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A PRESENTATION
ON
LEADERSHIP
PRESENTER :
LAVINA RATURIGIA BATCH(SEM I)
DEPARTMENT OF BUSINESS ADMINISTRATIONBHAVNAGAR UNIVERSITY
BHAVNAGAR
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CONTENTS :
Definition of Leadership
Trait approach of Leadership
Behavioral approach of Leadership
Contingency approaches to Leaderhip
Modern leadership theories
-Charismatic leadership theory
- Transformational and transactional leadership theory Managers V/S Leaders
References
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DEFINITION OF LEA
DERSHIP :
Leadership is defined as the process of directing and
influencing the task-related activities of group members
towards achievement of organizational goals.
Leadership involves :
-subordinates or followers
-unequal distribution of power-ability to use power to influence followers
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The ideal leader.....
Being the first to take the lead, showing confidence
Speaking enthusiastically about challenges
Remaining calm and confident in crisis situations
Recovering quickly from setbacks
Taking pride in their achievements
Expressing confidence in their own ability
Communicating confidence and resilience to their
teams.
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How to create dream teams inorganisations?
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TRAIT APPROACH
BEHAVIORALAPPROACH
-Continuum of leadershipbehavior
-The Ohio state and universityof Michigan studies
-The managerial grid
COGNITIVE APPROACH-Fiedlers contingencyapproach to leadership
-The path-goal approach toleadership
VARIOUSLEADERSHIPAPROACHES
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THE TRAIT APPROACH TO
LEADERSHIP
y Starting with Great Man theory that suggests that leaders are bornand not made, researchers tried to study leadership by identifying
personal characteristics of leaders.
y In searching for measurable leadership traits, researchers have takentwo approaches :
(1) Comparing the traits of those who emerged as a leaderswith those who did not; and
(2) Comparing the traits of effective leaders with those ofineffective leaders.
y Trait approach had few limitations and lost much of its acceptabilitywith the rise of the behaviorist school of psychology.
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BEHAVIORAL APPROACH TO
LEADERSHIP :
Researchers instead of distinguishing traits, tried to isolate thebehaviors characteristics of effective leaders.
Researchers focused on two aspects of leadership behavior :
-Leadership functions:
Its the Group-maintenance (Social functions) and Task-
related activities (Problem-solving functions) that must beperformed by the leader, for a group to perform effectively.
-Leadership styles:
Its the various patterns of behavior favored by leaders
during the process of directing and influencing workers.
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CONTINUUM OF LEADERSHIP BEHAVIORprince dudhatra-
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THE OHIO STATE AND UNIVERSITY
OF MICHIGAN STUDIES :
At the end of World War II, Bureau of Business Research at
Ohio State University initiated a series of studies on leadership.
An interdisciplinary team of researchers from psychology,
sociology and economics was formed and they used the Leader
Behaviour Description Questionnaire (LBDQ) to analyze
leadership in numerous types of groups and situations.
From over 1000 dimensions they narrowed down the list into
two categories known as Initiating Structure (task-oriented)
and Consideration (employee-oriented).
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Cont..
Leadership studies undertaken at the University of Michigans
Survey Research Centre, at about the same time as those being
done at Ohio State, had similar research objectives.
They too came up with two dimensions of leadership behavior
and labeled them as employee-oriented and production-
oriented.
The conclusion from both the Ohio state and Michigan studies
is that leadership style is bidimensional ie. Both employee
orientation and task orientation are crucial to superior
performance.
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THE MANAGERIAL GRID
y The Managerial Grid developed by Robert Blake and Jane
Mouton reflects the bidimensional nature of leadership.
y The managerial grid identifies a range of management
behaviors based on the various ways that task-oriented and
employee-oriented styles can interact with each other.
y The five various styles are :
-Impoverished management or Laissez-faire management-Country club management
-Authoritarian management
-Middle-of-the-road management
` -Team or Democratic management
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CONTINGENCY APPROACHES TO
LEADERSHIP :
y Researchers using the trait and behavioral approaches showedthat effective leadership depended on many variables.
y Therefore, researchers began trying to identify those factors ineach situation that affected the effectiveness of a particularleadership style and the theories resulting from this researchconstitute the contingency approach to leadership.
y The basic principle behind Contingency approach is, the viewthat the management technique that best contributes to theattainment organizational goals might vary in different types ofsituations or circumstances.
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Cont
These theories focused on following factors :
-Leaders personality, past experiences, and expectations-Superiors expectations and behavior
-Task requirements
-Peers expectations and behavior
-Subordinates characteristics, expectations, and behavior-Organizational culture and policies
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PERSONALITY AND SITUATIONAL FACTORS THAT
INFLUENCE EFFECTIVE LEADERSHIP
Superiors
expectations
and behavior
Task
requirements
Peers
expectations
and behaviorSubordinates
characteristics,
expectations,
and behavior
Organizational
culture and
policies
Leaders
personality, past
experiences, andexpectations
LeadersEffectiveness
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FIEDLERS CONTINGENCY APPROACH TO
LEADERSHIP :
Fred E Fiedler and his associates at the Universtiy of Illinois
have suggested a contingency theory of leadership.
The theory holds that people become leaders not only becauseof the attributes of their personalities but also because of
various situational factors and the interactions between leaders
and group members.
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Critical Dimensions of the Leadership Situation :
1) Leader-member relations:
It is the quality of interaction between a leader and his orher subordinates.
2) Task structure :
A work situation variable that helps determine a leaderspower.
3) Position power :It is the final situational variable that is inherent in the
formal position the leader holds.
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Leadership Styles :
y Fiedler set forth two major styles of leadership :
Task oriented and Employee oriented
y To measure leadership styles and determine whether a leader istask oriented or employee oriented Fiedler used an unusual
testing technique of LPC (Least preferred co-worker) scores
y
Finding of the studies :People who rated their co-workers high in LPC scores -
Employee oriented leader
People who rated their co-workers low in LPC score -
Task oriented leader
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FIEDLER'S CONTINGENCY MODEL OF
LEADERSHIP
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THE PATH-GOAL APPROACH TO LEADERSHIP :
This theory is widely recognized theoretical development froma contingency approach and is derived from the expectancy
framework of motivation theory.
The theory suggests that the main function of the leader is toclarify and set goals with subordinates, help them find the best
path for achieving the goals, and remove obstacles.
The theory attempts to explain the impact the leader behaviorhas on associate motivation, satisfaction, and performance.
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Cont..
y The theory categorizes leader behavior into four groups :
1) Directive leadership
2) Supportive leadership3) Participative leadership
4)Achievement-oriented leadership
y Situational factors contributing to effective leadership :
1)Associate characteristics
2) Work environment
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LEADER
BEHAVIOR/STYLESDirectiveSupportiveParticipativeAchievement-oriented
ASSOCIATE
CHARACTERISTICSLocus of control and/or
ability
ENVIRONMENTALFORCES
Task characteristicsFormal authority systemPrimary work group
ASSOCIATEPerceptionMotivation
OUTCOMESSatisfactionRole clarityGoal clarityPerformance
PATH- GOAL RELATIONSHIPprince dudhatra-9724949948
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MOD
ERN LEAD
ERSHIP THEORIES :
Charismatic Leadership Theory
Transformational and Transactional LeadershipTheory
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CHARISMATIC LEADERSHIP THEORY
y The charismatic concept goes as far back as the ancient Greeksand is cited in the Bible, but its modern development is oftenattributed to the work of Robert House.
y The theory suggests that charismatic leaders are characterizedby :
-Self confidence and confidence in associates
-High expectations for associates
-High level of dominance
-A strong conviction in the moral righteousness of his/herbeliefs
-Or at least the ability to convince followers that he or shepossess such confidence and conviction.
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TRANSFORMATIONAL TRANSACTIOANAL
Transformational leaders
motivate subordinates by raising
their sense of importance and
value of their tasks, by getting
them to transcend their own self-
interests for the sake of the team
or organization and by raisingtheir need level to the higher
order needs, such as self-
actualization.
Transactional leaders determine
what subordinates need to do to
achieve their and organizational
objectives, classify those
requirements, and help
subordinates become confident
so that they can reach theirobjectives by expending the
necessary efforts.
Bernard M. Bass has contrasted two types of leadership
behaviors : transactional and transformational.
TRANSFORMATIONAL AND TRANSACTIONAL
LEADERSHIP THEORYprince dudhatra-9724949948
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SOME CHARACTERISTICS OF MANAGERS
V/S LEADERS IN THE 21ST CENTURY
MANAGERCHARACTERISTICS
LEADER CHARACTERISTICS
Administers Innovates
Acopy An original
Maintains Develops
Focuses on systems and structure Focuses on people
Relies on control Inspires trust
Short range view Long range perspective
Asks how and when Asks what and why
Eye on the bottom line Eye on the horizon
Imitates Originates
Accepts the status quo Challenges the status quo
Classic good soldier Own person
Does things right Does the right thing
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the ultimate measureof leaders is not wherethey stand in momentsof comfort but wherethey stand at times of
challenge andcontroversy
the ultimate measurethe ultimate measureof leaders is not whereof leaders is not where
they stand in momentsthey stand in momentsof comfort but whereof comfort but wherethey stand at times ofthey stand at times of
challenge andchallenge andcontroversycontroversy
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REFERENCES :
Harold Koontz and Heinz Weihrich
Essentials of Management
Tata McGraw-Hill Publishing Company Ltd
Seventh edition
JamesA.F. Stoner and R. Edward Freeman
Management
Prentice hall of India Pvt Ltd. , New Delhi
Fifth edition
Fred Luthans
Organizational behavior
Tata McGraw-Hill Publishing Company Ltd
Eleventh edition
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THANK YOU
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