KOONTZ & ODONNELL

Ability of manager to induce subordinates to work with confidence and zeal

PETER DRUCKER

Lifting of mans vision to higher sights Raising of mans personality

HEMPHILL.J.K

Initiation of acts resulting in insistent pattern of group interaction

Personal quality

Exists only with followers

Willingness of people to follow A process of influence Realization of common goals Readiness to accept responsibilities

Stimulating followers
Leadership Styles change Neither bossism nor management

AUTOCRATIC DEMOCRATIC LAISSEZ-FAIRE PATERNALISTIC

Setting Goals Organizing

Initiating action

Co-ordination

Direction and Motivation

Link between management and workers

Improves motivation and morale A motive power to group efforts An aid to authority

Needed at all levels of management Rectifies imperfections of formal organizational relationships

Basis for co-operation

Certain traits essential to become a successful leader

Leaders are born and cannot be made

Physiological factors Emotional Stability Motivational Drive

Intelligence

Human Relations Attitude

Vision and foresight

Empathy

Fairness & Objectivity

Technical skills

Open Mind and adaptability

Art of communication

Social Skills

Not applicable to all circumstances List of traits not uniform Influence of other factors neglected Lack of comparative importance All successful leaders do not posses these traits No evidence about degree of traits Not measurable

Focus on actual behaviour and actions of leaders Interpersonal relationship between leader and subordinate

CRITICISMS Does not consider situational variables Neglects time factor

Aim To identify dimensions of leadership

CONSIDERATIONtrust, respect, openness

INITIATING STRUCTURE defining and organizing relationship between leader & subordinates

LEADER BEHAVIOUR

Leadership styles: Production centered: emphasis on tasks Employee centered: emphasis on human relations Boss centered: high degree of control Employee centered: high degree of freedom

Leadership behaviour a cause/effect

Ignore personal characteristics Leadership styles in extreme

Leadership is affected by situations Good leader moulds himself according to situation No best leadership style can be used for all situations

Task oriented leaders Relationship oriented leaders

3 situational variables
Leader member relations Task structure

Quality of relationships

Extent to which work is well-defined

Position power

Formal authority

Favourable situation for leaders- strong situational variables Task-oriented high performance: extreme situations Relationship oriented: high performance intermediate situations CRITICISM Focus only one single dimension.

Leaders role affects subordinates motivation

2 Roles to be performed by leaders To create a goal orientation To set the right path to attain the goals

Theory findings questionable Neglecting the interaction of situational variables

Relates leadership behaviour and participation in decision- making 3 factors involved in decision-making
Decision Quality Decision Acceptance Decision timing

SITUATIONAL VARIABLES

PERSONAL CHARACTERISTICS

LEADERSHIP STYLE

ORGANIZATIONAL EFFECTIVENESS

5 Decision-making styles
Leader making a

decision by himself
Obtaining

information from subordinates

Shares problem with

subordinates individually
Shares problem with

subordinates as a group
Group decision -

making

Widely accepted among researchers Leaders have the ability to fit their style according to situation People can become better leaders Results of empirical research - supportive