1. Different Leadership Styles

2. What is a Leadership Style?  It’s a pattern of behaviors you use when you are trying to influence the behaviors of others as perceived by them  It involves problem-solving and decision-making processes

3. Leadership Effectiveness And Adaptability (Hershey & Blanchard)  Single most important contingency in selecting an effective leadership style is the follower’s task-relevant maturity  Maturity is a function of three traits:  Motivation: the energy and the will to expend it to accomplish the assigned task  Responsibility: the willingness and ability to plan, organize, and complete the task  Competence: the necessary knowledge, skills, and experience, to perform the task proficiently

4. Hershey & Blanchard’s LEAD  Maturity is situational and task specific  Based on assumptions about personal growth  Of the leader  Of the followers

5. Leadership behavior  Task/Directive Behavior  Relationship/Supportive Behavior

6. Task/Directive Behavior  Clearly Telling People  What to Do  How to Do It  Where to Do It  When to Do It  Who Does It  Closely Supervising Their Performance

7. Relationship/Supportive Behavior  Listening to People  Providing support and encouraging their efforts  Facilitating their involvement in Problem-Solving and Decision- Making

8. S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (Low) SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR Four Leadership Styles

9. Subordinate’s Development Level  Competence:  Task Relevant knowledge  Task Relevant Skills  Commitment:  Motivation  Responsibility

10. Levels of Development  D1 - Low Competence, High Commitment “Enthusiastic Beginner”  D2 - Some Competence, Low Commitment “Disillusioned Learner”  D3 - Moderate to High Competence,some Commitment “Reluctant Contributor”  D4 - High Competence, High Commitment “Peak Performer”

11. Directing Style (S1): Enthusiastic Beginner (D1)  High Directive, Low Supportive  Leader defines roles of followers  Problem-solving and decision- making initiated by the leader  One-way communication

12. D1-S1 Match 12 DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3 S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (Low) SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR

13. Coaching Style (S2): Disillusioned Learner (D2)  High Directive, High Supportive  Leader now attempts to hear followers suggestions, ideas, and opinions  Two-way communication  Control over decision-making remains with the leader

14. DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3 S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (Low) SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR D2-S2 Match

15. Supporting Style (S3): Reluctant Contributor (D3)  High Supportive, Low Directive  Focus of control shifts to follower  Leader actively listens  Follower has ability and knowledge to do the task

16. DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3 S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (Low) SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR D3-S3 Match

17. Delegating Style (S4): Peak Performer (D4)  Low Supportive, Low Directive  Leader discusses problems with followers  Seeks joint agreement on problem definitions  Decision-making is handled by the subordinate  They “run their own show”

18. DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3 S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (Low) SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR D4-S4 Match

19. DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3 S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (Low) SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR Situational Matching of Leadership Styles

20. Accuracy of Leadership Match  Leaders need to provide their people with what they can’t do for themselves at the present moment.  The effectiveness of a leader is based on the accuracy of the match between style and development level.

21. Development Level Maturity  Tell them what you want to do  Show them what you want to do  Let them try - there is some risk  Observe performance - focus on the positive

22. The Leader’s Goal  Build your follower’s development level so you can start using less time-consuming styles (S3 and S4) and still get high quality results.

23. Broader conceptualization of leadership  System thinking  Visioning  Facilitating learning  Empowering followers

24. Empowerment  Create a clear vision, goals, and accountabilities  Equip followers with the resources, knowledge, and skills  Delegate leadership and decision- making

25. Transactional leadership  “I’ll provide what you want if you’ll give me what I want”  The objective of leadership is to get followers to comply with the rules of the game as it is currently being played

26. Transformational leadership  Transformational leaders are more concerned with changes than exchanges  They motivate followers to take on difficult goals they normally would not pursue and to adopt the value that work is far more than the performance of specific duties for specific rewards  Followers are not contractual but empowering

27. Transactional and transformational leadership Dimensiontransactionaltransformational GoalMaintain status quoUpset status quo ActivityPlay within the rulesChange the rules Locus of rewardSelfSystem Nature of incentivesTit for tatThe greater good Manager-follower interaction Mutual dependenceInterdependence Needs fulfilledLower level (physical, economic, safety) Higher level (social, self-actualization) PerformanceOrdinaryextraordinary

28. Charismatic Leadership  Charisma is derived from a Greek word meaning divinely inspired gift or state of grace  Charismatic leadership is a distinct social relationship between the leader and follower, in which the leader presents a revolutionary idea, a transcendent image…the follower accepts this course of action not because of its rational likelihood of success, but because of an effective belief in extraordinary qualities of the leader

29. Conger & Kanungo Five Factors of Charisma 1. Seen to be sensitive to environment 2. Seen to be sensitive to follower’s needs 3. Seen to have vision & ability to articulate 4. Willingness to take personal risk 5. Some degree of unconventional behavior

30. Characteristics of charismatic leaders  Charismatic leaders through role modelling "represent the values and beliefs to which they want followers to subscribe"  They build positive images and express ideas that appeal to followers ideologically  They set high expectations and are confident that followers can reach them  They arouse emotional responses in followers relative to achieving the goals

31. Charisma & Transformation  They know When situation demands transformation  They have vision of where to go  Charismatic leader “transforms” the nature of the work  Making it appear more meaningful  More correct  More heroic  Validates follower’s self-esteem/worth

32. Any Question ?