Leadership is the capacity to translate vision into reality

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(No Transcript)
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• Leadership is the capacity to translate vision
  into reality
• Warren Bennis

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What Is Leadership?
Leadership The ability to influence a group
toward the achievement of goals.
Management Use of authority inherent in
designated formal rank to obtain compliance from
organizational members.
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Trait Theories

• Leadership Traits
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant knowledge

Traits Theories of Leadership Theories that
consider personal qualities characteristics
that , differentiate leaders from
nonleaders. The search for personality, social,
physical or intellectual attributes that describe
leaders from non leaders.
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Trait Theories
Assumptions People are born with inherited
traits. Some traits are particularly suited to
leadership. People who make good leaders have
the right (or sufficient) combination of traits.

• Limitations
• No universal traits found that predict leadership
  in all situations.
• Better predictor of the appearance of leadership
  than distinguishing effective and ineffective
  leaders.

For a long period, inherited traits were
sidelined as learned and situational factors were
considered to be far more realistic as reasons
for people acquiring leadership positions.
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Behavioral Theories
Behavioral Theories of Leadership Theories
proposing that specific behaviors differentiate
leaders from nonleaders.

• Trait theoryLeaders are born, not made.
• Behavioral theoryLeadership traits can be
  taught.

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Ohio State Studies 1940s

• Researchers sought to identify 1000 dimensions of
  leader behaviour which they narrowed down the
  list to two categories
• They called the dimensions as initiating
  structure and consideration
• Initiating structure the extent to which the a
  leader is likely to define and structure his or
  her role and those of subordinates in the search
  for goal attainment.
• Consideration the extent to which a person is
  likely to have job relationships that are
  characterized by mutual trust, respect for
  employees as equals.

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University of Michigan Studies

• Employee-Oriented Leader
• Emphasizing interpersonal relations
• Taking a personal interest in the needs of
  employees and accepting individual differences
  among members.
• The research strongly favoured leaders who were
  employee oriented in their behaviour.
• Therefore higher productivity and higher job
  satisfaction

Production-Oriented Leader One who emphasizes
technical or task aspects of the job. Low
productivity and lower job satisfaction
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The Managerial Grid(Blake and Mouton)
E X H I B I T 111
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The Managerial Grid









High
1,9 Country club management Thoughtful attention
needs of people for satisfying relationships
leads to A comfortable, friendly
organization atmosphere and work tempo
9,9 Team management Work accomplishment is from
committed people, interdependence through a
common stake in organization purpose leads to
relationship of trust and respect
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8
7
6
Concern for people
5,5 Organization Man Management Adequate
organization performance possible through
balancing the necessity to get out work with
maintaining morale of the people at a
satisfactory level
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1,1 Impoverished Management Exertion of minimum
effort to get required work done is appropriate
to sustain organization membership
9,1 Authority-Obedience Efficiency in operations
results from arranging conditions of work in
such a way that human elements interfere to a
minimal degree
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2
Low
1
6
8
7
2
1
3
4
5
9
Concern for production
Low
High
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Scandinavian Studies

• Researchers in Finland and Sweden began
  reassessing whether there are only two dimensions
  that capture the essence of leadership behaviour.
• Their basic premise is that in a changing world
  effective leaders would exhibit development
  oriented behaviour
• Considering the earlier approaches these
  researchers felt that this dimension existed and
  is necessary in 21 st century.

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Contingency Theories
Fiedlers Contingency Model The theory that
effective groups depend on a proper match between
a leaders style of interacting with subordinates
and the degree to which the situation gives
control and influence to the leader.
Least Preferred Co-Worker (LPC) Questionnaire An
instrument that purports to measure whether a
person is task- or relationship-oriented.
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Fiedlers Model Defining the Situation
Leader-Member Relations The degree of confidence,
trust, and respect subordinates have in their
leader.
Task Structure The degree to which the job
assignments are procedurized.
Position Power Influence derived from ones
formal structural position in the organization
includes power to hire, fire, discipline,
promote, and give salary increases.
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Findings from Fiedler Model
E X H I B I T 112
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Message By Jack Francis Welch

• If you pick the right people and give them the
  opportunity to spread their wings and put
  compensation as a career behind it almost dont
  have to manage it
• If you dont have competitive advantage, dont
  compete
• Control your own destiny or someone else will

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Difference between leaders Managers
Leaders Managers
Innovate Administer
Develop Maintain
Inspire Control
Long Term View Short term view
Ask what and why Ask, how and when
Originate Initiate
Challenge the status quo Accept the status quo
Do the right things Do Things right
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Different Styles of Leadership

• Autocratic leadership
• Bureaucratic leadership
• Charismatic leadership
• Democratic leadership or Participative leadership
  
• Laissez-faire leadership
• People-oriented leadership or Relations-Oriented
  leadership
• Servant leadership
• Task-oriented leadership
• Transactional leadership
• Transformational leadership

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Charismatic Leadership

• Key Characteristics of Charismatic leaders
• Self Confidence- They have complete confidence in
  their judgment and ability.
• A vision- This is an idealized goal that proposes
  a future better than the status quo. The greater
  the disparity between idealized goal and the
  status quo, the more likely that followers will
  attribute extraordinary vision to the leader.
• Ability to articulate the vision- They are able
  to clarify and state the vision in terms that are
  understandable to others. This articulation
  demonstrates an understanding of the followers
  needs and, hence acts as a motivating force.
• Strong convictions about vision- Charismatic
  leaders are perceived as being strongly
  committed, and willing to take on high personal
  risk, incur high costs, and engage in
  self-sacrifice to achieve their vision.
• Behavior that is out of the ordinary- Those with
  charisma engage in behavior that is perceived as
  being novel, unconventional, and counter to
  norms. When successful , these behaviors evoke
  surprise and admiration in followers.
• Perceived as being a change agent- Charismatic
  leaders are perceived as agents of radical change
  rather than as caretakers of the status quo.
• Environmental sensitivity- These leaders are able
  to make realistic assessments of the
  environmental constraints and resources needed to
  bring about change.

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Transactional vs Transformational leaders

• Characteristics of Transactional and
  transformational leaders
• Transactional Leaders
• Contingent Reward Contracts exchange of rewards
  for effort, promises rewards for good
  performance, recognizes accomplishment
• Management by exception (active) Watches and
  searches for deviations from rules and standards,
  takes corrective action.
• Management by exception (passive) Intervenes
  only if standards are not met
• Laissez faire Abdicates responsibilities, avoids
  making decisions
• Transformational Leaders
• Charisma Provides vision and sense of mission,
  instills pride, gains respect trust.
• Inspiration Communicates high expectations, uses
  symbols to focus efforts, expresses important
  purposes in simple ways.
• Intellectual Stimulations Promotes intelligence,
  rationality, and careful problem solving.
• Individualized consideration Gives personal
  attention, treats each employee individually,
  coaches, advises.

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Traits of Exceptional Leaders

• An outside in perspective Eg Dell computer
  which puts the customer at the very center
• An evangelical leadership gene Eg Lou Gerstner
  IBM had this trait in shifting companies mindset
  he was intensely focused on restoring outside in
  perspective
• Understands the critical role of culture Eg-
  Michael Dell had the performance oriented culture
  suggesting that if you dont perform at Dell go
  somewhere else Eg- Sam Walton had family oriented
  culture in Wal Mart
• Creates next generation products , processes or
  solutions EG- This is in alignment with the
  vision, Bill Gates had anticipated the market for
  software , Sam Walton realized the tremendous
  potential of Walmart in 1962
• Implements the best ideas regardless of origin
  Eg Sam Walton ,went into the competitors stores
  to emulate the best practices, IBM GE ran into
  the trouble when their managers stopped searching
  outside the company for answers
• Advances the leadership body of knowledge

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MODELS OF LEADERSHIP-CHANGE - CHARISMA TO
BUSINESS
LEADERS FORMAL Vs MORAL AUTHORITY MATRIX
High Hitler
George

Washington
Man Mohan
- Many - Mahatma Gandhi -
Celebrities Low -
CHOICE (Moral Authority) High
( Stephen Covey )
Position (Formal Authority)
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MODELS OF LEADERSHIP(NATIONAL CORPORATE)

• Man Mohan Murthy Vs Bush Blair
• Gentle,Firm,Relentless Bluff,
  Boldness,
• Humble,Ethical, Brashness,
• Moral authority,Discipline Vendetta,
  Arrogance,
• Progressive,Professional Insensitivity,
• Sensitive, Principled
  Resourcefulness
  Courage,Maneavouring

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POA

• Popular concept of viewing leaders as coaches.
• Visit http//www.coachu.com- an organization
  specializes in training coaches as managers.
• Look at international coaching federation
  http//www.coachfederation.com find out the
  answers
• Would you like to be led by a coach as these
  organizations define. What would be the
  advantages and disadvantages of viewing leaders
  this way ?
• Based on your own leadership style, would you
  make a good coach ? Why or why not ?
• Discuss a situation in which a coaching approach
  to leadership is particularly effective. What
  would be a situation where a coaching approach
  would seem to be ineffective ?
• Small - Case Study

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Cognitive Resource Theory
Cognitive Resource Theory- reconceptualized by
Fiedler Joe Garcia A theory of leadership that
states that stress can unfavorably affect a
situation and that intelligence and experience
can lessen the influence of stress on the leader.

• Research Support
• Less intelligent individuals perform better in
  leadership roles under high stress than do more
  intelligent individuals.
• Less experienced people perform better in
  leadership roles under low stress than do more
  experienced people.

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Hersey and Blanchards Situational Leadership
Theory
Situational Leadership Theory (SLT) A contingency
theory that focuses on followers readiness.
Able andUnwilling
Unable andUnwilling
Unable butWilling
Able andWilling
Follower readiness ability and willingness
Leader decreasing need for support and
supervision
Directive
High Task and Relationship Orientations
Supportive Participative
Monitoring
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Leadership Styles and Follower Readiness(Hersey
and Blanchard)
Follower Readiness
Supportive Participative
Able
Monitoring
LeadershipStyles
High Taskand Relationship Orientations
Unable
Directive
Willing
Unwilling
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LeaderMember Exchange Theory
Leader-Member Exchange (LMX) Theory Leaders
create in-groups and out-groups, and subordinates
with in-group status will have higher performance
ratings, less turnover, and greater job
satisfaction.
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Leader-Member Exchange Theory
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Path-Goal Theory
Path-Goal Theory The theory that it is the
leaders job to assist followers in attaining
their goals and to provide them the necessary
direction and/or support to ensure that their
goals are compatible with the overall objectives
of the group or organization.
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The Path-Goal Theory
E X H I B I T 114
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Leader-Participation Model
Leader-Participation Model (Vroom and Yetton) A
leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations. It was a
decision tree having 7 contingency variables with
5 leadership styles. The leadership model is now
revised to 11 contingency variables. The model
however, fails to have stress, Intelligence and
experience in this.
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Contingency Variables in the Revised
Leader-Participation Model

1. Importance of the decision
2. Importance of obtaining follower commitment to
   the decision
3. Whether the leader has sufficient information to
   make a good decision
4. How well structured the problem is
5. Whether an autocratic decision would receive
   follower commitment
6. Whether followers buy into the organizations
   goals
7. Whether there is likely to be conflict among
   followers over solution alternatives
8. Whether followers have the necessary information
   to make a good decision
9. Time constraints on the leader that may limit
   follower involvement
10. Whether costs to bring geographically dispersed
    members together is justified
11. Importance to the leader of minimizing the time
    it takes to make the decision
12. Importance of using participation as a tool for
    developing follower decision skills

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Deeds for leaders

• Vivah or marriage between the king kingdom
  (leader and organization ).In the absence of this
  a man is not a leader just an employee doing a
  job that gives him salary and status. Dont
  expect him to be proactive ,creative or
  enthusiastic
• Rajsuya One has to prove tangible achievement
  and has to be accepted by peer group.
• Abhishek public bathing was transformational
  ritual Eg- a field sales manager sent to his
  headquarters without any attempt by the
  management to ceremonially crown him king in
  front of those he is supposed to manage

• Article from corporate doisser

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Deeds for leaders

• Dharma his vision and how he expects to achieve
  or realise this vision.
• Varna station in the organization and ashrama
  or stage in the employee
• Varana dharma means defining the roles and
  rights and the responsibilities of every
  employee
• Ashrama dharma knowing which member of the
  organization is in which stage of his job or his
  career learning stage or retiring stage

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Deeds for Leaders

• Ashwamedh yagna this helped the kind identify
  who submitted themselves to him and who
  challenged
• Eg- PPT- horse, excel sheet with all the search
  data justifying the nos army,
• Digvijay means conquest of the sky or the
  directions. In corporate world the king must
  travel through different departments and ensure
  he is seen and heard and to assert his authority
  and to tell where he plans to go from here.
• Vajpeya - a yagna of regeneration. To make the
  head roll to tell the world who is the boss