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Leadership
The document discusses several leadership theories including trait theory, behavioral theory, and situational/contingency theories. It specifically focuses on explaining Hersey and Blanchard's Situational Leadership Theory. This theory proposes that effective leadership depends on matching the leader's style to followers' readiness level. The theory identifies four leadership styles - telling, selling, participating, and delegating - that should be used depending on if followers have low or high competence and commitment. The key to success is for leaders to identify followers' maturity levels and adapt their style accordingly.
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Leadership
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- 2. Meaning of Leadership •Leader is an integral part of work & social life. In any situation, when people want to accomplish some goal, a leader is required. • Leadership occurs in all formal & informal situation. • In a non-formal situation, such a group of friends, leadership behaviour occurs when one individual takes lead in most of the group activities and influences people to work toward common goal. • People have to be guided to contribute to goal with zeal & confidence. • The ability to influence the behaviour of others is known as leadership. • Leader exploit human potential and transform it into output.
- 3. • Leadership isa process by which a person influences others to accomplish an objective and direct the organization to make it cohesive & coherent. It is the ability to build confidence and zeal among people and create an urge to be let. It inspires confidence and support among group members to achieve the organizational goals. • “A leader is one who conducts, act as a guide to others in action or opinion, one who takes the lead in any enterprise or movement, one who is ‘followed’ by disciples, the most eminent member of a profession, a person of eminent position & influence”
- 4. • Leadership is“influence, that is, the art or process of influencing people so that they will strive willing and enthusiastically towards the achievement of group goals.”- Koontz & Weihrich • It is “the ability to persuade others to seek defined objectives enthusiastically.”- Keith Davis • “Leadership is the relationship in which the leader influences others to work together willing on related tasks to attain goal desired by the leader and/or group.”- Terry & Franklin
- 5. Nature of Leadership Leadershipdepends upon personal traits Situational Role model Leaders are also followers Pervasive function Leaders are also followers Leadership aims at goal achievement
- 6. Importance of Leadership Tasksupport Psychological support Develop individuals Build team spirit Motivation Provides feedback Facilitates change Maintain discipline
- 7. Basis of difference Management Leadership ConceptBroader concept and includes leadership It is a part of management Purpose Management aims at accomplishment of organizational goals. It may or may not attain organizational goals. It can occur outside the organization also. Function It is planning, organizing, directing, controlling the organizational behaviour. It is influencing behaviour to achieve a specific purpose. Inter- changeabil ity Good managers are normally good leaders. Managers may carry out the functions of leaders also. Good leaders need not necessarily be good managers. Leaders do not normally carry out the functions of managers
- 8. Basis of difference Management Leadership Formal Structure Managerbelong to the organizational hierarchy. They manage structured group of people. Leaders are not of organizational hierarchy. They may even lead unstructured groups of people. Followship Since managers are part of formal hierarchy, they act as managers whether or not subordinates like them. Individuals are accepted as leaders only if followers accept them. Leadership cannot exist without followership. Focus of attention Management is a process of getting things done. It is more of a procedure and result-oriented. Leadership is a process of influencing behavior. The focus is more on human relation. Nature Management is directive in nature. It directs people to behave in a particular way. Leadership is participative. It invites followers to participate in the decision making process.
- 10. Autocratic Leaders -Characterized by individualcontrol over all decisions and little input from group members. -Provides clear expectations for what need to be done, when is to be done and how it should be done. -They normally follow negative leadership style to motivate workers. -The threat of punishment and penalties makes people obey the orders.
- 11. Democratic (Participative) Leaders Involves leader andone or more employees in the decision making process (determining what to do & how to do) -However, leader maintains the final decision making authority. -This style is normally used when leaders have part of the information and employees have other parts. -A good democratic leader encourages participation & delegates wisely, but bears the responsibility of leadership. - He motivates his team by empowering them & guides them.
- 12. Free- Rein Leadersor Laissez Faire -Leaders give responsibility of setting goals & devising means to achieve them to the group members. -They allow members to carry out the work on their own within the broad policies framed by them. -The leader play minor role in affecting the group goals.
- 13. Basis Autocratic StyleDemocratic Style Laissez-faire Style Decision Making Decisions are made by leader. (Centralized decision making) Followers participate in the decisions making process. (Decentralized decision making) Decisions are made by the subordinates. (Decentralized decision making) Authority Leaders retain the authority for decision making. It is partly delegated to subordinates. It is completely delegated to subordinates. Motivation Negative motivation (Threats & Punishments) Positive motivation (Rewards & incentives) Self- motivated to work
- 14. Basis Autocratic StyleDemocratic Style Laissez-faire Style Behaviour orientation Task Oriented Behaviour Relationship Oriented Behaviour Relationship Oriented Behaviour Need Satisfaction Lower order needs Lower order & partly higher order needs. Higher order needs Communication Vertical, one way, top to bottom Vertical, two way, top to bottom and bottom to top Vertical & horizontal Scope of development No scope for development of employees Employee’s innovative & creative skills are developed Full scope for employees development
- 15. TRAIT THEORY BEHAVIOURAL THEORY -LowaStudies -Michigan Studies -Ohio State Studies -The Managerial Grid -Rensis Likert’s Systems of Management SITUATIONAL/CONTINGENCY THEORY -Tannenbaum & Schmidt’s Leadership Continuum -Fiedler’s Contingency Theory -House’s Path Goal Theory -Hersey & Blanchard’s Situational Leadership Theory
- 16. • According totrait leadership theory, effective leaders have in common a pattern of personal characteristics that support their ability to mobilize others toward a shared vision. These traits include dimensions of personality and motives, sets of skills and capabilities, and behavior in social relationships. Using traits to explain effective leadership considers both characteristics that are inherited and attributes that are learned. This approach has been used to differentiate leaders from non-leaders. Understanding the importance of these traits can help organizations select, train, and develop leaders TRAIT THEORY
- 17. Leaders’Traits Following studies oftrait leadership, most leader traits can be organized into four groups: •Personality: Patterns of behavior, such as adaptability and comfort with ambiguity, and dispositional tendencies, such as motives and values, are associated with effective leadership. •Demographic: In this category, gender has received by far the most attention in terms of leadership; however, most scholars have found that gender is not a determining demographic trait, as male and female leaders are equally effective. •Task competence: This relates to how individuals approach the execution and performance of tasks. Hoffman groups intelligence, conscientiousness, openness to experience, and emotional stability into this category. •Interpersonal attributes: These relate to how a leader approaches social interactions.
- 18. Hersey and Blanchard’sSituational Leadership Theory • Situational theories of leadership work on the assumption that the most effective style of leadership changes from situation to situation. To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances. • The term “situational leadership” is most commonly derived from and connected with Paul Hersey and Ken Blanchard’s Situational Leadership Theory. This approach to leadership suggests the need to match two key elements appropriately: the leader’s leadership style and the followers’ maturity or preparedness levels.
- 19. The theory identifiesfour main leadership approaches: • Telling: Directive and authoritative approach. The leader makes decisions and tells employees what to do. • Selling: The leader is still the decision maker, but he communicates and works to persuade the employees rather than simply directing them. • Participating: The leader works with the team members to make decisions together. He supports and encourages them and is more democratic. • Delegating: The leader assigns decision-making responsibility to team members but oversees their work.
- 20. In addition tothese four approaches to leadership, there are also four levels of follower maturity: • Level M1: Followers have low competence and low commitment. • Level M2: Followers have low competence, but high commitment. • Level M3: Followers have high competence, but low commitment and confidence. • Level M4: Followers have high competence and high commitment and confidence.
- 22. In Hersey andBlanchard’s approach, the key to successful leadership is matching the proper leadership style to the corresponding maturity level of the employees. As a general rule, each of the four leadership styles is appropriate for the corresponding employee maturity level: • Telling style works best for leading employees at the M1 level (low competence, low commitment). • Selling style works best for leading employees at the M2 level (low competence, high commitment). • Participating style works best for leading employees at the M3 level (high competence, low commitment/confidence). • Delegating style works best for leading employees at the M4 level (high competence, high commitment/confidence).
- 23. Identifying the employeematurity level becomes a very important part of the process, and the leader must have the willingness and ability to use any of the four leadership styles as needed.