Leadership

Dr. Meghna Goswami

Leadership

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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
 Both are necessary for
organizational success

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Trait Theories of Leadership
 Theories that consider personality, social, physical, or
intellectual traits to differentiate leaders from
nonleaders
 Not very useful until matched with the Big Five
Personality Framework
 Essential Leadership Traits
– Extroversion
– Conscientiousness
– Openness
– Emotional Intelligence (Qualified)
 Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.

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Behavioral Theories of Leadership
 Theories proposing that specific behaviors differentiate
leaders from nonleaders
 Differences between theories of leadership:
– Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
– Behavioral theory: leadership is a skill set and can be taught
to anyone, so we must identify the proper behaviors to teach
potential leaders

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Important Behavioral Studies

• Initiating structure
Ohio • Consideration

• Employee-oriented
Michigan • Production-
oriented

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Contingency Theories
 While trait and behavior theories do help us
understand leadership, an important component is
missing: the environment in which the leader exists

 Contingency Theory adds this additional aspect to our

understanding leadership effectiveness studies

 Three key theories:

– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory

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Fiedler Model
 Effective group performance depends on the proper
match between leadership style and the degree to which
the situation gives the leader control.
– Assumes that leadership style (based on orientation revealed
in LPC questionnaire) is fixed
 Considers Three Situational Factors:
– Leader-member relations: degree of confidence and trust in
the leader
– Task structure: degree of structure in the jobs
– Position power: leader’s ability to hire, fire, and reward
 For effective leadership: must change to a leader who fits
the situation or change the situational variables to fit the
current leader
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 Graphic Representation of Fiedler’s Model

Used to
determine
which type
of leader
to use in a
given
situation

E X H I B I T 12-2

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Assessment of Fiedler’s Model
 Positives:
– Considerable evidence supports the model, especially if the
original eight situations are grouped into three

 Problems:
– The logic behind the LPC
scale is not well understood
– LPC scores are not stable
– Contingency variables are
complex and hard to
determine

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 Situational Leadership Theory
 A model that focuses on follower “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions
– “Readiness” is the extent to which people have the ability
and willingness to accomplish a specific task
Ability to follow Willingness to Leadership Behavior
Follow
Unable Unwilling Give clear and specific directions

Unable Willing Display high task orientation

Able Unwilling Use a supportive and participatory

style
Able Willing Doesn’t need to do much
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House’s Path-Goal Theory
 Builds from the Ohio State studies and the expectancy
theory of motivation
 The Theory:
– Leaders provide followers with information, support, and
resources to help them achieve their goals
– Leaders help clarify the “path” to the worker’s goals
– Leaders can display multiple leadership types
 Four types of leaders:
– Directive: focuses on the work to be done
– Supportive: focuses on the well-being of the worker
– Participative: consults with employees in decision making
– Achievement-Oriented: sets challenging goals

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Vroom and Yetton’s Leader-Participation Model
 How a leader makes decisions is as important as what is
decided
 Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader.
– Leader behaviors must adjust to the way tasks are structured
in the organization.
– This is a normative model that tells leaders how participative
to be in their decision making of a decision tree
• Five leadership styles
• Twelve contingency variables

E X H I B I T 12-5

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Leader-Member Exchange (LMX) Theory
In Groups Out Groups
• Members are • Managed by formal
similar to leader rules and policies
• In the leader’s • Receive less of the
inner circle of leader’s attention /
communication fewer exchanges
• More likely to
• Receives more retaliate against the
time and organization
attention from
leader
• Gives greater
responsibility
and rewards
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 Leadership in Indian Business Organizations
 https://hbr.org/2010/03/leadership-lessons-from-india

 Chief input for business strategy

 Keeper of organizational culture
 Guide, teacher, or role model for employees
 Representative of owner and investor interests

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Charismatic Leadership
 Charisma means gift in Greek

Unconventional Vision
Behavior

Sensitivity to
Personal Risk
Followers

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Charismatic Leadership
How do charismatic leaders influence followers?

Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement

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Transformational Leaders
 Inspire followers to transcend their self-interests for
the good of the organization
• Contingent Reward
• Management by Exception
(active)
Transactional • Management by Exception
(passive)
• Laissez-Faire

• Idealized Influence
• Inspirational Motivation
Transformational • Intellectual Stimulation
• Individualized Consideration

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Leadership Model

Transaction Transformational
Approaches Approaches
• Laissez-Faire • Individualized
• Management by Consideration
Exception • Intellectual
• Contingent Stimulation
Reward • Inspirational
Motivation
• Idealized
Influence

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Authentic Leaders
• Authentic leaders know who they
are, what they believe in and value,
and act upon those values and beliefs.
Ethics and Leadership
• Leadership is not free from values.
When we assess leadership, we must
assess not just the goals themselves
but also the means by which those
goals are achieved.
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 Servant Leadership
 To serve needs of others
 Listen, empathize, persuade
 Going beyond self interest to help followers
 Followers show self efficacy, commitment, citizenship
behaviour
 More effective in East Asian cultures

 https://www.youtube.com/watch?v=y0HcVF747_k

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Trust and Leadership
 Trust – a psychological state that exists when you agree
to make yourself vulnerable to another because you
have a positive expectation for how things are going to
turn out.
– Key attribute associated with leadership
– Followers who trust their leader will align their actions and
attitudes with the leader’s behaviors/requests

Trust Desired
Actions
Desired
Attitudes

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How is Trust Developed?

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 https://www.youtube.com/watch?v=PFhY6IaUJ40

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 Mentoring
 When a senior employee sponsors and supports a less
experienced junior employee to help him grow as an
individuals and a professional
 Mentor – listens, empathizes, guides and teaches the
mentee
 Serves career related and psychosocial purpose
 Mentor commitment is critical for success

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 Challenges to Leadership
 Leadership as an attribution
 Substitutes for leadership – training, experience.
Cohesive work groups & rules and procedures
 Neutralizers to Leadership – indifference to
organisational rewards
 Online leadership – developing & maintaining trust

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 Selecting Leaders
 Reviewing knowledge, skills and abilities
 Personality traits
 Extraversion, conscientiousness, openness to
experience, high self monitors
 Emotional intelligence

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 Training Leaders
 Successful with high self monitors
 Training must focus on :
 Implementation skills
 Trust building & mentoring
 Interpersonal skills
 Situation analysis skills
 Behavioural training

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 Thank You!

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