Leadership

Theories & Traits

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What Is Leadership?
Leadership The ability to influence a group toward the achievement of goals. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.

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Formal and Informal leaders

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Importance of leadership
Motivating employees Creating confidence Building morale

Leadership Theories
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Charismatic Leadership theory

Also called the great man theory Basic assumptions of this theory:
Leaders in general, and great leaders in particular, have some special inborn qualities bestowed upon them by the divine power. These qualities are sufficient for them to be successful . Since these qualities are inborn they can not be enhanced by education. These qualities make leaders effective and situational factors do not have any influence.

Trait Theories
Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

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Leadership Traits: Ambition and energy The desire to lead Honest and integrity Self-confidence Intelligence High selfmonitoring Job-relevant knowledge

Innate qualities of a successful leader

Physical feature. Intelligence: which is expressed in terms of mental ability and to some extent an inborn quality.

Major qualities essential for leadership

Emotional stability Human relations Empathy Objectivity Motivational skills Technical skills Communicative skills Social skills

Implications of theory

Firstly, the theory emphasizes that leaders require some traits and qualities to be effective. Second, many of theses qualities and traits may be developed by individuals through training and development programs or purely through experience.

Trait Theories
Limitations:

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No universal traits found that predict leadership in all situations. Traits predict behavior better in weak than strong situations. Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

Behavioral Theories
Behavioral Theories of

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Theories proposing that specific behaviors differentiate leaders from non leaders.

strong leadership is the result of effective role behavior. Leadership is shown by persons act rather than trait.

Leadership Styles
Is the method of coping with organizational reality which evolves out of traits and errors and is not deliberately, adopted or eventually organized by leader. Mc Gregor

Leadership Style
Authoritarian, Democratic, laissez fair leadership style. Decision Continuum Managerial grid Likerts :Four system of managerial leadrship Reddins : Three dimensional leadership leadership style.

Authoritarian, Democratic, laissez fair

Developed by Lewin, Lippit & White.

These styles depend upon weather the leaders take complete resp of decision making or delegate it to their subordinates after cleraly defining limits.

Authoritarian style of leadership

Leader assumes full authority of deciding goals. Policies , procedures & objectives are solely decided by leaders. The leaders makes all the strategic plans and takes all important decisions. Leaders does not take his subordinates in confidence. The leaders uses his power and prestige to ensure that his subordinates carry out his orders to every last detail.

Authoritarian style of leadership

Leaders evaluates performance of his subordinates through appreciation or criticism. Leader insists on loyalty from his subordinates. He does not believe in sharing information and exercises strict and close detailed supervision.

Democratic style of leadership

Leader allows subordinates to participate in all decision making. Joint discussions are held Delegation of authority and resposibility takes place. Total freedom to choose whom to work with and how to work is given to the subordinates. Leaders show appreciation to subordinates and overlooks trivial shortcoming .

Democratic style of leadership

Leader is approachable, suggestive and treats all subordinates equal. Leader is a mentor.

Authoritarian Style
Planning & Authority Task accomplishment Decision making Delegation Motivation Communication Learning Training & development Support & friendship

Democratic Style

Laissez fair style of leadership

Leader neither assumes responsibility to determine the objectives, goals, policies nor take decisions. Complete freedom to do things in the manner that subordinates desire to do. Leader is absolutely uninvolved in the affairs of his subordinates. Appreciation / appraisal of performance is evaluated by co-workers.

Decision Continuum
Area of freedom to subordinates
A

Use of authority by manager

1 2 3 4 5 6 7 8
Manager makes decisions Manager presents ideas Manager presents problems, elicits suggestions Managers defines limits Limit defined delegation

Own style of decision Invitation style Suggestive style Grp decision style Delegate style

Managerial grid
Developed by Robert Blake & JS Mouton. Exact portrayal of leadership on a two dimensional graph.

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Impoverished manager task manager Team manager country club manager Middle of the road

Likerts Leadership model

System 1: Exploitative Authoritative

All decisions are taken by management. Management does not have confidence in subordinates. Subordinates are treated as instruments Leader believe in surveillance, threat, coercion. Positive rewards are used occasionally.

Likerts Leadership model

System 2: Benevolent Autocrat

Leaders possesses certain degree of confidence and trust. He is concerned about his subordinate Although policies and strategies are designed by the management the subordinates are given an opportunity to comment. Communication is formal motivation is through a combination of rewards and punishments.

Likerts Leadership model

System 3: Consultative

Leader expresses substantial confidence in subordinates. Leaders make major decision, however subordinates take most decisions. Motivation is through rewards but coercion is also significantly. Controls are delegated to subordinates, with leader reserving the right to take final decision.

Likerts Leadership model

System 4: Participative

Leader has absolute confidence in subordinates. Communication is informal Participation is widely invited Controls are not emphasised, nevertheless , the leader encourages subordinates to assume responsibility.

Reddin,s three dimensional style

Effective leadership style Ineffective leadership style Executive style: concern for both Compromiser style: weak production & people. decision maker. Always undecided about people or production. Developer style: grt concern for Missionary style: all for people people and less focus on even though task in hand is on high production. Focus is on attitude and alert. T&D Benevolent Autocrat: more focus is on task, however he executes and plans carefully hence gets goals accomplished without resentment. Bureaucrat style :most subordinates dislike him , but achieves task. Autocrat Style: great emphasis is on task, even though people need focus. He does not have confidence in subordinates. Deserter style: he is passive, pessimistic, escapist