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Lecture Topics
Definition & Principle of Leadership Leadership Approaches

Leadership
Chapter

Trait Approach Charismatic Approach Situational/ Contingency Approach

Fiedlers Contingency Approach Path-Goal Approach

15

Leadership Behaviors & Styles

Definition of Leadership
The art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals.

Principle of Leadership
Since people tend to follow those who offer them a means of satisfying their personnel goals, the more mangers understand what g motivates their subordinates and the more they reflect this understanding in their actions, the more effective they are likely to be as leaders.

Effective leadership skills can help a manager to carry out their duties

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Approaches of Leadership
Trait Approach Charismatic Approach Situational/ Contingency Approach
Fiedlers Contingency Approach Path-Goal Approach

Trait Approach
Till 1940s focus only on Traits of Leaders Physical
Appearance energy height

Mental
Intelligence ability

Personality
Adaptability enthusiasm self-confidence

Task related
Achievement persistence

Leadership Motivation
Aspiration to lead but not for Power

Honesty & Integration

Not fruitful: Not all Leaders possess all the traits and many non-leaders may possess most traits

Limitations of Trait Approach

No universal traits found that predict leadership in all situations Unclear evidence of the cause and effect of relationship of leadership and traits Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders

Charismatic Approach
Closely related to Trait Approach To have certain characteristics
Self-confident Strong-convictions Strong convictions Articulating vision Being able to initiate change Communicating high expectations Extension to Trait Approach: with emphasis on Change & Vision

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Fiedlers Contingency Theory

People becomes leaders not only because of their personal attributes but also because of various situational factors & the interactions between leaders & group members.
Group effectiveness depends on an appropriate p p pp p

Fiedlers Contingency Theory

Assumption:
Leaders style is fixed and can be measured by the

Least Preferred Co-worker (LPC) questionnaire. Leader must fit situation; options to accomplish this:
Select leader to fit situation Change situation to fit leader

match between the leaders style and situational demands.

Critical dimensions of Situational Favorability

Least Preferred Co-Worker (LPC) Questionnaire

The way in which a leader will evaluate a co-worker who is not liked will indicate whether the leader is task- or relationshiporiented. High-LPC leaders have a relationship-motivated style Low-LPC leaders have a task-motivated style

Position Power Task Structure Leader-Member Relations

Findings of Fiedlers Contingency Theory

Good Task-Oriented

Fiedlers Contingency Theory

Implications of Fiedlers contingency model.
Task-motivated leaders have more

P Performance

Poor Favorable Category Leader-Member Relations Task Structure Position Power I Good High Strong II Good High Weak III Good Low Strong Moderate IV Good Low Weak V Poor High Strong VI Poor High Weak VII Poor Low Strong

Relationship -Oriented Unfavorable VIII Poor Low Weak

effective groups under conditions of low or high situational control. Relationship-motivated leaders have more effective groups under conditions of moderate situational control.

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Houses Path-Goal Approach PathThe main function of leader is to clarify and set goals with subordinates, t h l b di t to help them find the best path for achieving the goals, and remove obstacles.

Houses Path-Goal Approach Path The theory assumes that a leaders key

function is to adjust his/ her behavior to complement situational contingencies.

F Four categories of Leader behaviors. t i fL d b h i
Supportive leadership. Participative leadership. Instrumental (Directive) leadership. Achievement-oriented leadership.

PathPath-Goal Approach
Supportive leadership.
Increases satisfaction of subordinates

PathPath-Goal Approach
Instrumental leadership. Positive impact on subordinates when task is clear; negative impact when task is ambiguous. More directiveness is needed when ambiguous tasks are performed by highly authoritarian and closed-minded subordinates. Achievement-oriented leadership. Encourages subordinates to strive for higher performance standards and to have more confidence in their ability to meet challenging goals. Increases effort-performance expectancies for subordinates working in ambiguous, nonrepetitive tasks.

working on highly repetitive, unpleasant, stressful, or frustrating tasks.

Participative leadership.
Promotes satisfaction on non-repetitive tasks

that allow for subordinates ego involvement.

Promotes satisfaction for open-minded or

non-authoritarian subordinates working on repetitive tasks.

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PathPath-Goal Approach
Evaluation and application of Houses path-goal theory.
Many aspects of the theory have not been

PathPath-Goal Theory

adequately t t d d t l tested.
Lacks substantial current research. House has revised and extended path-goal

theory into a theory of work unit leadership.

Leadership Styles & Behavior

Leadership Styles
Autocratic Leader Bureaucratic Leader Democratic/ Participative Leader Free-rein Leader/ (Laissez-Faire Free(LaissezLeader)

The classical approach Retains total power/ decision making Does not consult staff & no input Staff expected to obey orders without receiving any explanations Structured set of rewards and punishments When effective: New/ untrained staff do not know which tasks/ procedures to perform Effective supervision provided only through detailed orders and instructions Staff do not respond to any other style Limited time in which to make a decision A managers power challenged by staff

Autocratic Leader

Managerial Grid

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Bureaucratic Leader
Manages by the book Everything according to procedure/ policy If not covered by book, referred to the next level above A police officer not a leader Enforces the rules When effective: Staff performing routine tasks over and over Staff need to understand certain standards or procedures. Safety or security training conducted Staff performing tasks that require handling cash

Democratic/ Participative Leader

Staff to be a part of the decision making Keeps staff informed about everything Uses delegation Allows staff to establish goals Staff to grow on the job & be promoted

When effective: Subordinates are competent Large or complex problem that requires lots of input to solve Changes must be made or problems be solved that affect staff Team building is required

FreeFree-rein/ Laissez-Faire Leader Laissez Provides little/ no direction & gives staff maximum freedom All authority given to the staff & they determine goals, make decisions & resolve problems on their own When effective: Staff highly skilled/ experienced/ educated Staff have pride in their work and the drive to do it successfully on their own Outside experts, such as staff specialists or consultants are being used Staff trustworthy and experienced

Managerial Grid
Well known method to define Leadership Style By Robert Blake & Jane Mouton Appraises leadership styles using 02 dimensions:
Concern for People Concern for Production

Concern for People p

Degree of personal commitment to achieve goals Maintenance of Self-esteem of workers Placement of responsibility on Trust-basis rather Obedience Provision of good Working Conditions

Concern for Production

Work efficiency Volume of Output Quality of Service Quality of Policies/ Procedures

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Managerial Grid
High Country Club Management
9

Team Management

Concern fo People or

8 7 6 5 4 3 2 Impoverished Management 1

Middle of the Road Management

Autocratic Task Management

Low

High Concern for Production