�ݺ�ߣ

[Type text] Diwakar Singh [Type text]
Leadership:
Leader:
 Someone who can influence:
o Others and who has:
 Managerial authority
Leadership:
 The process of influencing:
o A group toward
 The achievement of goals
Managers versus leaders:
 Managers are appointed to their positions:
o Their ability to influence employee
 Is based on:
 The formal authority
 Leaders are appointed or emerge from with:
o A work group and
 Are able to influence others for reason
 Beyond formal authority
 All managers should ideally be leaders
 However, not all leaders have the capability or
o Skills of effective manager and
 Thus, not all leaders should be managers
Trait Theories:
 Focused on leader traits characteristics that:
o Might to be used to differentiate leaders from non-leaders
 The traits studied included:
o Physical structure
o Appearance

o Social class
o Emotional stability
o Fluency of speech
 Seven traits associated with effective leadership include:
o Drive
o The desired to lead
o Honesty and integrate
o Self-confidence
o Intelligence
o Job-relevant knowledge
o Extraversion
 Trait ignores:
o The interaction of leaders and
 Their group members
 As well as
o Situational factors
Behavioral Theories:
 Leadership theories that
o Identified behavior that
 Differentiate effective leaders and
 Ineffective leaders
 There are four main leader behaviors studies:
o University of Iowa studies:
 Democratic styles:
 Involving sub-ordinates
 Delegating authority and
 Encouraging participation
o Ohio State:
 Consideration:
 Being considerate of followers’ ideas and feelings
 Initiating structure:

 Structuring work and
 Work relationship to meet
o University of Michigan:
 Employee oriented:
 Emphasized interpersonal relationship and
 Taking care of employees’ need
o Managerial Grid:
 Concern of people:
 Measured leader’s concern for
o subordinates on a scale of :
 1 to 9 (low to high)

Contingency theories of leadership:
 Two contingency theories:
o The Fiedler Model:
o The path goal
 Each looks to defining:
o Leadership style and
o The situation and
o Attempts to answer the if-then contingencies
 i.e. if this the situation then
 this is the best leadership style to use
 The Fielder Model:
o Contingency model for leadership was developed by Fred Fiedler
o Proposed that effective group performance:
 Depends on the proper match between the leader’s style of:
 Interacting with his/her followers and
 The degree to which the situation allowed :
o The leader to control and influence
o The model was based on :
 The certain leadership style would be most:
 Effective in different types of situations
o Proposed that a key factor in leadership success was:
 An individual’s basic leadership style, either
 Task oriented or
 Relationship oriented
 To measure a leader’s style, Fiedler developed:
 The least-preferred co-worker (LPC) questionnaire
 This questionnaire contained 18 pairs of contrasting
adjectives
 For example:
o Pleasant-unpleasant
o Cold-warm
o Boring-interesting and

o Friendly and unfriendly
o Respondents were asked to think of all the co-workers:
 They had ever had to describe that
 They least enjoyed working with rating him/her on
o A scale of 1 to 8
o the 8 always described the positive adjective out
of the pair and
o the 1 always described the negative adjectives out
of the pair
o A high LPC score—a score of 64 or above, then
 primarily interested in good personal relationship with co-
workers (relationship oriented)
o A low LPC score – a score of 57 or below, then
 Would be labeled as task oriented
o After an individual’s leadership style had been
 Assessed though the LPC
o It was necessary to evaluate the situation in order:
 To match the leader with the situation
o Fielder’s research uncovered three contingency dimensions that
defines:
 The key situations factors for determine leader effectiveness.
These are:
 Leader-member relations:
o The degree of confidence
o Trust and
o Respect employees had their leaders;
 Rated as good or poor
 Task structure:
o The degree to which job assignment were:
 Formalized and procedurized

 Rated as either high or low
 Position power:
o The degree of influence a leader had over:
 Power based activities such as:
 Hiring
 Firing
 Discipline
 Promotion and salary increases;
o Rated either strong or weak
o Each leadership situation was evaluated in terms of:
o Three contingency variables, which combined produced:
 Eight possible situations in which a leader:

 Could find himself/herself
 Each of these situations was further described in terms of:
 Its favorable for the leader
 Situations I, II, and III were classified as very favorable for
leader
 Situations IV, V, and VI were moderately favorable to leader
 Also, situations VII and VIII weredescribed as very unfavorable
for the leader
Path Goal Model:
 A leadership theory that says;
o It’s leader job to assist his/her followers attaining
 Their goals and
 To provide direction or support needed
 To ensure that their goals are compatible with
 The overall objectives of the group or organization
 Developed by Robert House
 House identified four leadership behaviors:
o Directive leaders:
 Let’s subordinates know:
 What’s expected of them
 Schedules work to be done and
 Give specific guidance
o Supportive leader:
 Is friendly and shows concern for:
 The needs of followers
o Participative leader:
 Consults with group members and
 Uses their suggestions before making a decisions
o Achievement-oriented leader:
 Sets challenging goals and

 Expects followers:
o To perform at their highest levels
 Path-goal theory proposes two situational or contingency variables that
moderate:
o The leadership behavior –outcome relationship:
 Those in the environmental that are outside
 The control of followers including:
o Factors including task structure
o Formal authority system
o The work group and
o Those that are part of:
 The personal characteristics of followers
including:
 Locus of control
 Experience
 Perceive ability
 Environmental factors determine the type of leader behavior
required:
 Subordinate outcomes are to be maximized;
o Personal characteristics of the follower
determine:
 How the environment and leader behavior
are interpreted
o The theory proposes that leader behavior will be ineffective when,
 It’s redundant with source of environmental structure or
 Incongruent with follower characteristics
o For example, some predictions from path-goal theory are:

 Directive leadership leads to greater satisfaction when.
o Tasks are ambiguous
 Supportive leadership results in
o high employee performance and satisfaction
 Directive leadership is likely to be perceived as redundant with:
o Considerable experience
 Subordinates with an internal locus of control will be more satisfied with:
o Directive style
 Achievement-oriented leadership will increase :
o Subordinates’ expectations

�ݺ�ߣ

Leadership

More Related Content

Leadership