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LEADERSHIP

LEADERSHIP. Leadership defined. The ability to influence a group toward the achievement of a set of goals(vision). The source of this influence may be formal (provided by position) or informal(outside the structure). The informal leadership is often more powerful than formal leadership.

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LEADERSHIP

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  1. LEADERSHIP

  2. Leadership defined The ability to influence a group toward the achievement of a set of goals(vision).

  3. The source of this influence may be formal (provided by position) or informal(outside the structure). The informal leadership is often more powerful than formal leadership.

  4. Leadership theories • Trait theories • Behavioral theories • Contingency theories • Contemporary theories

  5. Trait theories • Focus on personal qualities and characteristics. • Main assumption of trait theories is Leaders are born. • See traits as predictors of leadership. • Ex: Gandhi , Thatcher, Mandela etc.

  6. Behavioral theories • Assume that people can be trained to become leaders. • Identifying specific leadership qualities and teaching leadership results in infinite supply of effective leaders.

  7. Ohio state studies Dimensions of leader behavior • Initiating structure • consideration

  8. MANAGERIAL GRID

  9. LIKERT’S FOUR SYSTEMS

  10. Leader participation model A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. This model assumes five behaviors which are feasible in a given situation.

  11. Autocratic I : Leader solve the problem, or make a decision by himself using facts at hand. • Autocratic II : obtains necessary information from subordinates and decides on the the solution by himself. • Consultative I : leader shares the problem with relevant subordinates one on one, but leader makes the final decision.

  12. Consultative II : leader shares the problem with his subordinates as a group, then he makes a decision. • Group : shares the problem with his subordinates as a group. leader’s goal is to help the group in making a decision.

  13. CONTEMPORARY THEORIES

  14. Transactional Leadership • Emphasizes getting things done within the umbrella of the status quo • In opposition to transformational leadership • “By the book" approach - the person works within the rules • Commonly seen in large, bureaucratic organizations

  15. Transformational leadership A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision. (Sullivan & Decker, 2001)

  16. Characteristics • Transformational leaders have the ability to clearly articulate a vision of the future… • They are the myth-makers, the storytellers • They capture our imagination with the vivid descriptions of the wonderful future we will build together • change from traditional command & control • reduce excessive policies & rituals

  17. share the power • are not concerned with status quo • bring revolutionary change in organizations & humans • Leaders & followers raise one another to higher levels of motivation and morality • Empowering others to achieve a shared vision – transforms both • Appeal to individuals to better themselves

  18. Inspirational motivation - meaning & challenge to work Intellectual stimulation - creative problem solving Individualised consideration - listening, praising

  19. CONTINGENCY THEORIES

  20. Fiedler’s contingency theory A model to predict work group effectiveness by taking into consideration the match among • Leader’s style • Leader-member relations • Task structure • Position power of the leader

  21. Situationalcharacteristics high moderate low Situational control of the leader Effective leadership style Task oriented Relationship oriented Task oriented

  22. Path-goal theory Leaders can exercise different kind of styles depending on the situational factors like subordinate characteristics and attributes in the work setting. A good fit between the leadership style and situational factors will result in job satisfaction of subordinates and they accept the value of the leader.

  23. Path-goal theory Leader characteristics/style • Leadership style • Directive • Supportive • Achievement oriented • Participative • Outcomes • Job satisfaction • Acceptance of the leader • Motivational behavior • Expectancy that • Performance Situational factors • Subordinates attributes • Abilities • Internal/external • Work setting attributes • Task • Formal authority • Primary work group • Expectancy that • Effort will lead to performance • Performance will lead to valued rewards

  24. HERSEY AND BLANCHARD SITUATIONAL APPROACH This approach identifies two major styles- task style and relationship style and linking with follower’s maturity. The level of maturity is defined by • Degree of achievement motivaion • Willing to take responsibility • Amount of experience

  25. Leadership effectiveness in this model is to match up the situation with appropriate style. Thestyles relevant are: Telling style: high task , low relationship style. effective when followers are at a very low level of maturity Selling style: high task, high relationship style, effective when followers are on the low side of maturity Participating style: low task , high relationship style. followers should be highly matured Delegating style: low task , low relationship style. effective when followers re at a very high level of maturity

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