is associated with:
– Influence
– Ability to empower
– Encourage
– Support and
– Help by an individual or group
Diwakar Singh
48. Leadership Situations and Definitions
(contd….):
Leadership situations and decisions making can be
identified in the following four ways:
• Directive decision-making:
– Leaders decisions are rooted in:
• Their own knowledge
• Experience
• Rationale
• This style is:
– Decision making
– Ownership is clear
– Doesn’t require extra communication
Diwakar Singh
49. Analytic Decision Making:
• Analytic leaders rely on:
– Direct observation
– Data
– Fact to support then decisions
• However, unlike directive decision making an
analytic decision makers will:
– Seek information
– Advice from other to conform
Diwakar Singh
50. Conceptual Decision-Making:
• Takes more social approach compared to the:
– Directives and
– Analysis methods
• Makes encourage creativity:
– Thinking and
– Collaboration
• Can be applied to problem:
– That involve many competing ideas
– This style of decision-making accounts for long term
planning
• Deals with unknown variables
Diwakar Singh
51. Behavioral Decision Making:
• Decision makers try to make sure everyone
work well
• Is a group oriented
• This style of decision-making considers many
different:
– Outlooks and
– Onions in the process
Diwakar Singh
52. Types of Management:
• Essential for organization success
• If managed properly
– Team can work effectively and
– Contribute to organization performance
• Effective team work requires
– A planned and
– Coordinated effort on the part of management
– Proper encouragement and work environment
Diwakar Singh
53. Contd….
• Today, teams are becoming
– The structural formatting choice
• These team formats include
– Quality circles
– Self-managed team and
– Cross-functional team
• Definition of a team:
– Two of important definitions of people with work
team are presented for analysis:
Diwakar Singh
54. Contd:
• Stephen Robbins (2014)- “A conflict is a
process that begins when one party perceives
that another party has negatively affected its
interests:
• Gregory Moorhead and Ricky W. Griffin(2017)-
“A conflict is a disagreement among parties.”
• Ricky W. Griffin (2016)- “A conflict is a
disagreement among two or more individuals,
groups, or organizations.”
Diwakar Singh
55. Contd…..
• Definitions high-light the followed important
features of a team:
– A small group
– A group with a common goal
– Team worker as compact and with accountability
for results
– Places emphasizes on corrected action
– Self-directing, self-managing and autonomous
– Generates synergy through coordinated efforts
Diwakar Singh
56. Contd…..
• A group:
– A collection of people
• Who report to the same superior
• No individual accountability for results
• A team
– Small
– Compact
– Focused
– Self-directing and
– Accountable work group
Diwakar Singh
57. Contd…
• The team creates
– Synergy
• Occurs when the combined team creates
• More than the sum of
– What could do independent
• A team members’ joint efforts
– Generate an excitement and
– Energy that produces
• more creative idea than a group
Diwakar Singh
58. Contd……
• Difference between traditional work
environment and team environment
Traditional Environment Team Environment
Managers determine and plan the
work
Managers and team members
jointly determine and plan the
work
Jobs are narrowly defined Jobs require broad skills and
knowledge
Cross-training is viewed as
inefficient
Cross-training is the norm
Most information is mgmt.
property
Most information is freely shared
at all levels
Diwakar Singh
59. Contd…
Training for non- managers focus on
technical skills
Continuous learning requires
interpersonal, administrative, and
technical training for all
Risk taking is discouraged and punished Measured risk taking is encouraged and
supported
People work alone People work together
Rewards are based on individual
performance
Rewards are based on individual
performance and contributes to team
performance
Managers determine “best methods” Everyone works to continuously improve
methods and process
Diwakar Singh
60. Types of Team:
• Classified on the basis of
– Their nature and
– Objective
• Problem-solving team:
– Formed for specific purpose of solving problems
– Team being to same :
• Department
• unit
Diwakar Singh
61. Contd…..
• Team meet frequently before / after :
– Working hour
– Discussion way
– Means of improving quality
– Efficiency and
– Work environment
• Members share:
– Idea
– Offer suggestion (for solve problem)
Diwakar Singh
62. Contd……
• Teams does not :
– Fully authority to implement any of:
• Their suggested action
– Just make recommendation for others to
implement
• Have the shape of quality circles
– Composed of 8 to 10 members
– Meet regularly to identify problem and
– Suggestion remedies
Diwakar Singh
63. Contd……
• Self-managed work team:
– Different from the problem solving team for that:
• They are fully autonomous team
• Have fully responsible for outcomes
• Can select their own member
– Do their own
• Scheduling
• Rotate jobs on their own
• Establish production targets
• Set working hours and other facilities
Diwakar Singh
64. Contd….
• Cross-functional team:
– Formed when employees from different dept.
– Grouped together to perform a task
– Hierarchical level
• The following terms have cross-functional nature:
• Task force:
– Composed of members from
– Different department and
– Temporary nature
Diwakar Singh
65. Contd…..
• Project team:
– Created to deal with
• A specific problem or
• To handle a specific project
• Disbanded when
– Task is completed or
– The problem is solved
Diwakar Singh
66. Contd….
• Management team:
– Consists of
• Managers from various areas
• Formed to perform a specific task of temporary nature
– Product development team:
• Formed to
– Design and develop new product or
– To make modifications in the existing product
• Grouped as a team to undertake assignment:
– Managers
– Technicians
– Marketing personal
– Other experts
Diwakar Singh
67. Conflicts:
• Part of the organizational reality
• Can occur between
– Group
– Individual and
– With organization itself
• Managers have to:
– Handle and settle conflicts
• Manager must decide:
– How to manage conflicts?
Diwakar Singh
68. Contd….
• If timely attention is not paid:
– They can grow
– Multiply and
– Go out of control
• Excessive conflicts can hinder
– The effectiveness of a group
– Resulting in reduced satisfied of group member
– Increased tensions
– Low productivity
Diwakar Singh
69. Contd…..
• In this section
• We will explain:
– The concept
– Types
– Causes of conflict and
– Methods of managing conflicts
Diwakar Singh
70. Contd…
• Meaning:
• First consider the concept of conflicts
• Some of definitions of conflicts are given
below:
• Stephen Robbins (2014) – “ A conflict is a
process that begins when one party perceives
that another party has negatively affected its
interested
Diwakar Singh
71. Contd…..
• Greorgy Moorhead and Ricky W. Griffin
(2017)- “ A conflict is disagreement among
parties.”
• Ricky W. Griffin (2016)’ -“ A conflict is a
disagreement among two or more individuals,
groups, or organizations.”
Diwakar Singh
72. Contd……
• Traditional view of conflict assume that:
– Conflicts are destructive and
– Harmful to the organization
• Conflict can lead to destruction
– However, conflicts are not always
• Destructive and
• Harmful
• Modern view suggests that
– If managed well
• Conflicts can highly constructive
Diwakar Singh
73. Contd…..
• Conflicts related to:
– Organizational structure
– System
– Roles
– Rules
• Creatively managed conflicts can
– Load to new ideas and
– New perspective
Diwakar Singh
74. Contd….
• Managers must, therefore:
– Use their talent and
– Experience to different between
• The destructive and
• Constructive conflict
• Destructive conflicts:
– If ignored and encouraged
• Can lead to organization breakdown and
• crisis
Diwakar Singh
75. Contd…..
• Constructive conflicts:
– If suppressed:
• Discourage new ideas
• Creativity
• Dynamism
• Affects the process of organization change
Diwakar Singh
77. Contd…..
• Interapersonal conflict:
– Takes place within individual
– Example of interpersonal conflict
• Role conflict
• Leads to
– Frustration
– aggression
Diwakar Singh
78. Contd…..
• Interpersonal conflict:
– Which occur between two individual
– Type of conflict is most common
• Within an organization
– Two individuals not agreeing on
• Some issue may enter into such conflict
• Interterm conflict:
– Takes between two or more team
• In organization
Diwakar Singh
79. Contd…..
– Team members may
• Conflict over idea
• Plan
• Polices
• Procedure
• Interterm conflict:
– Takes place between
• Two or more team of
– An organization
Diwakar Singh
80. Contd…..
• They fight for:
– Sharing for resources
– Giving priorities
– Management polices
• Conflicts can also be classified in another way:
• External conflicts:
– Caused by
• Pressures coming
– From outside the organization
Diwakar Singh
81. Contd….
• Deals to lead such conflicts:
– Competitions
– Government regulations and
– Inter- organization
• Management polices and practices:
– Conflicts arise because of
• The management polices
• Styles and
• practices
Diwakar Singh
82. Contd……
• Operational conflicts:
– Conflicts are generated by:
• The operational polices and
• Practices
– These includes:
• Schedule
• The translation from design to production
• Information system
• priorities
Diwakar Singh
83. Contd……
– The conflict affects:
• Middle-level managers
• First line manager
• Production operations
• Interdepartmental conflicts:
– Conflicts comprise disagreement between:
• Division
• Department
• Team
• Functional group
Diwakar Singh
84. Contd…..
• It often happens that
– These units fight over resources
• Autonomy
• Prestige
• Recognition
• Power
• Interpersonal conflicts:
– two employees have opposing goals that
• Dissatisfied with themselves
• Their colleagues
• Organization's decisions
Diwakar Singh
85. Source of Conflicts:
• Conflicts arise when people are
– Dissatisfied with themselves
• Their colleagues
• Organization’s decisions
The most common sources of conflicts are as
follows:
• Conflict in goals
– A major cause of conflict :
• Differing goals and
• Interests of employees
Diwakar Singh
86. Contd….
– They strive to attain their
• Goals through organization
– Sometimes, these individuals goals clash with:
• The goal of organization
• Team
• Other individual and result in conflict
• Conflict in ideas:
– Employees have different
• Social-cultural background
Diwakar Singh
87. Contd….
– They possess
• Different ideas and
• View
• Conflict in attitudes:
– Conflict arises because of
• Difference between attitudes
– They cannot be
• Easily seen and
• observed
Diwakar Singh
88. Contd….
– People’s attitudes differ because of idea
• Political
• Social
• Racial or
• Gender-biased background
Diwakar Singh
89. Managing Conflicts in Organization:
• Managers encounter confects everyday
• Therefore, managers need to learn
– How to manage them?
• Effective management of conflicts
– Necessities application of
• Suitable conflicts
• Provide some guidelines for
– Controlling and
– Solving conflicts
Diwakar Singh
90. Contd…..
• In the first part:
– Methods of dispute prevention are
• Suggested follow by:
– Conflict Management Strategy
• The second part:
– Deals with different
• Approach or
• Techniques of conflict resoultion
Diwakar Singh
91. Preventing Conflicts:
• Such conflict can be reduced or prevented by :
– Frequent meetings of employees
– Allowing employees to express view openly
– Sharing agreed objectives
– Hiving clear and detailed job description
– Distributing task fairly
– Making work-schedule that disturbance work
fairly
Diwakar Singh
92. Conflict Management Strategies:
• The approaches to conflict management can
be:
– Broadly grouped into three management
strategies:
• The Win-Lose strategy
– Tries to solve conflict by
• Giving a judgment over an issue
– Leads to “Win-Lose” situation
Diwakar Singh
93. Contd…..
• The two conflicting parties:
– One wins and
– Other loses
• Hence,
– One person achieves his/her
• Goals at the cost of other
• Effective in short –term
– Can be effective
• When the job needs to be
– Completed urgently
Diwakar Singh
94. Contd…..
• It kills
– Sprit of teamwork
– Good human relations and
– Participate management
• The Lose-Lose strategy:
– Conflict mgmt. tries to eliminate
• The conflict by having
– Both parties “lose” something
Diwakar Singh
95. Contd….
• In this strategy
– No party has a
• “loosing” or
• “winning” feeling
• Three ways in which the strategy can be
applied:
– Both conflicting parties are
• Asked to compromise
Diwakar Singh
96. Contd….
– Each party has to
• “given in” or
• “Sacrifice” to the other
• A third person or an arbitrator is
– Invited to intervene
– His/her verdict is
• Impose on both the parties
– The parties and
• Each party has to forgo something
Diwakar Singh
97. Contd…..
• The organization’s rule can be applied
– To resolve the conflict
– Such rules do not take into
• Consideration the causes giving
– Rise to conflicts
– The conducting parties may
• Lose something in the process
– This strategy is not
• Perfect solution to conflicts
Diwakar Singh
98. Contd……
• The Win-Win strategy:
– Strategy eliminates conflict when
• The parties in conflict mutually find solution by:
– Themselves through the problem solving process
– The views of the parties
• Heard
• Basic issues are defined
• An atmosphere of trust is created
Diwakar Singh
99. Contd….
– The manager is
• Flexible
• Sensitive
• Patient
• Clam
• No party feels threatened and
• Humilities
• The conflicting parties feel that
– They have “won” the case
Diwakar Singh
100. Conflict Management Techniques:
• Problem solving:
– Systematic and step-by-step process of
• Conflict stable
– Face-to-Face meeting of
• Conflicting parties are held
– Facts are
• Collected and
• Causes are identfied
Diwakar Singh
101. Contd….
• Expansion of resources:
– Most conflicts arise due to
• Shortages of resources and
• Over their sharing
– If the resource base is expanded
• Everybody gets the required
– Amount of resources
• Avoidance:
– Conflicts of minor nature are:
• Ignored
• avoided
Diwakar Singh
102. Contd….
• No attention is paid to such conflict
• The belief of some management is that
– With the passage of time
– Conflict of trivial nature
– Technique uses “lose-lose” strategy
• Compromise:
– Negotiations are held for
• The settlement of issues and
• Conflicts usually through
– The intervention of the managers
Diwakar Singh
103. Contd……
• Authoritative command
– Management uses:
• Its formal authority
• Power to resolve the conflict and then
• Communicate its decision
– To the parties involved
• Technique uses “Win-Win” strategy
• Altering the human variable:
– Human behavior is:
Diwakar Singh
104. Contd…..
• A responsible course for most conflicts
– Hence, behavioral change techniques are:
• Used to bring about change in attitude
• Behavior of people
– Positive approach to:
• Conflict resolution
• Alternating the structural variables:
– Conflicts often arise
• Due to structural problem
Diwakar Singh
105. Contd……
• People may be not be:
– Happy with their jobs
– Titles
– Reporting relationship
– Authority structure
• Changing the formal organization structure
and
– Interaction pattern of
Diwakar Singh
106. Contd…..
• Job redesign
• Transfer
• Creating of coordinating process
• Communication:
– Is both problem and
• A solution to a conflict
• Most of the conflicts can
– Prevented from arising
Diwakar Singh
