Monday, November 30, 2009
Leadership Styles -Part 3
In this post we will discuss about the different types of leadership styles. First the broad groupos and then the sub groups of the same .
Directive and assisting styles
In essence, this type of flexible leadership approach which, in management parlance, is called situational leadership, stipulates that there is no single best way of influencing people. The style of leadership that would be effective with a group of subordinates, or even a single subordinate for that matter, depends on the degree of readiness the group manifests in responding to the exhortations of the leader. Paul Hersey and Kenneth H. Blanchard have elabo¬rately described all aspects of situational leadership in their perceptive book titled Management of Organisational Behaviour. However, the basic stipulations are explained here in simple language.
Style, being a form of behaviour, is divided into two categories, namely, directive behaviour and assisting behaviour. In directive behaviour style the leader spells out the duties and responsibilities of the subordinates. In other words, he tells them what to do, how to do it, when to do it, where to do it and who should do it. Directive behaviour essentially involves one-way communication¬ from the leader to the subordinates. It is not that the leader is high-handed or thinks poorly of his subordinates. Though he is not much inclined to take the subordinates' feelings into consid¬eration, his main concern is to see that the given assignment is done properly. On the other hand, in assisting behaviour the leader establishes two-way communication with a view to understanding the subordinates' point of view and assisting them in accomplishing the assignment. Here the subordinates feel free to approach the leader when they get stuck balf-way and need either guidance or encouragement. Directive behaviour is most common among police officers.
Four types of styles
Since the aforementioned two behaviour types are quite distinct, by subdividing each of them into high and low' categories, we obtain four types of styles:
Style A : High directive+ low assistance behaviour
Style B : High directive + high assistance behaviour
Style C : Low directive+ high assistance behaviour
Style D : Low directive+ low assistance behaviour
Style: A –Leader
gives clear and precise orders
spells out the results that he wants to be achieved and expects the job to be done exactly as he wants it without much concern about the dif¬ficulties that the subordinates may encounter or about their options/ suggestions
also exercises close supervision.
Style: B- Leader
gives clear directions
but is prepared to listen to the subordinates in order to understand their difficulties and readily gives them a helping hand
he almost sells his decisions.
Style: C- Leader
is not snappy about the directions
he describes the task and goes out of the way to exchange views and to be of help
he virtually participates in the implementation of the task.
Style: D -Leader
neither spells out the assignment in all its aspects nor does he show much keenness to understand the prob-lems of the subordinates or to render them assistance
For all practical purposes, he delegates the responsibility to subordinates.
Leadership needs to be flexible depending upon the people tobe lead . Inthat sense the styles of subordinates also assumes much significance. We will see this aspect in a subsequent post.
Directive and assisting styles
In essence, this type of flexible leadership approach which, in management parlance, is called situational leadership, stipulates that there is no single best way of influencing people. The style of leadership that would be effective with a group of subordinates, or even a single subordinate for that matter, depends on the degree of readiness the group manifests in responding to the exhortations of the leader. Paul Hersey and Kenneth H. Blanchard have elabo¬rately described all aspects of situational leadership in their perceptive book titled Management of Organisational Behaviour. However, the basic stipulations are explained here in simple language.
Style, being a form of behaviour, is divided into two categories, namely, directive behaviour and assisting behaviour. In directive behaviour style the leader spells out the duties and responsibilities of the subordinates. In other words, he tells them what to do, how to do it, when to do it, where to do it and who should do it. Directive behaviour essentially involves one-way communication¬ from the leader to the subordinates. It is not that the leader is high-handed or thinks poorly of his subordinates. Though he is not much inclined to take the subordinates' feelings into consid¬eration, his main concern is to see that the given assignment is done properly. On the other hand, in assisting behaviour the leader establishes two-way communication with a view to understanding the subordinates' point of view and assisting them in accomplishing the assignment. Here the subordinates feel free to approach the leader when they get stuck balf-way and need either guidance or encouragement. Directive behaviour is most common among police officers.
Four types of styles
Since the aforementioned two behaviour types are quite distinct, by subdividing each of them into high and low' categories, we obtain four types of styles:
Style A : High directive+ low assistance behaviour
Style B : High directive + high assistance behaviour
Style C : Low directive+ high assistance behaviour
Style D : Low directive+ low assistance behaviour
Style: A –Leader
gives clear and precise orders
spells out the results that he wants to be achieved and expects the job to be done exactly as he wants it without much concern about the dif¬ficulties that the subordinates may encounter or about their options/ suggestions
also exercises close supervision.
Style: B- Leader
gives clear directions
but is prepared to listen to the subordinates in order to understand their difficulties and readily gives them a helping hand
he almost sells his decisions.
Style: C- Leader
is not snappy about the directions
he describes the task and goes out of the way to exchange views and to be of help
he virtually participates in the implementation of the task.
Style: D -Leader
neither spells out the assignment in all its aspects nor does he show much keenness to understand the prob-lems of the subordinates or to render them assistance
For all practical purposes, he delegates the responsibility to subordinates.
Leadership needs to be flexible depending upon the people tobe lead . Inthat sense the styles of subordinates also assumes much significance. We will see this aspect in a subsequent post.
Sunday, November 29, 2009
Saturday, November 28, 2009
Leadership Styles -Part 2
Leadership styles
Leadership style plays a very crucial role in determining the effectiveness of a leader. In fact, the entire effectiveness of a leader rests on leadership style.
The style of a leader entails the behaviour pattern that he adopts when working with and through the subordinates, as perceived by those subordinates. Here it must be noted that it is the perception of the subordinates based on their experience of the leader in guiding them in various situations, and not what the leader imagines to be his style, that is relevant. This pattern of behaviour emerges as the person in a leadership position begins to respond in the same fashion under similar conditions. It almost becomes his trademark which the subordinates can invariably predict correctly in due course of time.
Leadership essentially involves influencing others, and style is a form of behaviour. You will find that right from childhood you make forays into the realm of leadership by trying to influence playmates, friends and the like. The same propensity continues during the formative years when you try to influence friends, peers,associates, and even brothers and sisters in the family to adopt your choice of action. Gradually, a preferred style of behaviour emerges with which you are identified by pepple who come in contact with you. This style is essentially a function of your inborn and acquired characteristics. It gets ingrained in your system as your personality gets firmed up.
Flexibility of style
You can adopt a different style through determination and constant practice while you are still young. Later it may take years to accomplish the same modification. At times, when your personality traits are well set, any attempt to change the style radically may end up with disastrous results because under stress you would invariably revert to your basic style as the veneer of the lately acquired style would quickly disappear. The best advice in such a situation is to stick to the basic style. Of course, a few an¬gularities and abrasive facets can always be smoothened to make your style more palatable. It should be possible for anyone to keep the style flexible enough so that he can adapt it to meet the demands of his environment by effecting the necessary changes in behaviour.
Study your own style
The most opportune time to make a self-appraisal in this regard is at the beginning of your service. If you have already acquired a preference for domineering, you will become worse when you become aware of your power and authority and the ease with which you can order people about. The theme is that you could be aware of your dominant style of dealing with the people you would be working with, and to introduce enough plasticity in it so that it can be harmonized with the expectations of the subordinates and the requirements of the situation on hand. In other words, you should master the positional style of leadership in which the behaviour of the leader in relation to the behaviour of his subordinates is given paramount importance. The main problem, however, is how' to find out what is your dominant style because it is not your perception that counts but the experience based assessments of your subordinates. Therefore, a feedback must come from subordinates. This is a very difficult proposition in a uni-formed service where coaxing and even promises of impunity will not embolden a subordinate to say something uncharitable about a boss to his face. There is, therefore, no alternative but to develop the grapevine alternative sources of information. This is not the same thing as encouraging backbiting, which is a despicable habit.(to be continued...)
(courtesy- N.K Saraf)
Leadership style plays a very crucial role in determining the effectiveness of a leader. In fact, the entire effectiveness of a leader rests on leadership style.
The style of a leader entails the behaviour pattern that he adopts when working with and through the subordinates, as perceived by those subordinates. Here it must be noted that it is the perception of the subordinates based on their experience of the leader in guiding them in various situations, and not what the leader imagines to be his style, that is relevant. This pattern of behaviour emerges as the person in a leadership position begins to respond in the same fashion under similar conditions. It almost becomes his trademark which the subordinates can invariably predict correctly in due course of time.
Leadership essentially involves influencing others, and style is a form of behaviour. You will find that right from childhood you make forays into the realm of leadership by trying to influence playmates, friends and the like. The same propensity continues during the formative years when you try to influence friends, peers,associates, and even brothers and sisters in the family to adopt your choice of action. Gradually, a preferred style of behaviour emerges with which you are identified by pepple who come in contact with you. This style is essentially a function of your inborn and acquired characteristics. It gets ingrained in your system as your personality gets firmed up.
Flexibility of style
You can adopt a different style through determination and constant practice while you are still young. Later it may take years to accomplish the same modification. At times, when your personality traits are well set, any attempt to change the style radically may end up with disastrous results because under stress you would invariably revert to your basic style as the veneer of the lately acquired style would quickly disappear. The best advice in such a situation is to stick to the basic style. Of course, a few an¬gularities and abrasive facets can always be smoothened to make your style more palatable. It should be possible for anyone to keep the style flexible enough so that he can adapt it to meet the demands of his environment by effecting the necessary changes in behaviour.
Study your own style
The most opportune time to make a self-appraisal in this regard is at the beginning of your service. If you have already acquired a preference for domineering, you will become worse when you become aware of your power and authority and the ease with which you can order people about. The theme is that you could be aware of your dominant style of dealing with the people you would be working with, and to introduce enough plasticity in it so that it can be harmonized with the expectations of the subordinates and the requirements of the situation on hand. In other words, you should master the positional style of leadership in which the behaviour of the leader in relation to the behaviour of his subordinates is given paramount importance. The main problem, however, is how' to find out what is your dominant style because it is not your perception that counts but the experience based assessments of your subordinates. Therefore, a feedback must come from subordinates. This is a very difficult proposition in a uni-formed service where coaxing and even promises of impunity will not embolden a subordinate to say something uncharitable about a boss to his face. There is, therefore, no alternative but to develop the grapevine alternative sources of information. This is not the same thing as encouraging backbiting, which is a despicable habit.(to be continued...)
(courtesy- N.K Saraf)
Leadership Skills and Styles Part-1
Leadership involves two functions. Namely ,selecting the tight path for the subordinates and to follow and to enthuse or influence them to follow that path willingly. Also,practically every functionary in a hierarchically structured organization discharges these functions to a lesser or greater degree within his own sphere of responsibility. This being the situation there should, in fact, be an abundance of leaders all over. What we have in reality, however, is only an abundance of people in leadership positions. In a structured organization like the police, each rank and, position bestow upon the incumbent a commensurate leadership role. The question that arises therefore, is, whether these people discharge their responsibilities as leaders effectively?
Shortage of real leaders
Effectiveness does not depend upon the amount of hard work you put in. You may be very knowledgeable about rules, regulations and procedures and are perhaps personally very efficient in carrying out the assigned tasks. All this would not mean that you are an effective leader too, for as we have seen earlier, your effectiveness as a leader will depend upon your vision, your initiative and your judgement in identifying the right path and then using all the resourcefulness and drive needed to enthuse your subordinates. However, most people otherwise occupied, are busy managing rather than leading. There is, therefore, an agonizing shortage of dynamic and effective leadership, the sort of leadership that sets an organization apart. Today we find that there is no dearth of people who would like to occupy high posts, especially if there is glamour attached to them, but very few are willing to assume significant leadership roles and get the job done effectively.Leaders are not just born, though some people may possess a propensity to lead well; nor can one become an effective leader just because one is given the role. Leadership is a quality, a sterling attribute that needs to be assiduously cultivated and perfected by persistent practice.
Who Becomes an effective leader-Situational approach
Who becomes an effective leader has been the subject of discussion and intensive research for decades now. Various tbeories have been propounded .But without going into the details of these theories and approaches it may suffice to say that that situational approach to leadership is perhaps the nearest to the solution. The situational approach focusses on observed behaviour and not on inherited or acquired abilities. It also acknowledges that there cannot be a fixed or model leadership style that would be effective in all situations. It recoznises that most people can increase their effectiveness as leaders through education, training and development. The common principle that the situational approach underlines is that tbe leader should be able to behave in a flexible manner, diagnose the leadersbip style appropriate to the situation and apply that style provided the group to be led remains tbe same. If tbe followers are different they must be treated differently. Effectiveness of a leader depends on himself, the followers and the situation. If tbe situation or followers or both change, the leadership style must correspondingly change in order to maintain effectiveness.
Successful vs effective leadership
Before we proceed further to consider leadership styles and how they could be adapted, let us consider the all-important phenomenon of effectiveness. The effectiveness of an organization is directly proportional to the degree of attainment of the goals set for it. Since leadership is essentially concerned with influencing the attitude of the followers, not all leadership behaviour is directed only towards the accomplishment of goals, which is essentially a management function. If it were so, then an organization would attain its goals without the leader being effective though he may be successful. There is a difference between successful and effective leadership which needs explaining.
As a leader, suppose you ask (which is an act of influencing) a junior officer serving under you to do a certain job. Your endeavour will be regarded as successful or unsuccessful to the extent that the officer accomplishes the job. Let us presume that he does the job satisfactorily, meaning thereby that you were successful in getting the job done, but does it mean that you were effective too? Not necessarily, because that depends upon certain other circumstances. If the officer is unhappy doing the job but does it, nevertheless, for fear of punishment that you would unhesitatingly mete out to him by virtue of your position of power over him, then one would say that you have been successful but not effective. But on the other hand, if you are able to obtain
a willing response from him because he respects you and you are able to make him realize that accomplishing the job would be consistent with some personal goal of his, you are being effective. In this situation you enjoy not only a position of power but also personal power. This is effective leadership. Success is a product of individual or group behaviour. Effectiveness, in addition, manifests the mental disposition of an individual or group, and therefore, it is attitudinal in nature. If you are interested only in success then the easier course open to you is to accentuate the authority to punish and reward given to you by virtue of your position in the hierarchy, and combine it with close supervision. However, if you wish to be effective you would depend more on your personal power which would entail only general supervision because the subordinates are willing to do
Ineffective officers
The foregoing analysis would explain why some officers are successful in getting work done only when they are present and almost breathing down the necks of the subordinates, but there is sluggishness all over the moment they leave the place. These are successful but ineffective officers whose influence, derived as it is from the power position, is short lived. On the other hand, the influence of the successful and effective officers tends to remain, leading to good results even when they are not present because they were able to acquaire the willing cooperation of the subordinates. You cannot command the mental and emotional attention and physical effort of the subordinates only on the strength of their sense of discipline and fear of punishment. Even the attraction of a handsome reward may not be able to do the trick. As a word of caution, it may be mentioned here that simply because an officer was ineffective in a given situation with a given group of subordinates, it would be improper to infer that he is ineffective as a leader unless one consistently notices the same subordinate response in different situations over a period of time. In some cases, the change of subordinates by transferring the officer to another unit can bring about improvement in his effectiveness.
Shortage of real leaders
Effectiveness does not depend upon the amount of hard work you put in. You may be very knowledgeable about rules, regulations and procedures and are perhaps personally very efficient in carrying out the assigned tasks. All this would not mean that you are an effective leader too, for as we have seen earlier, your effectiveness as a leader will depend upon your vision, your initiative and your judgement in identifying the right path and then using all the resourcefulness and drive needed to enthuse your subordinates. However, most people otherwise occupied, are busy managing rather than leading. There is, therefore, an agonizing shortage of dynamic and effective leadership, the sort of leadership that sets an organization apart. Today we find that there is no dearth of people who would like to occupy high posts, especially if there is glamour attached to them, but very few are willing to assume significant leadership roles and get the job done effectively.Leaders are not just born, though some people may possess a propensity to lead well; nor can one become an effective leader just because one is given the role. Leadership is a quality, a sterling attribute that needs to be assiduously cultivated and perfected by persistent practice.
Who Becomes an effective leader-Situational approach
Who becomes an effective leader has been the subject of discussion and intensive research for decades now. Various tbeories have been propounded .But without going into the details of these theories and approaches it may suffice to say that that situational approach to leadership is perhaps the nearest to the solution. The situational approach focusses on observed behaviour and not on inherited or acquired abilities. It also acknowledges that there cannot be a fixed or model leadership style that would be effective in all situations. It recoznises that most people can increase their effectiveness as leaders through education, training and development. The common principle that the situational approach underlines is that tbe leader should be able to behave in a flexible manner, diagnose the leadersbip style appropriate to the situation and apply that style provided the group to be led remains tbe same. If tbe followers are different they must be treated differently. Effectiveness of a leader depends on himself, the followers and the situation. If tbe situation or followers or both change, the leadership style must correspondingly change in order to maintain effectiveness.
Successful vs effective leadership
Before we proceed further to consider leadership styles and how they could be adapted, let us consider the all-important phenomenon of effectiveness. The effectiveness of an organization is directly proportional to the degree of attainment of the goals set for it. Since leadership is essentially concerned with influencing the attitude of the followers, not all leadership behaviour is directed only towards the accomplishment of goals, which is essentially a management function. If it were so, then an organization would attain its goals without the leader being effective though he may be successful. There is a difference between successful and effective leadership which needs explaining.
As a leader, suppose you ask (which is an act of influencing) a junior officer serving under you to do a certain job. Your endeavour will be regarded as successful or unsuccessful to the extent that the officer accomplishes the job. Let us presume that he does the job satisfactorily, meaning thereby that you were successful in getting the job done, but does it mean that you were effective too? Not necessarily, because that depends upon certain other circumstances. If the officer is unhappy doing the job but does it, nevertheless, for fear of punishment that you would unhesitatingly mete out to him by virtue of your position of power over him, then one would say that you have been successful but not effective. But on the other hand, if you are able to obtain
a willing response from him because he respects you and you are able to make him realize that accomplishing the job would be consistent with some personal goal of his, you are being effective. In this situation you enjoy not only a position of power but also personal power. This is effective leadership. Success is a product of individual or group behaviour. Effectiveness, in addition, manifests the mental disposition of an individual or group, and therefore, it is attitudinal in nature. If you are interested only in success then the easier course open to you is to accentuate the authority to punish and reward given to you by virtue of your position in the hierarchy, and combine it with close supervision. However, if you wish to be effective you would depend more on your personal power which would entail only general supervision because the subordinates are willing to do
Ineffective officers
The foregoing analysis would explain why some officers are successful in getting work done only when they are present and almost breathing down the necks of the subordinates, but there is sluggishness all over the moment they leave the place. These are successful but ineffective officers whose influence, derived as it is from the power position, is short lived. On the other hand, the influence of the successful and effective officers tends to remain, leading to good results even when they are not present because they were able to acquaire the willing cooperation of the subordinates. You cannot command the mental and emotional attention and physical effort of the subordinates only on the strength of their sense of discipline and fear of punishment. Even the attraction of a handsome reward may not be able to do the trick. As a word of caution, it may be mentioned here that simply because an officer was ineffective in a given situation with a given group of subordinates, it would be improper to infer that he is ineffective as a leader unless one consistently notices the same subordinate response in different situations over a period of time. In some cases, the change of subordinates by transferring the officer to another unit can bring about improvement in his effectiveness.
To be continued..
Leadership an Introduction
Leadership is all about leading others . let it be an organization, a group, a society or even a country.It is easier said than done since the term leadership has undergone sweeping changes in the past couple of decades and has started exploring new realms and meaning to this complex and dynamic term.
There are tons of literature on leadership availble both online offline. It may not be possible for one to go through this plethora of ideas in ones life . However one needs to know the differnt dimensions to the term leadership in his endeavour to become a real leader. It is said that leaders are born and not made. Though there is some truth in this theory, there lies half lie also in this statement. It is a combination of both latent talent and training that makes one an effective leader.
We would be seeing a glimpse of all these views and dimenisons in the subsequent posts. It is not a blog of random thoughts but a collection of different view points of a variety authors. As such at the outset I bow to the great leaders and authors on this subject. While the gist of thoughts would be pronouced here readers may read suggested literature on the subject.
Your views and comments would be well appreciated !
There are tons of literature on leadership availble both online offline. It may not be possible for one to go through this plethora of ideas in ones life . However one needs to know the differnt dimensions to the term leadership in his endeavour to become a real leader. It is said that leaders are born and not made. Though there is some truth in this theory, there lies half lie also in this statement. It is a combination of both latent talent and training that makes one an effective leader.
We would be seeing a glimpse of all these views and dimenisons in the subsequent posts. It is not a blog of random thoughts but a collection of different view points of a variety authors. As such at the outset I bow to the great leaders and authors on this subject. While the gist of thoughts would be pronouced here readers may read suggested literature on the subject.
Your views and comments would be well appreciated !
