Leadership Hbo Handout PDF
Leadership Hbo Handout PDF
Leadership Hbo Handout PDF
5.1 Introduction
Leadership calls for the ability of one to unite people for them to collectively attain organization objectives.
KEITH DAVIS: “Leadership is the ability to persuade others to seek defined objectives enthusiastically.”
LEADERSHIP VS. MANAGEMENT
Leadership Styles
1. Autocratic Leadership - characterized by centralization of power and decision-making in the leader, who takes
full authority and assumes full responsibility for what transpires within his jurisdiction.
Advantages:
It provides strong motivation and reward for the leader.
It results in quick decisions.
Less competent employees can be employed to carry out orders.
Disadvantages:
1. Employee orientation – leaders who are concerned with the human needs of his employees and who try to
build teamwork and help employees solve their problems, secure better performance and job satisfaction
among the employees.
2. Task orientation – leaders get result by keeping their personnel busy, thereby realizing greater productivity.
According to trait leadership theory, certain integrated patterns of personal characteristics nurture consistent
leader effectiveness in a group of people.
These traits include dimensions of personality and motives, sets of skills and capabilities, and behavior in social
relationships.
Leader Traits
Most leader traits can be organized into four groups:
Personality: adaptability and comfort with ambiguity, and dispositional tendencies, such as
motives and values.
Demographic: In this category, gender has received by far the most attention in terms of
leadership; however, most scholars have found that gender is not a determining demographic
trait, as male and female leaders are equally effective.
Interpersonal attributes: According to Hoffman and others (2011), traits such as extroversion
and agreeableness are included in this category.
Achievement drive
Leadership motivation
Honesty and integrity
Self-confidence
Cognitive ability
Knowledge of business
Emotional Maturity
Charisma, creativity and flexibility
Is a behavioral leadership theory conducted at the University of Michigan that focuses in determining
the principle and methods of leadership that led to productivity and job satisfaction.
• Job-centered Leadership: Managers using job-centered leader behavior pay close attention to
subordinates’ work, explain work procedures and are keenly interested in performance.
• Employee-centered Leadership: Managers using employee-centered leader behavior are
interested in developing a cohesive work group and ensuring that employees are satisfied with
their jobs.
The Michigan Leadership Studies found that both the styles of leadership led to increase in production,
but it was slightly more in case of production of job-centered style.
The favorablility of the situation of the situation determines the effectiveness of task-and-person oriented
leader behavior.
Technical skill – individual’s knowledge and ability to pertaining to certain process or techniques
Human skill – ability to work effectively with others and to bring about teamwork
Conceptual skill - ability to think in terms of models, frameworks and broad relationships such as may
be called for in long-range planning.
Goal Setting - the identification of targets to which performance is directed.
3 steps on goal setting
definition of goals
setting of goals
obtaining feedback about goal accomplishments
The Vroom-Yetton-Jago Decision Model was introduced by Victor Vroom and Philip Yetton in 1973 and it was
expanded by supplementation from Arthur Jago in 1988.
The Vroom-Yetton-Jago Decision Model primarily focuses on the degree of subordinate participation that is
appropriate in different situations. It is to assess how the nature of the group, leader, and situation determine
the degree to which the group is to be included in the decision-making process. It also helps to choose the right
management style in various decision situations.
Decision Quality – The quality of the decision to be taken is about how much impact the decision will
have and how important it is to find the right solution. The higher the decision’s quality, the more
people must be involved in the decision process.
Team Commitment – Some decisions that you make are going to have a strong impact on your team,
while others will not affect them at all. When thinking about each decision, consider how much of an
affect it is going to have on your team and others within and around the organization.
Time Constraints – If you are in no particular rush to make the decision, there will be plenty of time to
include others, conduct research, and more. On the other hand, if the matter if time sensitive, you might
not really have the option of going to others for help.
In order to determine the influence each of these three factors will have on a decision, Vroom, Yetton, and
Jago defined the following eight questions.
They must be asked in a specific sequence so that you are able to accurately identify the correct style of
leadership that a particular decision must be presented and managed in.
Quality Requirement (QR): Is the quality of the decision very important? Are the consequences of
possible failure significant?
Commitment Requirement (CR): Is a successful result dependent upon the team members?
Leader’s Information (LI): Do you (the leader) have sufficient information to make a high quality
decision on your own?
Problem Structure (ST): Has the problem been defined and structured properly so it can be easily
understood what needs to be done and what a good solution might be?
Commitment Probability (CP): When a leader makes the decision himself, is it likely to assume that
the team is sufficiently involved and motivated and will accept the decision?
Goal Congruence (GC): Are the goals of the team consistent with the goals of the organization that
have been set to define a successful solution?
Subordinate conflict (CO): If the team has to make a decision, are conflicts expected about the
decision to be made and solution?
Subordinate information (SI): Do subordinates have sufficient information to make a high quality
decision
5.6 HERSEY-BLANCHARD (SITUATIONAL) LEADERSHIP THEORY
S1 – Directing
S2 – Coaching
S3 – Supporting
‘Quiet’ leader
S4 – Delegating
D1 – Enthusiastic Beginner
D2 – Disillusioned Learner
D4 – Self-reliant Achiever
The Path-Goal model is a theory based on specifying a leader’s style or behavior that best fits the employee and
work environment in order to achieve a goal (House, Mitchell, 1974).
Path-goal theory proposes that subordinates’ characteristics and the characteristics of the work environment
determine which leader behaviors will be more effective.
It generally follows these basic steps:
Employee Characteristics
Locus of control
Work experience
Ability
Need for affiliation
Leader Behaviors
Directive leadership
Supportive leadership
Participative leadership
Achievement-oriented leadership
Leaders can establish the path-goal relationship through the following ways:
By giving better reward for goal attainment;
By providing feedback about goal accomplishments;
By improving or greasing the path toward the goal by providing a supportive approach to assist
employees attain their goals
By providing the needed resources and training
By helping remove barriers along the way to the goals
SUPERVISOR - is the job title of a low level management position, charged with the responsibility of
supervising non-management employees.
- Person in the first-line management who monitors and regulates employees in their
performance of assigned or delegated tasks.
FIVE RULES OF SUPERVISION
Get involved
Open channels of communication
Give your people chance to develop
Establish standards and stick to them
Provide feedback
FIVE DIFFERENT VIEWS OF THE SUPERVISOR’S JOB
Key person in management – they are key men in directing the accomplishment of work and as such
make decisions, control work, and interpret policies.
Middle Road Supervisor – supervisors are caught between two social forces, management and labor.
The Marginal Supervisor – The marginal supervisor finds itself left out or is at the margin of principal
activities and of matters that influence the department's operation.
As Another Worker – they are also viewed as mere employees as they often have no authority to
make decisions.
The Behavioral Specialist – they look after the human side of operations while the staff handles the
jobs’ technical aspects.