LEADERSHIP INTRODUCTION AND THEORIES.pptx

Leadership INTRODUCTION AND THEORIES

1. Leadership INTRODUCTION AND THEORIES

2. Topics What is Leadership ? Leading, Managing, Mentoring & Coaching Relationship between Management & Leadership Leadership Theories

3. What is Leadership “Leadership is influence, nothing more, nothing less.” - John Maxwell

4. What is Leadership ( cont ….) Ability of a person to influence the behavior of others. The process of influencing the ability of others Social influence process in which the leader seeks the voluntary participation of the subordinates in an effort to reach organizational goals. -Robert Keitner & Angelo Kinicki 2013

5. What is Leadership: An Illustration

6. Leader in Action

7. Topics What is Leadership ? Leading, Managing, Mentoring & Coaching Relationship between Management & Leadership Leadership Theories

8. Clarifying Leadership by Comparing Leading Managing Mentoring Coaching

9. Clarifying Leadership by Comparing LEADING Providing inspiration and encouraging the team towards a vision which embodies new possibilities *has followers MENTORING Providing expert advice and guidance, taking members of the team under one’s wing and providing a role model which the team can aspire to being. *teaches MANAGING Focus on four basic functions of planning, organizing , leading and controlling, and with these functions working together, in the creation, execution and realization of organizational goals. *has subordinates Hunt, J. 2000 COACHING Providing a development focus for new competencies, qualities and ways of being as team members *strategize

10. Leading, Managing, Mentoring & Coaching Discipline Type of Relationship or Power Focus Leading Leader: Follower Possibilities, vision, future opportunities Managing Manager : Subordinate Performance measures reliability, stability Mentoring Expert: Learner Knowledge transfer Coaching Coach : Coachee No real power difference unless combined with a formal role Competence building Hunt, J. 2000

11. Topics What is Leadership ? Leading, Managing, Mentoring & Coaching Relationship between Management & Leadership Leadership Theories

12. Relationship between Leadership and Management Both are processes Both involves influence Both entails with working with people Both is concerned with effective goal accomplishment The overriding function of management is to provide order and consistency to organizations whereas the primary function of leadership is to produce change and movement. Although they are different in scope, both are essential for an organization to prosper. [Peter Northhouse.2016.p13] Leadership is not restricted to people in particular positions or roles, any one from the bottom to the top of an organization can be a leader. Management role is defined, organized and documented.

13. Relationship between Leadership and Management Leading Inspire others Provide emotional support Try to get employees to rally around a common goal Key role in creating a vision and strategic plan for an organization Managing Planning Organizing Leading Controlling In charge in implementing the vision and strategic plan. Bernard Bass. 2008

14. Topics What is Leadership ? Leading, Managing, Mentoring & Coaching Relationship between Management & Leadership Leadership Theories

15. Leadership Theories

16. Leadership Theories

17. Charismatic Theory Earliest approach ( intuition, foresight, magnetism) Leaders are born not made Some great-god gifted men are born to lead Suggests leaders have innate traits and skills that make them great And these are things that cannot be taught or learned Suggests that leaders deserve to be in their position because of their special traits Criticism : Over simplistic view In reality leaders can be made and traits can be developed Ignores situational dimensions

18. Leadership Theories

19. Trait Theory Refinement of charismatic theory Proposition: Requires certain traits/characteristics to be successful These traits can be required or developed by training, knowledge and experiences Criticism: Ignores behavioral dimension Ignores situational dimension

20. Behavioral Theory Different behavioral patterns leader follow as style of working with follower (interpersonal relationship) Propositions: Behavior and role of leaders determine effectiveness Influence is the result of leader’s behavioral pattern or style “Leadership Style” emerged from this approach Leader is effective only if followers approve his behavior Broadly speaking leadership style is a combination of two basic characteristics in behavioral patterns Criticism: It doesn’t directly suggest how to behave in certain circumstances

21. Behavioral Theory: Leadership Continuum-Tannenbaum & Schmidt Criticism: single continuum; only either-or approach

22. Behavioral Theory: Managerial Grid – Blake and Mouton

23. Behavioral Theory: Management System 1. 2. 3. 4.

24. Situational Theory (“Contingency Theory) Emphasis on situational adaptiveness of a leader Propositions: Leadership effectiveness is also a result of situation along with charisma, trait and behavior Success in one situation may not be successful in another A leader’s effectiveness is directly determined by the situational context It suggests that good leaders can adjust their leadership style situationally It also suggests that it may be best to find the right kind of leader for a specific situation Theories under this school of thought Life cycle theory – Hersey and Blanchard Contingency theory- Frederick Fiedler Path goal theory – Evans and Robert House Criticism: Focuses on the importance of a situation, but may not focus enough on the psychology of the employees or the company itself May not focus enough on how leadership styles can change over time

25. Situational Theory: Life Cycle Theory- Hersey & Blanchard

26. Situational Theory: Contingency Theory- by Fiedler

27. Situational Theory: Path Goal Theory- Robert House Leader should show the path to fulfill individual goals, where he also fulfills the organizational goals Leader should show and smartly tie up Individual goals to organization’s goals Effective leader should: Set and clarify org goals to subordinate Identify and understand high value needs and goals of individual Device a path or course of action to smartly tie up goals with that of the individual Encourage the individual to take this path Remove obstacles if there is any