Leadership 1st module Flashcards
Meaning of leadership
The ability to influence a group towards the achievement of a vision or set of goals
Trait theory of Leadership
According to Leaders differ from non-leaders in their personal qualities & characteristics. There are certain social, physical & intellectual characteristics that leaders possess, which distinguish them from non-leaders. Several studies carried out to identify these characteristics of leaders
Big Five Model: identified five basic dimensions of personality that underlie many specific traits
Big 5 model from Trait theory of Leadership (OCEAE)
- Extraversion-Introversion: degree to which a person is social, ambitious, energetic, outgoing, assertive, talkative, expressive
- Conscientiousness: degree to which a person is dependable, disciplined, committed, organized, thorough, perseverant, honest
- Agreeableness: degree to which a person is polite, trusting, good-natured, accepting, co-operative, forgiving
- Emotional Stability: degree to which a person is emotionally stable, secure, content, free from depression, able to withstand stress
- Openness to experience: degree to which a person is curious, imaginative, flexible, artistic, playful, creative
Effective leadership- Extraversion, conscientiousness, openness to experience
Ohio state studies (OIP)
Initiating Structure: the extent to which leaders organize & plan the work, specify tasks & responsibilities for all members, expect certain standards of performance, set time schedules direct subordinates to follow rules & set goals to be achieved
Consideration: satisfying social & emotional needs of group members; they are encouraging, friendly, approachable, appreciative; they trust their subordinates & concerned with their welfare; try to solve their follower’s problems
Assessment:
Leaders high on Initiating Structure: enhances organizational productivity & performance
Leaders high on Consideration: followers are high on motivation, satisfaction & show greater respect towards their leaders
The University of Michigan Studies (MEP)
Employee Oriented behaviour:
Leader looks into the satisfaction of social & emotional needs of subordinates
Leader stresses growth & development of subordinates
Concerned with interpersonal relationships & take personal interest in followers matters
Resulted in higher productivity & high job satisfaction
B) Production Oriented behaviour:
Leader set goals, devise work strategies,
closely supervise the performance of subordinates
Concerned with technical & task aspects of the job
Resulted in lower productivity & low job satisfaction
Contingency theory of leadership by Fred Fiedler
Leadership effectiveness is determined by the interaction between leader’s personal characteristics & the aspects of the situation. Developed the Least Preferred Co-worker Scale. Consists of 16 opposite or contrasting adjectives such as, pleasant-unpleasant, efficient-inefficient etc. Respondents rate their co-workers on these adjectives on a scale 1 to 8 Based on the responses, Fielder identified 84% respondents as expressing one of the two basic styles of leadership:
1) Task oriented style: leader is motivated to attain successful task performance. effective under very favourable & very unfavourable situations
2) Relationship oriented style: leader is primarily motivated to establish good relationships with his subordinates .effective under moderately favourable & moderately unfavourable situations
Situation faced by the leader could be either Favorable or Unfavorable depending on three dimensions:
a) Leader-member relationship- it refers to the extent to which the subordinates show confidence, loyalty, support, trust towards their leader
b) Degree of Task structure- it refers to the extent to which groups procedures, tasks, goals & subordinate’s roles are clearly defined; it can range between structured-unstructured
c) Leader’s Position power - formal authority, control & power given to the leader for taking decisions regarding hiring, dismissals, salaries, promotions
Mentor definition & Career functions (LCPNS)
A senior employee who sponsors & supports a less experienced employee called a Protégé.
Career functions:
1) Lobbies: lobbies within the organizations to ensure the protégé gets challenging assignments & gets to be seen by important people
2) Coaches: coaches protégé to develop skills & achieve work related objectives
3) Protects: protects protégé from dangers & risks so that their reputation is untouched
4) Nominates: nominates protégé to ensure their growth within the organization
5) Serves as a sounding board: offers opportunities to protégé share their ideas, have an outlet
Mentor & Psychosocial functions
1) Advices & Encourages the protégé & increases his self-confidence
2) Shares his own work & life experiences with the protégé
3) Serves as a role model
4) Provides friendship & acceptance
Reasons why leaders want to mentor
1) Leader want to share their experiences and knowledge with younger generation. Want to leave behind a legacy
2) Through mentoring the leaders get an opportunity to know about the attitudes of employees at lower levels in the organization
3) Through their protégé’s they get an advance warning of the potential problem areas in the organization
Reasons why mentor protégé relationships emerge
1) Both share the same ethnic, religious & educational backgrounds
2) Both generally have the same gender
3) Work styles & needs must match
Issues related to mentoring
1) Organizations tried to carry out formal mentoring; was not as successful as informal mentoring due to poor planning & designing of the mentoring programs
2) If mentor-protégé relationship is not mutually beneficial, then protégé might feel that things are being forced upon him
3) Benefits to protégé are more psychological, rather than reflecting on improved job performance or pay
4) Protégé gains by getting access to organizations resources, forming important relationships & advancing one’s career
