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LEADERSHIP IN ORGANISATION (Organisational Leadership)
- 1. Master of Information Management (MIM) (2015 - 2018) PRINCIPLES OF MANAGEMENT NAME ROLL. No MUFADDAL NULLWALA 15-I-131 L E A D E R S H I P I N O R G A N I S A T I O N
- 2. Contents Fielder’s Contingency model of Leadership Situational Leadership and Path goal theory Introduction to Leaders and Leadership style Transactional Leadership Transformational Leadership Charismatic Leadership Visionary Leadership Leadership JBIMS MIM
- 3. Fiedler's Contingency Model of Leadership By Fred Fiedler Leadership JBIMS MIM
- 4. Understanding the Model The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders. The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control"). Leadership JBIMS MIM
- 5. Leadership Style Identifying leadership style is the first step in using the model. Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale (see Figure 1). The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training. You then rate how you feel about this person for each factor, and add up your scores. If your total score is high, you're likely to be a relationship- orientated leader. If your total score is low, you're more likely to be task- orientated leader. Leadership JBIMS MIM
- 6. Least-Preferred Co-Worker Scale Leadership JBIMS MIM
- 7. The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks. They're quick to organize a group to get tasks and projects done. Relationship-building is a low priority. However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions. Leadership JBIMS MIM
- 8. Situational Favorableness Next, you determine the "situational favorableness" of your particular situation. This depends on three distinct factors: Leader-Member Relations – This is the level of trust and confidence that your team has in you. A leader who is more trusted and has more influence with the group is in a more favorable situation than a leader who is not trusted. Task Structure – This refers to the type of task you're doing: clear and structured, or vague and unstructured. Unstructured tasks, or tasks where the team and leader have little knowledge of how to achieve them, are viewed unfavorably. Leader's Position Power – This is the amount of power you have to direct the group, and provide reward or punishment. The more power you have, the more favorable your situation. Fiedler identifies power as being either strong or weak. Leadership JBIMS MIM
- 9. Applying the Fiedler Contingency Model Step 1: Identify your leadership style Think about the person who you've least enjoyed working with, either now or in the past. Rate your experience with this person using the scale in 1-8. According to this model, a higher score means that you're naturally relationship-focused, and a lower score means that you're naturally task-focused. Leadership JBIMS MIM
- 10. Step 2: Identify your situation Answer the questions: Are leader-member relations good or poor? Is the task you're doing structured, or is it more unstructured, or do you have little experience of solving similar problems? Do you have strong or weak power over your team? Leadership JBIMS MIM
- 11. Step 3: Determine the most effective leadership style For instance, imagine that you've just started working at a new company, replacing a much-loved leader who recently retired. You're leading a team who views you with distrust (so your Leader-Member Relations are poor). The task you're all doing together is well defined (structured), and your position of power is high because you're the boss, and you're able to offer reward or punishment to the group. The most effective leader in this situation would be high LPC – that is, a leader who can focus on building relationships first. Or, imagine that you're leading a team who likes and respects you (so your Leader-Member relations are good). The project you're working on together is highly creative (unstructured) and your position of power is high since, again, you're in a management position of strength. In this situation a task-focused leadership style would be most effective. Leadership JBIMS MIM
- 12. Key Points The Fiedler Contingency Model asks you to think about your natural leadership style, and the situations in which it will be most effective. The model says that leaders are either task-focused, or relationship-focused. Once you understand your style, it says that you can match it to situations in which that style is most effective. However, the model has some disadvantages. It doesn't allow for leadership flexibility, and the LPC score might give an inaccurate picture of your leadership style. As with all models and theories, use your best judgment when applying the Fiedler Contingency Model to your own situation. Leadership JBIMS MIM
- 13. Situational Leadership Developed by Paul Hersey and Ken Blanchard Believed that one leadership style does not work in every situation Leadership style should be tailored to the developmental level of the follower. Leadership JBIMS MIM
- 14. Hersey’s & Blanchard’s Model Leadership JBIMS MIM
- 15. Path Goal Theory It was founded in 1971 by Robert House. It is an extended version of expectancy theory of motivation. Path goal theory states: Leaders should clarify path for subordinates to achieve goals, remove obstacles and make sure desirable rewards exist Leadership JBIMS MIM
- 16. Path Goal theory leadership styles: ‘different Paths to leading a team’ Directive Participative Supportive Achievement Oriented Depends on the characteristics of Subordinates: Perceived Ability Locus of Control Experience Other Environmental factors e.g. Task Structure Which Leadership style is most appropriate? Leadership JBIMS MIM
- 17. Introduction to Leader Leadership JBIMS MIM
- 18. Leader A Leader is the one who Knows the way, Goes the way and Shows the Way !! Leaders are those people who influence others and possesses managerial authority. Leaders know what they want, why they want it ,and how to communicate the same to others. Leadership JBIMS MIM
- 19. A Good Leader is not always a Boss !! Leadership JBIMS MIM
- 20. Leadership JBIMS MIM Leadership JBIMS MIM
- 21. Defining Leadership “Leadership ,like swimming cannot be learned by reading about it”- Henry Mintzberg Chester Barnard – 1938 new definition of leadership :- The ability of a superior to influence the behaviour of the subordinates and persuade them to follow a particular course of action. (Barnard 1938) Leadership is a major way in which people change the minds of others and move organizations forward to accomplish identified goals Leadership JBIMS MIM
- 24. Transactional Leadership Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers. Transactional Leadership JBIMS MIM
- 25. How Transactional Leadership Works Rewards and Punishments - Contingent upon the performance of the followers. When subordinates perform well, they receive a reward. When they perform poorly, they will be punished in some way. Rules, procedures, and standards are essential in transactional leadership. Careful Monitoring to enforce rules, reward success and punish failure. They do not act as catalysts for growth and change within an organization. Instead, they are focused on maintaining this as they are and enforcing current rules and expectations. Good at setting expectations and standards that maximize the efficiency and productivity of an organization. They tend to give constructive feedback regarding follower performance that allows group members to improve their output to obtain better feedback and reinforcement. Leadership JBIMS MIM
- 26. Basic Assumptions of Transactional Leadership People perform their best when the chain of command is definite and clear. Rewards and punishments motivate workers. Obeying the instructions and commands of the leader is the primary goal of the followers. Subordinates need to be carefully monitored to ensure that expectations are met. Transactional leadership is often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Leadership JBIMS MIM
- 27. Leaders and their followers raise one another to higher levels of morality and motivation Qualities: Proactive Work to change the organizational culture by implementing new ideas Motivate Gets people to look beyond their self-interest Has high expectations Leadership JBIMS MIM
- 28. Examples of Transformational Leadership Intellectuals Reformers Revolutionaries “Hero” Leadership JBIMS MIM
- 30. Charismatic Leadership Qualities of a Charismatic Leader: Magnetic Persona Referent Power Demand Respect, Approval & Recognition from subordinates Idolized Hero Charisma is useful in: Selling, Crisis situations Leadership JBIMS MIM
- 32. Pros of Charisma Requirement and Procurement gap sensing Leaders for the films (Metaphors and Stories they tell to explain and convey their point) Huge volume of followers because of the aura created. Leadership JBIMS MIM
- 33. Cons of Charisma Considered as a “shortcut to trust” Charismatic leaders create very loyal followers but they don’t create other leaders It is a two edged sword. As the main trait is Charisma and Aura for these leaders single negative information or rumor can change entire course. Decisions are taken a little drastically to meet the leaders vision and this can be difficult a transformation to some. Can charismatic leaders create organisations that can sustain over time? Leadership JBIMS MIM
- 34. Visionary Leadership When you begin the practice of idealization, you can then extend this exercise to your family, your finances, and your physical health. When you begin to think like a leader you begin to engage in what is called "long-term thinking.“ Top people are long-term thinkers. Average thinkers think only about the present, and about immediate gratification. But leaders think about where they want to be in five and ten years, and what they have to do each hour of each day to make their desired future a reality. Leadership JBIMS MIM
- 35. 7 Qualities of Visionary Leadership Inspiring Optimistic Sense of meaning and purpose Accept Personal responsibility See themselves as victors over circumstances rather than victims of circumstances Action oriented Showcase Integrity Leadership JBIMS MIM
- 36. Becoming the "captain of your fate" In the final analysis, you are the leader of your own life. You are the general in command of your own personal army. You are the president of your own personal services corporation. You are the "Captain of your fate and the master of your soul." The acceptance of leadership is a great responsibility. It is both scary and exhilarating. Once you decide to become a leader in your life, you cast off the shackles of fear and dependency that hold most people back. With your own hands, you design your own future. You set yourself fully on the path to becoming everything you are capable of becoming. Leadership JBIMS MIM
- 37. Thank you! Leadership JBIMS MIM