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Chapter 7 leadership
- 1. HUMAN BEHAVIOR IN ORGANIZATION MR. NAJIBULLAHA. UMPA, RN, MBA RC- AL KHWARIZMI INTERNATIONAL COLLEGE
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- 3. What is LEADERSHIP? theprocess of influencing and supporting others to work enthusiastically toward achieving objectives. the catalyst that transforms potential into reality. the primary role of a leader is to influence others to voluntarily seek defined objectives
- 4. LEADERSHIP The activity ofleading a group of people or an organization or the ability to do this. Leadership involves: 1. Establishing a clear vision 2. Sharing that vision with others so that they will follow willingly 3. Providing the information, knowledge and methods to realize that vision, and 4. Coordinating and balancing the conflicting interests of all members and stakeholders.
- 5. Traits of EffectiveLeaders
- 7. THE THREE BROADTYPES OF SKILLS LEADERS USE ARE: 1. Technical skill- refers to a person’s knowledge of and ability in any type of process or technique. Examples are the skills learned by accountants, engineers, word processing operators, and toolmakers. 1. Human skill- is the ability to work effectively with people and to build teamwork. It involves energizing individuals, giving feedback, coaching, care-giving, demonstrating empathy and sensitivity, and showing compassion and support for people who need it. 1. Conceptual skill- is the ability to think in terms of models, frameworks, and broad relationships, such as long-range plans.
- 8. FOLLOWERSHIP With few exceptions,leaders in organizations are also followers. Ability to follow (dynamic subordinancy) is one of the first requirements for good leadership. • Not competing with the leader to be in the limelight • Being loyal and supportive, a team player • Not being a “yes person” who automatically agrees • Acting as a devil’s advocate by raising penetrating questions • Constructively confronting the leader’s ideas, values, and actions • Anticipating potential problems and preventing them FOLLOWERSHIP BEHAVIOR
- 9. COACHING means thatthe leader prepares, guides, and directs a “player” but does not play the game. the leader’s role is to select the right players, to teach and develop subordinates, to be available for problem oriented consultation, to review resource needs, to ask questions, and to listen to inputs from employees.
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- 11. LEADERSHIP THEORIES ①Trait theory ②Behavioraltheories ③Contingency theories ④Power and Influence theory
- 12. TRAIT THEORIES Argue that effective leadersshare a number of common personality characteristics, or “traits”. Early theories stated that leadership was innate. Leadership Traits: • Ambition and energy The desire to lead • Honest and integrity Self-confidence • Intelligence Job-relevant knowledge
- 13. TRAIT THEORIES 0Limitations: No universaltraits found that predict leadership in all situations. Unclear evidence of the cause and effect of relationship of leadership and traits. Trait theory “Leaders are born, not made.”
- 14. BEHAVIORAL THEORIES Theories proposing that specificbehaviors differentiate leaders from non leaders. Focus on what leaders do. Leadership traits can be taught. Three types: (Autocratic, Democratic and Laissez- faire leaders)
- 15. Contingency Theories Focus onthe situational influence. They try to predict which style is best in which circumstance. Fiedler’s Contingency Model Blake and Mouton’s Managerial Grid Hersey-Blanchard Situational Leadership Theory
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- 17. Leadership style, describedin terms of task motivation, and relationship motivation. Situational favorableness, determined by three factors: 1. Leader-member relations – degree to which a leader is accepted and supported by the group members. 2. Task structure – extent to which the task is structured and defined, with clear goals and procedures. 3. Positional power – the ability of a leader to control subordinates through reward and punishment.
- 18. BLAKE AND MOUTON’S MANAGERIALGRID 0a tool for identifying a manager’s own style 0this grid is based on the leadership style dimensions of concern for people and concern for production
- 19. 9 1,9 mgt 9,9 mgt 8 7 6 5 5,5 mgt 4 3 2 11,1 mgt 9,1 mgt 1 2 3 4 5 6 7 8 9 CONCERN FOR PEOPLE CONCERN FOR PRODUCTION INTERPRETATION 1,1 management: Exertion of minimum effort to get work done is appropriate to sustain org’n membership 5,5 management: Adequate org’n performance is possible thru balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 9,1 management : Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree 1,9 management: Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable friendly organization atmosphere and work tempo. 9,9 management: Work accomplishment is from committed people. Interdependence thru a “common stake” in org’n purpose leads to relationships of trust and respect
- 20. HERSEY AND BLANCHARD’S SITUATIONALLEADERSHIP THEORY (SLT) A contingency theory that focuses on followers’ readiness. Suggests that the most important factors affecting the selection of a leader’s style is the development (maturity) level of a subordinate. Development level- is the task-specific combination of an employee’s task competence and motivation to perform (commitment).
- 21. Situational leadership modelrecommendations for appropriate leadership styles to be used for each of four combinations of employee ability (competence) and employee willingness (commitment) Key: Telling- high directiveness and low supportiveness Selling- high directiveness and high supportiveness Participating- low directiveness and high supportiveness Delegating- low directiveness and low supportiveness
- 22. POWER AND INFLUENCE THEORIES Arebased on the different ways the leaders use power and influence to get things done. Best known theories: ①French & Raven’s Power Bases ②Maxwell’s Ladder of Leadership Power ③5 Forms of Power ④Transactional Leadership (reward’s influence) ⑤LEADERSHIP STYLES THEORIES
- 23. FRENCH & RAVEN’SPOWER BASES Power bases are divided into two (2): (1) Positional Powers 0Legitimate Power – derives from the authority associated to the place in hierarchy 0Reward Power – stems from the inducements or rewards that can be offered. 0Coercive Power - is based on fear, the ability to impose one’s will be threat of
- 24. (2) Personal Powers Referent Power – corresponds to the influence exerted through personal relationships, charisma, and likeability. Expert Power – is gained through skills and knowledge. It gives authority that commands great respect. Information Power – derives from one’s access to valuable information. Connection Power – comes through networking, being able to use links to other influential people to support one’s own
- 27. 5 POWER BEHAVIOR Charitybegins at home, and management begins with self- management. So individual leadership has a lot to gain from self- management and self-awareness, and especially POWER behavior.
- 28. • POWER –approaches to everything can help increase your power position. Avoiding rumors, gossip, and other negative behaviors can gain the trust of others. • OPEN – being open to others, new ideas, and people can help increase your power position. • WILLINGNESS – the willingness to do things different, try something new, and take risks can increase your power position. • EMPLOYING – employing thins like tact, common courtesies, humor, patience, and emotional intelligence skills can increase your position power. • REMEMBERING – know your purpose, set goals, and always do your best.
- 29. TRANSACTIONAL LEADERS Transactional leaders: Leaderswho guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Emphasizes getting things done within the umbrella of the status quo. In opposition to transformational leadership “By the books” approach – the person works within the rules. Commonly seen in large, bureaucratic
- 30. LEADERSHIP STYLES ①Autocratic ordirective style ②Democratic or participative style ③Laissez Faire or delegative style ④Transformational style
- 31. AUTOCARTIC LEADERSHIP STYLE An autocraticmanager dictates orders to their staff and makes decisions without any consultation. The leader likes to control the situation they are in. Decision are quick. This type of management style can decrease motivation and increase staff turnover.
- 32. DEMOCRATIC OR PARTICIPATIVE STYLE Ademocratic leader delegates authority to the employees, giving them responsibility to complete the task. Staff will complete the tasks using their own work methods on time. Employees are involved in decision making giving them a sense of motivating individuals. Increase job satisfaction by involving employees or team members.
- 33. LAISSEZ FAIRE LEADERSHIP STYLE 0Alaissez faire manager sets the task and gives staff complete freedom to complete the task as they see fit “leave it be”. 0It works for teams in which the individuals are very experienced and skilled self-starters. 0There is minimal involvement from the manager. 0The manager coaches or supply information if required. 0Benefits staff are developed to take responsibility. 0Staff feel lost and not reach the goals set within the time frame.
- 36. TRANSFORMATIONAL LEADERSHIP Transformational leaders: 0Leaders whoprovide individualized consideration and intellectual stimulation, and who possess charisma. 0Make change in: Self others, groups and organizations. 0Charisma a special leadership style commonly associated with this type of leadership.
- 37. Characteristics of Transformational Leaders 0IDEALIZEDINFLUENCE: Provides vision and sense of mission, instills pride, gains respect and trust. 0INSPIRATION: communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. 0INTELLECTUAL STIMULATION: promotes intelligence, rationality, and careful problem solving. 0INDIVIDUALIZED CONSIDERATION: gives personal attention, treats each employee individually, coaches, advises.
- 38. Effective leadership isnot simple based on a set of attributes, behavior, and influences. A wide range of abilities an approaches is actually needed. This is why transformational leadership is mostly accurate. Transformational leaders show integrity, and they know how to develop a robust and inspiring vision of the future. They motivate people to achieve this vision, they manage its delivery, and they build even stronger and more successful teams.
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