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Leadership: Dr. Farhana Ferdousi

Leadership can be defined as influencing others to achieve goals. Effective leaders display traits like charisma and vision. Contingency theories state that leadership style depends on situational factors like follower readiness and task structure. Transactional leaders motivate through rewards and punishments while transformational leaders inspire followers through motivation and meaning. Contemporary views of leadership include charismatic, visionary, team, authentic, and servant leadership. Managing power and developing followers are important leadership issues in the 21st century.

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Tushar Ahmed Tuhin
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120 views

Leadership: Dr. Farhana Ferdousi

Leadership can be defined as influencing others to achieve goals. Effective leaders display traits like charisma and vision. Contingency theories state that leadership style depends on situational factors like follower readiness and task structure. Transactional leaders motivate through rewards and punishments while transformational leaders inspire followers through motivation and meaning. Contemporary views of leadership include charismatic, visionary, team, authentic, and servant leadership. Managing power and developing followers are important leadership issues in the 21st century.

Uploaded by

Tushar Ahmed Tuhin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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LEADERSHIP

Course Title # Organizational Behavior

Dr. Farhana Ferdousi


Who Are Leaders and What Is
Leadership
• Leader – Someone who can influence others and who has managerial
authority
• Leadership –the process of influencing a group to achieve goals
• Leadership can be defined as influence, that is, the art or process of
influencing people so that they will strive willingly and enthusiastically
toward the achievement of group goals.
• Ideally, all managers should be leaders
• Although groups may have informal leaders who emerge, those are
not the leaders we’re studying

Leadership research has tried to answer: What is an effective leader?


Exhibit 17–1 Seven Traits Associated with Leadership

Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management
Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and
Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
THE MANAGERIAL GRID
THE MANAGERIAL GRID
• Coordinate (1.1):
This is called “impoverished management” Here managers make minimum
effort to get the work done.
• Coordinate (9.1):
It is known as “autocratic task management”. Here managers are concerned
only with developing an efficient operation who have little or no concern for
people.
• Coordinate (1.9):
It is called “country-club management”in which managers have little or no
concern for production but are concerned only for people.
Coordinate (9.9):
• It is known as “team management”. Here managers display in their actions
the highest possible dedication both to people and to production.
Coordinate (5.5):
• This is known as “middle of the road “. Here managers have medium concern
for production and for people. They obtain adequate morale and production.
CONTINGENCY THEORY
• Fiedler has identified three contingency dimensions:
• a) Leader‑member relations:
The degree of confidence, trust and respect subordinates
have in their leader.
• b) Task structure:
The degree to which the job assignments are
procedurized i.e. structured or unstructured.
• c) Position power:
The degree of influence a leader' has over power variables
such as hiring, firing, discipline, promotions and salary
increases.
Contingency Theories of Leadership
• Hersey and Blanchard’s Situational
Leadership
 Leadership depends on followers’ readiness
 Leadership Style
– Telling (high task–low relationship): The leader defines roles
and tells people what, how, when, and where to do various
tasks.
– Selling (high task–high relationship): The leader provides both
directive and supportive behavior.
– Participating (low task–high relationship): The leader and
followers share in decision making; the main role of the leader
is facilitating and communicating
– Delegating (low task–low relationship): The leader provides
little direction or support.
Contingency Theories of Leadership
 Follower Readiness
 R1: People are both unable and unwilling to take responsibility for
doing something. Followers aren’t competent or confident
 R2: People are unable but willing to do the necessary job
tasks. Followers are motivated but lack the appropriate skills.
 R3: People are able but unwilling to do what the leader
wants. Followers are competent, but don’t want to do
something.
 R4: People are both able and willing to do what is asked of
them.
Contingency Theories of
Leadership
• Path-Goal Model
 States that the leader’s job is to assist his or her
followers in attaining their goals and to provide
direction or support to ensure their goals are
compatible with organizational goals.
 Leaders assume different leadership styles at
different times depending on the situation:
 Directive leader
 Supportive leader
 Participative leader
 Achievement oriented leader
Path-Goal Model
• a leader behavior is categorized into four
groups:

• Instrumental / Directive leadership- The leader lets subordinates


know what’s expected of them, schedules work to be done, and
gives specific guidance on how to accomplish tasks.
• Supportive leadership- The leader shows concern for the needs of
followers and is friendly.
• Participative leadership-The leader consults with group members
and uses their suggestions before making a decision.
• Achievement‑oriented leadership- The leader sets challenging
goals and expects followers to perform at their highest level.
Exhibit 17–5 Path-Goal Theory
Path-Goal Model
• Directive: When tasks are ambiguous, stressful,
conflict within workgroup, and external locus of
control.
• Supportive: Structured task, clearer and more
bureaucratic the formal authority system,
external locus of control.
• Participative: Internal locus of control
• Achievement oriented: Tasks are ambiguous,
internal locus
Contemporary Views of
Leadership
• Transactional Leadership
 Leaders who inspire followers to transcend their own self-
interests for the good of the organization by clarifying role
and task requirements.
 Transactional leaders usually work within boundaries and
have set established outcomes.
 They are task and result driven and adhere to strict
organizational boundaries.
 Transactional leadership is more reactive to present
concerns.
 A transactional leader will use method such as carrot-and-
stick motivation in order to control workers.
• 
Contemporary Views of
Leadership
Transformational Leadership
 Transformational leadership is a style of leadership
where a leader works with teams to identify needed
change, creating vision to guide the change through
inspiration and executing the change with committed
members of a group.
 Transformational leadership inspires people to achieve
unexpected or remarkable results because it serves to
enhance the motivation, morale and job performance
of followers through a variety of mechanisms.
 A transformational leader is more future conscious and
dynamic.
Characteristics of Transformational leadership

• Inspirational motivation- which refers to guiding


employees by providing them sense of meaning and
challenges so that they work enthusiastically and
optimistically to foster a spirit of team work and commitment.
• Intellectual Stimulation- Which refers to encouraging
employees to be creative and innovative.
• Idealized influence- which refers to the use of power by
leaders aimed at influencing employees to strive for the
common goals of the organization.
• Individualized consideration- which refers to empowering
employees to make decision and providing the needed
support to implement their decision.
Contemporary Views of
Leadership
• Charismatic Leadership
 An enthusiastic, self-confident leader whose
personality and actions influence people to behave in
certain ways.
 Characteristics of charismatic leaders:
 Have a vision.
 Are able to articulate the vision.
 Are willing to take risks to achieve the vision.
 Are sensitive to the environment and follower needs.
 Exhibit behaviors that are out of the ordinary.
Contemporary Views of
Leadership
• Visionary Leadership
 A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
• Visionary leaders have the ability to:
 Explain the vision to others.
 Express the vision not just verbally but through
behavior.
 Extend or apply the vision to different leadership
contexts.
Contemporary Views of
Leadership
• Team Leadership Characteristics
 Having patience to share information
 Being able to trust others and to give up authority
 Understanding when to intervene
• Team Leader’s Job
 Managing the team’s external boundary
 Facilitating the team process
 Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training, and
communication
Exhibit 17–5 Team Leadership Roles
Contemporary Views of Leadership
• Authentic Leaders
Leaders who know
who they are, know
what they believe in
and value, and act
on those values and
beliefs openly and
candidly.
Their followers would
consider them to be
ethical people.
Contemporary Views of Leadership
Servant Leaders
•Leaders who go beyond their own
self-interest and instead focus on
opportunities to help followers grow
and develop.
•Characteristics behavior include
 listening,
 empathizing,
 persuading,
 accepting stewardship and
 actively developing follower’s
potential.
Leadership Issues in the 21st
Century
• Managing Power
 Legitimate power  Expert power
 The power a leader has  The influence a leader
as a result of his or her can exert as a result of
position. his or her expertise,
skills, or knowledge.
 Coercive power
 The power a leader has to
 Referent power
punish or control.  The power of a leader
that arise because of a
 Reward power
person’s desirable
 The power to give resources or admired
positive benefits or personal traits.
rewards.
Thank You

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