Leadership Theories PDF

Theories of leadership Winston Churchill House of Commons of the Parliament of the United Kingdom on June 4, 1940 “…We shall go on to the end. We shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air, we shall defe...

Theories of leadership Winston Churchill House of Commons of the Parliament of the United Kingdom on June 4, 1940 “…We shall go on to the end. We shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air, we shall defend our island, whatever the cost may be. We shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender..” Video Leadership VS Management Management Leadership Administers Innovate Copy style Original style Maintain environment Shape environment Rely on control Inspire trust Process and system People Short term perspective Long term perspective Ask how and when? Ask what and why? Imitates culture and politics Less likely to comply with culture and politics What is Leadership? It is a process by which one person influences the thoughts, attitudes, and behaviours of others. Leaders set a direction for the rest of us; they help us see what lies ahead; Leaders help us visualize what we might achieve; they encourage us and inspire us. Leaders helps to point us in the same direction and harness our efforts jointly. Taking a leadership position means: Having a vision about what can be accomplished. Making a commitment to the mission and to the people you lead. Taking responsibility for the accomplishment of the mission and the welfare of those you lead. Assuming risk of loss and failure. Accepting recognition for success. Leadership defined Creating an inspiring vision Motivating people to engage with the vision Managing delivery of the vision Coaches and building teams Leadership: Creating an inspiring vision Vision provides direction Help set priorities Sets a marker A compelling vision is one that people can see, feel, understand and embrace Leadership: Motivate and inspire people Connect vision with individual needs, goals and aspirations Communicate, communicate, communicate Use of social power to influence Leadership: Managing delivery of the vision Requires management skills Setting goals and objectives Empower teams to achieve goals and objectives Development of meaningful KPI’s Management by Walking Around Managing change initiatives Leadership: Coaching and building teams Understand team dynamics Identify team roles Ensuring necessary knowledge, Skills and abilities are available Leadership development Leadership basic functions There are three basic functions that a leader performs: The organizational function involves the organizational structure and the selection of people who operate within this structure. It involves various the control of internal and external communication flows. The interpersonal function involves the morale of the organization. It reflects the degree of concern about the humanness of the organization. It requires that the leader to pay attention to individual concerns. The decisional function involves the making of decisions in order for the organization to achieve its goals. This is the traditional function that has been associated with leadership Three theories of leadership Trait: a distinguishing quality or personal character Ambitious, energetic, self-confident Behavioral: Leadership consists of learn-able skills High standards, emphasizes deadlines, structures roles Contingency Adapts style to situation Trait Theory Leaders have special, mainly inborn, qualities The Big Five Personality dimensions Achievement motivation Theory Leadership Attitudes The Big Five Personality Dimensions Dominance Extraversion High energy with determination Agreeableness Sociability/Sensitivity Emotional Intelligence Self Awareness Social Awareness Self Management Relationship Management The Big Five Personality Dimensions Adjustment Emotional Stability/Self-Control/Narcissism Self-confidence Conscientiousness Dependability Integrity (a person with a moral compass that does not waver) Openness Flexibility Intelligence Locus of Control Behavioral Theory How do successful leaders behave? What observable actions distinguish successful and unsuccessful leaders? Examples Ohio State University Studies (Stodgil) Managerial Grid (Blake and Mouton) Achievement Motivation Theory Need to Achieve Excellence through individual efforts Correlated with high performance Need for Power Concern for influencing others and seeking positions of power Need for Affiliation Concern for developing, maintaining and restoring personal relationships Correlates negative to leadership (they like to be part of the group rather than its leader) Leadership Attitudes Attitudes A positive or negative feeling about people, things, and issues Theory X and Theory Y The Pygmalion Effect Self Concept Ethical Leadership Theory X and Theory Y Theory X Tend to have a negative, pessimistic view of employees Tend to display coercive and autocratic behavior Theory Y Tend to have a positive, optimistic view of employees Display participative style and use motivation and reward The Pygmalion Effect Leaders’ attitude toward and expectations of followers and their treatment of them, explain and predict followers’ behavior and performance Setting high expectations (objectives and standards) Self-Concept The positive or negative attitude people have about themselves Self Efficacy The belief in your own capability to perform Based on Self Concept and Self Confidence Develop a Positive Attitude 1. There no or few benefits to negative, pessimistic attitudes 2. Try to maintain a positive and optimistic 3. Use positive self-talk 4. When someone is negative or complains, stop and change to a positive attitude 5. Avoid negative people 6. Set and achieve goals 7. Focus on your success; don’t dwell on failure 8. Don’t belittle accomplishments 9. Don’t compare yourself to others 10. Accept compliments 11. Be a positive role model 12. If you are feeling down, help others who are worse off than you Ethical behavior Ethics: Standards of right and wrong that influences behavior Leaders set the standards for ethical behavior Guide to Ethical behavior 1. The Golden Rule: “ Do unto others as you want them to do unto you.” 2. Four-way test: Is it the truth? Is it fair to tell all concerned? Will it build goodwill and better friendships? Will it be beneficial to all concerned? 3. Code of ethics (business guidelines and standards for ethical behavior) 4. Stakeholder approach to ethics: Create a win-win situation for relevant parties affected by the decision. 5. Discernment and advice Take time to make decision Seek advice from others Behavioral Theory: Ohio State Studies: 1940’s Studies identified two leadership styles Autocratic leadership style Leader makes decisions Leader tells followers what to do Followers are closely supervised Democratic leadership style Leader encourages participation in decisions Develops plans with followers Followers are not closely supervised Behavioral Theory: University of Michigan Studies The Management Grid: 1940’s Concern for people (relationships) Concern for production (tasks) Behavioral Theory: University of Michigan Studies (2) Consideration Time to listen to people Prepared to make changes Provides coaching and mentoring Encourages, listens and observes Friendly and approachable Structure Assigns tasks Set standards and rules Sets expectations Organizes, initiates and provide clarification Behavioral Theory: Ohio State University Leadership Model Behavioral Theory: University of Michigan Studies (3) Leaders who are high in consideration Followers are more satisfied with their jobs; Followers are more motivated Followers have more respect for their leader. Leaders who are high in initiating structure Achieved higher levels of group and organization productivity Higher performance evaluations. The findings of the study indicate that a successful leader will be considerate of others and have ability to initiate structure. Behavioral Theory: Blake, Mouton, and McCanse: The managerial grid High Country club Leader Team Leader Thoughtful attention to needs of Work accomplishment is from people for satisfying relationships committed people; interdependence leads to a comfortable friendly through a “common stake” in organization atmosphere and work organization purpose leads to tempo. relationships of trust and respect. Concern Middle of the for road Leader people (1‐9) Impoverished Leader Authority Compliance Leader Exertion of minimum effort to get Efficiency in operations results from required work done is appropriate to arranging conditions of workin such sustain organization membership. a way that human elements interfere to a minimum degree. Low Low Concern for results (1‐9) High Consequences of leadership styles Impoverished Leader: Employees become apathetic, disinterested, and resentful of the organization and their leader. Results in the low employee productivity and satisfaction of all the leadership styles. Authority Compliance Leader: Frequently results in hostile attitudes, a suppression of conflict, distorted and guarded communications, high turnover and absenteeism, low productivity and work quality. Tends to develop dependent and uncreative employees who are afraid to seek responsibility. Consequences of leadership styles Country Club Leader: There is little evidence to support the notion that keeping employees happy and treating them well results in high productivity. The preoccupation with keeping people happy and involved often interferes with high achievement, causes employees to lose respect for their leader, results in the emergence of informal leaders, and causes problems to be expeditiously resolved. Team Leader: Results in high employee productivity, satisfaction, cooperation, and commitment. Reduces the need for controls and formal rules and procedures. Results in low employee absenteeism and turnover. Develops competent people who are willing to give their best, think for themselves, communicate openly, and seek responsibility. Contingency Theory What is interplay between management situation and leadership style? Fiedler model Hersey-Blanchard situational theory Path-goal theory Fiedler Model: 1967 Performance of a group depends upon Leader/group “fit” Situational factors that allow influence and control Fiedler Model (4 Steps) 1. Determine leadership style 2. Analyze situation 3. Match leaders with situations 4. For “mismatches” Change the leader Change the situation Fiedler: Step 1 Determine leadership style using Least Preferred Co-Worker questionnaire (LPC) Relationship oriented Task oriented Neither LPC is intended to measure the degree to which a person is task or relationship oriented. About 84 percent of the people taking the questionnaire are either relationship oriented or task oriented, while 16 percent cannot be classified as either. Fiedler: Step 2 Leader-member relations To what degree do followers trust and respect the leader? Is the relationship good, or is it poor? Task structure To what degree are the job assignments well structured? Alternatives range from high to low (highly structured to unstructured). Position power To what degree does the leader have power over hiring, firing, performance appraisals, giving rewards (promotions and bonuses), and so forth. The alternatives are strong or weak. Fiedler Step 3&4 Fiedler Summary For this situation More effective leadership style All Situations Task Oriented Except Poor Trust — High Structure — Weak Power Poor Trust — High Structure — Strong Power Relationship Good Trust — Low Structure — Weak Power Oriented Hersey & Blanchard Situational Theory: 1988 Suggest that no leadership style is better than the other Adapt leadership style to followers and their abilities Readiness of followers taken into account R1: unable and unwilling R2: unable and willing R3: able and unwilling/apprehensive R4: able and willing Hersey & Blanchard Styles Leadership Styles Low Directive High Directive Participating (able, unwilling) Selling (unable, willing) High supportive R3 R2 Delegating (able, willing) Telling (unable, unwilling) Low supportive R4 R1 Employee’s development level Low Directive High Directive D3 Participating D1 Selling High R3 (able, unwilling) R2 (unable, willing) supportive D4 Delegating Low D2 Telling R4 (able, willing) supportive R1 (unable, unwilling) D4 D3 D2 D1 Developed High competence Moderate competence Some competence Low competence Developing High commitment Variable commitment Low commitment high commitment Hersey & Blanchard Styles Leadership styles Telling. The leader directs the group (in what some might call an autocratic style). Selling. The leader provides both directive and supportive behavior. Participating. The leader shares in the decision-making with the group (what some might call a democratic style). Delegating. The leader provides little direction or support (sometimes called laissez-faire management). Path-Goal Model (House): 1974). Leader helps individuals attain personal goals through attainment of group’s goals. Path Goal Effective leaders change style to meet requirements of situation and followers. Path-Goal Theory Situational Factors Task structure Formal authority system Work group Follower Characteristics Outcomes Locus of control Authoritarianism Path Goal Performance Satisfaction Perceived ability Four Alternative Focus of motivation Leader Behaviors Defining goals Directive Clarify the path Supportive Removing obstacles Participate Providing support Achievement‐oriented Path-Goal Theory (cont.) A path exists to a set of goals that followers want to attain The leader will help them find and successfully navigate the path to achieve goal. The effective leader helps remove obstacles The effective leader provides followers with support and direction that is: Aligned to both their needs and expectations The requirements of the situation (task structure, the formal authority system, and the work group). Effective leaders change their style as situational factors and followers' characteristics change Path – Goal styles Achievement oriented works best when the staff experiences a lack of challenge Directive leadership helps clearly understand job responsibilities. Participative leadership is effective in situations where the follower is making poor decisions or improper procedure and the leader can take steps to help them improve. Supportive leadership is useful with a team that is new, inexperienced, or otherwise lacking confidence. Path-Goal — Conclusions Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks Directive leadership is likely to be perceived as redundant among subordinates with high perceived ability or with considerable experience The more clear and bureaucratic the formal authority relationships, the more leaders should exhibit supportive behavior and de- emphasize directive behavior Path-Goal — Conclusions (cont.) Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group Subordinates with an internal locus of control (those who believe they control their own destiny) will be more satisfied with a participative style Subordinates with an external locus of control will be more satisfied with a directive style Achievement-oriented leadership will increase subordinates’ expectancies that effort will lead to high performance when tasks are ambiguously structured Vroom-Yetton Model Vroom-Yetton Participation Styles Decide: Leader makes the decision and announces it. Consult Individually: Leader individually tells followers the problem, gets suggestions, and then decides. Consult Group: Leader holds group meeting, tells followers the problem, gets suggestions, and then decides. Facilitate: Leader facilitates group meeting, seeking participation and concurrence, without pushing his/her ideas. Delegate: Let's the group diagnose problem and make the decision. Vroom - Yetton A. Define the problem B. Answer the questions with H or L 1. Is the decision significant 2. How important is follower’s commitment 3. What is the leader’s level of experience with the decision? 4. If the leader make the decision alone, would followers be committed? 5. What is the level of support? 6. What are the follower’s level of experience with the decision? 7. Ability of the team to work together? Common Duality in Most Models Leader must attend to both: Task or Structure or Production People or Relationships or Consideration Problems with Theories Trait Doesn’t predict successful performance Behavioral Doesn’t generalize across situations Contingency Complicated and hard to use Other issues gender, national culture, teams