Chap7Leadership
LEADERSHIP
•
Manager versus Leader – not the same
Ideally all managers should be leaders. Not all
leaders can be managers (appointed formally)
•
Define leaders as those able to influence and
possess managerial authority, emerge from a
group of people
•
Leadership is the process of influencing a
group towards achievement of goals
•
What is an effective leader?
•
Look at leadership theories.
What are traits (characteristics) that differentiate
leaders from non-leaders?
What are behavioral styles that leaders demonstrate?
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Chap7Leadership
TRAITS THEORIES
• Looked at characteristics differentiate between
leaders + non-leaders
SIX TRAITS OF EFFECTIVE LEADERS
1. Drive - high effort level, achievers, ambitious,
persistent, show initiative
2. Desire to lead – strong desire to influence and lead
others, willingness to take responsibility
3. Honesty and integrity - build trust, truthful,
consistency between words and deeds
4. Self confidence – followers look for absence of nondoubt
5. Intelligence -
able gather, synthesize interpret large
amount of info – to create visions, solve problem,
make correct decisions
6. Job relevant knowledge - company, industry,
technical understand implications of decisions
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BEHAVIORAL THEORIES
-
Behaviors that differentiate effective leaders
and ineffective ones
1.
Autocratic Style
-
centralize authority, dictate work methods,
make
one-sided
decisions,
limit
subordinate participation
2.
Democratic Style
-
involve subordinates in decision, delegate
authority, encourage participation, use
feedback to coach subordinates
3.
Laissez-faire Style
-
gives group complete freedom to make
decisions and complete work in whatever
way they see fit
Focus on work to be done (Boss Autocratic –
Centred)
Focus on people within group
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Democratic
Chap7Leadership
4. Managerial Grid
• 2-dimensional grid to appraise leadership
styles
• “concern
for
people’
and
‘concern
for
production’ behavioral dimensions
• scale form 1(low) - 9 (high)
• can have (1,1) grid - Impoverished Mgt
• (1, 9) is Country Clud Mgt until (9,9) – Team
Mgt.
• Blake and Mouton concluded that Managers
perform best at Team Mgt. Grid (9, 9)
• But, grid gives no answers to what makes an
effective leader
• Managerial Grid – Only a framework to
conceptualize Leadership styles
• Different situations require different styles.
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Chap7Leadership
CONTINGENCY THEORIES
•
Examine four contingency theories
•
Focus on situational influences
•
Fiedler, Hersey Blanchard, leader participation
and Path Goal
•
If this is the situation, then this is the best
leadership style
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Chap7Leadership
FIEDLER MODEL
• FIEDLER MODEL proposed – effective group
performance depend on proper match between
leader’s style of interacting with his or her
followers and the degree to which the situation
allowed leader to control and influence
• Leadership styles – task oriented or
relationship oriented
• To measure leader’s style – Fiedler developed
least-preferred co-worker questionnaire
• Discovered 3 contingency dimensions for
determining leader effectiveness
1.
2.
3.
leader-member relations: the degree of
confidence, trust and respect employees
had for their leader, either good or poor
task structure: the degree to which job
assignments were formalized and
procedurized, rated either high or low
position power: the degree of influence a
leader had over power-based activities
such as hiring, firing, disciple, promotion,
salary increase, rated either strong or weak
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Chap7Leadership
HERSEY – BLANCHARD SITUATIONAL THEORY
•
Situational leadership theory is a contingency
theory that focuses on followers maturity
•
Select right leadership style depending on level
of readiness/maturity
•
Readiness - willingness and ability to take
responsibility for directing their
own behavior
•
4 styles
1)
Telling (high task – low relationship
behavior)
defines roles, tells people what, how,
when to do various tasks
2)
Selling (high task – high relationship)
both directive and supportive behavior
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Chap7Leadership
3)
Participating (low task – high relationship)
leader and follower share in decisionmaking, facilitate and communicate
4)
Delegating (low task – low relationship
little direction or support
Stages of readiness
Leadership Style
R1 – Unable and Unwilling
Telling
(Immature)
R2 – Unable but Willing
Selling
R3 – Able but Unwilling
Participating
R4 – Able and Willing
Delegating
(Mature)
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Chap7Leadership
LEADER PARTICIPATION MODEL
• Related to leadership behavior and
participation in decision making
• Model argued that leader behavior must reflect
task structure- routine or non-routine
• Current model reflects how and with whom
decisions are made
• The contingencies – decision significance,
importance of commitment, leader expertise,
likelihood of commitment, group support, group
expertise, and team competence – high or low
Decide
Consult individually
Consult Group
Facilitate
Delegate
Leader makes the decision alone and
either announces or sells to group
Leader presents the problem to group
members individually, gets their
suggestions and then makes the
decision
Leader presents the problem to group
members in a meeting, gets their
suggestions and then makes the
decision
Leader presents the problem to group in
a meeting and, acting as facilitator
defines the problems and the
boundaries within which a decision must
be made.
Leader permits the group to make the
decision within prescribed limits.
Leadership Styles In Vroom Leader Participation
Model
(Source: V.Vroom, “Leadership and the Decision Making Process”,
Organizational Dynamics, Vol 28, No. 4, (2000) p. 84)
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Chap7Leadership
PATH-GOAL THEORY
•
Theory states that it is the leaders job to assist
his or her followers in attaining their goals and
to provide necessary direction and support to
ensure that their goals are compatible with
overall
objectives
of
group/organization
(developed by Robert House)
•
‘path-goal’ - effective leaders clarify the path to
help followers get from where they
are to achieve work goals make
journey easier, remove roadblocks
or pitfalls
•
Behavior of leader is motivational to the extent
that it:
1)
makes the satisfaction of subordinate
needs contingent on effective performance
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Chap7Leadership
2)
provides coaching, guidance, support and
rewards needed for effective performance
To test these statements, House, R. identified 4
Leadership Behaviors
1.
Directive leader - lets subordinates know what’s
expected, schedules work to
be done, give specific
guidance how to accomplish
tasks
2.
Supportive leader
-
friendly, shows concern
for needs of subordinates
3.
Participative leader -
consults, uses
suggestions before making a
decision
4.
Achievement
- oriented leader
- sets challenging goals
expects subordinates to
perform at highest level
House believes that leaders style is flexible; the
same leader can display any or all these leadership
styles depending on situation
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Chap7Leadership
CUTTING EDGE APPROACHES TO
LEADERSHIP
TRANSFORMATIONAL-TRANSACTIONAL
•
transactional – leaders who guide or motivate
their followers in the direction of established
goals by clarifying role and task requirements
•
transformational – leaders who provide
individualized consideration, intellectual
stimulation and possess charisma
•
Jack Welch – General Electric, Richard
Branson – Virgin Group
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Chap7Leadership
CHARISMATIC-VISIONARY LEADERSHIP
•
Enthusiastic,
self-confident
leader
whose
personality and actions influence people to
behave in certain ways
•
5 characteristics
1. have a vision
2. able to articulate vision
3. willing to take risks to achieve vision
4. sensitive to both environment constraints
and follower needs
5. exhibit behaviors out of the ordinary
•
visionary – ability to create and articulate a
realistic, credible, and attractive vision of the
future that improves upon the present situation
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Chap7Leadership
CURRENT ISSUES IN LEADERSHIP
• Effective leadership being refined as we do
continue to study it in organizations
• Leaders and power - where do leaders get
power – capacity to influence work actions or
decisions
• 5 sources of power – legitimate, coercive,
reward, expert, and referent
• Creating a culture of trust
• Credibility – honesty (number one
characteristic of admired leader)
• Follower judge leaders credibility in terms of
honesty, competence and ability to inspire
• Trust - the belief in integrity, character and
ability of a leader
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Chap7Leadership
How should leaders seek to build trust?
• Practice openness
• Be fair
• Speak your feelings
• Tell the truth
• Show consistency
• Fulfill your promise
• Maintain confidentiality
• Demonstrate competence
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Chap7Leadership
Leadership from Islamic Perspective – some
points to ponder
‘Everyone of you is a leader, and you will be
accountable of who you have led’
Sayings of the Prophet Muhammad pbuh.
‘Tiap
kamu
adalah
pemimpin,
dan
kamu
akan
dipertanggungjawabkan dengan apa yang kamu pimpin’ Hadith
Nabi saw.
Characteristics of a Leader (Prophet)
-
Truthful (Benar) - Siddiq
-
Honest (Amanah) - Amanah
-
Advise and Inform (Menyampai) - Tabligh
-
Wise (Bijaksana) - Fatonah
•
To enjoin good and prevent evil doings
(menyuruh yang baik dan menghalang yang
tidak baik atau mungkar)
•
Discussions and teamwork (Musyawarah dan
Kerjasama)
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Chap7Leadership
•
Fairness
and
Just
(Keadilan
dan
Kesaksamaan)
•
According to Islam-human beings are the same
in
the
eyes
of
ALLah
except
for
the
degree/level of ‘faith and belief’ in ALLah
(Manusia
itu
semuanya
sama.
Yang
membezakan hanya tahap iman dan taqwa.)
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