1. Leadership
The process of guiding and directing the behavior of people at work
Effective leadership increases the firm’s ability to meet new challenges.

2. Leaders Versus Managers
Leaders advocate change and new approaches, managers maintain stability, strive for reduction of uncertainty and maintain the status quo

3. Leadership theories and models
Trait theories
Behavioral theories
Contingency theories
Inspirational leadership

4. Trait Model
Attempted to identify personal characteristics that cause effective leadership.

5. Trait Model
Traits and Personal Characteristics Related to Effective Leadership
Intelligence
Knowledge and expertise
Dominance
Self-confidence
High energy
Tolerance for stress
Integrity and honesty
Maturity

6. Trait Model
Research shows that certain personal characteristics do appear to be connected to effective leadership.
Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

7. Behavioral Theories Kurt Lewin’s theory
The Ohio State University studies
The University of Michigan studies

8. Lewin’s Leadership Styles
Autocratic Style
Democratic Style
Laissez Faire Style

9. Ohio State University Behavioral Theory
Identifies the two basic types of behavior that many leaders engage in to influence their subordinates: consideration and initiating structure

10. Ohio State University Behavioral Theory
Consideration: Behavior aimed at nurturing friendly warm working relationships and encouraging trust and respect
Behavioral Model
Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates
Initiating structure: job-oriented leadership behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Both behaviors are independent; managers can be high or low on both behaviors.

11. Ohio State University Behavioral Theory
Initiating structure: Behavior aimed at defining work relationships and roles and establishing clear patterns of organization, communication and ways of getting things done
Behavioral Model
Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates
Initiating structure: job-oriented leadership behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Both behaviors are independent; managers can be high or low on both behaviors.

12. University of Michigan Behavioral Styles
Production oriented style
Employee oriented style

13. Blake and Mouton Managerial Grid

14. Contingency Models of Leadership
Contingency models take into account the situation or context
Three types:
Fiedler’s contingency model
House’s path-goal theory
Situational Leadership Model

15. Fiedler’s Model
Effective leadership is contingent on both the style of the leader and the characteristics of the situation.
To be effective, the leader’s style must match with the situation.

16. Fiedler’s Model: Leadership Style
Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily change.
Leader’s style is determined by using Fiedler’s Least Preferred Coworker (LPC) scale

17. Fiedler’s Model: Leadership Style
The LPC scale provides 2 types of styles.
Relationship-oriented style: leaders are concerned with developing good relations with their subordinates and to be liked by them.
Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

18. Fiedler’s Model: Situation Characteristics
How favorable a situation is for leading to occur.
Fiedler identified three situational characteristics that are important determinants of how favorable a situation is for leading: leader-member relations, task structure, and position power.

19. Fiedler’s Model: Situation Characteristics
Leader-member relations—determines how much workers like and trust their leader.
Task structure—the extent to which workers tasks are clear-cut; clear issues make a situation favorable for leadership.
Position Power—the amount of legitimate, reward, and coercive power leaders have due to their position. When position power is strong, leadership opportunity becomes more favorable.

20. Fiedler’s Contingency Theory of Leadership
Figure 10.2

21. Fiedler’s Model: Match between leader style and Situation Characteristics
For effective leadership, there must be a match between leader style and situation
Relationship oriented leaders are most effective in moderately favorable situations (IV, V, VI, VII in figure 10.2)
Task-oriented leaders are most effective in very favorable situations (I, II, III) or very unfavorable situations (VIII)

22. Robert House’s Path-Goal Theory
A contingency model of leadership proposing that effective leaders can motivate subordinates by:
Clearly identifying the outcomes workers are trying to obtain from their jobs.
Rewarding workers for high-performance and goal attainment with the outcomes they desire
Clarifying the paths to the attainment of the goals, remove obstacles to performance, and express confidence in worker’s ability.

23. Path-Goal Theory of Leadership
Path-Goal identifies four leadership behaviors:
Directive behaviors: set goals, assign tasks, show how to do things.
Supportive behavior: look out for the worker’s best interest.
Participative behavior: give subordinates a say in matters that affect them.
Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.

24. Case
Malati has just been granted the supervision of 4 employees who produce wallpaper images. Malati has observed the following behaviors by her new subordinates.
Sachin can be very productive if he tries, but does not take his work seriously.
Prachi is new and inexperienced, but eager to learn.
Venkat’s work is subpar and he often takes long breaks.
Janhavi consistently turns in an above-average performance.

26. Leader-Member Exchange Theory

27. Inspirational Leadership
Charismatic Leadership
Transformational Leadership
Transactional Leadership

28. Charismatic Leadership
The use of personal ability and talents to have profound and extraordinary effects on followers

29. Being a Charismatic Leader
An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be
Charismatic Leader
An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by:
Being excited and clearly communicating excitement to subordinates.
Openly sharing information with employees so that everyone is aware of problems and the need for change.
Empowering workers to help with solutions.
Engaging in the development of employees by working hard to help them build skills.

30. Transformational Leadership
Consists of:
Charisma: Provide vision, sense of mission, instill pride, trust and respect
Intellectual stimulation: Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision.
Inspirational Motivation: Communicate high expectations
Individualized Consideration: Behavior a leader engages in to support and encourage followers and help them develop and grow on the job. Gives personal attention, coaches and advises subordinates

31. Transformational Leadership
Leadership that:
Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker.
Makes subordinates aware of their own needs for personal growth and development.
Motivates workers to work for the good of the organization, not just themselves.

32. Transactional Leadership
Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance

33. Authentic Leadership
Authentic leaders have a conscious and well developed sense of values. Act in ways that are consistent with their value systems and have an evolved sense of right and wrong

34. Authentic Leadership
Authentic leaders demonstrate these five qualities:
Understanding their purpose
Practicing solid values
Leading with heart
Establishing connected relationships
Demonstrating self-discipline

35. Servant Leadership

36. Gender and Leadership
The number of women managers is rising but is still relatively low in the top levels of management.
Early evidence suggests women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.
Research indicates that actually there is no gender-based difference in leadership effectiveness.
Women are seen to be more participative than men because they adopt the participative approach to overcome subordinate resistance to them as managers and they have better interpersonal skills.

37. Women and Leadership
Glass Ceiling
Glass Cliff

38. Emotional Intelligence (EI)
Effective leaders possess EI
EI is a person’s ability to
Perceive emotions in the self and others
Understand the meaning of these emotions
Regulate one’s emotions accordingly. Emotional regulation means identifying and modifying the emotions we feel

39. Jim Collin’s Level 5 Leadership
Level 1: Highly capable individual – Makes productive contributions through talent, knowledge, skills and good work habits
Level 2: Contributing team member – Contributes to the achievement of group objectives; works effectively with others in a group setting

40. Jim Collin’s Level 5 Leadership
Level 3: Competent manager – Organizes people and resources toward the effective and efficient pursuit of predetermined objectives
Level 4: Effective leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards

41. Jim Collin’s Level 5 Leadership
Level 5: Executive – Builds enduring greatness through a paradoxical combination of personal humility plus professional will