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Understanding Leadership Updated

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Understanding Leadership Updated

Uploaded by

vaibhav
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Understanding Leadership:

What Succeeds?
Compiled
by
Prof. Rajiv Kumar
IIM Calcutta
Preliminaries
• What are we referring to?
– Influence of a person
– Toward a group/team reporting to her/him
– To achieve some commonly accepted goals
• Level of leadership: Superior-subordinate
relationship
Impact of Personality
• Traits differentiate leaders from non-leaders
• Most important traits in organizational setting
(government & military vs. business):
– Extraversion: 0.16 to 0.25
– Openness: 0.06 to 0.23
– Neuroticism: -0.23 to -0.15
– Conscientiousness: 0.17 to 0.05
• Leader emergence vs. effectiveness

Source: Judge et al., 2002


Role of Intelligence
• Lord et al. (1986): 0.5 with emergence
• Judge et al. (2004): 0.25 with paper-and-pen,
and 0.65 with perceived emergence
Impact of Behaviors (1)
• Two broad categories of behaviors:
– Task oriented:
• Defining roles and articulating expectations
• Monitoring and controlling deviation
• Passes on the concerns of superiors
– People oriented:
• Gives space to team members
• Takes care of the well-being of team
• Resolves conflicts
Impact of Behaviors (2)
• Overall evidence: Moderately strong impact
on leadership outcomes in business setting
– People orientation: 0.43
– Task orientation: 0.29

Source: Judge et al., 2004


Impact of Context: Modifying One’s
Approach as per Subordinate
• Task-specific development level of
subordinates:
– Ability and experience
– Willingness to take responsibility
• A Combination of directive (task) and
supportive (relationship) behavior as per
development level
Impact of Context: How the General
Context Matters (a)
• Leader’s style (task-oriented vs. relationship-oriented)
– Measured by LPC questionnaire (LPC can be a peer, subordinate
or superior)
– 16% people cannot be categorized.
• Considers Situational Favorableness for Leader
– Leader-member relations
– Position power
– Task structure
• Key Assumption
– Leader must fit situation
– options to accomplish this:
1. Select leader to fit situation
2. Change situation to fit leader
Impact of Context: How the General
Context Matters (b)
Role of Relationships
• Leaders do not get and create the same
relationship with all subordinates.
• Impact of early part of relationship
Healthy Behaviors for Team (LMX)
• Do you know the problems your people face at job?
• Do you recognize the potential of your people?
• Do you let your people know how satisfied you are
with their work?
• Do you use your power/authority to help your people
solve work-related problems?
• Would you bail out your people, even if it is expensive
for you?
• Would your people defend your decisions/actions in
your absence?
Competence-Based Approaches
• Two broad domains:
– Technical
– Behavioral
• Importance of these two across levels
• Focus on trainability
• Widely used in organizations
• High predictive validity
Charismatic Leaders
• Features
– Vision
– Personal risk
– Sensitivity to follower needs
– Unconventional behavior
• Dark side
Transformational Leaders
• Leaders are transformational when they:
– Nurture subordinates towards self-actualization;
broaden and elevate their interests
– Provide intellectual stimulation and encourage critical
thinking"C:\Users\rajiv\Desktop\VAHANP~1.PDF"
– Focus on higher ideals and values
– Display hope for an ambitious future
• Good support across cultures
• Differences between charismatic and
transformational approaches
The Outcome of Project Oxygen
1. Is a good coach
2. Empowers the team and does not micromanage
3. Expresses concern for team members’ success and
personal well-being
4. Is productive and result oriented
5. Is a good communicator: Listens and shares
information
6. Helps with career development
7. Has a clear vision/strategy for the team
8. Has key technical skills that help him/her advise the
team

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