Professional Documents
Culture Documents
HBO - Leadership Report
HBO - Leadership Report
ORGANIZATION
A comprehensive report on
LEADERSHIP as defined by Stephen P.
Robbins and intitutions in the field
Salvador Bjoern L. Ludovice, Jr.
Master of Engineering Management Construction Management
LEADERSHIP THEORIES
A Leadership Story:
What Is Leadership?
Leadership
The ability to
influence a group
toward the
achievement of goals.
Management
Use
of
authority
inherent in designated
formal rank to obtain
compliance
from
organizational
members.
Definitions
Management
controls
or
directs
people/resources in a group according to
principles or values that have already
been established.
Leadership without
management
Management without
leadership
...controls
resources
to
maintain the status quo or
ensure
things
happen
according
to
alreadyestablished plans.
Ex: a referee manages a
sports game, but does
not
usually
provide
"leadership"
because
there is no new change,
no new direction - the
referee
is
controlling
resources to ensure that
the laws of the game are
followed and status quo
is maintained.
LEADERSHIP
THEORIES
Trait
Theories
Behavioral
Theories
Contingency
Theories
New Theories
Trait Theories
Traits Theories of
Leadership
Theories that consider
personality,
social,
physical,
or
intellectual traits to
differentiate
leaders
from non-leaders.
Leadership
LeadershipTraits:
Traits:
Ambition
Ambitionand
andenergy
energy
The
Thedesire
desireto
tolead
lead
Honest
Honestand
andintegrity
integrity
Self-confidence
Self-confidence
Intelligence
Intelligence
High
Highself-monitoring
self-monitoring
Job-relevant
Job-relevant
knowledge
knowledge
Trait Theories
Limitations
Limitations::
No
No universal
universal traits
traits found
found that
that predict
predict leadership
leadership inin
all
allsituations.
situations.
Traits
Traits predict
predict behavior
behavior better
better inin weak
weak than
than
strong
strongsituations.
situations.
Unclear
Unclear evidence
evidence ofof the
the cause
cause and
and effect
effect ofof
relationship
relationshipof
ofleadership
leadershipand
andtraits.
traits.
Better
Better predictor
predictor of
of the
the appearance
appearance ofof leadership
leadership
than
than distinguishing
distinguishing effective
effective and
and ineffective
ineffective
leaders.
leaders.
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from non-leaders.
Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
be
taught.
taught.
University of Michigan
Studies
Employee-Oriented Leader
University of Michigan
Studies
A series of studies on leadership were
done in Michigan University, starting in
the 1950s. Under the general direction
of Rensis Likert, the focus of the
Michigan studies was to determine the
principles and methods of leadership
that led to productivity and job
satisfaction. Two types of leadership
behaviors were identified:
University of Michigan
Studies
Leaders with an employee orientation
showed genuine concern for interpersonal
relations.
Those
with
a
production
orientation focused on the task or
technical aspects of the job.
The conclusion of the Michigan studies
was that an employee orientation and
general instead of close supervision
yielded better results. Likert eventually
developed four "systems" of management
based on these studies; he advocated
System 4 (the participative-group system,
which was the most participatory set of
leader behaviors) as resulting in the most
positive outcomes.
The
Managerial
Grid
(Blake and Mouton)
Scandinavian Studies
Development-Oriented Leader
One who values experimentation, seeking new
ideas, and generating and implementing
change.
Researchers in Finland and
Sweden question whether there
are
only
two
dimensions
(production-orientation
and
employee-orientation)
that
capture
the
essence
of
leadership
behavior.
Their
premise is that in a changing
world, effective leaders would
exhibit development-oriented
behavior.
Contingency Theories
The leader's ability to lead is
contingent upon various situational
factors,
including
the
leader's
preferred style, the capabilities and
behaviors of followers and also
various other situational factors.
Contingency theories contend that
there is no one best way of leading
and that a leadership style that is
effective in some situations may not
be successful in others.
Contingency Theories
An effect of this is that leaders who
are very effective at one place and
time may become unsuccessful
either when transplanted to another
situation or when the factors around
them change.
This helps to explain how some
leaders who seem for a while to
have the 'Midas touch' suddenly
appear to go off the boil and make
very unsuccessful decisions.
Contingency Theories
Contingency
theory
is
similar
to
situational theory in that there is an
assumption of no simple one right way.
The main difference is that situational
theory tends to focus more on the
behaviors that the leader should adopt,
given situational factors (often about
follower behavior), whereas contingency
theory takes a broader view that
includes contingent factors about leader
capability and other variables within the
situation.
Fiedlers Contingency
Model
Proposed by the Austrian psychologist Fred Edward
Fiedler.
Contingency Theories
Fiedlers Contingency Model
The theory that effective groups depend on
proper match between a leaders style
interacting with subordinates and the degree
which the situation gives control and influence
the leader.
Least
Preferred
Questionnaire
Co-Worker
a
of
to
to
(LPC)
Cognitive Resource
Theory
Supportive
Participative
Monitoring
Leadership
Styles
Unable
Directive
High Task
and
Relationship
Orientations
Unable but
Willing
that
focuses
Able and
Unwilling
on
Able and
Willing
Follower
readiness:
ability and
willingness
Supportive
Participative
Monitoring
style.
Selling Style
Explaining
task
directions
in
a
supportive
and
persuasive way; this is a
high-task,
highrelationship style.
Delegating Style
Telling Style
Allowing the group to Giving specific task
take responsibility for
directions
and
task decisions; this is
closely
supervising
a
low-task,
lowwork; this is a hightask,
lowrelationship style.
relationship style.
The
participating
style
is
recommended for low-to-moderate
readiness situations. Here, followers
are capable but also unwilling or
insecure about the tasks. As you
might expect, this participation style
with its emphasis on relationships is
supposed to help followers share
ideas
and
thus
draw
forth
understanding and task confidence.
Managers
using
the
situational
leadership model must be able to
implement the alternative leadership
styles as needed. To do this, they have
to
understand
the
maturity
of
followers in terms of readiness for
task performance and then use the
style that best fits. In terms of the
appropriate style-situation match ups,
the
situational
leadership
model
suggests the following.
LeaderMember Exchange
Theory
LeaderMember Exchange
Theory
One of the things you may have noticed in your work
LeaderMember Exchange
Theory
The notion underlying leader-member exchange theory is
that as a leader and follower interact over time, their
exchanges end up defining the followers role.
LeaderMember Exchange
Theory
One of the implications of the leader-member exchange theory
is that the nature of the exchange is determined by the leader
based on some presumed characteristics of the follower. A
high LMX relationship is usually based on perceived favorable
personality, compatibility, and competency; a low LMX
relationship is based on just the opposite set of views.
Leader-Member Exchange
Theory
Path-Goal Theory
The theory that it is the leaders
job to assist followers in attaining
their goals and to provide them
the necessary direction and/or
support to ensure that their goals
are compatible with the overall
objectives of the group or
organization.
Leader-Participation Model
Leader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situations.
Leader-Participation Model
Leadership is all about making decisions, conceiving
vision, setting goals, laying paths to reach the goal,
and making all efforts with followers in achieving it.
Effective Leadership requires taking situation based
decisions. An individual will be accepted as Leader
when his ideas, suggestions and advise are more
appropriate to the situation. Decision taken under
particular situation may not hold good for all
situations & it may give different results in different
situations.
Leader-Participation Model
How will you get expected output from your decision on
particular thing ?
What factors that affect making a good decision?
In what situations I need to get consultation from others
or to make own decision?
How do I get commitment from my followers on
particular decision?
Leader-Participation
Model
Leader-Participation Model
Benefits of Autocratic
Leadership
Quick Decision-Making
Streamlined Work Process
Absolute Control
Focused Targets
Close Supervision
Maintains Order and Principle
Leader-Participation Model
Consultative Type 2 (CII) Leader shares problem to
relevant followers as a group and seeks their ideas
& suggestions and makes decision alone. Here
followers meet each other and through discussions
they understand other alternatives. But leaders
decision may or may not has followers influence.
So, here followers involvement is at the level of
helping as a group in decision-making.
Group-based Type 2(GII) Leader discuss problem &
situation with followers as a group and seeks their
ideas & suggestions through brainstorming. Leader
accepts any decision & do not try to force his idea.
Decision accepted by the group is the final one.
1.
2.
3.
4.
5.
6.
7.
Contingency Variables in
the Revised
Leader-Participation Model
PART II
Leadership
Autocratic Leaders
Leader
makes
decisions
without
reference to anyone
else
High
degree
of
dependency on the
leader
Can
create
demotivation
and
alienation
of staff
May be valuable in
some
types
of
business
where
decisions need to be
made quickly and
decisively
In fact, it might be
perceived that there are
not a lot of good things
to say about autocratic
leaders. This style of
leadership is often very
stressful
on
fellow
employees, and makes
the work environment
itself not a fun place to
be.
But
like
all
leadership styles, there
is a time, and a
situation, where the
style is appropriate.
Autocratic Leaders
Cons of Autocratic Leaders
The communication style of an autocratic leader
is usually described as one way. They tell you
exactly what they want done. The feedback you
would receive from this type of leader would
generally be unplanned. They would simply tell
you when you've made a mistake.
The decision-making process is usually unilateral,
and they accomplish goals by directing people.
Now that might not sound like the type of leader
you'd follow, but there are actually situations
when this style is very effective.
Autocratic Leaders
Pros of Autocratic Leaders
In the workplace, some operating conditions may
call for urgent action. In these cases, an
autocratic style of leadership may be the best style
to adopt. Surprisingly, many individuals have
already worked for an autocratic leader, and
therefore have little trouble adapting to that style.
In fact, in times of stress or emergency some
subordinates may actually prefer an autocratic
style. They prefer to be told exactly what to do.
So to summarize - the autocratic leadership style
is very effective when critical business decisions
or actions are needed, but very stressful on
followers or coworkers when the added pressure
is no longer necessary.
Autocratic Leaders
Examples
Martha Stewart
Martha Stewart built her empire with personal
attention to every detail. Whether you liked her or
not, she was meticulous and demanding. She was
also very successful in her endeavors, and in using
her autocratic management style.
Many industry analysts might argue that it was
Martha's autocratically demanding style that
allowed her to flourish in a competitive environment
such as the entertainment industry. Others might
argue that even more success might have awaited
Martha Stewart if she had not relied so heavily on
the autocratic style.
Examples
Howell Raines
Newspapers and old industries often flourished under
autocratic leaders that stood watch over factory workers to
make sure their factories kept humming. The point here is
that it might not be easy to work under these circumstances,
but the autocratic leadership style is certainly efficient.
Democratic Leadership
Encourages decision making
from different perspectives
leadership
may
be
emphasised throughout the
organisation.
Consultative: process of consultation
before decisions are taken
Persuasive: Leader takes decision and
seeks to persuade others that the
decision is correct
May help motivation and involvement
Workers feel ownership of the firm and its
ideas
Improves the sharing of ideas and
experiences within the business
Can delay decision making
Democratic Leadership
The democratic leadership style is a very open and collegial
style of running a team. Ideas move freely amongst the
group and are discussed openly. Everyone is given a seat
at the table, and discussion is relatively free-flowing.
This style is needed in dynamic and rapidly changing
environments where very little can be taken as a constant.
In these fast moving organizations, every option for
improvement has to be considered to keep the group from
falling out of date.
The democratic leadership style means facilitating the
conversation, encouraging people to share their ideas, and
then synthesizing all the available information into the best
possible decision. The democratic leader must also be able
to communicate that decision back to the group to bring
unity the plan is chosen.
Democratic Leadership
When is it Used?
Democratic Leadership
Democratic Leadership
Democratic Leadership
Democratic Leadership
Pros of the Democratic Leadership Style
Since employees or followers have an equal say
in the decision-making process, they are more
committed to the desired outcome.
The
collaborative environment created by this style
often results in more thorough solutions to
problems.
This
creates
an
ideal
environment
for
collaborative problem-solving in addition to
decision-making.
However, this democratic
process has its drawbacks.
Democratic Leadership
Cons of the Democratic Leadership Style
The democratic leader depends on the knowledge of
his followers or employees. If the workforce is
inexperienced, this style is not very effective. You
simply need a fair amount of experience to make
good decisions.
The other drawback of the democratic style is that
the collaborative effort takes time. When you ask
people for their opinions, it takes time for them to
explain what they think and for others to understand
what they are saying. If the business need is urgent,
then the democratic leader needs to switch styles.
Democratic Leadership
Cons of the Democratic Leadership Style
To summarize, the pros and cons of this style are
pretty much in alignment - strength also becomes
weakness. You get more input, but it takes time.
People can share their knowledge, but they have to
understand the process first. The democratic
leadership style is most effective when you have a
workplace that has experienced.
Democratic Leadership
Democratic Leadership
Laissez-Faire Leadership
Let it be the leadership responsibilities are shared by all:
Can be very useful in businesses where creative ideas are important
Can be highly motivational, as people have control over their working
life
Can make coordination and decision making time-consuming and
lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
Laissez-faire leadership is characterized by:
Very little guidance from leaders
Complete freedom for followers to make decisions
Leaders provide the tools and resources needed
Group members are expected to solve problems on their own
Laissez-Faire Leadership
Benefits of Laissez-Faire Leadership
Laissez-faire leadership can be effective in
situations where group members are highly
skilled, motivated and capable of working on
their own. While the conventional term for this
style is 'laissez-faire' and implies a completely
hands-off approach, many leaders still remain
open and available to group members for
consultation and feedback.
Laissez-Faire Leadership
Downsides of Laissez-Faire Leadership
Laissez-faire leadership is not ideal in situations
where group members lack the knowledge or
experience they need to complete tasks and make
decisions. Some people are not good at setting
their own deadlines, managing their own projects
and solving problems on their own. In such
situations, projects can go off-track and
deadlines can be missed when team members do
not get enough guidance or feedback from
leaders.
Paternalistic Leadership
Leader acts as a father figure
Paternalistic leader makes decision but may consult
Believes in the need to support staff
Leadership in Asian countries such as e.g. China is
oftentimes
described
as
paternalistic
leadership.
Paternalistic Leadership is a native Chinese leadership
style, which is deeply rooted in China's patriarchal tradition
and in Confucianism.
According to theory, paternalistic leadership is composed
of three main elements: autocratic leadership,
benevolent leadership and moral leadership.
Paternalistic Leadership
Paternalistic managers give more attention to the
social needs and views of their workers. Managers
are interested in how happy workers feel and in
many ways they act as a father figure (pater means
father in Latin).
They consult employees over issues and listen to
their feedback or opinions. The manager will
however make the actual decisions (in the best
interests of the workers) as they believe the staff
still need direction and in this way it is still
somewhat of an autocratic approach. The style is
closely linked with Mayos Human Relation view of
motivation and also the social needs of Maslow.
Change Leadership
Change Leadership
The most challenging aspect of business
is leading and managing change
The business environment is subject to
fast-paced economic and social change
Modern business must adapt and be
flexible to survive
Problems in leading change stem mainly
from human resource management
McShane
and
VonGlinow
(2004)
competencies to effective leadership.
Emotional intelligence
Integrity
Drive
Leadership motivation
Self-confidence
Intelligence
Knowledge of the business
outline
seven
Visionary/inspirational leaders
Commanding leaders
Situational leaders
People-oriented leaders
Task-oriented leaders
Strategic leaders
Logical leaders
Supportive leaders
A commanding leadership
style
It gives clear direction and
is useful in cases of
emergency.
The
commanding
style
focuses on performance
and has a short-term goal
orientation.
Commanders are highly
productive
and
results
oriented.
They can be very effective
when goal achievement is
the primary focus.
They learn better by their
own successes and failures
than by input from others.
Supportive leaders
Those leaders who are more concerned with
consensus score high in the supportive dimension.
They emphasize openness and operate more as
facilitators than directors.
They learn by observing outcomes and how others
react to their decisions.
Strategic leaders
Recognize that most work now involves integration
rather than fractionation of diverse interests and
skills.
Multiple styles of leadership are needed to effectively
implement most forms of organizational change.
Strategic leaders accept that they cannot have all the
answers and they take steps to obtain information
that effectively guides their choices.
These leaders rely heavily on communication and
persuasion with employees to advance their
enlightened strategies.
When compared to popular models of leaders of the
past, strategic leaders are far more inclined to be
information seekers than information distributors.
Theories of Leadership
Theories of Leadership
May depend on:
Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution