Leadership

Act of making an impact on

others or influencing others to
move in a desired direction.
Trait Theories
Leadership Traits:
Ambition and energy
The desire to lead
Honesty and integrity
Self-confidence
Intelligence
High self-monitoring
Job-relevant
knowledge
T h e o r i e s t h a t
consider personality,
social, physical, or
intellectual traits to
differentiate leaders
from non-leaders.
Trait Theories
McCall and Lombardo
Emotional stabilty and composure
Admitting error
Good Interpersonal Skills
Intellectual Breadth
Bennis and Thomas
Adaptive Capacity
Engaging others by sharing meaning
Voice- emotional intelligence, self
awareness, self-confidence
Integrity-ambition, moral compass



Stogdill
Adaptable to situation
Assertive
Self-confident
Persistent
Decisive
Dependable
Tolerant of stress
Ambitious and
achievement oriented
Behavioral Theories
Trait theory:
Leaders are born, not made.
Behavioral theory:
Leadership traits can be taught.
Theori es proposi ng that speci fi c
behaviors differentiate leaders from
non leaders.
Three-dimensional
theory Kurt
Lewin

University of
Michigan
Studies
Blake &
Mouton
Behavioral
Theories
Ohio State
Studies


Three-dimensional theory: Kurt Lewin

Democratic
Involve people in decision making. People usually like democratic
leadership, but can be difficult when options differ widely and is difficult
to arise at one conclusion.
Laissez-faire
Minimum level of involvement of people in decision making. Can be
successful only when people are capable and motivated to make their
own decisions. At times may create chaos.

Autocratic
Take decisions on their own. Experiment indicated that type style
resulted in very high level of discontent. Is only effective when there is no
need for involvement of people in decision making and their motivation
would lower down if they are not involved.
University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personal interest
in the needs of employees and accepting individual differences
among members.
Production-Oriented Leader
One who emphasizes technical or task aspects of the job.
Early Leadership Studies- Under the leadership of Likert
Behaviour could be described on a continuum ranging from
Authoritarian to Participative. Identified 4 styles:
1. Exploitive 2. Benevolent 3. Consultative 4. Participative


Ohio State (LBDQ) Studies
Initiating Structure
The extent to which a leader is likely to
define and structure his or her role and
those of sub-ordinates in the search for
goal attainment. Organizing and defining
what group members should be doing.
Consideration for Employees
The extent to which a leader is likely to
have job relationships characterized by
mutual trust, respect for subordinates
ideas, and regard for their feelings.
The
Managerial
Grid
(Blake and Mouton)
E X H I B I T 111
Managerial Grid
1,9
country club
manager
9,9
team manager

5,5
middle of the road

1,1
impoverished

9,1
task manager

Contingency Theories
Fiedlers Contingency Model
The theory that effective groups depend on a proper
match between a leaders 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.
Fiedlers Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Position Power
Influence derived from ones 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 have
procedure.
Situational Theory

Hersey and Blanchard combined
contingency approach and managerial
grid
Maturity of followers or Development
level in terms of competence, motivation
and team-work
D-4 (all three aspects are high)
D-3 (two are high one is low)
D-2 (one high and two low)
D-1 (all three are low)

Four Leadership
Styles



N
u
r
t
u
r
I
n
g








High






Low



Low Regulating

High Nurturing


S3

Consulting




High Regulating

High Nurturing


S2

Supportive


Low Regulating

Low Nurturing


S4

Delegating


High Regulating

Low Nurturing


S1

Directive


Low High
D4 D3 D2 D1
Development Level of Team
L H
Regulating


Situational Theory

Regulating Behaviour: one way
communication; stucture, control
supervise

Nurturing Behaviour: two way
communication; praise, listen facilitate

Leadership Effectiveness
! Leadership effectiveness is using style
appropriate to the situation.
! Situation is defined in terms of
development level of the team.
! Development level is indicated by
1. competence,
2. Commitment / Motivation
3. Cohesion / Team Spirit.

Leadership Effectiveness
Leadership effectiveness
involves

Style appropriateness
Style flexibility
Raising Development Level
1. Competence
Provide relevant information
Build relevant skills
Use long - term planning

2. Commitment
Help people set challenging but realistic goals
Support them to achieve the goals
Use feedback and reward
3. Cohesion
Make team responsible for most tasks
Provide resources
Include team work for appraisal and rewards
Leadership Functions theories
Transactional functions:-
Successful completion of task, clear structure,
clear instructions, based on contingency
Policy making
Planning
Developing
Monitoring performance
Co-ordination
Rewarding
Coaching
Leadership Functions theories
Transformational functions:
Developing competencies of individuals and groups
to give performance beyond expectation.
Visioning
Modelling
Setting standards
Building culture and climate
Synergizing (building teams)
Searching out and nurturing talent