Leadership

Some one who can influence others and who has managerial authority. Leader Some one who can influence others and who has managerial authority. All managers should ideally be leaders. Not all leaders have the ability to be an effective manager Leadership Is a process of influencing a group toward the achievement of goals

Managers Versus Leaders Do things right Status quo Short term Means Buildings Problem solving Leaders Do the right thing Change Long term Ends Architects Inspiring and motivating Nature of Leadership Leadership is an ability to influence and motivate others towards organizational goals

What Leaders actually do! Process behavior include Influencing organizational goals Motivating behaviors towards goals Helping define organizational culture

How Leaders Influence Others? Sources of Leadership Powers: Legitimate Power Power stemming from a position’s placement in the managerial hierarchy. Reward Power Power based on the capacity to provide valued rewards to others. Coercive Power Power based on the ability to punish others. Expert Power Power based on the possession of expertise valued by others. Information Power Power based on access and control over the distribution of information. Referent Power Power resulting from being liked, admired or identified with.

Effective Use of Power Likely reaction to use of Power! Cordon Legitimate Information Reward Referent Expert Resistance Compliance Commitment

Leadership schools Trait Model Behavioral Models Iowa Studies Michigan Studies Ohio State Studies Leadership Grid

Leadership Trait Search for Leadership Traits Intelligence Leadership Property! Set of characteristics attributed to individuals perceived to be leader. Search for Leadership Traits Approach assumes that some basic traits (individual qualities) differentiated leaders from non-leaders. Later research on the leadership process identified traits associated with successful leadership: Intelligence Supervisory Ability Initiative Drive Individuality Self Confident Risk Taker Motivated Hard Working Self Assurance Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job- relevant knowledge, and extraversion.

Behavioral Theories Knowing the ways how effective leaders behave would provide basis for training other leaders. 2. Behavioral Models Iowa Studies Michigan Studies Ohio State Studies Leadership Grid

Behavioral Models Iowa Studies (By Kurt Lewin) Identified three leadership styles related to performance: Autocratic style: centralized authority, low participation, leader dictated the work. Democratic style: involvement, high participation, feedback, involved staff in decision making. Laissez faire style: hands-off management, gave the group complete freedom. Research findings: mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.

Behavioral Models Michigan Studies Employees centered leaders superior to job or Production centered Leaders? Identified two dimensions of leader behavior Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

Behavioral Models Ohio State Studies Suggested that the ideal was for leaders to combine job-centered-ness (Initiating structure) with an ability to build mutual trust with subordinates (consideration). Identified two dimensions of leader behavior Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings. Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

Behavioral Models Leadership Grid Appraises leadership styles using two dimensions: Concern for people Concern for production Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management

The Leadership Grid

Contingency Theories of Leadership Basic Assumptions Leader’s effectiveness depends on the situation. Must isolate situational conditions or contingencies.