Assignment based on some material and slides.....
ravipuli
WeekThreePresentation.ppt*
Management & Leadership Skills
MGMT 8250
Week Three
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Unit Outcomes: Leadership Theories & Approaches
3.1 Compare Major leadership and management theories
3.1.1 Compare "Great Man" and trait theories
3.1.2 Discuss Situational Leadership Approaches
3.1.3 Discuss Contingency theories of leadership
3.1.4 Compare Transformational and Charismatic leadership theories
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BORN NOT MADE
ACCOMPLISH GREAT TASKS
- Great leaders are born not made
- Great leaders arise when there is a great need
- Bring entities from the brink
- Strong ethical character
Great Man Theory
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Trait Approach
- Challenged the “Great Man Theory” that great leaders are born, not made
- Great leaders differ in the “right stuff”
- No consistent approach; varies depending on the situation
- Intelligence
- Self-confidence
- Determination
- Integrity
- Socialbility
- Emotional intelligence
- Big Five Personality Model
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Contingency and Contingency Approaches
Contingency
Theory meaning one thing depends on other things
Contingency approaches
Approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively
Comparing the Universalistic and Contingency Approaches to Leadership
Exhibit 3.2 – Meta-Categories of Leader Behavior and Four Leader Styles
Sources: Based on Gary Yukl, Angela Gordon, and Tom Taber, ‘‘A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research,’’ Journal of Leadership and Organization Studies 9, no. 1 (2002), pp. 15–32 and Gary Yukl, ‘‘Effective Leadership Behavior: What We Know and What Questions Need More Attention,’’ Academy of Management Perspectives (November 2012), pp. 66–81.
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Situational Leadership Approaches
- A leader cannot just rely on one management style to fit all situations
- Managers and leaders must be flexible in their leadership styles , in order to get the best out of their teams and individuals
Leaders place more or less emphasis on the task, and more or less emphasis on the empowerment with the people they are leading, depending on what’s needed to get the job done
successfully
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Hersey and Blanchard’s Situational Theory—Leader Style
Telling style
Directive approach that reflects a high concern for tasks and a low concern for people and relationships
Selling style
Based on a high concern for both relationships and tasks
Participating style
Characterized by high relationship and low task behavior
Delegating style
Reflects a low concern for both tasks and relationships
The Situational Model of Leadership
Source: Adapted from The Hersey and Blanchard Situational Leadership Model / The Center for Leadership Studies, Inc.
Situational Theory
Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior
Hersey and Blanchard’s Situational Theory—Follower Readiness
Low readiness
Use the telling leader style
Moderate readiness
Use the selling leader style
High readiness
Use the participating leader style
Very high readiness
Use the delegating leader style
Fiedler’s Contingency Model
A model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation
Fiedler’s Contingency Model— Leadership Styles
- Relationship-oriented leadership
- Concerned with people
- Establishes mutual trust and respect
- Listens to employees’ needs
- Task-oriented leadership
- Motivated by task accomplishment
- Provides clear direction and performance standards
- Measure with a least preferred coworker (LPC) scale
Situation
Leader–member relations
Group atmosphere and members’ attitudes toward and acceptance of the leader
Task structure
Extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals
Position power
Extent to which the leader has formal authority over subordinates
Fiedler’s Classification: How Leader Style Fits the Situation
Source: Based on Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), p. 455.
Path–Goal Theory
A contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards
Leader Roles in the Path–Goal Model
Source: Reprinted from Organizational Dynamics, 13 (Winter 1985), Bernard M. Bass, “Leadership: Good, Better, Best,” pp. 26–40, Copyright 1985, with permission from Elsevier.
Leader Behavior (slide 1 of 2)
Supportive leadership
Shows concern for subordinates’ well-being and personal needs
Leader’s behavior is open, friendly, and approachable, and the leader creates a team climate and treats subordinates as equals
Directive leadership
Tells subordinates exactly what they are supposed to do
Leader behavior includes planning, making schedules, setting performance goals and behavior standards, and stressing adherence to rules and regulations
Leader Behavior (slide 2 of 2)
Participative leadership
Consults with subordinates about decisions
Leader behavior includes asking for opinions and suggestions, encouraging participation in decision making, and meeting with subordinates in their workplaces
Achievement-oriented leadership
Sets clear and challenging goals for subordinates
Leader behavior stresses high-quality performance and improvement over current performance
Situational Contingencies
- Personal characteristics of group members
- Ability and skills
- Needs and motivations
- Work environment
- Degree of task structure
- Nature of the formal authority system
- Work group itself
Path–Goal Situations and Preferred Leader Behaviors
The Vroom–Jago Contingency Model
(slide 1 of 2)
A contingency model that focuses on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions
The Vroom–Jago Contingency Model
(slide 2 of 2)
- Situational factors shape the likelihood that either a participative or autocratic approach will produce the best outcome
- Tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision
Five Leader Decision Styles
Diagnostic Questions (slide 1 of 2)
Decision significance
How significant is this decision for the project or organization?
Importance of commitment
How important is subordinate commitment to carrying out the decision?
Leader expertise
What is the level of the leader’s expertise in relation to the problem?
Likelihood of commitment
If the leader were to make the decision alone, would subordinates have high or low commitment to the decision?
Diagnostic Questions (slide 2 of 2)
Group support for goals
What is the degree of subordinate support for the team’s or organization’s objectives at stake in this decision?
Goal expertise
What is the level of group members’ knowledge and expertise in relation to the problem?
Team competence
How skilled and committed are group members to working together as a team to solve problems?
Selecting a Decision Style
- Timesaving-based model
- Use when a decision has to be made immediately
- Development-based model
- Use when it is important to develop the thinking and decision-making skills of followers
Transformational Leadership
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Leading – changing the organization’s strategies and culture so that they have a better fit with the surrounding environment
Only go through transformation/change when there is some compelling reason to do so
Charismatic Leadership
- The charismatic leadership style relies on the charm and persuasiveness of the leader
- Charismatic leaders are driven by their convictions and commitment to their cause
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Charismatic Leadership
- Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities
- Their main difference is focus and audience
- Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader’s vision.
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