Lecture Art of Leadership and Motivation - Lecture 19

This chapter explains the concept of the trait approach to leadership theory as defined in lecture leadership: theory & practice. The main contents of this chapter include all of the following: Great person theories, historical shifts in trait perspective, what traits differentiate leaders from nonleaders? How does the trait approach work?

Art of Leadership & Motivation HRM – 760 Lecture ­ 19 FACILITATOR Prof Dr Mohammad Majid Mahmood Leadership Behavior, Motivation, & Leadership Theories Leader Behaviors Leader behavior vary depending on subordinates and situations Leader Behaviors • Directive leadership – Task-oriented, expectations, techniques, timeline, standards of performance • Supportive leadership – Friendliness, approachability, understanding, needs-oriented, equality, respect Leader Behaviors • Participative leadership – Sharing, consultation, advice-seeking, integration • Achievement-oriented leadership – Challenging, high standard of excellence, confidence in subordinates’ abilities Self Motivation • Do it now • Break up the task into small steps • Don’t wait for mood • Start action • Solutions will follow if you try Making Your Vision Reality What will you need to to achieve your 510 year`s vision?  What’s a must?  What’s useful?  What’s good, but not vital What Makes YOU Unique? The 21st Century Success Factors Get Noticed Be Remembered Make a Name for Yourself What makes you stand out? • • • • • What you love doing? What comes easy? What is important to you? What others appreciate about you? What are your greatest strengths? 10 Charismatic Leaders… Increase the intrinsic value of effort – making it more appealing Great at building conviction for a cause Lead by example 26 Visionary Self Promoting Good decision­ maker 27 Verbal Skills Self Confidence Charismatic Charismatic Leader Leader Characteristics Characteristics Intelligent High Risk Orientation High Energy Responsible Height  (taller) 9­4 Situational Leadership It links the situation with the concept of task and relationship in the leadersubordinate role 28 Situational Leadership • Used to determine if one’s style is task or relationship oriented and if the situation matches the leader’s style to maximize performance 29 5­4 Situational Leadership Leadership behavior should be appropriate for the circumstances Leadership is dependent on the: Task Group characteristics Organization’s culture Interpersonal relationships 30 Situational Leadership There are three elements of the leaderfollower situational model developed by Fred Fiedler: Position power – the degree to which a leader’s position ensure compliance Task structure – the degree of clarity for goal accomplishment Leader-member relations – the nature of relationship between the leader and the members 31 Transformational leaders… Develop a sense of what the organization can become Recruit others with similar values Resolve conflicts Constantly communicate values Communicate shared values 32 Characteristics of Transformational Leaders • Charisma: Provides vision and sense of mission, gains respect and trust • Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways • Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving • Individualized Consideration: Gives personal attention, treats each employee individually, 33 Transformational Leadership 34 Leaders combine theories (trait, behavioral and contingency) Leaders are usually charismatic and visionary, can inspire followers to transcend their own self-interest for the good of the organization Research indicates that transformational leadership is strongly correlated with low turnover rates, high productivity and employee satisfaction Transactional Leadership •Motivating for  performance at  expected levels •Stressing the link between reward and goal achievement.   •Uses agreed upon performance to motivate 35 Transformational  Leadership Goes Beyond  Transactional Leadership Transformational Leadership Motivating for performance  beyond expectations Inspiring for missions beyond self interest Instilling confidence to achieve performance Performance Beyond Expectations Barriers • What might prevent or hinder you from achieving your aims? 36 Overcoming Barriers What you can change (control) What you cannot change (uncontrollable) 37 Making it Happen • Which first small steps can you take soon to work towards your goals • Review progress regularly • How have you used skills, knowledge and experience to achieve projects or tasks • Record what you did, how you did it and what the result was 38 39 FACILITATOR Prof. Dr. Mohammad Majid Mahmood  1­40 ... ineffective Why a particular leader may be effective in one situation but not in another There is no best way for leaders to lead 19 Path-Goal Theory of Leadership Path-Goal Theory of Leadership formulated... techniques, timeline, standards of performance • Supportive leadership – Friendliness, approachability, understanding, needs-oriented, equality, respect Leader Behaviors • Participative leadership – Sharing,... satisfaction, and motivation of a group in different ways: Offering rewards for achieving performance goals Clarifying paths towards these goals Removing obstacles to performance 20 Path-Goal Theory of Leadership