Basic Approaches to Leadership.ppt

SUPERVISORY MANAGEMENT Basic Approaches to Leadership FOOD FOR THOUGHT When a bird is alive…it eats ants. When the bird is dead…ants eats the bird. Time & Circumstances can change at anytime. Don’t devalue or hurt anyone in life. You may be powerful today, but remember time is more pow...

SUPERVISORY MANAGEMENT Basic Approaches to Leadership FOOD FOR THOUGHT When a bird is alive…it eats ants. When the bird is dead…ants eats the bird. Time & Circumstances can change at anytime. Don’t devalue or hurt anyone in life. You may be powerful today, but remember time is more powerful than you. One tree makes a million match sticks… only one is needed to burn a million trees. So be good and do good.  What Is Leadership? Leadership is the ability to influence people toward the achievement of goals. Among all the ideas and writings about leadership, three aspects stand out -- people, influence, goals. Leadership occurs among people, involves the use of influence, and is  What is Management Management Use of authority inherent in designated formal rank to obtain compliance from organizational members. Effective managers have to be leaders Both leadership and management are necessary for organizational success Distinction between Leadership & Management Leaders take a personal and active interest in achieving goals whereas managers tend to play a relatively passive role in accomplishing the goals Managers need power to be entrusted to them by the organization to deal with people; conversely leaders have power within themselves and the required drive to lead people and motivate them to work towards achieving goals. Managers limit their interactions with people while leaders interact with people frequently and in a more natural way.  Difference Between Leaders & Managers Subject Leader Manager Focus Leading Managing People people Have Followers Subordinates Horizon Short Term Appeal to Long Term Head Persuasion Heart Tell Style Sell Transactional Wants Transformatio Results Blame nal Gives Credit Achievement Takes Risk Takes Minimizes Dynamics Gives Reactive Takes  Trait Trait Theories Theories  Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders  Not very useful until matched with the Big Five Personality Framework  Essential Leadership Traits Openness to experience – (inventive/curious vs. consistent/cautious). Conscientiousness – (efficient/organized vs. easy-going/careless). Extraversion – (outgoing/energetic vs. solitary/reserved).Emotional Agreeableness – (friendly/compassionate vs. cold/unkind). Neuroticism – (sensitive/nervous vs. secure/confident).  Traits can predict leadership, but they are better at predicting leader emergence than effectiveness.  Trait Theories Assumption: Leaders are born not made. Limitations: No universal traits found that predicts leadership in all situations It overlooks the needs of followers Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.  Behavioural Theories  Theories proposing that specific behaviors differentiate leaders from non leaders  Differences between theories of leadership: – Trait theory: leadership is inherent, so we must identify the leader based on his or her traits – Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders  Behavioral Approach Ohio State Studies found two key dimensions of leader behavior: –Initiating Structure –Consideration University of Michigan Studies also found two key dimensions of leader behavior - Production Oriented - Employee Oriented The dimensions of the two studies are very similar  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.  University University of of Michigan Michigan Studies Studies Employee-Oriented Leader - Emphasizes 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. Contingency Theories  While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists  Contingency Theory adds this additional aspect to our understanding leadership effectiveness studies  Three key theories: – Fiedler’s Model – Hersey and Blanchard’s Situational Leadership Theory – Path-Goal Theory Contingency Theories Leadership as being more flexible – different leadership styles used as different times depending on the situation. Suggests that leadership is not a fixed series of characteristics that can be transposed into different contexts Fiedler Model  Effective group performance depends on the proper match between leadership style and the degree to which the situation gives the leader control. – Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed  Considers Three Situational Factors: – Leader-member relations: degree of confidence and trust in the leader – Task structure: degree of structure in the jobs – Position power: leader’s ability to hire, fire, and reward  For effective leadership: find a leader to fit the situation or change the situation to fit the leader Criticisms of Fiedler’s Model Lack of flexibility. The model assumes the leader’s style to be fixed, so the most effective way to handle a situation was to change the leader. It doesn’t allow the leader to change leadership style based on situation.  Path-Goal Theory of Leadership Developed by Robert House The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set, by making the path that they should take clear and easy. Path-Goal Theory House’s Path-Goal Theory  Four types of leaders: – Directive: focuses on the work to be done – Supportive: focuses on the well-being of the worker – Participative: consults with employees in decision making – Achievement-Oriented: sets challenging goals Formal Leaders Formal leader is a member of an organization, who is given authority by virtue of his position to influence other members of organization to achieve organizational goals. Managers, supervisors and directors are formal leaders in a typical organization. Informal Leaders An informal leader is someone within an organization or work unit who, by virtue of how he or she is perceived by his peers (or others in the organization) is seen as worthy of paying attention to, or following. informal leader does NOT hold a position of power or formal authority over those that choose to follow him or her. Charismatic Leader Charisma means gift in Greek Natural born leaders. Must have vision, expressed as an ideal goal. Must be willing to take on high personal risk and engage in self-sacrifice to achieve the vision. Needs to remain sensitive to the feelings and needs of their followers. must be engaging in behaviors that are perceived as counter to norms. Transformational Leader Similar to Charismatic leader but are distinguished by their special ability to bring about innovation and change by: Recognizing followers’ needs and concern Help them look at old problem in new ways Encourage them to question the status quo. Transformational Leadership Qualities. Showing genuine concern - Genuine interest in staff as individual, values their contributions, develops their strengths Enabling - Trusts staff to take decisions/initiatives on important matters: delegates effectively, develops staff potential. Being Accessible - Approachable and non status-conscious: prefers face to face communication. Keeps in touch. Transformational Leadership Qualities Acting Transparently- Honest and consistent behavior, more concerned with the good of the organization than personal ambition. Acting with Integrity - Open to criticism and disagreement: consults and involves others in decision-making. Being Decisive Decisive when required: prepared to take difficult decisions and risks when appropriate. Transformational Leadership Qualities Inspiring People -Charismatic: exceptional communicator: inspires others to join them. Resolving Complex Problems - Capacity to deal with a range of complex issues, creative in problem- solving. Transactional Leader Guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Based on contingency Use the telling style Focus on leader and follower Transactional Leader - Qualities Contingent reward Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by exception (active) Watches and searches for deviations from rules and standards, takes corrective action. Management by exception (passive) Intervenes only if standards are not met. Laissez-Faire leader Give up responsibilities, avoids making decisions. Paternalistic Leader Leader acts as a “father figure” Paternalistic leaders make decision but they may consult Believes in the need to support staff. Leadership Styles - Autocratic Leader retains as much power and decision making as possible. Leader does not consult employees nor are they allowed to give any input Employees are expected to obey orders without receiving any explanation He motivation environment is produced by creating a structured set of rewards and punishments. Leadership Styles - Autocratic Autocratic leadership style has the following characteristics: Managers seeks to make as many rules as possible Managers seeks to have the most authority and control in decision making Managers seeks to retain responsibility rather than utilize complete delegation Consultation with other colleagues is minimal and decision making becomes a solitary process. Advantages of Autocratic Leadership Style Reduced stress due to increased control A more productive group “while the leader is watching” Improved logistics of operation Faster decision making Disadvantages of Autocratic Leadership Style Short term approach to management Leaders perceived as having poor leadership style Increased workload for leaders People dislike being ordered around Team become dependent on leader. Effectiveness of Autocratic Leadership Style Short term project with a highly technical, complex or risky element. Work environment where span of control is wide and hence leaders has little time to devote to each employee Industries where employees perform low skilled, monotonous, repetitive tasks and have low level of motivation Companies that suffer from high employee turnover Tasks where work performed need to be completed to exact specification and/or with a tight deadline. Leadership Styles - Democratic Encourages decision making from different perspective – Leadership may be emphasized throughout the organization. Consultative –process of consultation before decisions are taken Persuasive –Leaders take decisions and seek to persuade others that the decision is correct. Leadership Styles - Democratic Democratic leadership style has the following characteristics: Leaders seek consultation on all major issues and decisions Leaders delegate tasks to subordinates and dive them full control and responsibility for these tasks Leaders welcomes feedback on the results of initiatives and work environment Leaders encourages others to become leaders and be motivated in leadership development Advantages of Democratic Leadership Style Positive work environment Successful initiatives Creative thinking Reduction in frictions and office politics Reduced employee turnover.  Disadvantages of Democratic Leadership Style Boring decision making Danger of mocked participation Might not be appropriate Leadership Styles – Laissez-Faire This French phrase means “Leave it be” and is used to describe a leader who leaves his/her colleagues to get on with their work. This style is largely a “hands off” view that tends to minimize the amount of direction and face time required. Leadership Styles – Laissez-Faire Effective style to use when Employees are highly skilled, experienced and educated Employees have pride in their work and the drive to do it successfully on their own Outside experts, such as staff specialists or consultants are being used Employees are trustworthy Disadvantages of Laissez-Faire Leadership Style It makes employees feel insecure at the unavailability of a manager The leader cannot provide regular feedback to let employees know how they are doing Managers are unable to thank employees for their work The manager does not understand his/her responsibility and it hoping that employees can cover for him/her Trust & Leadership  Trust – a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. – Key attribute associated with leadership – Followers who trust their leader will align their actions and attitudes with the leader’s behaviors/requests Key dimensions that underlie the concept of trust Integrity Competence Consistency Loyalty Openness Key dimensions that underlie the concept of trust Integrity –refers to honesty and truthfulness Competence encompasses an individual’s technical and personal knowledge and skills. Consistency relates to an individual’s reliability, predictability and good judgment in handling situations Key dimensions that underlie the concept of trust Loyalty is the willingness to protect and save face for another person. Openness – can you rely on the person to give you the full truth?