LEADERSHIP:Contingency Approaches, Personal Characteristics of Employees

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Introduction To Public AdministrationMGT111

LESSON 34

LEADERSHIP

At the end of the lecture students will be able to understand:

Leader ship functions;

Leadership styles;

Theoretical explanations of leadership and

Importance of theories to management;

Leadership Functions

To operate effectively groups need leaders who can perform two major functions in the

organizations to achieve objectives. The functions of leader in organization are:

Task-related or problem-solving functions: While supervising workers, manager has to help

group solve problems. For example the employees are asked to process an admission

application in a college and the computers in which data is entered is not working. The

manager will have to resolve this problem by asking concerned people to repair computer.

The mangers that focus more on tasks are more concerned about output.

Group-maintenance or social functions. Group-maintenance functions are mediating

disputes and ensuring that individuals feel valued by the group. These problems relate to

people . Suppose two employees working have some differences and now they do not talk to

each other. The manager will have to mediate between two employees.

Leadership Styles

Managers who have a task-oriented style closely supervise employees to be sure the task is

performed satisfactorily. Getting the job done is given more emphasis than employees' growth or personal

satisfaction. Managers with an employee-oriented style put more emphasis on motivating, mediating etc.,

rather than controlling subordinates.

Tannenbaum and Schmidt were the first to describe factors that influence managers' choice of

leadership style. They favoured `employee-centered' style, but they said that managers considered three sets

of forces before choosing a leadership style. These sets of forces are:

1. Forces in manager: his/her knowledge, background, experience, for example a managers who

believes that organization's needs are more important will be more directive.

2. Forces in employees: their knowledge, experience, background, willingness to work, attitudes

aptitude etc.

3. Organizational force: organizational preferred style, culture, pressure of time etc.

All the three forces will combine to determine what style of leadership is used by manger.

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Introduction To Public AdministrationMGT111

Figure 1

Continuum of Leadership Behaviour

Subordinate-Centered

Boss-Centered

Leadership

Use of Authority

By the Manager

Area of Freedom

For Subordinates

Manager

Defines

Permits

Presents

makes

"sells"

Limits;

employees

Problem,

Ideas and

Tentative

Decision and

Decision

Asks

to function

Gets

Invites

Decision

announces

group

Within limits

Suggestions,

Subject to

Questions

To make

Defined by

Makes

Change

decision

superior

decision

Now let's look at figure 1 which shows a scale of leadership style i.e. whether manager will have

"subordinate centre style", in which, area of freedom for subordinates will be more. Or whether manager

would have "boss centered leadership" where boss will have more authority. The two extreme leadership

styles are shown and in between these two extremes is the variation of style that a manager will adopt

depending upon the three forces.

Contingency Approaches

Researchers using the trait and behavioral approaches showed that effective leadership depended on

many variables, such as organizational culture and the nature of tasks. No one trait was common to all

effective leaders. No one style was effective in all situations. According to this approach it will be the

situation that will determine what should be the leadership style. And since every situation is different,

therefore, every style is different.

Contingencies theories focus on the following factors that determine leadership style:

1. Task requirements: The style of leadership depends on what the work demands. For example, in

the battle field the task demands that orders to be complied strictly.

2. Peers' expectations and behavior: In organizational situation, people whom we work with have

certain expectations, like peers may expect that you will cooperate.

3. Employees' characteristics, expectations, and behavior: It is important for manager to know

characteristics and expectations of employee and decide to have a leadership style accordingly.

4. Organizational culture and policies: Organizations have their culture and every organization has its

own policies; therefore, managerial leader should also keep in view these factors before adopting

leadership style.

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Introduction To Public AdministrationMGT111

Hersey & Blanchard's Contingency Model

Main contingency approach to leadership is given by Paul Hersey and Kenneth H. Blanchard's

Contingency leadership model. It says that the most effective leadership style varies with the "readiness" of

employees. Hersey and Blanchard define `readiness' as desire for achievement, willingness to accept

responsibility, task-related ability, skill, and experience of employees. Also the goals and knowledge of

followers are important variables in determining effective leadership style.

In other words the situational leadership says that leadership style will vary from situation to situation.

Personal Characteristics of Employees

The personal characteristics of employees will partially determine leadership style. Hersey and

Blanchard believe that the relationship between a manager and follower (employee) moves through four

phases as employees develop, and managers need to vary their leadership style (Figure 2). In the initial phase

of readiness high amounts of task behavior by the manager is most appropriate (box 1). In this situation

employees must be instructed, and managers will have low level of relationship behaviour and high level of

guidance. In box 2 there is high task and high relationship as employees have understood the job and

manager's guidance is little and there is shift on relationship. In box 3 employees have understood job well,

now there is high relationship and low task emphasis.

Figure 2

Situational Model of Leadership

Leader Behavior

(High)

High Task And

High Relationship

And Low Task

Relationship Behavior

(Providing Supportive

Behavior)

High Task and

Low Relationship

And Low Task

(Low)

(High)

Leader Behavior

(Providing Guidance)

There are two other types of leader. These are discussed below

1. Transformational or Charismatic

One area of growing interest is the study of individuals who have an exceptional impact on their

organizations. These individuals may be called transformational leaders. Through their personal vision and

energy they inspire followers and have a major impact on their organizations.

2. Transactional Leaders

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Introduction To Public AdministrationMGT111

Leaders who determine what subordinates need to do to achieve objectives, classify those

requirements, and help subordinates become confident. They do routine work of the organization and are

also called bureaucratic leader.

Managerial Leadership and Team

As it was said in the beginning of the lecture on leadership that a leader needs followers and

without followers leader has no significance. In managerial leadership it is the existence of team which is

important. Besides, people get the organizational work done through people. Therefore must know the

dynamics of team

Concepts

Leadership functions:

Two important leadership functions that manager has to

perform (task-related and social functions).

Employee centered style:

This style of leadership is more concerned with employee

characteristics and accordingly adopting a leadership style.

Situational leadership style:

This style of leadership is the style that depends on situation.

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