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    Leadership MBA.

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    Akshita
    The document discusses various theories and models of leadership. It defines leadership as a process of influence to achieve goals, distinguishing it from management which uses authority to ensure compliance. Several theories are described, including trait theories focusing on inherent qualities, behavioral theories examining influential behaviors, and contingency theories emphasizing that leadership effectiveness depends on matching style to the situation. Specific models covered include Fiedler's contingency model, situational leadership theory, path-goal theory, leader-member exchange theory, and transformational versus transactional leadership approaches. The document also notes some cultural implications for leadership styles globally.

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    © All Rights Reserved
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    Leadership MBA.

    Uploaded by

    Akshita
    146 views25 pages
    The document discusses various theories and models of leadership. It defines leadership as a process of influence to achieve goals, distinguishing it from management which uses authority to ensure compliance. Several theories are described, including trait theories focusing on inherent qualities, behavioral theories examining influential behaviors, and contingency theories emphasizing that leadership effectiveness depends on matching style to the situation. Specific models covered include Fiedler's contingency model, situational leadership theory, path-goal theory, leader-member exchange theory, and transformational versus transactional leadership approaches. The document also notes some cultural implications for leadership styles globally.

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    The document discusses various theories and models of leadership. It defines leadership as a process of influence to achieve goals, distinguishing it from management which uses authority to ensure compliance. Several theories are described, including trait theories focusing on inherent qualities, behavioral theories examining influential behaviors, and contingency theories emphasizing that leadership effectiveness depends on matching style to the situation. Specific models covered include Fiedler's contingency model, situational leadership theory, path-goal theory, leader-member exchange theory, and transformational versus transactional leadership approaches. The document also notes some cultural implications for leadership styles globally.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    146 views25 pages

    Leadership MBA.

    Uploaded by

    Akshita
    The document discusses various theories and models of leadership. It defines leadership as a process of influence to achieve goals, distinguishing it from management which uses authority to ensure compliance. Several theories are described, including trait theories focusing on inherent qualities, behavioral theories examining influential behaviors, and contingency theories emphasizing that leadership effectiveness depends on matching style to the situation. Specific models covered include Fiedler's contingency model, situational leadership theory, path-goal theory, leader-member exchange theory, and transformational versus transactional leadership approaches. The document also notes some cultural implications for leadership styles globally.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 25

    LEADERSHIP

    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.
    Characteristics of Leadership

    • Leadership is a process of Influence

    • Leadership is Multi-faceted

    • Leadership is Goal oriented

    • Leadership is related to a situation


    Role and importance of Leadership
    • Providing inspiration to employees
    • Securing cooperation
    • Creating confidence
    • Providing conducive environment
    • Building higher morale
    • Facilitation of change
    Functions of Leadership

    • Setting Goals

    • Motivation

    • Organising

    • Representation

    • Coordination

    • Control
    Leaders Vs Managers
    • Managers create goals.
    • Leaders create a vision.
    • Managers maintain the status quo.
    • Leaders are change agents.
    • Managers copy.
    • Leaders are unique.
    • Managers control risk .
    • Leaders take risks.
    • Managers build systems and
    • Leaders build relationships.
    processes.
    • Leaders coach.
    • Managers direct.
    • Leaders create fans.
    • Managers have employees.
    • Leaders grow personally.
    • Managers rely on existing, proven
    skills.
    LEADERSHIP
    THEORIES

    Behavioral Contingency
    Theories Theories New Theories
    Trait
    •Fiedler Model •Leader Exchange Theory
    Theories •Ohio State Studies •Vroom and Yetton’s
    •Hersey and Blanchard’s
    •Uni. Of Michigan State Leader Participation Model
    Situational Theory
    Path Goal Theory
    Trait Theories of Leadership
    • Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from
    nonleaders

    • Leadership Traits

    • Extroversion

    • Conscientiousness

    • Openness

    • Emotional Intelligence (Qualified)

    • Traits can predict leadership, but they are better at predicting leader emergence than effectiveness
    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
    Important Behavioral Studies

    • Initiating structure
    Ohio • Consideration

    • Employee-oriented
    Michigan • Production-
    oriented
    The Managerial
    Grid
    (Blake and Mouton)
    Contingency Theories
    • Trait and behavior theories help us understand
    leadership, an important component is missing: the
    environment in which the leader exists.

    • Contingency Theory adds this additional aspect to


    understand leadership effectiveness.
    Three key theories:

    • Fiedler’s Model
    • Hersey and Blanchard’s Situational Leadership Theory
    • Path-Goal Theory
    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.
    • 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
    Graphic Representation of Fiedler’s Model

    Used to
    dehtermine
    which type
    of leader to
    use in a
    given
    situation
    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
    Situational Leadership Theory
    • 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
    Situational Leadership Theory
    Ability to follow Willingness to Follow Leadership Behavior

    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


    Robert House Path-Goal Theory
    • Builds from the Ohio State studies and the expectancy theory of
    motivation.

    • 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


    Leader-Member Exchange (LMX) Theory
    In Groups Out Groups
    • Members are similar to • Managed by formal rules
    leader
    • In the leader’s inner circle and policies
    of communication • Receive less of the
    • Receives more time and
    attention from leader leader’s attention / fewer
    • Gives greater exchanges
    responsibility and rewards
    • More likely to retaliate
    against the organization
    Leaders Types

    • Contingent Reward
    • Management by Exception (active)
    • Management by Exception (passive)
    Transactional • Laissez-Faire

    • Idealized Influence
    • Inspirational Motivation
    Transformational • Intellectual Stimulation
    • Individualized Consideration
    Leadership Model
    Transaction Transformational
    Approaches Approaches
    • Laissez-Faire • Individualized
    • Management by Consideration
    Exception • Intellectual
    • Contingent Reward Stimulation
    • Inspirational
    Motivation
    • Idealized Influence
    Global Implications
    Country-specific insights
    • Brazilian teams prefer leaders who are high in
    consideration, participative, and have high LPC scores

    • French workers want a leader who is high on initiating


    structure and task-oriented
    Global Implications (CONTD)
    • Egyptian employees value team-oriented, participative leadership, while
    keeping a high-power distance

    • Chinese workers may favor a moderately participative style

    • Leaders should take culture into account

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