Leadership Theory and Practices Chapter 1 PDF

Leadership Theory and Practices Chapter 1 BSHR2103 Outcome No 1 :Describe the concept of leadership, Leadership theories and its implications. Contents : Components of Leadership Are managers and leaders the same? Distinguishing Leadership from Management The...

Leadership Theory and Practices Chapter 1 BSHR2103 Outcome No 1 :Describe the concept of leadership, Leadership theories and its implications. Contents : Components of Leadership Are managers and leaders the same? Distinguishing Leadership from Management Theories of Leadership Theories: Do Leaders Behave in Particular Ways? Three most best-known behavioural theories of leadership The Ohio State Studies The Michigan Studies The Leadership Grid Contingency Theories Four situational theories  I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep. —Talleyrand  Who is a Leader ? LEADERSHIP Leadership is a process. Influences others to achieve the objectives Direct the organization to be more cohesive leadership is the ability to influence a group towards the achievement of a vision or set of goals. Leadership is frequently defined as a social (interpersonal) influence Focus on group maintenance needs Kinds of Leader Formal Leader an individual who is recognized by those outside the group as the official leader of the group appointed by the organization to serve in a formal capacity all managers act as formal leaders ( E-g) Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony Kinds of Leader Informal Leader Leaders are not assigned by the organization members of the group acknowledge as their leader. most work groups contain at least one informal leader (E-g) Athletic teams often have informal leaders Why Organization need strong leaders Organizations need strong leadership and strong management for optimal effectiveness. Organization need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. Organization need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations Source : Stephen P Robbins & Timothy A Judge (pdf) ( PDFDrive ) (1).pdffile:///C:/Users/bs136/Desktop/S1%20(2022- 23)/Leadership/Textbooks/Stephen%20P%20Robbins%20&%20Timothy%20A%20Judge%20(pdf)%20(%20PDFDrive%20)%20(1).pdf, Pg 369 Components of Leadership (a) Leadership is a process, (b) leadership involves influence, (c) leadership occurs in groups, and (d) leadership involves common goals Source : Peter G Northouse, Theory and Practice, Seventh edition, Western Michigan University, pg 6-7  Leadership as a process It is not a trait or characteristic that resides in the leader, but rather a transactional event that occurs between the leader and the followers. It emphasizes that leadership is not a linear, one-way event, but rather an interactive event. Source : Peter G Northouse, Theory and Practice, Seventh edition, Western Michigan University, pg 6-7  Leadership involves influence It is concerned with how the leader affects followers. Influence is the sine qua non (essential) of leadership. Without influence, leadership does not exist. Source : Peter G Northouse, Theory and Practice, Seventh edition, Western Michigan University, pg 6-7  Leadership occurs in groups Leadership involves influencing a group of individuals who have a common purpose. This can be a small task group, a community group, or a large group encompassing an entire organization. Leadership is about one individual influencing a group of others to accomplish common goals. Others (a group) are required for leadership to occur Source : Peter G Northouse, Theory and Practice, Seventh edition, Western Michigan University, pg 6-7  Leadership includes attention to common goals. Leaders direct their energies toward individuals who are trying to achieve something together. Leaders and followers have a mutual purpose. Attention to common goals gives leadership an ethical overtone (harmony) Attention to common goals increases the possibility that leaders and followers will work together toward a common good. Source : Peter G Northouse, Theory and Practice, Seventh edition, Western Michigan University, pg 6-7 What is a leadership style A leader’s methods and behaviors when directing, motivating, and managing others. How they strategize and implement plans Knowing your leadership style is critical because it can help you determine how you affect those who are under your direct influence Source : https://blog.hubspot.com/marketing/leadership-styles Four major leadership styles prevalent in organizations: Autocratic Participative Free-Reign (Laissez-Faire) Democratic These four styles above can act as a bridge towards understanding the relationship of leadership. Source - Leadership-and-Management-in-Learning-Organizations- Clayton Smith, Carson Babith-1587747834.pdf Autocratic leader Autocratic leaders are directive leaders who take very little input or discussion from subordinates. Autocratic leaders tend to look at the systems and find a path of least resistance to success based on their knowledge. It is not that autocratic leaders do not care about their staff as they treat staff like any other people. It just comes down to how to run organizational systems, using their own expert knowledge to lead their team. Participative leaders Leaders who share the decision making process with other employees Embrace a brainstorming discussion on organizational issues. In many ways, the participative leader within a learning organization tends to be the best fit. Lassiez-faire Free reign or lassiez-faire (French: Leave it alone) is a leadership style in which managers leave the control and decision making to their employees. As one person may think the autocratic style is to strict, one may think the lassiez-faire style would lead to complete corporate anarchy. Employees have freedom to pursue their work as they see fit, so long as they stay within the confines of existing company ethics and policies. Democratic leaders Democratic leaders embrace input from all members and have a vote on specific decisions. Test your leadership style https://ecampusontario.pressbooks.pub/educationleadershipmanagement/?p=300#pb- interactive-content  ARE MANAGERS AND LEADERS THE SAME Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 257  Distinguishing Leadership from Management Management Leadership Engages in day-to-day caretaker activities: Formulates long-term objectives for reforming the system: Maintains and allocates resources Plans strategy and tactics Exhibits supervisory behavior: Acts to make others maintain Exhibits leading behavior: Acts to bring about change in standard job behavior others congruent with long-term objectives Administers subsystems within organizations Innovates for the entire organization Asks how and when to engage in standard practice Asks what and why to change standard practice Acts within established culture of the organization Creates vision and meaning for the organization Uses transactional influence: Induces compliance in manifest Uses transformational influence: Induces change in values, behaviour using rewards, sanctions and formal authority attitudes, and behavior using personal examples and expertise Relies on control strategies to get things done by subordinates Uses empowering strategies to make followers internalize values Status quo supporter and stabilizer Status quo challenger and change creator Source: R. N. Kanungo, “Leadership in Organizations: Looking Ahead to the 21st Century,C” anadian Psychology 39, no. 1–2 (1998), p. 77. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 258 Theories of Leadership Trait Theory Great man Theory ( Big five personality traits) Behavioral theories Contingency Theories Trait Theory Are Leaders Different from Others? To identify the traits of leaders, it would be easier to select people to fill leadership roles. They identify people such as Nelson Mandela, Richard Branson of the Virgin Group, and Steve Jobs of Apple as leaders, and then describe them in terms such as charismatic, enthusiastic, decisive, and courageous. Dozens of traits that emerged in various ways as, leadership reviews fall under one of the Big Five personality traits Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 258-259  Great man Theory ( Big five personality traits) Extraversion, Agreeableness, Conscientiousness, Emotional stability, and Openness to experience. This approach resulted in consistent and strong support for traits as predictors of leadership. Source : Stephen Robbins, Organizational Behavior, Harward Business school, pg 258-259 CONSCIENTIOUSNESS High levels of thoughtfulness Goal-directed behaviour Conscientiousness has been related to leadership second most strong traits required. (e-g) This type of Leaders are always prepared and follow the schedule and prefer order. Source : http://traittheory.weebly.com/big-five.html AGREEABLENESS Attributes such as trust, kindness, and affection Getting along with others and are generally considerate, helpful, and friendly Positively related to good team work skills but negatively related to good leadership skills (e-g) This type of Leaders are feel others’ emotions and interested in the welfare of the employees. Source : http://traittheory.weebly.com/big-five.html NEUROTICISM Tendency to experience negative emotions such as anger, anxiety, or depression. High in this trait usually experience emotional instability and are vulnerable to stress. Neuroticism is moderately and negatively related to leadership. (e-g) This type of Leaders change their mood a lot, get stressed quite easily. Source : http://traittheory.weebly.com/big-five.html OPENNESS Characteristics such as being creative, curious, insightful Those high in this trait take risk They have unusual ideas, and a big imagination (e-g) This type of Leaders have excellent ideas and prefer innovation in their work. Source : http://traittheory.weebly.com/big-five.html EXTRAVERSION Characterized by having positive energy and emotions, excitability, sociability, and assertiveness High in this dimension enjoy being with people, and are likely to take opportunities Extraversion is the personality factor that is most strongly related to leadership, and is described as the most important personality trait of effective leaders. (e-g) This type of Leaders prefers to be social and start their conversation and prefers to be the center of attraction. Source : http://traittheory.weebly.com/big-five.html Behavioral Theories of Leadership The three most best-known Behavioral theories of leadership are the 1. Ohio State University studies that were conducted starting in the late 1940s, 2. University of Michigan studies conducted at about the same time, 3. Blake and Mouton’s Leadership Grid, which reflects the behavioral definitions of both the Ohio and Michigan studies. All three approaches consider two main dimensions by which managers can be characterized: attention to production and attention to people. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 261 The Ohio State Studies In the Ohio State studies, these two dimensions are known as initiating structure and consideration. Initiating structure A leader is likely to define and structure his or her role and the roles of employees in order to attain goals; it includes behavior that tries to organize work, work relationships, and goals. For instance, leaders using this style may develop specific output goals or deadlines for employees. Consideration A leader is likely to have job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. A leader who is high in consideration shows concern for followers’ comfort, well-being, status, and satisfaction. For instance, leaders using this style may create more flexible hours, or flextime, to make it easier for employees to manage family issues during work hours. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 261 The Ohio State Studies Source : Ozgur Demirtas, A hand book of leadership styles, Cambridge scholors publications, page no21, The Michigan Studies Researchers at the University of Michigan, whose work is referred to as “the Michigan studies,” also developed two dimensions of leadership behavior that they labelled employee-oriented and production-oriented. Employee-oriented leaders emphasize interpersonal relations. They take a personal interest in the needs of their subordinates and accept individual differences among members. Production-oriented leaders , In contrast, tend to emphasize the technical or task aspects of the job. They are mainly concerned with making sure the group accomplishes its tasks, and the group members are sim ply a means to that end. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 261 The Michigan Studies Source : Ozgur Demirtas, A hand book of leadership styles, Cambridge scholors publications, page no23, The Leadership Grid Blake and Mouton developed a graphic portrayal of a two-dimensional view of leadership style. They proposed a Leadership Grid based on the styles of “concern for people” and “concern for production,” The grid, shown in the next page has 9 possible positions along each axis, creating 81 different positions in which the leader’s style may fall, but emphasis has been placed on 5 styles as: Impoverished management (1,1); Authority-obedience management (9,1); Middle-of-the-road management (5,5); country club management (1,9); and Team management (9,9). The grid shows the dominating factors in a leader’s thinking with respect to how to get results from people, without focusing on what the specific results are. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 261  The Leadership Grid SOURCE: The Leadership Grid© figure, Paternalism figure, and Opportunism figure from Leadership Dilemmas—Grid Solutions, by Robert R. Blake and Anne Adams McCanse. Contingency Theories: Does the Situation Matter? Situational factors that affect a leader’s ability to act. Situational, or contingency, theories of leadership try to isolate critical situational factors that affect leadership effectiveness. Three contingency models are: 1. Fielder Contingency theory 2. Situational leadership theory 3. Path-goal theory Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 263 - 264 Fiedler Contingency Model The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader. Fiedler identified three contingency dimensions that together define the situation a leader faces:  Leader-member relations. The degree of confidence, trust, and respect members have in their leader.  Task structure. The degree to which the job assignments are procedures (that is, structured or unstructured).  Position power. The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 263 - 264  Fiedler stated that the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control the leader has. He suggested that task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. In a high-control situation, a leader can “get away” with task orientation, because the relationships are good and followers are easily influenced. In a low-control situation (which is marked by poor relations, ill-defined task, and low influence), task orientation may be the only thing that makes it possible to get something done. In a moderate control situation, the leader’s relationship orientation may smooth the way to getting things done. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 263 - 264 Situational Leadership Theory Paul Hersey and Ken Blanchard have developed a leadership model that has gained a strong following among management development specialists. This model is called situational leadership theory (SLT). SLT views the leader-follower relationship as similar to that of a parent and child. Hersey and Blanchard identify four specific leader behaviors from highly directive to highly laissez-faire. The most effective behavior depends on a follower’s ability and motivation. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 263 - 264 In the Situational Leadership model, the leadership style has been divided into 4 types: S1: Telling or Directing - Telling style is associated with leaders who minutely supervise their followers, constantly instructing them about why, how and when of the tasks that need to be performed. S2: Selling or Coaching- Selling style is when a leader provide controlled direction and is a little more open and allows two way communication between him/herself and the followers thus ensuring that the followers buy in the process and work towards the desired goals. S3: Participating or Supporting - This style is characterized when the leaders seeks opinion and participation of the followers to establish how a task should be performed. The leader in this case tries creating relationship with the followers. S4: Delegating - In this case, the leader plays a role in decisions that are taken but passes on or delegates the responsibilities of carrying out tasks to his followers. The leader however monitors and reviews the process. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 263 – 264 https://www.managementstudyguide.com/situational-leadership.htm  Path-Goal Theory The term path-goal derives from the belief that effective leaders both clarify the path to help their followers achieve their work goals and make the journey along the path easier by reducing road- blocks and pitfalls. According to this theory, leaders should follow three guidelines to be effective:  Determine the outcomes subordinates want.  Reward individuals with their desired outcomes when they perform well.  Let individuals know what they need to do to receive rewards(that is, the path to the goal), remove any barriers that would prevent high performance, and express confidence that individuals have the ability to perform well. Source : Stephen Robbins, Organizaitonal Behavior, Harward Business school, pg 263 - 264 Components of path goal model  Leaders behavior Directive Leadership It characterizes a leader who gives followers instructions about their task, including what is expected of them, how it is to be done, and the timeline for when it should be completed. A directive leader sets clear standards of performance and makes the rules and regulations clear to followers. Supportive Leadership Supportive leadership consists of being friendly and approachable as a leader and includes attending to the well-being and human needs of followers. Leaders using supportive behaviors go out of their way to make work pleasant for followers. In addition, supportive leaders treat followers as equals and give them respect for their status  Participative Leadership Participative leadership consists of inviting followers to share in the decision making. A participative leader consults with followers, obtains their ideas and opinions, and integrates their suggestions into the decisions about how the group or organization will proceed. Achievement-Oriented Leadership Achievement-oriented leadership is characterized by a leader who challenges followers to perform work at the highest level possible. This leader establishes a high standard of excellence for followers and seeks continuous improvement. Followers characteristics Follower characteristics determine how a leader’s behavior is interpreted by followers in a given work context. Followers needs for affiliation, preferences for structure, desires for control, and self- perceived level of task ability. These characteristics determine the degree to which followers find the behavior of a leader an immediate source of satisfaction or instrumental to some future satisfaction. Task Characteristics In addition to follower characteristics, task characteristics also have a major impact on the way a leader’s behavior influences followers’ motivation. Task characteristics include the design of the follower’s task, the formal authority system of the organization, and the primary work group of followers. Collectively, these characteristics in themselves can provide motivation for followers. Case study - 1 Choosing a New Director of Research Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new director of research. The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people. The choice of directors is important because Sandra is receiving pressure from the president and board of GLF to improve the company’s overall growth and productivity. Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each has very strong credentials. Alexa Smith is a longtime employee of GLF who started part-time in the mailroom while in high school. After finishing school, Alexa worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa’s work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being very persistent about her work: When she starts a project, she stays with it until it is finished. It is probably this quality that accounts for the success of each of the four new products with which she has been involved  A second candidate for the new position is Kelsey Metts, who has been with GLF for 5 years and is manager of quality control for established products. Kelsey has a reputation for being very bright. Before joining GLF, she received her MBA at Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all her performance reviews, she received extra-high scores on sociability and human relations. There isn’t a supervisor in the company who doesn’t have positive things to say about how comfortable it is to work with Kelsey. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market. Thomas Santiago, the third candidate, has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF, and actively promotes its mission. The two qualities that stand out above the rest in Thomas’s performance reviews are his honesty and integrity. Employees who have worked under his supervision consistently report that they feel they can trust Thomas to be fair and consistent. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of three new product lines. The challenge confronting Sandra is to choose the best person for the newly established director’s position. Because of the pressure she feels from upper management, Sandra knows she must select the best leader for the new position. Based on the information provided about the trait approach Questions 1. If you were Sandra, whom would you select? 2. In what ways is the trait approach helpful in this type of selection? 3. In what ways are the weaknesses of the trait approach highlighted in this case Case study - 2 AL KAHAU is engaged in the manufacturing of modern dresses in Oman. It employs five thousand employees, including expert artisans who are paid regular salaries as well as production based rewards. Regular employees are needed for continuity in marketing. Payments are regularly made. The existing pattern of salary and the behavior of employees are satisfactory. A new designer from salalah was hired who revolutionaries production by introducing new and prospective designs. The employees are unhappy, however and complain that he is rude and arrogant. Employees are not treated properly by him. The designer has a production oriented attitude. Personal relations have down. The company has benefited from the new designer, as it has started exporting modern dresses and the profits have increased two-fold. 1. what is the leadership style of the new designer? 2. Discuss the role of the charismatic leadership model in the above organization? 3. What is managerial grid leadership? Explore its use in the above company  GLOSSARY Leadership: the social relationship between two or more people who depend on each other to attain certain mutual goals in a group situation Leadership Characteristics: specific traits within one leadership style, where projects are planned to achieve goals Autocratic Leaders: directive leaders, allow little input or discussion from subordinates Laissez-Faire Leaders: a leadership style where leaders leave the control to their employees, so long as it remains within existing company ethics and standards Trait Theory it helps to identify the traits of leaders; it would be easier to select people to fill leadership roles. Extraversion - sociability, talkativeness, assertiveness, and high amounts of emotional expressiveness.  GLOSSARY Conscientiousness - high levels of thoughtfulness, good control, and goal- directed behaviors Charismatic Leadership: leader who uses charisma to influence members within an organization to bring about change Michigan Studies research done at the University of Michigan where actions are identified as job-centered behaviors and employee/member-centered behaviors Leadership Grid - a model of behavioral leadership has two dimensions, concern for people and concern for production Contingency Theories - focuses on how specific situations affect a leader's effectiveness and how a leader's ability to adapt Reference Source : Peter G Northouse,(2016) ,Theory and Practice, Seventh edition, Western Michigan University, ISBN 978-1-4833-1753-3 Stephen P Robbins & Timothy A Judge (2013), Organizational Behavior, Pearson publication, ISBN-13: 978-0-13-283487-2. Stephen P Robbins & Timothy A Judge (pdf) ( PDFDrive ) (1).pdffile:///C:/Users/bs136/Desktop/S1%20(2022- 23)/Leadership/Textbooks/Stephen%20P%20Robbins%20&%20Timothy%20A %20Judge%20(pdf)%20(%20PDFDrive%20)%20(1).pdf  CONTACT INFORMATION: Name of the Staff : Dr Halah Alkathiri Office:: Bs050 Email: [email protected] VERSION HISTORY Version No Date Approved Changes incorporated 01 Sem. (1) 2022/2023 02 Sem ( 1 ) 2023 / Dr Nirmala / UTAS MUSCAT 2024 57