Professional Documents
Culture Documents
Overview
• Define leadership
• Relate the style implications from the classic studies & modern
theories of leadership
5
5,5
Organization Man Management
4 Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
3 9,1
1,1
Authority-Obedience
Impoverished Management
Efficiency in operations results
2 Exertion of minimum effort to get
from arranging conditions of
required work done is appropriate
work in such a way that human
Low to sustain organization membership
elements interfere to a minimal degree
1
1 2 3 4 5 6 7 8 9
Low Concern for production High
Fiedler Contingency Model
• Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the
situation gives control and influence to the
leader
• LPC measures task- or relationship-oriented
leadership style ( think of all the coworkers you
have ever had and describe one person you
least enjoyed working with)
Fiedler-Defining the situation
• After the individual's basic leadership style has
been assessed through the LPC, it is necessary
to match the leader with the situation
• Leader member relations -the degree of
confidence, trust, and respect subordinates have
on their leader
• Task structure -the degree to which task
assignments are procedurized
• Position power -influence derived from one's
formal structural position in the organization
Contingency Theories
(High)
Low High Task
Relationship and low
and relationship
Low task
selli
atin
ng
ticip
Relationship behavior
Par
High
relationship
ng
And l lin
leg
low task g
De
High
relationship
Immature
High Moderate Low
Mature
M4 M3 M2 M1
Maturity of follower( s)
Path Goal Theory
Leader Behavior
Outcomes
•Directive
•Performance
•Supportive
•Satisfaction
•Participative
•Achievement -oriented
• A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity
between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the
leader.
• Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable
to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a
motivating force.
• Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing
to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
• Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being
novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and
admiration in followers.
• Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather
than as caretakers of the status quo.
• Environmental sensitivity- These leaders are able to make realistic assessments of the environmental
constraints and resources needed to bring about change.
Transactional vs Transformational leaders
Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishment
• 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: Abdicates responsibilities, avoids making decisions
Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses
important purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually,
coaches, advises.
The Activities of Successful & Effective leaders
Description categories
Type of Activity
Derived from free Observation
Exchange Information
Routine Communication
Handling paperwork
Planning
Traditional Management Decision Making
Controlling
Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing
Relative Distribution of Manager’s Activities
Networking
(19%)
Traditional Management
(32%)
Human resources
(20%)
Routine Communication
(29%)
What skills do leaders need?
• Personal Skills
1.Developing 3. Solving
Self-awareness Problems
creatively
•Using the rational approach
•Determining values •Using the creative approach
and priorities •Fostering innovation in others
•Identifying cognitive style
•Assessing attitude toward change
•Interpersonal Skills
•Gaining power
•Coaching •Exercise influence
•Counseling •Empowering others
•Listening 5. Gaining power
and influences
7. Management
conflict