Académique Documents
Professionnel Documents
Culture Documents
LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good
leaders?
How leaders adapt their behavior to each
situation?
Skills essential for effective leadership?
How leaders use power & influence?
LEADERSHIP is different from
management
Leadership complements management; it
doesn't replace it.
Management is about coping with
complexity-Leadership is about coping
with change
Management involves planning &
budgeting,organizing & staffing;
Leadership is about setting direction &
aligning people
LEADERSHIP is different from
management
“INTEGRITY IS HONESTYCARRIED
THROUGH THE FIBRES OF THE BEING
AND THE WHOLE MIND, INTO THOUGHT
AS WELL AS INTO ACTION SO THAT THE
PERSON IS COMPLETE IN HONESTY.
THAT KIND OF INTEGRITY I PUT ABOVE
ALL ELSE AS AN ESSENTIAL OF
LEADERSHIP”-Pearl.S. Buck, winner of
1938 Nobel Prize for literature
Theories of Leadership
Functional theory Trait theory
leadership
Sociability
LEADERSHIP BEHAVIOR vs TRAITS
Incompetent Autocrat
Participative
Free Rein
Leadership as a continuum
Autocratic Free Rein
Use of Authority by
manager
Area of freedom for subordinates
Motivation
Communication
Interaction-
Influence
Decision
making
Goal Setting&
Control process
Tri Dimensional Grid
Task Orientation
Relationship Orientation
Effectiveness
SITUATIONAL OR CONTINGENCY
APPROACH
FIEDLER’S CONTINGENCY MODEL-
Influence through Structure & Power
GRAEN’S LEADERSHIP-MEMBER
EXCHANGE THEORY-Subordinate
THEORY-
relationship
SITUATIONAL OR CONTINGENCY
APPROACH
VROOM-YETTON LEADER –
PARTICIPATION- through decision making
IMPACT THEORY-Organizational
THEORY- climate
TASK ORIENTED
HUMAN RELATIONS
ORIENTED
FAVOURABLE
VERY
VERY
UNFAVOURABLE UNFAVOURABLE FAVOURABLE
6 LEADERSHIP STYLES
INFORMATIONAL
MAGNETIC
POSITION
AFFILIATION
COERCIVE
TACTICAL
EACH STYLE APPLICABLE IN A PARTICULAR
SITUATION OR ORG CLIMATE
Comparison of IMPACT styles & bases
of power
IMPACT STYLE BASES OF POWER
Informational Expert
Magnetic Referent
Position Legitimate
Affiliation
Coercive Coercive/ Reward
Tactical
Situational Applicability of IMPACT
styles
IMPACT SITUATIONAL CHARACTERISTICS
STYLE APPLICABILITY
Informational Climate of Ignorance Lack of Information
Low morale-lead through
Magnetic Climate of Despair energy & optimism
Position Climate of Instability People unsure of action
Affiliation Climate of Anxiety Insecure-people orientation
Controlling reward/punishment
Coercive Climate of Crisis
Tactical Climate of Change unfreezing
Disorganization process
House's PATH GOAL THEORY
LEADER ‘S BEHAVIOR ACCEPTED BY SUBORDINATES
ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS
SUBORDINATES ACHIEVE THEIR GOALS.
BEHAVIORAL SITUATION
LEADERSHIP
STYLE
INSTRUMENTAL Planning, organizing, controlling
activities of employees
SUPPORTIVE Concern for employees
PARTICIPATIVE Share info with employees &
participation in decision making
ACHIEVEMENT Set challenging goals &
ORIENTED performance linked rewards.
EFFECTIVE LEADERSHIP: House
EXPERT POWER
LEGITIMATE POWER
REWARD & COERCIVE POWER
REFERRENT POWER
LEADERSHIP THROUGH VISION
TRANSFORMATIONAL LEADERSHIP-
“Visionary”, “Charismatic”, “
Inspirational” BASED ON
VISION
DIFFERENTIATION
VALUES
TRANSMISSION OF VISION & VALUES
FLAWS & ITS ACCEPTANCE
TRANSFORMATIONAL LEADERSHIP
TRUSTWORTHINESS
ATTRACTIVENESS
Mission
Implement Strategy
Strategic Competitiveness
Above Average Returns
STEWARDSHIP& SERVANT
LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS &
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY
FRAMEWORK FOR STEWARDSHIP
Stewardship
Reward
Assumption Decentralization
FRAMEWORK FOR SERVANT
LEADERSHIP
Helping others discover their inner
spirit
Earning and keeping others trust
Service over self interest
Effective listening
GUIDELINES TO SERVANT
LEADERSHIP
Service to others over Teamwork
self interest Orientation
Servant leadership
Consolidate gains,create
greater change
Why People Resist Change
a. Threat to one’s self interest
b. Uncertainty
c. Lack of confidence that change will succeed
d. Lack of conviction that change is necessary
e. Distrust of leadership
f. Threat to personal values
g. Fear of being manipulated