Leadership The ability to influence a group toward the achievement of a particular goal.

. The problem with the study of leadership is that leadership is expressed in many different ways and places.

Leadership and management? Managers do things right Leaders do the right thing Leaders: Vision and direction Motivation and inspiration Managers Planning and budgeting Order and control Consistency and reliability

Managers Compared to Leaders

Managers Leaders Are appointed or emerge from within a work group Do not necessarily have the skills and capabilities to be Can influence other people and have managerial authority Are appointed to their Position Do not necessarily have the skills and capabilities to be Leaders Can influence people only to the extent of the formal authority of their position

A false distinction? Managers have to motivate Managers need vision Managers have to be leaders Or, at least, they will dotheir jobs better if they can lead as well as tell

Leadership Styles
From Mahatma Gandhi to Jack Welch and Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, business people and psychologists have developed useful, shorthand ways of describing the main leadership styles that can help aspiring leaders to understand and adapt their own styles and leadership impact. Types of leadership styles Classic Leadership Styles Autocratic leadership Democratic leadership or Participative leadership LaissezLaissez-faire leadership Bureaucratic leadership Autocratic Leadership

Autocratic leadership is an extreme form of transactional leadership, where leader has absolute power over his or her employees or team. Employees and team members have little opportunity for making suggestions, even if these would be in the team or organization's interest. Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs, the style can remain effective where the advantages of control outweigh the disadvantages.

Democratic Leadership or Participative Leadership Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decisiondecisionmaking process. This not only increases job satisfaction by involving employees or team members in what's going on, but it also helps to develop people's skills. Employees and team members feel in control of their own destiny, such as the promotion they desire, and so are motivated to work. Hard by more than just a financial reward. As participation takes time, this approach can take more time, but often the end result is better. The approach can be most suitable where team working is essential, and quality is more important than speed to market or productivity.

LaissezLaissez-faire Leadership This French phrase means "leave it be" and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire laissezleadership works for teams in which the individuals are very experienced and skilled selfselfstarters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control

Bureaucratic Leadership Bureaucratic leaders work "by the book", ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash handling

Determining the Best Leadership Style Situational Leadership A good leader will find him- or herself switching himinstinctively between styles according to the people and work they are dealing with. This is often referred to as "situational leadership". For example, the manager of a small factory trains new machine operatives using a bureaucratic style to ensure operatives know the procedures that achieve the right standards of product quality and workplace safety. The same manager may adopt a more participative style of leadership when working on production line improvement with his or her team of supervisors.

Trait theory
Traits of Successful Leaders Adaptable Alert to social environment Achievement oriented Assertive Cooperative Decisive Dependable Persistent Self-confident Self Tolerant of stress Willing to assume responsibility Modest correlational evidence .

Trait theories
studies assume that leaders are born not made inherited, not learned, characteristics Long list Often contradictory No relevance to situation Ignores supporting factors Different traits often equally effective

Behavioural theories
Ohio State Studies Identified two dimensions of leader behaviour Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leaders mutual trust and respect for group members ideas and feelings.

When a leader initiates structure she: Plans ahead Decides how things are to be done Assigns tasks Makes expectations clear Emphasises deadlines and achievement Stresses achievement

Consideration Here the leader: Is interested in and listens to subordinates Allows participation in decision-making decision Is friendly and approachable Helps and supports staff His behaviour indicates trust, respect, warmth

Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiven

University of Michigan Studies Identified two dimensions of leader behaviour Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

Managerial grid Appraises leadership styles using two dimensions: Concern for people Concern for production Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management

Blake and Moutons managerial grid

Managerial / leadership grid combinations

9,1 autocratic, relying on centralised systems & authority 1,9 hold a belief that contented staff will undertake what is required of them & achieve a reasonable level of output 5,5 middle-of-the-road, live & let live approach middle-of-thewith a tendency to avoid the real issues 9,9 integrate task needs & concern for people

Contingency theories of leadership

Emphasise the situation in which leadership takes place Suggests that various factors in the situation influence the behaviour of the leader Certain styles may be more relevant to some situations than to others

Hersey and Blanchards Situational Theory One of the most widely practiced leadership model. It has been used as a major training device by many corporations including BankAmerica, Caterpillar, IBM, Mobil Oil, Xerox, and the military. The theory focuses on followers maturity. Maturity-- the ability and willingness of people to Maturity-take responsibility for directing their own behavior.

Levels of Maturity (Readiness) M1. People are both unable and unwilling to take responsibility to do something. They are neither competent nor confident. M2. People are unable but willing to do the necessary job tasks. They are motivated but currently lack the appropriate skills. M3. People are able but unwilling to do what the leader wants. M4. People are both able and willing to do what is asked of them.

The theory prescribes a different leadership style for different levels of maturity: Telling--tells people what, how, when, and where Telling--tells Selling-- provides both direction and supportive Selling-behavior Participating--the main role of the leader is Participating--the facilitating and communicating, decision making is shared. Delegating--the leader provides little direction and Delegating--the support

Hersey and Blanchards Adjusting Leadership style Low followers Maturity telling (high task Maturity direction and low support) Moderate followers maturity selling (task maturity direction and support) Moderate to high maturity participating maturity (supportive behavior and a little direction) High maturity- delegating (little support maturity- delegating and direction)

Houses Path Goal Theory Leader is responsible for the growth and development of followers. Different situations call for different blends of leadership styles Directive Supportive Achievement oriented Participative Based on Motivation Expectancy Theory (Expectancy, Instrumentality, and valence)

Fiedler Contingency Model Some situations are easier to manage than others: Leader member relationships Task structure Position structure ( amount of power)

Interaction between situation and personality Task oriented leaders perform best when they have high control or low control Relationship leaders perform best when control is moderate

Social theory
LeaderLeader-Member Exchange Theory Based on Hollanders Social Exchange Theory (1979) Situation Followers Leader He proposed that there is a continuous dynamic exchange between the leader and the followers

Leader Member Exchange Theory

Leaders Relationships

Out group
Formal Little autonomy Low quality interactions Little participation

In group
Informal Autonomy is given to followers High quality interactions Participation in important decisions

Vroom and Yetton Normative Decision Making Model

Recognized the importance of appropriate decisions in leadership Looked at decisions along two dimensions: Acceptance Quality Suggested a complex procedure for making decisions based on decision tree diagram and a series of questions.

Vroom & Yetton, and later Vroom & Jago found the following questions helpful in the sequence below: Quality Requirement (QR): How important is the technical quality of the decision? Commitment Requirement (CR): How important is subordinate commitment to the decision? Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own?

 Autocratic l (Al) Leader solves the problem along using information that is readily available to him/her Autocraticll(All) Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed. Consultative l (Cl) Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone. Consultative ll (Cll) Leader shares problem with group members collectively, but makes decision alone Group ll (Gll) Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision

The emergent leadership styles (contemporary theories)

Transactional leadership Transformational leadership Charismatic leadership Visionary leadership style

Transactional Leadership
This style of leadership starts with the idea that team members agree to obey their leader totally, when they take on a job: the "transaction" is (usually) that the organization pays the team members in return for their effort and compliance. You have a right to "punish" the team members if their work doesn't meet the prepredetermined standard. Team members can do little to improve their job satisfaction under transactional leadership. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Alternatively a transactional leader could practice "management by exception", whereby, rather than rewarding better work, he or she would take corrective action if the required standards were not met. Transactional leadership is really just a way of managing rather a true leadership style as the focus is on short-term tasks. It has shortserious limitations for knowledge-based or creative work, but knowledgeremains a common style in many organizations

Transformational Leadership
A person with this leadership style is a true leader who inspires his or her team constantly with a shared vision of the future. Transformational leaders are highly visible, and spend a lot of time communicating. They do not necessarily lead from the front, as they tend to delegate responsibility amongst their team. While their enthusiasm is often infectious, they generally need to be supported by "details people". In many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add value

Charismatic Leadership
A charismatic leadership style can appear similar to a transformational leadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward. However, a charismatic leader tends to believe more in him- or himherself than in their team. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave: In the eyes of their followers, success is tied up with the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and needs long-term commitment from the longleader

Charismatic leadership An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders: Have a vision. Are able to articulate the vision. Are willing to take risks to achieve the vision. Are sensitive to the environment and follower needs. Exhibit behaviours that are out of the ordinary

Visionary leadership
The leadership style focuses on how the leader defines the future for followers and moves them toward it. The ability to create and articulate a realistic, credible, attractive vision of the future that improves upon the present. Visionary leaders are skilled at: Explaining the vision to others Expressing the vision verbally and behaviourally Applying the vision to different leadership contexts

discussion
When a company is in crisis, do you believe that a radical change in leadership is required to turn the company around? Support your position.