LEADERSHIP

Pat Ray M Dagapioso MPA - 1

Leadership
Leadership is the process of guiding and directing the behaviour of people in the work environment. Leadership is a process whereby an individual influences a group of individuals to achive a common goal (Northouse: 2007).

Types
A. Formal leadership occurs when an organization officially bestows upon a leader the power and authority to guide and direct others in organization. B. Informal leadership occurs when others in an organization unofficially accord a person the power and influence to guide and direct their behaviour.

Leadership and Management

Leadership Effective leadership produces useful change in organizations. Leaders agitate for change and new approaches.

Leadership and Management

Leadership process: 1. Setting a direction for the organization. 2. Aligning people with that direction through communication; and 3. Motivating people to action, through empowerment and partly through basic need gratification.

Leadership and Management

Good management controls complexity in the organization and its environment. Managers advocate stability and the status quo. The management process involves:
1.Planning and budgeting 2. Organizing and staffing; and 3.Controlling and problem-solving.

Leadership Theories
4 types of leadership theories. Type 1 theories (universal trait theories) Type 2 theories (universal behaviour theories) Type 3 theories (situational trait theories) Type 4 theories (situational behaviour theories)

Type 1
These theories attempt to identify the traits and/or inherent attributes of leaders, regardless of leaders situation or circumstances, as well as the impact of these traits/styles on the followers.

Type 1
These includes:
A. Physical Attributes, Personality, Abilities B. Transactional and Transformational Leaders C. Women Leaders D. Charismatic Leadership

Physical Attributes, Personality and Abilities

1. Physical Attributes. There is no sufficient evidence that leaders can be distinguished from student through their physical attributes.

Physical Attributes, Personality and Abilities

2. Personality. Different personalistic qualities of leaders had been examined. This includes originality, adaptability, introversion-extroversion, dominance, self-confidence, integrity, conviction, mood optimism an emotional control. Leaders, as it turned out, are more adaptable and self-confident that average persons.

Physical Attributes, Personality and Abilities

3. Abilities. Social skills, intelligence, scholarship, speech fluency, cooperativenenss, and insight are some of the factors looked into the study of leaders. Leaders are found to be more intelligent, verbal, cooperative and ahave a higher level of scholarship than others

Transactional and Transformational Leaders.

1. Transactional leaders - use formal rewards and punishments to manage followers. They formally or informally engage in deal making and contractual obligations. 2. Transformational leaders inspire and excite followers to high levels of performance

Women Leaders
Women and men leaders, do they lead differently? Women leaders are more likely to organize and energize people, helping them feel more important.

Charismatic Leadership
Charismatic leadership - results when a leader uses the force of personal abilities and talents to have profound and extraordinary effects on followers.

Type 2 Theories
Type 2 theories are concerned with describing leaders action and behaviours, often from the perspective of the followers.

Type 2 Theories
These includes: 1. Leadership Style and Emotional Climate at Work 2. Leadership Behaviors 3. The Managerial Grid

 1. Autocratic Style directive, strong, and controlling in relationships. Leaders with this type use rules and regulations to run the work environment. Boss-centered, and dictatorial. This leadership style leads to work environment characterized by constant influence attempts on the part of the leader, either through direct, close supervision or thourgh written and unwritten rules and regulations

Leadership Style and Emotional Climate at Work

 2. Democratic style collaborative, responsive, and interactive in relationships and emphasizes less the rules and regulations than the autocratic leaders. Subordinate-centered, and participative. Leads to a work environment characterized by fewer influence attempt by the leader. Leads to lower tension among followers, a direct opposite of higher tension among followers in autocratic style.

Leadership Style and Emotional Climate at Work

Leadership Behaviors
3. Laissez-faire style leads through nonleadership. This leader abdicates the authority and responsibility of the position.

Leadership Behaviors
These specific leadership behaviours were initiated by the Ohio State University using the Leader Behavior Description Questionnaire (LBDQ). It produced 2 leadership dimensions: Initiating Structure and Consideration.

Leadership Behaviors
1. Initiating structure is a leader behaviour aimed at defining and organizing work relationships and roles, as well as establishing clear patterns of organization, communication and ways of getting things done.

Leadership Behaviors
2. Consideration is a leader behaviour aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.

The Managerial Grid

Developed by Robert Blake and Jane Mouton, The Managerial Grid is a attitudinal formulation of which two underlying factors of the grid are composed of Concern for Productiona and Concern for People.

The Managerial Grid

1. Organization Man Manager works for the adequate organizational performance by getting work done and maintaining morale. 2. Authority-obedience manager emphasizes production and works to achieve high levels of efficiency in operations by minimizing any interference from human element.

The Managerial Grid

3. Country club manager gives thoughtful attention to people and their relationships so as to create a comfortable working environment. 4. Team manager emphasizes high levels of work accomplishment through committed, trustworthy people; there is no trade-off between people and production.

The Managerial Grid

5. Impoverished Manager exerts minimum effort to get essential work done while maintaining organizational membership.

Type 3 Theories
These theories are concerned with identifying situationally specific conditions in which leaders with particular traits are effective. Type 3 classify leaders according to particular traits or attributes.

Type 3 Theory
Fiedlers Contingency Theory This theory proposes that the fit between the leaders need structure and the favorableness of the leaders situation determines the teams effectiveness in work accomplishment. This theory assumes that leaders are taskoriented or relationship-oriented, depending upon how the leaders obtain their primary need gratification.

Fiedlers Contingency Theory

Task-oriented leaders primarily gratified by accomplishing tasks, while Relationship-oriented leaders are primarily gratified by developing good, comfortable inter-personal relationships.

Fiedlers Contingency Theory

Both of these leaders effectiveness depends on the favorableness of the situation. Favorableness of the situation depends on:
Leaders position power Structure fo the teams task Quality of the leader-follower relationships.

Fiedlers Contingency Theory

Least Preferred Coworker (LPC) Scale is a projective technique through which a leader is asked to think about the person with whom he/she work least well (the person of whom the leader had the most diificulty getting the job done).

Fiedlers Contingency Theory

LPC High LPC Pleasant Efficient Gloomy Low LPC Unpleasant Inefficient Cheerful

High LPC translates into a more relationship-oriented leader. Low LPC translates into a more task-oriented leader.

Type 4 Theories
These theories are concerned with identifying the specific leader behaviours that are most effective in specific leadership situations. The concern of these theories is the behavioural contingencies of the leader that yield the most effective performance by the followers.

Type 4 Theories
Path-Goal Theory Vroom-Yetton-Jago Normative Decision Theory Situational Leadership Model

Path-Goal Theory
Developed by Robert House, PathGoal theory of leader effectiveness is based on an expectancy theory of motivation. It is believed that in this theory the basic role of a leader is to enhance follower motivation so that the followers are able to experience need gratification.

Path-Goal Theory
Follower Goals:

a. Satisfaction
Follower Path Perception Leader Behavior Styles: a. Directive b. Particpative c. Achievement Oriented d. Supportive Effort-PerformanceReard Linkages b. Rewards c. Benefits

Path-Goal Theory
Directive leader must give specific guidance about work tasks, schedule work, maintain performance standards and let followers know what is expected. Supportive leader needs to express concern for followers well-being and social status.

Path-Goal Theory
Participative leader must engage in problem solving and mutual decisionmaking activities with followers. Achievement-oriented leaders must set challenging goals for followers, expect very high performance and show strong confidence in the followers.

Vroom-Yetton-Jago Normative Decision Theory

This theory recognizes the potential benefits of authoritarian, as well as democratic styles of leader behaviour.

Vroom-Yetton-Jago Normative Decision Theory

Further this theory presents key situational determinants of the appropriate leader behaviour:
Quality of the decision to be made Acceptance of that decision by the employees, The time available for the decision; and Information available to the manager.

Vroom-Yetton-Jago Normative Decision Theory

Five forms of decision making strategy used by a leader:
AI form manager makes the decision alone (authoritarian method). AII form manager seeks information from employees or peers and then makes decision.

Vroom-Yetton-Jago Normative Decision Theory

Five forms of decision making strategy used by a leader:
CI form manager explains the roblem to appropriate peers or employees in a oneon-one format. CII form manger explains the problem to employees or peers as a group. G form manager explains the problem to employees and peers as a group, and the group makes the final decision.

Situational Leadership Model

Developed by Paul Hersey and Kennet Blanchard, this model suggests that the leaders behaviour should be adjusted to the maturity level of the followers. This model has two dimensions: task/production oriented and relationship/people oriented.

Situational Leadership Model

Telling leaders should use this model with immature followers, who are unable to and unwilling to take responsibility of their work. Characterized by high concern task, and low concern with relationships. Selling high concern with both task and relationships. Participating Able but are unwilling followers. Delegating Most mature followers. Both willing and able.

Thank You.