Leadership
- process of influencing people
- to achieve the goals of org
Five Types of Leadership Power (John French & Bertram Raven)
1) Legitimate Power - formal power, given by companies
2) Coercive Power - formal power, given by companies
3) Reward Power - personal power, inherent qualities / talents
4) Expert Power - personal power, inherent qualities / talents
5) Referent Power - personal power, inherent qualities / talents
Types of Leaders (Kurt Lewin)
1) Autocratic Style
- plans and makes decision alone
- expects obedience from followers
- most level of discontentment among people
2) Democratic Style
- followers are involve in planning and decision making
- inspire a sense of ownership and commitment among people
- the most effective style
3) Laissez-Faire Style
- allows people to plan and make own decision and be responsible for the outcome
- works best when people are both capable and motivated
Theory X and Theory Y (Douglas McGregor)
- american social psychologist
- X-Y theory in 1960, The Human Side of Enterprise
1) Theory X Leaders
- average people are unmotivated and dislike work
- forced with the threat of punishment
- people avoid responsibility and needs to be supervised and controlled
- uses authoritarian style of leadership
- routinary work
2) Theory Y Leaders
- average people seek and accept responsibilities
- self directed and self-motivated
- can solve problems creatively
- uses participative style leadership
- knowledge intensive work
- allow people to grow and develop
- tend to produce better performance and results
Trait Theory of Leadership
- focuses on personal qualities and characteristics of successful leaders (charisma, enthusiasm, courage)
- extraversion, conscientiousness, openness to experience are related to effective leadership
Behavior Theory of Leadership
- everyone can be a leader
- people can be trained to be effective leaders
- originated from Ohio State Leadership Research
1) Initiating Structure
- production oriented leadership behavior
- structuring tasks and organizing people to achieve desired output
- high level of positive performance evaluatiob
2) Consideration
- people oriented leadership behavior
- developing interpersonal relationship
- related to high level of employee motivation
Contingency Leadership Model
- Fred Fiedler
- effectiveness of leadership depends on match between leadership style and situational factors
1) Task-Oriented Style
- best to use when all conditions are favorable or unfavorable, or regardless of the two
2) Relationship-Oriented Style
- best to use when leader-member relationship is bad, regardless of position power
3) Balanced of Task-Oriented and Relationship-Oriented Leadership Style
- best to use if task is unstructured, position power is weak, leader-member relationship is good or bad
- for a leader to be effective, he/she must be able to utilize the most appropriate leadership style based on three situational factors
a) Position Power
- degree of legitimate power and influence of a leader
- through salary increase, bonus, promotion
- can be high or low
b) Task Structure
- degree in which the nature of work can be clearly specified
- clear solution to accomplish a task
- can be structured or unstructured
c) Leader-Member Relationship
- degree of camaraderie, respect, trust between leader and follower
- can be good or bad
Situational Leadership Model
- Paul Hersery & Ken Blanchard
- no single "best" style of leadership
- addapt leadership style to the characteristics of their followers
1) Leadership Style
- combination of two types
- influencing the performance of others
a. Directive Behavior
- telling people what or how to do
- supervising
b. Supportive Behavior
- listening, support, encourage
-problem solving and decision making
ab1. Directing Style
- high in directing, low in supporting
- low competence, high commitment
ab2. Coaching Style
- high in directing, high in supporting
- low competence, low commitment
ab3. Supporting Style
- low in directing, high in supporting
- high in competence, low in supporting
ab4. Delegating Style
- low in directing, low in supporting
- high competence, high supporting
Best Practices of Exemplary Leadership
- Kousez & Posner (1983)
1) Model The Way
- set an example for others to follow
2) Share a Common Vision
3) Challenge the Process
- look for innovative ways to improve the org
- disappointments as learning opportunities
4) Enable others to Act
- actively involve others
- create atmosphere of trust and dignity
5) Encourage the Heart
- recognize contribution that others made
- make people feel like heroes
- celebrate accomplishments
Five Levels of Leadership
- John Maxwell
1) Position (rights)
- people follow you because they have to
2) Permission (relationship)
- they follow you because they want to
3) Production (results)
- they follow you because of what you've done in the org (you are knowledgeable)
4) People Development (Reproduction)
- they follow you because of what you've done to them
5) Pinnacle (Respect)
- they follow you becausw of who you are
