Leadership - Organisational Behavior

1. Prof.
Shrinivas

2. Leadership
“Leadership is the ability to influence people
to strive willingly for mutual benefit”

3. Leadership traits
• Self confidence
• Knowledge of business
• Creativity and originality
• Warmth
• Flexibility and adaptiveness
• Cognitive ability
• Honesty and integrity
• Personal drive
• Desire to lead

4. Leadership styles
• Autocratic
• Democratic
• Laissez faire

5. Difference between transactional and transformational leaders
Transactional Transformational
Leaders who guide or motivate their followers in
the direction of established goals by clarifying
role and task requirement
Leaders who provide individualized
consideration and intellectual
stimulation
Contracts exchange of rewards for effort,
promises rewards for good performance,
recognizes accomplishments
Provides vision and sense of mission, instills
pride, gains respect and trust
Watches and searches for deviations and takes
corrective actions
Expresses important purposes in simple
ways
Intervenes only if standards are not met Promotes intelligence, rationality and careful
problem solving
Avoids making decisions by self Gives personal attention, treats each employee
individually, coaches and advices

6. Differentiate between management and
leadership
MANAGEMENT LEADERSHIP
Planning and
budgeting
Establishing
direction
Organizing and
staffing
Aligning people
Controlling and
problem solving
Motivating and
inspiring
Can lead to change
based on power
and authority
Can lead to change
based on personal
influence

8. Power
• Coercive
• Reward
• Legitimate
• Expert
• Referent

9. • Expert power
• The influence a leader can exert as a
result of his or her expertise, skills, or
knowledge.
• Referent power
• The power of a leader that arise
because of a person’s desirable
resources or admired personal traits.
Managing Power
Legitimate power
The power a leader
has as a result of his or
her position.
Coercive power
The power a leader
has to punish or
control.
Reward power
The power to give
positive benefits or
rewards.
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10. Theories of Leadership
• Trait theories
• Behavioral theories
• Contingency theories

11. Trait theories
• Theories that sought personality, social, physical or
intellectual traits that differentiated leaders from non
leaders
• Traits like ambition and energy, the desire to lead,
honesty and integrity, self confidence, intelligence and
job knowledge , high self monitoring differentiates
leaders and non leaders

12. Drawbacks
• No universal traits that predicts leadership in all situations
• Traits predict behavior more in weak situations than in strong
situations
• Evidence is unclear in separating Cause from effect
• Traits do a better job in predicting the appearance of leadership
than distinguishing between effective and ineffective leadership

13. Behavioral theories
• Theories proposing that specific behaviors differentiate
leaders from non leaders
• Behaviors like tough talking, intense and autocratic
would mean behavior of a leader
• Ohio state study, university of Michigan studies, The
Managerial grid and Scandinavian studies pioneered
behavioral theories

14. Important Behavioral Studies
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• Ohio State University
• Found two key dimensions of leader behavior:
• Initiating structure – the defining and structuring of roles
• Consideration – job relationships that reflect trust and respect
• Both are important
• University of Michigan
• Also found two key dimensions of leader behavior:
• Employee-oriented – emphasize interpersonal relationships and is
the most powerful dimension
• Production-oriented – emphasize the technical aspects of the job
• The dimensions of the two studies are very similar

15. Blake and Mouton’s Managerial
Grid®
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• Draws on both studies to assess leadership style
• “Concern for People” is Consideration and Employee-
Orientation
• “Concern for Production” is Initiating Structure and
Production-Orientation
• Style is determined by position on the graph

16. The Managerial Grid
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Prentice Hall
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17. The Managerial Grid
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall
• Managerial Grid
• Appraises leadership styles using two dimensions:
• Concern for people
• Concern for production
• Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management

18. Contingency theories
“Predicting leadership success is more
complex than isolating a few traits or
preferable behaviors”
• The attention was later drawn towards
which suggested theories which proposed
that leadership depends on situations and
not only on traits
• The Fiedler model, Hersey and Blanchard’s
Situational theory, Leader member
exchange theory and the path goal and
leader participation model were the main
contributions for contingency theories

19. Hersey and Blanchard’s Situational theory
• A contingency theory that focuses on
followers readiness
• Followers are the one who accept or reject
the leader
• Readiness refers to the extent to which
people have the ability and willingness to
accomplish a specific task
• Four leadership situations were identified

20. • If followers are unable and unwilling to do a
task, the leader needs to give clear and specific
directions
• If followers are unable and willing, the leader
needs to display high task orientation
• If followers are able and unwilling the leader
needs to use a supportive and participative style
• If followers are both able and willing the leader
doesn’t need to do much

21. House’s Path-Goal Theory
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• 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

22. Path-Goal Model
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• Two classes of contingency variables:
• Environmental are outside of employee control
• Subordinate factors are internal to employee
• Mixed support in the research findings

23. Charismatic leadership
• Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors
• 5 Characteristics of charismatic leadership: vision and
articulation, personal risk, environmental sensitivity,
sensitivity to follower needs and unconventional behavior

24. Illinois Institute for Maternal and Child Health Leadership
SITUATIONAL
LEADERSIP
INDIVIDUALS CAN ADAPT THEIR
LEADERSHIP STYLE TO VARYING
SITUATIONS IN APPROPRIATE
MANNERS

26. Leader as MentorsLeader as Mentors
• Mentoring is the craft of developing another person to
become a leader, thereby increasing the effectiveness of
the individual, the organization, and ultimately the
mentor.
• Bridge the gap.
• Leadership and Mentorship are cousins.
• Mentoring can reduce the probability of leadership
failure, provide needed accountability, and empower a
responsive, potential laborer.

27. • Share and participate withShare and participate with
menteementee
• Help discover real expectationsHelp discover real expectations
as a leaderas a leader
• Assist with technicalAssist with technical
interpersonal and conceptualinterpersonal and conceptual
skills necessary for leadership.skills necessary for leadership.
• Establish mutually-agreeableEstablish mutually-agreeable
goalsgoals
• Schedule regular appointmentsSchedule regular appointments
• Suggest activities for workingSuggest activities for working
toward goalstoward goals
• Request assistance from mentorRequest assistance from mentor
for guidancefor guidance
Mentor (leader)
Responsibilities
Mentee
Responsibilities

28. Leadership

29. • Ethics is knowing the difference between what you have a right
to do and what is right to do.
• Ethics or simple honesty is the building blocks upon which our
whole society is based, and business is a part of our society,
and it's integral to the practice of being able to conduct
business, that you have a set of honest standards.
• Ethics defined

30. Ethical Leaders see their constituents as not
just followers, but rather as stakeholders
striving to achieve that same common
purpose...
•Ethical Leadership

31. It is important for leaders to tell a
compelling and morally rich story, but
ethical leaders must also embody and
live the story.
•Ethical Leadership

32. The Ten Commandments of Ethical Leadership
• 1. People are illogical, unreasonable and self-centered.
• Love and trust them anyway.
• 2. If you do good, people will accuse you of selfish ulterior motives.
• Do good anyway.
• 3. If you are successful, you will win some false friends and true enemies.
• Do good anyway.
• 4. The good you do today will be forgotten tomorrow.
• Do good anyway.
• 5. Honesty and frankness will make you vulnerable.
• Be honest and frank anyway.
• 6. The biggest people with the biggest ideas can be shot down by the smallest people
• with the smallest ideas.
• Think big anyway.
• 7. People favor underdogs, but follow top dogs.
• Fight for the underdog anyway.
• 8. What you spend years building may be destroyed overnight.
• Build anyway!
• 9. People really need help, but may attack you if you do help.
• Help people anyway.
• 10. Give the world the best you got and you may get kicked in the teeth.
• Give the world the best you have anyway.

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Summary and Managerial Implications
• Leadership is central to understanding group behavior as the leader
provides the direction
• Extroversion, conscientiousness, and openness all show consistent
relationships to leadership
• Need to take into account the situational variables, especially the
impact of followers