LEADERSHIP

LEADERSHIP

DEFINITION
According to Koontz and o’ Donnell “it is the art
of including the subordinates to accomplish
their assignments with zeal and confidence.
Zeal reflects ardour, earnestness and intensity
in execution of work; confidence reflects
experience and technical ability.”
 CONCEPT OF LEADERSHIP

Managers are people who do things right, while leaders are people
who do the right thing.

'Leadership is all about courage to dream big.‘

Leadership is a complex process by which a person influences others

to accomplish a mission, task, or objective and directs the
organization in a way that makes it more cohesive and coherent

Leadership makes people want to achieve high goals and objectives,

while, on the other hand, bosses tell people to accomplish a task or
objective.

Leadership can be used for good or ill

Leadership skills can be perverted to pursue bad ends

 CHARACTERISTICS OF LEADERSHIP

Co-existence with follower ship

 Responsibility

 Understanding nature

 Precedence

 Situation
Co-existence with follower ship :
 a leader cannot exist without
followers existing.
 A leader exercises authority over the
group, and it should be willingly
accepted by his followers.
 Leadership is not conferred or
ordered but is one to be earned
Responsibility:
 a leader is expected to assume full
responsibility in all situations.
 he must steer the group clear of all
difficulties.
 he has to assume responsibility for
all actions of the group.
Understanding nature:
 important characteristic feature of
leadership is its nature to understand the
feelings and problems of the group as a
whole as well as the individuals.
 guide a leader is looked upon as a friend
and a philosopher.
 a leader should strive to satisfy the
personal and social needs of his followers,
which is very much expected by them
Precedence:
 Since the leader influences the
behavior and the activities of the
followers he should be endowed with
the technical competence and
personality traits.
 He should also be well aware of his
own preferences and limitations to
impress upon his followers
Situation:
 Leadership patterns changes
according to the type of group and
the situation in which the group is
operating.
 A leader should know on the role to
be adopted on different situations
 IMPORTANCE OF LEADERSHIP

1.Initiates action
2.Motivation
3.Providing guidance
4.Creating confidence
5.Building morale
6.Builds work environment
7.Co-ordination
Initiates action

•Leader communicates the policies and

plans to the subordinates from where the
work actually starts.
Motivation

•A leader motivates the employees

with economic and non- economic
rewards and thereby gets the work
from the subordinates.
Providing guidance

 A leader guides by instructing the

subordinates the way they have to
perform their work effectively and
efficiently.
Creating confidence

Confidence is an important factor which

can be achieved through expressing the
work efforts to the subordinates,
explaining them clearly their role and
giving them guidelines to achieve the
goals effectively.
It is also important to hear the employees
with regards to their complaints and
problems.
Building morale

A leader can be a morale booster by

achieving full co-operation so that they
perform with best of their abilities as they
work to achieve goals.
Builds work environment

Management is getting things done

from people. An efficient work
environment helps in sound and
stable growth.He should listen to his
subordinates problems and solve
them.
He should treat employees on
humanitarian terms.
Co-ordination

Co-ordination can be achieved through

reconciling personal interests with
organizational goals. This synchronization
can be achieved through proper and
effective co-ordination which should be
primary motive of a leader.
IMPACT OF LEADERSHIP IN
AN ORGANISATION

Leadership and human behavior

Leadership and Communication

Leadership and motivation

Leadership and human behavior

Human nature is the comman qualities of all

people have similar needs .

A leader must understand these needs

because
they are powerful motivators.
 Leadership and Communication

Communication is very important

because a leader coach,
coordinate, counsel, evaluate, and
supervise through this process.
 Leadership and motivation

A person's motivation is a combination of desire

and energy directed at achieving a goal.
 LEADERSHIP
THEORIES

1.TRAIT
APPROACH

2.BEHAVIOURAL
APPROACH

3.SITUATIONAL
APPROACH
 TRAIT APPROACH
Keith davis has summarized four of
the major traits which might have an
impact on successful organizational
leadership. They are:
 Intelligence
 Social maturity and breath:
 Inner motivation and
achievement drives
 Human relations attitude
 Intelligence: Research has shown that generally
a leader has higher intelligence that the average
intelligence of the followers. However the leader
cannot be exceedingly much more intelligent than
his followers
 Social maturity and breath: Leaders tend to be
emotionally stable and mature and to have broad
interests and activities. They have an assured,
respectful self concept
 Inner motivation and achievement drives:
Leaders have relatively intense motivational
drives of the achievement type. The strive for
intrinsic than extrinsic rewards.
 Human relations attitude: Successful leaders
recognize the worth and dignity of their followers
and are able to emphasize with them. According
to research studies leaders possess consideration
and are employee centered rather than
production centered.
BEHAVIOURAL APPROACH
 Autocratic
 Participative or supportive
 Instrumental or instrumental
supportive
 Autocratic: An autocratic leader is one who
commands and expects compliance. He is
dogmatic and positive and leads by his ability to
withhold or give rewards and punishments.

 Participative or supportive:The participative

or supportive leadership behaviour is based on
the assumption that people essentially want to
participate, want to accomplish and will work well
if general supervision is employed and where
they are allowed to use their own initiative and
support is given while accomplishing their task.

 Instrumental or instrumental
supportive:Instrumental behaviour of leadership
emphasizes the leaders role as a manager in the
rational aspects of management namely
planning, organizing, controlling etc.
 SITUATIONAL APPROACH
 Stagdill
and his associates research findings
revealed that leadership ability is heavily
affected by situational factors like their job,
the organizational environment in which
they operated history of the enterprise,
community in which the organization
operates, psychological climate of the group
their characteristics, group member
personalities and cultural influences and so
on
 CONTIGENCY THEORIES:
THE FIEDLER MODEL:Fred E. Fiedler argued
that effectiveness depends on two interacting
factors: leadership style and the degree to which
the situation gives the leader control and influence.
Three things are important here:
 The relationship between the leaders and
followers: If leaders are liked and respected they
are more likely to have the support of others.
 The structure of the task: If the task is clearly
spelled out as to goals, methods and standards of
performance then it are more likely that leaders will
be able to exert influence.
 Position power: If an organization or group
confers powers on the leader for the purpose of
getting the job done, then this may well increase
the influence of the leader.
 SITUATIONAL LEADERSHIP
THEORY:
 It is a contingency theory that focuses
on followers' readiness. Readiness
refers to the extent to which people
have the ability and willingness to
accomplish a specific task. There are
four stages of readiness: able and
willing, able and unwilling, unable
and willing and unable and
unwilling
THE PATH-GOAL THEORY:
Path-goal theory identifies four kinds of leader
behavior.
 directive leader behavior - letting subordinates
know what is expected of them, giving guidance and
direction, and scheduling work.
 supportive leader behavior - being friendly and
approachable, showing concern for subordinate
welfare, and treating members as equals.
 participative leader behavior - consulting
subordinates, soliciting suggestions, and allowing
participation in decision making.
 achievement-oriented behavior - setting
challenging goals, expecting subordinates to perform
at high levels, encouraging subordinates and
showing confidence in subordinates' abilities.
 Path-Goal Situations &
Preferred Leader
Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
 CONTEMPORARY
THEORIES
Transactional Leaders
 Clarify
the role and task requirements
of subordinates
 Initiate structure
 Provide appropriate rewards
 Displayconsideration for subordinates
 Meet the social needs of subordinates
Charismatic Leaders
 The ability to inspire
 Motivate people to do more than
they would normally do
 Tend to be less predictable than
transactional leaders
 Create an atmosphere of change
 May be obsessed by visionary ideas
Transformational Leader
 Similarto charismatic leaders
 Distinguished by their special ability to bring
about innovation and change by
Recognizing followers’ needs and concerns
Helping them look at old problems in new
ways
Encouraging them to question the status
quo
TEAM LEADER:
Leadership is increasingly taking place within
a team context. The role of team leader is
different from the traditional leadership role.
The challenge for most managers is learning
how to become an effective team leader.
There are four basic team leadership roles:
team leaders are liaisons with external
constituencies, troubleshooters, conflict
managers and coaches
 LEADERSHIP STYLES

Leadership styles refer to a leader’s

behaviour.

It is the result of the philosophy,

personality and experience of the leader.
 Kurt Lewin's Leadership styles

Autocratic

Democratic

Laissez Faire

Functional

Institutional

Paternalistic
 Autocratic Leader:

 An Autocratic leader will not

entertain any suggestions or
initiative from subordinates. Under
this type of leadership, one person
decides for the whole group. An
autocratic leader does not trust
anybody.
Merits:
 Ithelps to make quick decisions
 Inefficient and insincere workers can easily
be identified
Demerits
 It kills initiatives for work and results in
frustration among workers.
 It often gives scope for conflicts between
the leader and his followers
 Participative or Democratic
Leader:
 A democratic leader can win the cooperation of
his group and can motivate them effectively and
positively.
Merits
 The decision finally made is mutually accepted.
 It improves the job attitudes of the sub-ordinate
staff.
Demerits
 this leadership is suitable only if the
subordinates are all capable of making
worthwhile suggestions.
 It may, sometimes be very difficult to evolve a
solution that is acceptable to everyone.
Laissez Faire or Free Rein Leader:
 A free rein leader will leave the group entirely to
itself such as a leader allows maximum freedom
to subordinates.
Merits
 1. The superior subordinate relationship is found
to be very good.
 Highly efficient subordinates, can make use of the
freedom given to them to excel.
Demerits
 Control may become difficult As the leader does
not involve himself at all in the activities.
 The subordinates are deprived of the expert
advice and moral support of their leader.
 Functional Leader:
 A functional leader is one who is an expert in
a particular field of activity. Such a leader
always thinks of the task he has undertaken
and spends most of his time finding out ways
and means of doing it better.

Merits
 The very presence of an expert is beneficial to
the followers and the organisation.
 the subordinates can certainly enrich their job
knowledge and skill.
 Institutional Leader:
 An institutional leader is one who has
become a leader by virtue of his official
position in the organisational hierarchy.
An institutional leader may not be an
expert in his field of activity.

Merits
 He has official authority to act.
 He may initiate action against a
subordinate who is shirking duties.
 Demerits

 He will not be in a position to offer proper

guidance to his followers because he may
not be an expert in his field of activity.
 Although the leader has the official right to
demand performance from his followers, he
may not have the moral right
 Paternalistic Leader:
 A paternalistic leader takes care of his
followers in the way the head of the
family takes care of the family members
Merits
 He assumes a paternal role to protect his
sub-ordinates.
 He is always ready to provide the necessary
physical amenities to the sub-ordinates
Demerits
 He is not in a position to offer
intellectual help to his followers.
 Demerits

 The functional leader will not be able to

go down to the level of an average
worker and offer any help.
 Misunderstandings may also arise
between the leader and his followers.
IMPORTANT KEYS FOR
LEADERSHIP
 IMPORTANT KEYS FOR
LEADERSHIP

 Trust and confidence in top leadership

is the single most reliable predictor of
employee satisfaction in an
organization.
 Effective communication by leadership
in the critical areas is the key to
winning organizational trust and
confidence:
 Helping employees understand the
company's overall business strategy.
 Helping employees understand how
they contribute to achieving key
business objectives.
 Sharing information with employees on
both how the company is doing and
how an employee's own division is
doing relative to strategic business
objectives.
 LEADERSHIP SECRETS
1. DECISIVENESS IS KEY
(LALIT KHAITAN, Chairman and
Managing Director, Radico khaitan)
The most distinguished trait that
defines a good leader is the
willingness to make decisions that are
need of the hour no matter how
difficult they may be. And the most
significant component of such
decision-making is self-confidence.
2.VISIONARY LEADERSHIP
(B.MUTHURAMAN, Managing
Director, Tata steel)
The ability to create a shared vision
among team members is the primary
trait of a true leader.
3. RELATE AND RULE 
(N.LAKSHMI NARAYAN, CEO AND
President, Cognizant Technology
Solutions)
Good leadership is the ability to
recognize all the factors that would
make the leader succeed in
motivating the group.
4. TAKE RESPONSIBILTY
(R.V.SHASTRI, Chairman and Managing
Director, Canara bank)
A leader is only as good as his team.
Leadership involves two steps: helping
subordinates take advantage of their
talents, and then fine tuning their
performance. Good leaders always take
responsibility for both the success and
failure of their teams