LEADERSHIP

1. LEADERSHIP

2. leadership “leadership is the process whereby one individual influences, other group members toward the attainment of defined group or organizational goals” Jerald Greenberg “leadership is the ability to influence a group toward the achievement of goals” Stephen p. robins. “leadership is both a process and a property; as a process leadership involves the use of non coercive influence: as a property, leadership is the set of characteristics attributed to someone who is perceived to use influence successfully” griffin “an interaction between members of a group. leaders are agents of change, person whose acts affect other people more than other people’s acts affect them. leadership occurs when one group member modifies the motivation or competencies of others in the group” bernard.m.bass

3. LEADERSHIP “LEADERSHIP IS THE PROCESS WHEREBY ONE INDIVIDUAL INFLUENCES OTHER GROUP MEMBERS TOWARD THE ATTAINMENT OF DEFINED GROUP OR ORGANIZATIONAL GOALS” JERALD GREENBERG A LEADERSHIP IS PRIMARILY A PROCESS INVOLVING INFLUENCE- ONE IN WHICH A LEADER CHANGES THE ACTIONS OR ATTITUDES OF SEVERAL GROUP MEMBERS OR SUBORDINATES LEADERSHIP INVOLVES THE EXERCISE OF INFLUENCE FOR A PURPOSE-TO ATTAIN DEFINED GROUP OR ORGANIZATIONAL GOALS B CENTRAL ROLE OF INFLUENCE, IMPLIES THAT LEADERSHIPIS REALLY SOMETHING OF A TWO-WAY STREET C

4. MANAGERS WHO ARE NOT LEADERS LEADERS WHO ARE NOT MANAGERS MANAGERS AND LEADERS:NOT NECESSARILY IDENTICALALTHOUGH SOME MANAGERS ACT AS LEADERS, OTHERS DO NOT.FURTHER; NOT ALL LEADERS ARE MANAGERS.FOR THESE IS ISUSEFUL TO DISTINGUISH CLEARLY BETWEEN THE TWO TERMS MANAGERS LEADERS MANAGERS WHO ARE ALOS LEADERS

5. MANAGERS VERSUS LEADERS MANAGEMENT IS ABOUT COPING WITH COMPLEXITY. GOOD MANAGEMENT BRINGS ABOUT ORDER AND CONSISTENCY BY DRAWING UP FORMAL PLANS, DESIGINING RIGID ORGANIZATION STRUCTURES, AND MONITORING RESULTS AGAINST THE PLANS. LEADERSHIP, IN CONTRAST IS ABOUT COPING WITH THE CHANGE. LEADERS ESTABLISH DIRECTION BY DEVELOPING A VISION OF THE FUTURE; THEN THEY ALIGN PEOPLE BY COMMUNICATING THIS VISION AND INSPIRING THEM TO OVERCOME HURDLES JOHN KOTTER OF HARWARD BUSINESS SCHOOL

6. MANAGERS VERSUS LEADERS MANAGERS USE THE AUTHORITY INHERENT IN THEIR DESIGNATED FORMAL RANK TO OBTAIN COMPLIANCE FROM ORGANIZATION MEMBERS. MANAGEMENT CONSISTS OF IMPLEMENTING THE VISION AND STRATEGY PROVIDED BY LEADERS, COORDINATING AND STAFFING THE ORGANIZATION, AND HANDLING DAY TO DAY PROBLEMS ROBERT HOOSE OF THE WHARTON SCHOOL

7. DIFFERENCES BETWEEN LEADERS AND MANAGERS MANAGER LEADER ADMINISTER INNOVATES A COPY AN ORIGINAL MAINTAINS DEVELOPS FOCUS ON SYSTEM FOCUS ON PEOPLE RELIES ON CONTROL INSPIRES TRUST SHORT RANGE VIEW LONG RANGE PERSPECTIVE ASKS HOW AND WHEN ASKS WHAT AND WHY EYE ON THE BOTTOM LINE EYE ON THE HORIZON IMITATES ORIGINATES ACCEPTS THE STATUS QUO CHANLLENGES THE STATUS QUO CLASSIC GOOD SOLDIER OWN PERSON DOES THINGS RIGHT DOES THE RIGHT THING

8. EDWIN GHISELLI’S PERSONAL TRAITS RALPH STOGDILL’S TRAIT FACTORS • INTELLIGENCE AND SCHOLARSHIP • PHYSICAL TRAITS • PERSONALITY • SOCIAL STATUS AND EXPERIENCE • TASK OREINTATION • VERY IMPORTANT • DECISIVENESS • INTELLECTUAL CAPACITY • JOB ACHIEVEMENT ORIENTATION • SELF-ACTUALIZATION FEELINGS • SELF-CONFIDENCE • MANAGEMENT ABILITY ----TEAM BUILDER • MODERATELY IMPORTANT • AFFINITY FOR WORKING CLASS • DRIVE AND INITIATIVE • NEED FOR A LOT OF MONEY • NEED FOR JOB SECURITY • PERSONAL MATURITY • ALMOST NO IMPORTANCE • MASCULINITY VERSUS FEMININITY

9. CRITICISM OF TRAIT APPROACH PEOPLE WHO FAIL AS LEADERS AND PEOPLE WHO NEVER ACHIEVE POSITIONS OF LEADERSHIP OFTEN POSSESS SOME OF THE SAME TRAITS AS SUCCESSFUL LEADERS. BOTH PHYSICAL ATTRIBUTES(HEIGHT, WEIGHT, APPEARANCE ETC) AND PSYCHOLOGICAL ATTRIBUTES (PERSERVERANCE, INTELLIGENCE, INITIATIVE ETC) HAVE BEEN CONSIDERED “TRAITS” THE TRAITS POSSESSED BY SUCCESSFUL LEADERS ARE INVARIABLY VALUE-JUDGED AS POSITIVE. THERE IS LITTLE CONSENSUS ON WHAT WORDS MEAN THAT ARE USED TO LABEL TRAITS. IT IS OFTEN DIFFICULT TO MEASURE TRAITS. EVEN IF A TRAIT CAN BE CLEARLY DEFINED AND ACCURATELY MEASURED (TILL ORDER), IT IS MUST ACHIEVE ON A GIVEN TRAIT TO MAKE IT EFFECTIVE.

10. LOWA UNIVERSITY LEADERSHIP STUDIES(RONALD LIPPIT, RALPH K WHITE & LEWIN) AUTOCRATIC PARTICIPATIVE FREE REIN EMPLOYEES LEADER LEADER EMPLOYEES EMPLOYEES EMPLOYEES LEADER WHOLE GROUP EMPHASIS EMPLOYEES

11. MUCZYK AND REIMAN LEADERSHIP STYLES LEADERSHIP STYLE DESCRIPTION • MAKES DECISIONS UNILATERILLY; • CLOSELY SUPERVISES ACTIVITIES OF • SUBORDINATES DIRECTIVE AUTOCRAT • MAKES DECISIONS UNILATERILLY; • ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS PERMISSIVE AUTOCRAT • MAKES DECISIONS PARTICIPATIVELY; • CLOSELY SUPERVISES ACTIVITIES OF • SUBORDINATES DIRECTIVE DEMOCRAT • MAKES DECISIONS PARTICIPATIVELY; • ALLOWS SUBORDINATES CONSIDERABLE LATITUDE IN CARRYING OUT ASSIGNED TASKS PERMISSIVE AUTOCRAT

12. “MY EFFECTIVE BOSSES HELPED ME TO GET THE JOB DONE. THEY GIVE ME ADVICE, ANSWERED MY QUESTIONS, AND LET ME KNOW EXACTLY WHAT WAS EXPECTED OF ME. MY INEFFECTIVE BOSSES DIDN’T DO THIS” “MY EFFECTIVE BOSSES SEEMED TO CARE ABOUT ME AS PERSON. THEY WERE FRIENDLY, LISTENED TO ME WHEN I HAD PROBLEMS OR QUESTIONS, AND SEEMED TO HELP ME TOWARD MY PERSONAL GOALS. MY INEFFECTIVE BOSSES DID’T DO THIS”

13. OHIO STATE STUDIES LOW STRUCTURE HIGH CONSIDERATION HIGH STRUCTURE HIGH CONSIDERATION LESS EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASK WHILE THE LEADER CONCENTRATE ON SATISFYING EMPLOYEE NEEDS AND WANTS THE LEADER PROVIDES A LOT OF GUIDANCE ABOUT HOW TAKS CAN BE COMPLETED WHILE BEING HIGHLY CONSIDERATE OF EMPLOYEE NEEDS & WANTS HIGH CONSIDERATION LOW STRUCTURE LOW CONSIDERATION HIGH STRUCTURE LOW CONSIDERATION THE LEADER FAILS TO PROVIDE NECESSARY STRUCTURE AND DEMONSTRATES LITTLE CONSIDERATION FOR EMPLOYEE NEEDS AND WANTS PRIMARY EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE TASKS WHILE THE LEADER DEMONSTRATE LITTLE FOR EMPLOYEE NEEDS & WANTS LOW LOW HIGH INITIATING STRUCTURE

14. BLAKE & MOUTON’S LEADERSHIP GRID (1,9) COUNTRY CLUB (9,9) TEAM 9 THOUGHTFUL ATTENTION TO NEEDS OF PEOPLE FOR SATISFYING RELATIONSHIPS LEADS TO A COMFORTABLE FRIENDLY ORGANIZATION ATMOSPHERE & WORK TEMPO. WORK ACCOMPLISHMENT IS FROM COMMITTED PEOPLE; INTERDEPENDENCE THROUGH A COMMON STAKE IN ORGANIZATION PURPOSE LEADS TO RELATIONSHIP OF TRUST AND RESPECT 8 7 (5,5) MIDDLE OF THE ROAD 6 ADEQUATE ORGANIZATION PERFORMANCE IS POSSIBLE THROUGH BALANCING THE NECESSITY OF GET OUT WORK WITH MAINTAINING MORALE OF PEOPLE AT A SATISFACTORY LEVEL CONCERN FOR PEOPL 5 4 3 (1,1) IMPOVERISHED (9,1) AUTHORITY COMPLIANCE EXERTION OF MINIMUM EFFORT TO GET REQIRED WORK DONE IS APPROPRIATE TO SUSTAIN ORGANIZATION MEMBERSHIIP EFFICIENCY IN OPERATIONS RESULTS FROM ARRANGING CONDITIONS OF WORK IN SUCH A WAY THAT HUMAN ELEMENTS INTERFERE TO A MINIMUM DEGREE 2 1 1 2 3 4 5 6 7 8 9 CONCERN FOR PRODUCTION

15. BLAKE AND MOUTON 5 LEADERSHIP STYLES GRID POSITION CHARACTERISTICS STYLE OF LEADER EFFECTIVENESS 1,1 LITTLE CONCERN FOR EITHER PEOPLE OR PRODUCTION IMPOVERISHED TYPE WORST LEADERSHIP STYLE 1,9 LOWEST CONCERN FOR PRODUCTION AND HIGHEST FOR PEOPLE COUTNRY-CLUB TYPE PEOPLE-ORIENTED STYLE 9,1 HIGHEST CONCERN FOR PRODUCTION AND LOWEST FOR PEOPLE AUTOCRAT TYPE PRODUCTION- ORIENTED STYLE 5,5 COMFORTABLE CONCERN FOR BOTH PEOPLE AND PRODUCTION MIDDLE OF ROAD TYPE MAINTAIN PRESENT BALANCE STYLE 9,9 HIGHEST CONCERN FOR BOTH PRODUCTION AND PEOPLE TEAM TYPE PEAK OF LEADERSHIP STYLE

16. THE TANNENBAUM AND SCHMIDT CONTINUM OF LEADERSHIP BEHAVIOR BOSS CENTERED LEADERSHIP SUBORDINATE CENTERED LEADERSHIP MANAGER MAKES DECISION AND ANNOUNCES IT MANAGER SELLS DECISION MANAGER PRESENTS IDEAS AND INVITES QUERRIES MANAGER PRESENTS TENTATIVE DECISION SUBJECT TO CHANGE MANAGER PRESENTS PROBLEM, GETS SUGGES_ TIONS MAKES DECISION MANAGER DEFINES LIMITS; ASKS GROUP TO MAKE DECISION MANAGER PERMITS SUBORDI- NATES TO FUNCTION WITHIN DEFINED LIMITS RANGE OF BEHAVIOR

17. LEADERSHIP STYLES DRAWN FROM THE CLASSIC STUDIES AND THEORIES OF LEADERSHIP BOSS CENTERED EMPLOYEE CENTERED THEORY X THEORY Y AUTOCRATIC DEMOCRATIC PRODUCTION CENTERED EMPLOYEE-CENTERED CLOSE GENERAL INITIATING STRUCTURE CONSIDERATION TASK DIRECTED HUMAN RELATIONS DIRECTIVE SUPPORTIVE DIRECTIVE PARTICIPATIVE