LEADERSHIP

Presented by:ANCHIT AGRAWAL ANUJ SHARMA ANURITA ARYA SHWETA AGGARWAL

What is leadership?
Leadership is the ability to influence a group towards the achievement of a vision or set goals. The various theories of differentiating leaders are Trait theories Behavioral theory Contingency theory Interactive theory

Timeline of Theories

Leaders vs. Managers

Leaders Vision Direction Goals Objectives Effectiveness Purpose Innovate Focus on people Inspire trust Managers Efficiency Day to day & Short run Administer Focus on systems & structure Rely on Managers Job control
Establish organizational mission

Leaders Job
Formulate Strategy for implementing mission

Implement organizational strategy

Leadership Attributes
Emotional Rational Ethical

Trust Confidence Respect Commitment Character Courage Passion

Communicator General Knowledge Technical Skills Example Risk Taker

Honesty Integrity Equitable Moral

Trait theory
Trait theory of leadership differentiates leaders from non-leaders by focusing on personal qualities and characteristics. The various traits may be Charisma Enthusiasm Courage Openness Emotional intelligence by recent studies

Trait theory
And the most important trait Extraversion
Ambition Energy These traits have been identified by the Big five personality trait theory which is shown as follows.

Sample openness items I have a rich vocabulary. I have a vivid imagination. I have excellent ideas. I spend time reflecting on things. I use difficult words. I am not interested in abstractions. (reversed) I do not have a good imagination. (reversed)

Sample conscientiousness items I am always prepared. I am exacting in my work. I follow a schedule. I like order. I pay attention to details. I leave my belongings around. (reversed) I make a mess of things. (reversed)

Sample extraversion items I am the life of the party. I don't mind being the center of attention. I feel comfortable around people. I am quiet around strangers. (reversed) I don't like to draw attention to myself. (reversed) Sample agreeableness items Sample neuroticism items I am interested in people. I am easily disturbed. I feel others' feelings. I change my mood a lot. I have a soft heart. I get irritated easily. I am not really interested in others. (reversed) I am relaxed most of the time. (reversed) I insult people. (reversed) I seldom feel blue. (reversed)[

Behavioral Theory
Behavioral theory suggests that there are various specific behavioral patterns by means of which leadership can be identified. And as such these traits could be embedded in individuals who desired to be effective leaders by means of some programs and exercises designed. There are three different behavioral theories of leadership which comes as follows.

Behavioral Theory
Ohio state study sought to identify the independent dimensions of leadership and finalized to two categories: 1. Initiating structure is the extent to which a leader is likely to define and structure his/her role and those of employees in the search for goal attainment. 2. Consideration is described as the extent to which a person is likely to have job relationships that are characterised by mutual trust,respect for employees ideas and their feelings.

Behavioral Theory
University of Michigan studies had objective to locate behavioral characteristics of a leader that appeared to be related to measures of performance effectiveness. They also came up with two dimensions 1. Employee oriented leader is described as one emphasizing interpersonal relationship and took personal interest in employee needs. 2. Production oriented leaders emphasized on technical/task aspect of the job with main goal as to achive that task with group members as means.

Contingency Theories
Contingency theory states that all traits of a leader may not be effective in a given situation. It is only a different mixture of different traits that is optimal for a given situation. The various contingency theories are

Contingency Theories
Fiedler model
Fred Fiedler developed a model according to which group performance depends on proper match between Leadership Style and, Degree to which situation gives control to leader The Fiedler model has the following steps
identifying leadership style Least preferred co-worker.

Scoring
Your final score is the total of the numbers you circled on the 18 scales 57 or less = Low LPC (task motivated) 58-63 = Middle LPC (socio-independent leaders, self directed and not overly concerned with the task or with how others view them) 64 or above = High LPC (motivated by relationships)

Contingency Theories
Defining the situation
Match the leader with situation with three dimensions identified by Fiedler. Leader member relationship
Degree of trust confidence and respect on leader

Task structure
Degree to which job assignments are procedurized.

Position power
Degree of influence leader has over power variables

Matching leaders and situations

Contingency Theories
Cognitive resource theory
It is a re-conceptualized Fiedler theory. Stress is the enemy of rationality. Evaluation of a leaders logical and analytical abilities under stress. Intellectual abilities and performance correlate positively with low stress and negatively with high stress. Experience and performance correlate negatively under low stress and positively under high stress.

Contingency Theories
Situational leadership theory
Focus on leader-follower relationship Related to parent-child relationship. Relates ability and willingness of workers in four categories
Able and willing- Delegation (less role for leader) Unable and willing- Telling (high task and relationship orientation) Able and unwilling- Participating ( supportive and participative style) Unable and unwilling- Selling ( clear and specific instruction)

Contingency Theories
Path-Goal theory
Leaders job to provide followers with information, support and other resources Leaders must change behaviors to fit the situation Leader behaviors are classified as
Directive- reveals expectations, schedules tasks and specific guidelines Supportive- friendly, concerned for follower needs Participative- consults followers in decisions. Achievement oriented- sets challenges for followers to follow

Path-Goal Theory

Path-Goal Theory

Leader behaviors

Leader-Member EXchange theory

Because of time pressure leader choose from amongst their followers
In group members: they receive special privileges, are trusted, get leader attention Out- group members: other followers except in followers.

Relationship is relatively stable over time Reason for choosing in members may be similarities to leader in competence, demography, attitude, gender and personality. Both leader and follower must invest in relationship.

Leader-Member EXchange theory

Decision Theory
Leader-Participation model
Developed by Victor Vroom and Philip Yetton to relate leadership behavior and participation in decision making. Is a normative model Is a decision tree incorporating seven contingencies answerable by a yes or no covering five leadership styles. The revised model has 12 contingency variables. Fails to cover factors like stress, intelligence & experience.

Contingency Theories