Leading PDF

LEADING  1. WHAT IS LEADING ? “ Influencing others to engage in the work behaviors necessary to reach organizational goals. “ 2 HOW LEADERS INFLUENCE OTHERS BASES OF POWER ✘ Legitimate power ✘ Reward power...

LEADING  1. WHAT IS LEADING ? “ Influencing others to engage in the work behaviors necessary to reach organizational goals. “ 2 HOW LEADERS INFLUENCE OTHERS BASES OF POWER ✘ Legitimate power ✘ Reward power ✘ Coercive power ✘ Referent power ✘ Expert power 3 Legitimate power A person who occupies a higher position. 4  reward power When a person has the ability to give rewards to anybody who follows orders or requests. - Material - Psychic 5  coercive power When a person compels another to comply with orders through threats or punishment. 6  referent power When a person can get compliance from another. Or the ability of a leader to influence a follower due to the follower’s admiration, respect, or identification 7  expert power A person who provides specialized information regarding their specific lines of expertise. 8 The Nature of Leadership LEADERSHIP ✘ The process of influencing and supporting others to work enthusiastically toward achieving objectives. HIGH LEVEL OF PERSONAL DRIVE Willingness to accept responsibility possess vigor, initiative, persistence and health THE DESIRE TO LEAD Always have reservoir of extra efforts which can be used whenever needed PERSONAL INTEGRITY a person who is well-regarded of others V.K. SARAH Integrity means and include honesty, honour, incorruptibility, rectitude, righteousness, uprightness and similar virtues SELF CONFIDENCE have the guts to lead hence the activities will be continuous and precise WESS ROBERTS "A chieftain cannot win if he losses his nerve. He should be self-confident and self-reliant and even if he does not win, he will know he has done his best." ANALYTICAL ABILITY/ JUDGMENT the ability to analyze is one desirable trait that a leader can use to tide him over many challenging aspects of leadership KNOWLEDGE OF COMPANY INDUSTRY TECHNOLOGY A leader who is well-informed about his company, the industry where his company belongs, and the technology utilized by the industry, will be in a better position to provide directions to his unit Marlou Arizala The charismatic leader of Hasht 5 CHARISMA personal magnetism that leads people to follow directives CREATIVITY The use of the imagination or original ideas, especially in the production of an artistic work. FLEXIBILITY A leader who allows one to adapt a different method from another person's method for as long as the required outputs are produced, is said to be flexible  LEADER SKILLS TECHNICAL CONCEPTUAL HUMAN SKILLS SKILLS SKILLS  Leadership Skills and Their Use at Various Management Levels TOP MANAGEMENT HUMAN TECHNICAL MIDDLE MANAGEMENT SKILLS SKILLS CONCEPTUAL SKILLS LOWER MANAGEMENT DEGREE IF SKILLS NEEDED Behavioral Approaches to Leadership Styles Frix Andri Ty Nonato BSCE – 3A Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns. This total patter of behavior is called leadership style.  Several approaches used in classifying styles: According to the ways 01. leaders approach people to motivate them According to the way the 02. leader uses power According to the leader’s 03. orientation towards task and people  Behavioral Approaches to Leadership Styles Behavioral Approach According to ways According to the way the leaders approach people According to the leader uses power to motivate them leader’s orientation toward tasks and people Autocratic Participative Free-rein Positive Negative leadership leadership Employee Task orientation orientation 01 Ways Leaders Approach People Positive Leadership Negative Leadership When the leader’s When punishment is approach emphasizes emphasized by the leader. rewards. 02 Ways Leaders uses Power  Ways leaders uses power: Autocratic Participative Free-Rein Leaders Leaders Leaders Making decision Openly invites his Set objectives and allow themselves, without subordinates to employee or subordinates to consulting participate or share in have freedom to do whatever subordinates. decisions, policy- it takes to accomplish these making and operation objectives. methods.  03 Leaders Orientation toward Task and People Employee Orientation Task Orientation When leader considers When leader places stress employees as human on production and the beings of “intrinsic technical aspects of the importance and with job and the employees are individual and personal viewed as the means of need” to satisfy. getting the work done.  Fiedler’s Contingency Theory FRED EDWARD FIEDLER (JULY 13, 1922 - JUNE 8, 2017) 34  UNDERSTANDING THE MODEL ✘ 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").  FACTORS OF THE FIEDLER CONTINGENCY MODEL ✘ According to Fred Fiedler effectiveness and leadership depend on a number of factors including the situations and the personal characteristics of the leader. Fiedler distinguished the following three factors: 1. Make up of the group 2. Nature of the task 3. Power of the leader  LEADERSHIP STYLE 1. Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale. 2. 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. 3. You then rate how you feel about this person for each factor, and add up your scores. 4. 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.  LEAST-PREFERRED CO-WORKER SCALE 1. The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. 2. 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. 3. However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. 4. 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.  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.  Applying the model ✘ Step 1: Identify your leadership style ✘ Step 2: Identify your situation ✘ Step 3: Determine the most effective leadership style ✘ HERSEY-BLANCHARD SITUATIONAL LEADERSHIP THEORY  Pro’s 1. The simplicity of the theory makes it easy to apply. 2. The theory has simple scales that a leader can use to give a “thumb in the wind” assessment of what leadership style to use. 3. Maturity and competence of the group are often overlooked factors in good leadership and it helps to focus on these.  Con’s 1. The theory may not be applicable to managers as administrators or those with limited power but in structurally in a leadership position. 2. There are situations in which the theory may be less applicable such as those involving time constraints and task complexity. 3. Testing of the theory doesn’t seem to bear out the predictions  Effective leadership is: 1. Task relevant 2. Leaders adapt their leadership style to the maturity. 3. Ability to take responsibility for the task. 4. Relevant education or an experience of an individual or group for the task.  Two fundamental concepts: 1. Leadership styles 2. Maturity levels of individual or group  Leadership styles 1. Amount of Task Behavior 2. Relationship behavior  Four Behavior of Leadership Style: ✘ S1:Telling characterize by one-way communication ✘ S2:Selling attempts to convince the group ✘ S3:Participating the leader shares decision making with the group ✘ S4:Delegating the leader is still involved in making decision  Four Maturity levels of the group: ✘ M-1:basic incompetence or unwillingness in doing the task. ✘ M-2:inability to do the task but willing to do so. ✘ M-3:competent to do the task but do not think they can. ✘ M-4:the group is ready, willing and able to do the task  Four Permutation of competency commitment: 1. Low competence and high commitment 2. Some competence and low commitment 3. High competence and low commitment 4. High competence and high commitment  The Key Characteristic of effective leadership: 1. To assess the situation correctly 2. Select 3. Apply the appropriate style 4. Continuously review your choice PATH-GOAL MODEL OF LEADERSHIP ROBERT J. HOUSE & TERENCE R. MITCHELL  Path-goal model of leadership ✘ Leadership can be made effective because leaders can influence subordinate’s perceptions of their work goals, personal goals, and paths to goal attainment. By using the path-goal model, it is assumed that effective leaders can enhance subordinate motivation by: ✘ Clarifying the subordinate’s perception of work goals ✘ Linking meaningful rewards with the goal attainment ✘ Explaining how goals and desired rewards can be achieved  Path-goal process Leader identifies Appropriate goals Leader connects Leader provides employee needs are established rewards with goals assistance on employee path toward goals Both employees and Effective performance Employee becomes organization better occur satisfied and motivated reach goals and accept the leader Leadership Styles ✘ Directive leadership – where the leader focuses on clear task assignments, standards of successful performance, and work schedules. ✘ Supportive leadership – where subordinates are treated as equals in a friendly manner while striving to improve their well-being. ✘ Participative leadership – where the leader consults with subordinates to seek their suggestions when making decisions. ✘ Achievement-oriented leadership – where the leader set challenging goals, emphasize excellence, and seek continuous improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.  Vroom’s decision-making model Victor Vroom & Philip Yetton Vroom’s Model of Leadership ✘ is one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority.  DEGREE OF SUBBORDINATE SYMBOL DECISION-MAKING STYLE PARTICIPATION AUTOCRATIC LEADER A-1 Leader solves the problem or makes the decision himself using available information None A-2 Leader obtains necessary information from subordinates, then decides Low CONSULTATIVE LEADER C-1 Leader approaches subordinates individually getting their ideas then makes decision. Moderate C-2 Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides Moderate GROUP DIRECTED G-1 Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides. High