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OBCH5leadership.pptxChapter five
1. The Nature of Leadership Styles
2.Behavioral Approaches to Leadership Style
3 Theories of Leadership
Definition
Leadership is the process of influencing and supporting others to work enthusiastically toward achieving objectives.
It is the critical factor that helps an individual or a group identify its goals and then motivates and assists in achieving the stated goals.
The three important elements of leadership
Influence/Support
Volunteer effort
Goal achievements
Management and eldership
Leadership is a part of management.
Leaders, influence others to voluntarily seek defined objectives.
Managers direct activities while Leaders create a vision and inspire others to stretch themselves beyond their normal capabilities.
Strong leaders may be weak managers when poor planning is followed.
Poor leaders still can be effective manager when managing people with clear understanding of work.
Leading ability acquired from work experience.
Traits of effective leaders
The most primary traits are:
Having high level of personal drive.
The desire to lead.
Personal integrity and self confidence.
Cognitive (analytical) ability, business knowledge, creativity, charisma, flexibility and personal warmth.
These traits don’t necessarily guarantee successful leadership .
One common negative trait is narcissism, in which leaders become filled with their own importance, exaggerate their achievements and seek out special favors.
‘Global progress was driven by inspiring individual leadership, not collective consciousness’.
Dr.Albulehi
Are leaders born or made?
Leadership behavior
The three broad types of skills leaders use are:
1- Technical: refers to one’s knowledge of and ability in any type of process or techniques. Examples are the skills learned by accountants, engineers and toolmakers.
2- Human: is the ability to work effectively with people and to build teamwork.
3- Conceptual: is the ability to think in terms of models, frameworks and broad relationships such as long range plans.
Technical
Human
Conceptual
Situational flexibility
Leadership is situational.
Leaders unites and stimulus followers to reach specific objectives in specific situation .
Leaders should Recognize different situation and adapt to them on a conscious basis.
Followership
Leaders in organizations are also followers. They nearly always report to someone else.
The followership behaviors include:
Not competing with the leader to be in the limelight
Being loyal and supportive team player.
Not being a (yes) person who automatically agrees.
Constructively confronting the leaders’ ideas, values and actions.
Anticipating potential problems and preventing them.
Behavioral approaches to leadership styles
Autocratic leaders:
Positive leaders:
Negative leaders:
Participative leaders
Consultative leaders
Centralize power
Threats
Rewards
Participate input
Ask for inputs
leadership styles
Behavioral approaches to Leadership styles
Positive leaders:
leaders approach people to motivate them in many ways. If the approach emphasizes rewards , the leader uses positive leadership.
Negative leaders:
If the emphasis placed on threats, fair, harshness and penalties , the leader uses negative leadership.
Autocratic leaders:
leaders centralize power and decision making in themselves. They take full authority and assume full responsibility.
Consultative leaders:
leaders approach one or more employees and ask them for inputs prior to making a decision.
Participative leaders:
They decentralize authority , they use inputs from followers and participation by them.
Behavioral approaches to Leadership styles.Cont..
Leadership states that your effectiveness as a leader is determined by how well your leadership style matches the situation.
Some theories states that your leadership style is fixed. You cannot change your style to suit the situation. Instead, you must put leaders into situations that match their style.
leadership style fixed
situation
Contingency approaches to leadership styles
Fiedler’s model
Hersey & Blanchard situational model
Path-Goal model
Vroom’s decision making model
Fiedler shows that the leader’s effectiveness is determined by the interaction of employee orientation with three situational variables that relate to the followers, the task and the organization.
They are:
Leader-member relation
Task structure,
Leader position power
Contingency approaches to leadership styles
1- Fiedler’s model
Examining factors determining situational favorableness
Three situational variables:
Leader-Member Relations : Determined by which if the leaders is accepted and trusted by groups.
Task Structure :This factor measures the tasks that need to be performed. Are they clear and precise or vague? One specific way is required to do this job.
Position Power: Power goes with the position the leader occupies eg. ,hire and fire , give pay rises and promotions.
Low LPC = Task-oriented leader.
Task-oriented leaders: good at getting things done.
2. Relationship-oriented leaders: tend to be good at building good relationships
High LPC = Relationship-oriented leader.
Leaders styles
Relationship-oriented leaders.
3 Situational variables
Task-oriented leaders
Leaders styles
Situations are highly favorable or highly unfavorable the task-oriented leader is most effective.
It is only in the middle area, where situational factors are mixed, that the relationship-oriented leader is most effective.
Managers are encouraged to:
Examine the situation ,people , task and organization.
Be flexible in use various skills within overall style.
Consider modifying elements of their job for better matching of preferred style.
Yellow line = relationship-oriented leaders.
Red line = task-oriented leaders
EXAMLE 1: Pizza hot new managers appointed , Trust will be low as are new to the job , extremely clear operating procedures , You have the ability to hire and fire and reward and punish
Answer : relationship-oriented leader is most effective.
Situational variables
Leaders style
Yellow line = relationship-oriented leaders.
Red line = task-oriented leaders
EXAMLE 2: you’ve just been promoted to be the manager of a software development team you’ve been working in for two years. Trust will be high , task structure is high as the team knows what they have to do, you don’t hold much formal authority .
Situational variables
Leaders style
Answer : task-oriented leader is most effective.
Yellow line = relationship-oriented leaders.
Red line = task-oriented leaders
EXAMLE 3: You are about to appoint a headmaster of a new school , you will have to choose him out of the team that he worked with before , he will be highly accepted by the team and a clear purpose is set but the position gives lower power to the headmaster .
Situational variables
Leaders style
Answer : task-oriented leader is most effective.
Yellow line = relationship-oriented leaders.
Red line = task-oriented leaders
EXAMLE 4: New supervisor in a cellphone company has been chosen to lead his team , higher trust is gained among members but without clear task and the authority was minimized to least degree .
Situational variables
Leaders style
Answer : relationship-oriented leader is most effective.
2- Hersey & Blanchard situational model: situational leadership,
It suggests that the most important factor affecting the selection of a leader’s style is the development(maturity) level of subordinate.
Development level is the task-specific combination of an employee’s task competence and motivation to perform (commitment). It is used to check employee skills ,ability and knowledge as well as willingness to take responsibility.
Y theory states more productivity is offered if proper guidance given .
Commitment and competence to task given vary among employees , therefore different demands are requested. Combination of guidance and support ( task and support orientation ).
Selling ,telling (coaching ) (guidance ) , participating (supporting ) and delegating.
Styles not only vary with the situation but also evolve over time towards delegating style.
Four major styles of leaders guidance and support
Delegating : leader allows the group to take responsibility for task decisions. Best used with high maturity followers.
Participating style: emphasizes shared ideas and decisions. Used with moderate followers .
Selling style: the leader attempts to sell his ideas to the group by explaining task directions in a persuasive manner . Used with moderate followers.
Telling style: leader gives explicit directions and supervises work closely. Used with low maturity followers.
Telling style
Selling
Participating
Delegating
Telling style: High directiveness and low supportiveness.
Participating : low directiveness and high supportiveness.
Selling : High directiveness and high supportiveness.
Delegating : low directiveness
and low supportiveness.
Four major styles of leaders responding to four levels of employees ability and willingness
Moderate followers
Moderate followers
3- Path-Goal model:
It states that the leader’s job is to use structure , support, and rewards to create a work environment that helps employees reach the organization’s goals.
Leaders have to provide balance between task and psychological support for their employees.
Task support help assemble resources ,budgets ,power ,remove environmental constraints.
Psychological support stimulate employees and attend to their emotional needs.
Path-Goal model (Leadership style)
Leaders role is to help understand needs , and how to do it , help see how achieving goals.
Four alternatives :
Directive leadership : Clear tasks
Support leadership: Create pleasant work environment.
Participative leadership: Seek employees suggestions
Achievement –oriented leadership: Set challenging goals.
Read more in the textbook, p. 171
Contingency factors
Assessing employee variables:
Locus of control
Willingness to accept the influence of others
Self-perceived task ability.
Read more in the textbook, p. 171
4- Vroom’s decision making model
It recognizes that problem solving situations differ, so they developed a structured approach for managers to examine the nature of those differences and to respond appropriately.
Problem attributes : assessing current decision situation seven /eight questions according to Problem attributes.
Leadership option: Five approaches to use.
Autocratic (A1): You use the information that you already have to make the decision, without requiring any further input from your team.
Autocratic (A2): You consult your team to obtain specific information that you need, and then you make the final decision.
Consultative (C1): You inform your team of the situation and ask for members' opinions individually, but you don't bring the group together for a discussion. You make the final decision.
Consultative (C2): You get your team together for a group discussion about the issue and to seek their suggestions, but you still make the final decision by yourself.
Collaborative (G2): You work with your team to reach a group consensus . Your role is mostly facilitative, and you help team members to reach a decision that they all agree on.
Five approaches of Leadership option
E.g. : Case1: Buying new laptops fro the company , if the decision quality is not that much important, similarly ,team commitment to the decision is not important . Best Decision approach :(Q1: N) (Q2: N) = (A1) Autocratic
e.g. Case 2: (Merging with another company) , the decision quality is so important (1) , similarly ,team commitment to the decision (2), you have impressively studied the proposal (3) ,your team wont offer support unless they are consulted (4) as they share the objectives of the company. (5) Best Decision approach :(Q1: Y), (Q2: Y) , :(Q3: Y) (Q4: N) , (Q5: Y) = (G2) : Collaborative
END OF CHAPTER 5 (LEADERSHIP)
