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LEADERSHIP
What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.

Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
LEADERSHIP THEORIES

• TRAIT THEORY


• BEHAVIOURAL THEORIES


• CONTINGENCY THEORIES
1, Trait Theories
Traits Theories of
Leadership                      Leadership Traits:

Theories that consider          • Ambition and energy
personality, social, physic     • The desire to lead
al, or intellectual traits to
                                • Honest and integrity
differentiate leaders from
nonleaders.                     • Self-confidence
                                • Intelligence
                                • High self-monitoring
                                • Job-relevant knowledge
Trait Theories


Limitations:
• No universal traits found that predict leadership in
  all situations.
• Unclear evidence of the cause and effect of
  relationship of leadership and traits.
2. Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.



 • Trait theory:
   Leaders are born, not made.
 • Behavioral theory:
   Leadership traits can be taught.
a. Ohio State Studies
Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.
b. University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.
c. The
Managerial Grid
 (Blake and Mouton)




        EXHIBIT
          11–1
3. Contingency Theories
Fiedler’s Contingency Model
a. Fiedler’s Model: Defining the
               Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.

Task Structure
The degree to which the job assignments are
procedurized.

Position Power
Influence derived from one’s formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
increases.
Findings from Fiedler Model
b. Hersey and Blanchard’s
    Situational Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
  Unable and             Unable but            Able and          Able and
   Unwilling              Willing              Unwilling          Willing

                                                     Follower readiness:
                                                   ability and willingness

Leader: decreasing need
for support and supervision

   Directive      High Task and Relationship    Supportive      Monitoring
                         Orientations          Participative
Leadership Styles and Follower
          Readiness
   (Hersey and Blanchard)
Follower         Unwilling               Willing
Readiness

       Able     Supportive
                                         Monitoring
               Participative

                            Leadership
                              Styles
                                      High Task
      Unable    Directive                and
                                     Relationship
                                     Orientations
c.Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
Leader-Member Exchange Theory
d. The Path-Goal Theory
Leadership styles
• Autocratic Management Style
• Democratic Management Style
• Laissez Faire Management style

 Transactional Leadership
 Transformational Leadership
Autocratic Management Style
• an autocratic manager dictates orders to their
  staff and makes decisions without any
  consultation.
• The leader likes to control the situation they are
  in.
• Decision are quick .
• This type of management style can decrease
  motivation and increase staff turnover
Democratic or participative style
• A democratic manager delegates authority to the
  staff, giving them responsibility to complete the task.
• Staff will complete the tasks using their own work
  methods on time.
• Employees are involved in decision making giving
  them a sense motivating individuals.
• Increases job satisfaction by involving employees or
  team members .
• Slow decision making process.
Laissez Faire Management style

• A laissez faire manager sets the tasks and gives staff
  complete freedom to complete the task as they see fit.
  “leave it be”.
• It works for teams in which the individuals are very
  experienced and skilled self-starters.
• There is minimal involvement from the manager.
• The manager coaches or supply information if
  required.
• Benefits - staff are developed to take responsibility .
• Staff feel lost and not reach the goals set within the
  time frame
Employee Control
        Leaders control




Autocratic                             Laissez - Faire
Transactional and Transformational
            Leadership
Transactional Leaders

Leaders who guide or motivate their followers
in the direction of established goals by
clarifying role and task requirements.


Transformational Leaders

Leaders who provide individualized
consideration and intellectual
stimulation, and who possess charisma.
Characteristics of Transactional
               Leaders
Contingent Reward: Contracts exchange of
rewards for effort, promises rewards for good
performance, recognizes accomplishments.
Management by Exception: Watches and
searches for deviations from rules and
standards, takes corrective action.
Characteristics of Transformational
                  Leaders
Idealized Influence: Provides vision and sense of mission,
instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes in
simple ways.
Intellectual Stimulation: Promotes intelligence, rationality,
and careful problem solving.
Individualized Consideration: Gives personal attention,
treats each employee individually, coaches, advises.

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Leadership concepts and theories

  • 2. What Is Leadership? Leadership The ability to influence a group toward the achievement of goals. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.
  • 3. LEADERSHIP THEORIES • TRAIT THEORY • BEHAVIOURAL THEORIES • CONTINGENCY THEORIES
  • 4. 1, Trait Theories Traits Theories of Leadership Leadership Traits: Theories that consider • Ambition and energy personality, social, physic • The desire to lead al, or intellectual traits to • Honest and integrity differentiate leaders from nonleaders. • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge
  • 5. Trait Theories Limitations: • No universal traits found that predict leadership in all situations. • Unclear evidence of the cause and effect of relationship of leadership and traits.
  • 6. 2. Behavioral Theories Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders. • Trait theory: Leaders are born, not made. • Behavioral theory: Leadership traits can be taught.
  • 7. a. Ohio State Studies Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub- ordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.
  • 8. b. University of Michigan Studies Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.
  • 9. c. The Managerial Grid (Blake and Mouton) EXHIBIT 11–1
  • 11. a. Fiedler’s Model: Defining the Situation Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Task Structure The degree to which the job assignments are procedurized. Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
  • 13. b. Hersey and Blanchard’s Situational Leadership Theory Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness. Unable and Unable but Able and Able and Unwilling Willing Unwilling Willing Follower readiness: ability and willingness Leader: decreasing need for support and supervision Directive High Task and Relationship Supportive Monitoring Orientations Participative
  • 14. Leadership Styles and Follower Readiness (Hersey and Blanchard) Follower Unwilling Willing Readiness Able Supportive Monitoring Participative Leadership Styles High Task Unable Directive and Relationship Orientations
  • 15. c.Leader–Member Exchange Theory Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
  • 18. Leadership styles • Autocratic Management Style • Democratic Management Style • Laissez Faire Management style Transactional Leadership Transformational Leadership
  • 19. Autocratic Management Style • an autocratic manager dictates orders to their staff and makes decisions without any consultation. • The leader likes to control the situation they are in. • Decision are quick . • This type of management style can decrease motivation and increase staff turnover
  • 20. Democratic or participative style • A democratic manager delegates authority to the staff, giving them responsibility to complete the task. • Staff will complete the tasks using their own work methods on time. • Employees are involved in decision making giving them a sense motivating individuals. • Increases job satisfaction by involving employees or team members . • Slow decision making process.
  • 21. Laissez Faire Management style • A laissez faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. “leave it be”. • It works for teams in which the individuals are very experienced and skilled self-starters. • There is minimal involvement from the manager. • The manager coaches or supply information if required. • Benefits - staff are developed to take responsibility . • Staff feel lost and not reach the goals set within the time frame
  • 22. Employee Control Leaders control Autocratic Laissez - Faire
  • 23. Transactional and Transformational Leadership Transactional Leaders Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational Leaders Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma.
  • 24. Characteristics of Transactional Leaders Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception: Watches and searches for deviations from rules and standards, takes corrective action.
  • 25. Characteristics of Transformational Leaders Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.