Professional Documents
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Leadership Applied Theory
Leadership Applied Theory
LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good
leaders?
How leaders adapt their behavior to each
situation?
Skills essential for effective leadership?
How leaders use power & influence?
CONCEPT
NATURE OF LEADERSHIP
Communicate formally
with subordinates
Informally interact with
subordinates
Stand up for & support
subordinates
Take responsibility
Develop group
atmosphere
Reward & punish
subordinates
JOB KNOWLEDGE
ORGANISATIONAL
KNOWLEDGE
TOUGHNESS
INTEGRITY
DEVELOPMENT TO
OTHERS
LISTENING
LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUAL
HUMAN
TECHNICAL
ENERGY
=FLEXIBILITY OF MIND
EMOTIONAL MATURITY
=ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
What Is Leadership?
management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
Theories of Leadership
Charismatic theory
Trait theory
leadership
Behavioral theory
Situational theory
LEADERSHIP TRAITS
TRAIT THEORY
PHYSICAL TRAITS
ABILITY-INTELLIGENCE,
FLUENCY OF SPEECH,
KNOWLEDGE
PERSONALITY
-EXTROVERSIONINTROVERSION,
DOMINANCE, PERSONAL
ADJUSTMENT, SELF
CONFIDENCE, INTER
PERSONAL SENSISTIVITY,
EMOTIONAL CONTROL
Trait Theories
Leadership
LeadershipTraits
Traits::
Ambition
Ambitionand
andenergy
energy
The
Thedesire
desireto
tolead
lead
Honesty
Honestyand
and
integrity
integrity
Self-confidence
Self-confidence
Intelligence
Intelligence
Job-relevant
Job-relevant
knowledge
knowledge
Trait Theories
Limitations
Limitations::
No
Nouniversal
universaltraits
traitsthat
thatpredict
predictleadership
leadership
in
inall
allsituations.
situations.
Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
inweak
weak
than
thanstrong
strongsituations.
situations.
Unclear
Unclearevidence
evidenceof
ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof
ofleadership
leadershipand
andtraits.
traits.
Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceof
of
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
PERSONAL
CHARACTERISTICS
ADAPTABLE FRIENDLY
ASSERTIVE HONEST
CHARISMATIC
INTELLIGENT
CREATIVE
MASCULINE
DECISIVE
OUTGOING
DOMINANT SELF-CONFIDENT
ENERGETIC WISE
EXTROVERTED
TRAITS
INTELLIGENCE &
KNOWLEDGE
ABILITY TO FOCUS
ATTENTION
AMBITION & ENERGY
EMPHASIS ON COMMON
VALUES
STAYING IN TOUCH WITH
PEOPLE-INTER PERSONAL
SENSITIVITY
INITIATIVE
SELF CONFIDENCE
ANALYTICAL ABILITY
CHARISMA
CREATIVITY
FLEXIBILITY
MANAGING CHANGE
AVOIDING DO-IT-ALLISM
FACING UP TO FAILURE
DESIRE TO LEAD
INTEGRITY
INDICATES THAT
EXCELLENT
LEADERS POSSESS
CERTAIN
CHARACTERISTICS
THAT POOR
LEADERS DO NOT
Enthusiasm
Dominance
Leadership
Traits
Determination
Physical
Intelligence
Self Confidence
Sociability
BEHAVIORAL DIMENSIONS OF
LEADERSHIP
Behavioral Theories
Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
BEHAVIOR THEORIES
EXPLAINS REASONS & CAUSES OF
EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL QUALITIES
COULD BE ATTRIBUTED TO
LEADERSHIP
LEADERSHIP CAN BE TAUGHT
Leader Behavior
Leader Characteristics
Leaders Hierarchical
Position
The
Manage
rial Grid
EXHIBIT
11-1
Scandinavian Studies
RELATIONSHIP BETWEEN
MANAGERIAL GRID (MG) THEORY,
Theory X and OHIO State(OS) theory
HIGH
Task (MG)
Consideration (OS)
Theory Y
PERSON
ORIENTATION
Impoverished (MG)
LOW
LOW
Theory X
TASK ORIENTATION
HIGH
Power
Leadership as Likerts
Managerial Tri
Orientation Continuum Mngt System Grid DimensionalGrid
Power Orientation
Autocratic Leadership
Strict
Autocrat
Benevolent Autocrat
Incompetent Autocrat
Participative
Free Rein
Leadership as a continuum
Autocratic
Use of Authority by
manager
Free Rein
Area of freedom for subordinates
Takes
Sells
Presents
decision
decision
idea
Presents
Presents
Defines Permits
Autocratic
Benevolent
Autocratic
Participative
Democratic
CONTINGENCY OR
SITUATIONAL LEADERSHIP
SITUATIONAL OR CONTINGENCY
APPROACH
FIEDLERS CONTINGENCY MODELInfluence through Structure & Power
HERSEY AND BLANCHARDS
SITUATIONAL THEORY-Subordinate
ability
THEORYGRAENS LEADERSHIP-MEMBER
EXCHANGE THEORY-Subordinate
THEORYrelationship
SITUATIONAL OR CONTINGENCY
APPROACH
DANSERAU,GRAEN & HAGAS LEADERMEMBER EXCHANGE THEORY- Leadership &
Subordinate relationship
HOUSES PATH GOAL THEORY- Subordinate
Support Requirement
VROOM-YETTON LEADER PARTICIPATIONthrough decision making
IMPACT THEORY-Organizational
climate
THEORY-
HUMAN RELATIONS
ORIENTED
VERY
UNFAVOURABLE
FAVOURABLE
UNFAVOURABLE
VERY
FAVOURABLE
Development stage
Recommended
style
s:
s
ne
i
d
a
re
r
e
w
llo
o
F
nd
a
y
li it
ab
ss
e
gn
n
lli
i
w
LeaderMember Exchange
Theory
Leader-Member Exchange
Theory
Path-Goal Theory
SITUATION
INSTRUMENTAL
SUPPORTIVE
PARTICIPATIVE
ACHIEVEMENT
ORIENTED
Leader-Participation Model
PROBLEM ATTRIBUTE
AUTOCRATIC AI
AUTOCRATIC AII
CONSULTATIVE CI
CONSULTATIVE CII
GROUP II
INFORMATIONAL
MAGNETIC
POSITION
AFFILIATION
COERCIVE
TACTICAL
BASES OF POWER
Informational
Magnetic
Position
Affiliation
Coercive
Tactical
Expert
Referent
Legitimate
Coercive/ Reward
SITUATIONAL
APPLICABILITY
CHARACTERISTICS
Informati
onal
Magnetic
Position
Affiliation
Coercive
Tactical
Climate of
Ignorance
Climate of
Despair
Climate of
Instability
Climate of
Anxiety
Climate of Crisis
Climate of
Disorganization
Lack of Information
Low morale-lead through
energy & optimism
People unsure of action
Insecure-people orientation
Controlling reward/punishment
Change unfreezing
process
APPROACH TO LEADERSHIP
FUNCTIONAL APPROACH
OHIO-MAINTENANCE OF MEMBERSHIP, OBJECTIVE
ATTAINMENT, GROUP FACILITATION
INTERACTIONIST APPROACH
LEADER-SUBORDINATE RELATIONSHIP
FOCUS ON HUMAN ASPECTS OF
SUBORDINATES
SUPERVISORY ROLE
ROLES OF A LEADER
GROUP TASK ROLES- INITIATOR,
CLASSIFICATION OF A LEADER
BUREAUCRAT
AUTOCRAT
DIPLOMAT
EXPERT
QUARTER BACK
CLASSIFICATION OF A LEADER
PERSONAL LEADERSHIP
IMPERSONAL LEADERSHIP
FUNCTIONAL LEADERSHIP
PATERNALISTIC LEADERSHIP
TYPES OF LEADERSHIP
DIRECTIVE - INITIATES REWARDS & PENALITIES,
MORALE LOW, NO LEADERSHIP DEVELOPED AMONG THEM
PARTICIPATIVE-
ORGANISATIONAL
LEADERSHIP
Charismatic & Transformational
Leadership
ORGANIZATIONAL LEADERSHIP
CHARISMATIC
TRANSFORMATIONAL
TRANSACTIONAL
VISIONARY
STRATEGIC
STEWARDSHIP & SERVANT
CHARACTERISTICS OF
CHARISMATIC LEADERS
VISIONARY
SUPERB COMMUNICATION SKILLS
SELF CONFIDENCE & MORAL CONVICTION
ABILITY TO INSPIRE TRUST
HIGH RISK ORIENTATION
HIGH ENERGY & ACTION ORIENTATION
RELATIONAL POWER BASE
MINIMUM INTERNAL CONFLICT
ENPOWERING OTHERS
SELF PROMOTING PERSONALITY
PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF THE
SITUATION
PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
TRANSFORMATIONAL LEADERSHIP
Develop a clear & appealing vision
Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes key
values
Lead by example
CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF THE
SITUATION
TRANSFORMATIONAL LEADERSHIP
FOCUS ON WHAT LEADERS
ACCOMPLISHES RATHER THAN
INDIVIDUALS PERSONAL
CHARACTERISTICS & FOLLLWERS
REACTIONS
REQUIRES ONE WHO CAN CRAFT &
IMPLEMENT BOLD STRATEGIES
TRANSFORMATIONAL LEADERSHIP
SERVES TO CHANGE THE STATUS
QUO BY ARTICULATING TO
FOLLOWERS THE PROBLEM IN THE
CURRENT SYSTEM AND A
COPELLING VISION OF WHAT A NEW
ORGANISATION COULD BE.
TRANSFORMATIONAL LEADERSHIP
Develop a clear & appealing vision
Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes key
values
Lead by example
CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
TAKE CHARISMA A STEP
FURTHER , BEYOND THE
VISIONARY TO THE
ACTION STAGE
ARTICULATE A
COMPELLING VISION OF
THE FUTURE &
INFLUENCE FOLLOWERS
TO AROUSE STRONG
EMOTIONS IN SUPPORT
OF THE VISION.
CAN EMERGE FROM
DIFFERENT LEVELS OF
ORG
CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
BOTH ARE GENERALLY INVOLVED IN CONFLICT OR
CHANGE ( must be willing to embrace conflict, create
enemies, make unusual allowances for self sacrifice,
be extraordinarily focused in order to achieve &
institutionalize their vision)
PEOPLE S RESPONSE TO A CHARISMATIC LEADER
OR TRANSFORMATIONLA LEADER ARE LIKELY TO
BE POLARISED, HOWEVER EMOTIONAL LEVELS OF
RESISTANCE RESISTANCE TOWARDS ANY MAJOR
CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO
BE MORE EXTREME TOWARDS CHARISMATIC THAN
TRANSFORMATIONAL LEADERS
ATTRIBUTES OF A TRANSFORMATIONAL
LEADERSHIP
SEE THEMSELVES AS A CHANGE AGENTS
ARE VISIONARIES WHO HAVE A HIGH LEVEL
ARE RISK TAKERS , BUT NOT RECKLESS
CAPABLE OF ARTICULATING A SET OF CORE VALUES
THAT TEND TO GUIDE THEIR OWN BEHAVIOR
POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE
IN CAREFUL DELIBERATION BEFORE TAKING ACTION
BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR
NEEDS
ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE
TRANSACTIONAL LEADERSHIP
SEEKS TO MAINTAIN STABILITY RATHER
THAN PROMOTING CHANGE WITHIN AN
ORGANISATION, THROUGH REGULAR
ECONOMIC AND SOCIAL EXCHANGES
THAT ACHIEVE SPECIFIC GOALS FOR
BOTH THE LEADERS AND THEIR
FOLLOWERS
TRANSACTIONAL LEADERSHIP vs
TRANSFORMATIONAL LEADERSHIP
GOES INTO SPECIFIC
CONTRACTUAL
ARRANGEMENTS WITH
FOLLOWERS
IN EXCHANGE FOR
SPECIFIC OBJECTIVES ,
LEADER SATISFIES
CERTAIN NEEDS &
DESIRES
PROMOTES CHANGE
THROUGH ECONOMIC &
EMOTIONAL EXCHANGES
EXCHANGE BENEFITS
ARE MORE INTANGIBLE
( inspiring vision, shared
values, or emotional
bonding)
ORGANISATIONAL
LEADERSHIP & CHANGE
Transformation Process
Recognizing Need for
Change
Increase sensitivity to
environmental changes &
threats
Respond to subtle radical
changes in environment
Employ alternative strategies
for monitoring environment
Encourage everyone to think
with a future orientation
Involve others
Express in ideological, not
just economic terms
Transformation Process
Managing Transition
Institutionalizing the
Change
Transformation Process
Institutionalizing the
Change
STRATEGIC LEADERSHIP
PROCESS OF PROVIDING
INPIRATION NECESSARY TO
CREATE AND IMPLEMENT A VISION ,
MISSION & STRATEGIES TO
ACHIEVE & SUSTAIN
ORGANIZATIONAL OBJECTIVES
STRATEGIC LEADERSHIP
FRAMEWORK
Analyze external
environment
Vision
Analyze internal
environment
Mission
FEEDBACK
Formulate Strategy
Implement Strategy
Strategic Competitiveness
Above Average Returns
FEEDBACK
FUNCTIONS OF STRATEGIC
LEADERSHIP
Achieving
Common
TASKS
Building &
Maintaining
TEAM
Motivating &
developing
INDIVIDUAL
CHARACTERISTICS OF A
STRATEGIC LEADER
INTELLIGENCE
IMAGINATION
HUMILITY
WISDOM
CHARACTER
FUNCIONS OF STRATEIC
LEADER
PROVIDING DIRECTION
GETTING STRATEGY& POLICY RIGHT
MAKING IT HAPPEN
ORGANIZING&/OR REORGANIZING
RELEASING CORPORATE SPIRIT
RELATING TO ORG & OTHER ORG
DEVELOPING TOMORROWS LEADERS
STEWARDSHIP& SERVANT
LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS &
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY
VALUES OF STEWARDSHIP
Effective listening
Equality
Assumptions
Stewardship
Reward
Assumption
Decentralization
GUIDELINES TO SERVANT
LEADERSHIP
Service to others over
self interest
Teamwork
Orientation
Servant leadership
Earning and keeping
others trust
Helping others
discover their inner
spirit
Leading Change
Stage I
Stage I
Unfreezing
Changing
Establish a sense
of responsibility
Form powerful
coalition
Developing a compelling
vision
Communicate the vision widely
Generate short-term wins
Consolidate gains,create
greater change
Stage I
Refreezing
Institutionalize changes in
the organizational culture
LEADERSHIP STYLE
LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP
LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUAL
HUMAN
TECHNICAL
ENERGY
=FLEXIBILITY OF MIND
EMOTIONAL MATURITY
=ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP