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Leadership, early & contemporary approaches to leadership
This document provides an overview of early and contemporary approaches to leadership. It discusses trait, behavioral, situational, path-goal, and contingency theories as early approaches. Contemporary approaches covered include transformational leadership, which inspires followers to strive for a shared vision, transactional leadership, which links performance to rewards, charismatic leadership, and level-5 leadership, which combines determination and humility. The document examines key elements and characteristics of each approach.
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Leadership, early & contemporary approaches to leadership
- 1. Leadership - Early& Contemporary Approaches to Leadership Dr. G C Mohanta, BE, MSc(Engg), MBA, PhD(Mgt) Professor
- 2. Leaders Leaders areindividuals who exert influence to help meet group goals: Formal Informal Leader effectiveness is the extent to which a leader actually does help
- 3. What is Leadership? The ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members. Robert House (2004) The ability to influence a group toward the achievement of a vision or set of goals. Robbins & Judge (2008)
- 4. Early Approaches to Leadership Trait Approach Behavioral Approach Job-Centered and Employee-Centered Approach Least Preferred Coworker (LPC) Approach Path-Goal Approach Vroom’s Decision Tree Approach Leader-Member Exchange Approach Hersey and Blanchard Model Fiedler’s Contingency Approach
- 5. Trait Approach Thetrait approach seeks to identify personal characteristics that effective leaders possess.
- 6. Some Traits/Characteristics of EffectiveLeader Intelligence Task-relevant knowledge Dominance Self-confidence Drive Motivation Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity Cognitive ability Knowledge of the business Charisma
- 7. Behavioral Approach The behaviorapproach focuses on the behaviors that effective leaders engage in. Consideration behavior Initiating Structure behavior Leader Reward Behavior Leader Punishing Behavior
- 8. Consideration & Initiating- structureBehavior Consideration behavior – involves being concerned with subordinates’ feelings & respecting subordinates’ ideas Initiating-structure behavior – involves clearly defining the leader- subordinate roles so that subordinates know what is expected of them
- 9. Job-Centered and Employee- CenteredApproach Leaders exhibiting job-centered behaviors: Pay close attention to the work of subordinates Explain all work procedures Are interested mainly in performance and effective completion of the task Leaders exhibiting employee-centered behaviors: Pay close attention to the human aspects of the group Attempt to build effective work groups with high performance goals Employee-centered leader behavior is more likely to result in effective group performance than job- centered leader behavior.
- 10. Least Preferred Coworker(LPC) Approach Developed by Fred Fiedler, attempts to explain and reconcile both the leader’s personality and the complexities of the situation. Contends that a leader’s effectiveness depends on the situation and, as a result, some leaders may be effective in one situation or organization but not in another.
- 11. Elements of LPCApproach Task Motivation Versus Relationship Motivation Fiedler and his associates maintain that leadership effectiveness depends on the match between the leader’s personality and the situation. Fiedler also identified three factors that determine the favorableness of the situation: Leader-member relations Task structure Leader position power
- 12. Path-Goal Approach Originatedwith expectancy theory of motivation Paths = Employee expectancies Goals = Employee performance States that effective leaders ensure that employees who perform their jobs well receive more valued rewards than those who perform poorly
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- 14. Path-Goal Leadership Model Employee Contingencies Environmental Contingencies Leader Behaviors •Directive • Supportive • Participative • Achievement- oriented Leader Effectiveness • Employee motivation • Employee satisfaction • Acceptance of leader
- 15. Path-Goal Leadership Styles Directive Provide psychological structure to jobs Task-oriented behaviors Supportive Provide psychological support People-oriented behaviors Participative Encourage/facilitate employee involvement Achievement-oriented Encourage peak performance through goal setting and positive self-fulfilling prophecy
- 16. Vroom’s Decision TreeApproach The key component of this approach is determining how much to involve subordinates in making decisions. The approach requires that managers use one of two different decision trees: Time-driven model (tree) – intended for use in making an effective decision as quickly as possible Development-driven model (tree) –used for developing the decision-making skills of others
- 17. Vroom’s Decision Tree(continued) Situational Factors After choosing a tree, the leader assesses the situation in terms of several factors to determine whether the given factor is “high” or “low.” Factors include: Decision significance The importance & likelihood of commitment by followers The leader and group’s expertise Group support Team competence
- 18. Vroom’s Decision Tree(continued) Decision Styles and Subordinate Participation Five decision styles are: Decide Delegate Consult (individually) Consult (group) Facilitate The model is a tool mangers can apply in deciding how much subordinates should participate in the decision-making process.
- 19. Leader-Member Exchange Approach Thismodel stresses that leaders develop unique working relationships with each of their subordinates. They establish a special relationship with a small number of trusted subordinates referred to as the in- group; subordinates who are not part of this group are called the out-group. In-group usually receives special duties requiring responsibility and autonomy; members may also receive special privileges. In-group members have a higher level of performance and satisfaction than out-group members.
- 20. Hersey and BlanchardModel The Hersey and Blanchard Model identifies different combinations of leadership presumed to work best with different levels of organizational maturing on the part of subordinates. As the maturity of the followers improves, the leader’s leadership style can shift from a “telling” style to a “selling” style and, finally, to a “delegating” style.
- 21. Fiedler’s Contingency Approach Leadershipeffectiveness determined by The characteristic of individuals The situations in which they find themselves Distinct leadership styles Relationship-oriented Task-oriented
- 22. Relationship-oriented & Task-oriented Relationship-oriented Wantsto be liked by and to get along well with subordinates Getting job done is second priority Task-oriented Wants high performance and accomplishment of all tasks Getting job done is first priority
- 23. Contemporary Approaches to Leadership TransformationalLeadership Approach Transactional leadership Approach Charismatic Leadership Approach Level-5 Leadership Approach
- 24. Transformational Leadership Approach Aleadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit, and inspiring employees to strive for that vision Inspire followers to transcend their own self-interests for the good of the organization
- 25. Transformational Leadership Elements 1. Createa strategic vision Depiction of company’s attractive future motivates and bonds employees Leader champions the vision 2. Communicate the vision Frame message around a grand purpose Create a shared mental model of the future Use symbols, metaphors
- 26. Transformational Leadership Elements (contd.) 3.Model the vision Walk the talk Symbolize/demonstrate the vision through behavior Builds employee trust in the leader 4. Build commitment to the vision Increased through communicating and modeling the vision Increased through employee involvement in shaping the shared vision
- 27. Transactional Leadership Approach Transactional leaders Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements Managing & achieving current objectives more efficiently link job performance to rewards ensure employees have necessary resources
- 28. Charismatic Leadership Approach A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. Four characteristics of charismatic leaders Have a vision Are willing to take personal risks to achieve the vision Are sensitive to follower needs Exhibit behaviors that are out of the ordinary
- 29. How Charismatic Leaders InfluenceFollowers A four-step process: 1. Leader articulates an attractive vision Vision Statement: A formal, long-term strategy to attain goals Links past, present, and future 2. Leader communicates high performance expectations and confidence in follower ability 3. Leader conveys a new set of values by setting an example 4. Leader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision
- 30. Level-5 Leadership Approach Level-5Leader are very effective leaders who possess four typical leadership traits: Individual competency Team skills Managerial competence Ability to stimulate others to high performance Plus a combination of strong professional will (determination) and humility that builds enduring greatness.