Learning Objectives 2

Transcription

1 Ibrahim Sameer 1

2 Learning Objectives 2

3 Leadership 3

4 What is a leadership 4

5 Leadership Vs. Management 5

6 Power & Leadership Power is the ability to get someone else do something that you want done. Position power: Legitimate power, Reward power, Coercive power. Personal Power: Expert power, Referent power 6

7 Early Leadership Theories Traits are characteristics of the person: Physical characteristics Abilities Personality traits Traits consistently associated with leadership: Ambition and energy The desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge 7

8 Autocratic: Autocratics Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively 8

9 Democratic Democratic: Encourages decision making from different perspectives leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct 9

10 Democratic: Democratic (cont ) May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas and experiences within the business Can delay decision making 10

11 Behavioural: Behavioral Theories Imply that leaders can be trained focus on the way of doing things Structure based behavioural theories focus on the leader instituting structures task orientated Relationship based behavioural theories focus on the development and maintenance of relationships process orientated 11

12 Contingency Theories Contingency Theories: Leadership as being more flexible different leadership styles used at different times depending on the circumstance. Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts 12

13 Contingency Theories (cont ) These stress the importance of considering the context when examining leadership. Fiedler Contingency Model Hersey and Blanchard s Situational Theory Path-Goal Theory Substitutes for Leadership 13

14 Fiedler Contingency Theories Effective group performance depends upon the proper match between the leader s style and the degree to which the situation gives control to the leader. Least preferred co-worker (LPC) questionnaire determined whether individuals were primarily interested in: good personal relations with co-workers, and thus relationship oriented, or productivity, and thus task oriented. 14

15 Fiedler Contingency Theories (cont ) Fiedler s contingency situations: Leader-member relations Degree of confidence, trust and respect members have for leader. Task structure Degree to which jobs are structured. Position power Degree to which leader has control over power : hiring, firing, discipline, promotions, salary. Fiedler assumed that an individual s leadership style is fixed. 15

16 Hersey & Blanchard s situational Leadership Theory 16

17 Hersey & Blanchard s situational Leadership Theory (cont ) Follower: unable and unwilling Leader: needs to give clear and specific directions. Follower: unable but willing Leader: needs to display high task orientation and high relationship orientation. 17

18 Hersey & Blanchard s situational Leadership Theory (cont ) Follower: able but unwilling Leader: needs to use a supportive and participative style. Follower: both able and willing Leader: a laissez-faire approach will work 18

19 Path Goal Theory Determine the outcomes subordinates want. e.g., good pay, job security, interesting work, and autonomy to do one s job, etc. Reward individuals with their desired outcomes when they perform well. Be clear with expectations. Let individuals know what they need to do to receive rewards (the path to the goal). Remove barriers that prevent high performance. Express confidence that individuals have the ability to perform well. 19

20 Path Goal Theory (cont ) Directive Informs subordinates of expectations, gives guidance, shows how to do tasks. Supportive Friendly and approachable, shows concern for status, well-being, and needs of subordinates. 20

21 Path Goal Theory (cont ) Participative Consults with subordinates, solicits suggestions, takes suggestions into consideration. Achievement oriented Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees. 21

22 Contemporary View on Transactional Theories: leadership Focus on the management of the organisation Focus on procedures and efficiency Focus on working to rules and contracts Managing current issues and problems 22

23 Contemporary View on leadership (cont ) Charismatic Leadership: 23

24 Contemporary View on leadership (cont ) Transformational Leader: Widespread changes to a business or organisation Requires: Long term strategic planning Clear objectives Clear vision Leading by example walk the walk Efficiency of systems and processes 24

25 Contemporary View on leadership (cont ) Visionary Leadership: 25

26 Q & A 26