Leadership

I am more afraid of an army of 100 sheep led by a

lion
than an army of 100 lions
led by a sheep.
 What Is Leadership?

management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
Qualities
• Indra Nooyi - CEO and board chairman of PepsiCo.
• She is described as fun loving, sociable, agreeable,
conscientious, emotionally stable, and open to
experiences.
• She joined PepsiCo in 1994 as head of corporate
strategy and was promoted to president and CFO
before moving into the firm’s top management
position.
• Nooyi has been named one of the most powerful
women in business and one of the most powerful
women in the world.
 Difference
Managers Leaders

• Managers have employees • Leaders win followers

• Managers react to change • Leaders create change

• Managers have good ideas • Leaders implement them
• Managers directs groups • Leaders create teams

• Managers try to be heroes • Leaders make heroes of

everyone around them
 Difference
Managers Leaders

• Managers take credit • Leaders take responsibility

• Managers are focused • Leaders create shared focus

• Managers communicate • Leaders persuade
• Managers count values • Leaders create values

• Managers exercise power • Leaders develop power with

over people people
 Styles of Leadership
• Democratic / Participative Leadership Style

• Autocratic / Dictatorial Leadership Style

• Laissez-Faire / Free-Rein Leadership Style

S.No. Dictatorial Democratic

     
1 Production Oriented Employee oriented
2 Autocratic Participatory
3 Initiator Considerate
4 Close/Aloof Open
5 Dominative Integrative
6 Arbitrary Persuasive
7 Power centralized Power shared
8 Communication one sided Communication two sided
9 Information retained Information shared
10 Not well defined Self defined
 Theories of Leadership
• Trait Theory

• Behavioral Theory

• Situational Theory
Trait Theories

Leadership
LeadershipTraits:
Traits:
•• Ambition
Ambitionand
andenergy
energy
•• The
Thedesire
desireto
tolead
lead
•• Honesty
Honestyand
andintegrity
integrity
•• Self-confidence
Self-confidence
•• Intelligence
Intelligence
•• Job-relevant
Job-relevant
knowledge
knowledge
• In 1960 , 20 different studies identified 80
leadership traits.

• Only 5 out of these were common

• Emergence of Big Five Model

• EI emerged as one of the most powerful trait

(Empathy)
 Conclusion –

• Traits can predict leadership

• Traits can only predict the emergence of

leadership but not distinguish effective and
ineffective leaders.
 Trait Theories
Limitations
Limitations: :
•• No
Nouniversal
universaltraits
traitsthat
thatpredict
predictleadership
leadershipininallall
situations.
situations.
•• Traits
Traitspredict
predictbehavior
behaviorbetter
betterinin“weak”
“weak”than
than
“strong”
“strong”situations.
situations.
•• Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand andeffect
effectofof
relationship
relationshipofofleadership
leadershipandandtraits.
traits.
•• Does
Doesnotnotdistinguish
distinguisheffective
effectiveand
andineffective
ineffective
leaders.
leaders.
Behavioral Theories

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
 Ohio State Studies
• In late 1940s
• Wanted to identified independent dimensions
of leadership behavior
• Beginning with 1000 dimensions, they
narrowed it to 2 categories.
– Initiating Structure – task oriented
– Consideration – relationship oriented
Ohio State Studies
University of Michigan Studies
Managerial Grid

Black and Mouton

 The
Managerial
Grid

EXHIBIT 11-1
Contingency Theories: Fiedler’s Model
Fiedler’s Model – Defining the style of
Leadership
Fiedler’s Model: Defining the Situation
Findings from Fiedler Model

EXHIBIT 11-2
Hersey and Blanchard’s Situational Leadership
Theory

ess
g n
l i n
w il
n d
y a
ilit
: ab
e ss
d in
r ea
e r
l low
F o

Leader: decreasing need for support and supervision

Leader–Member Exchange Theory
Leader-Member Exchange Theory

EXHIBIT 11-3
Path-Goal Theory
The Path-Goal Theory

EXHIBIT 11-4
Leader-Participation Model
Charismatic Leadership

Key
KeyCharacteristics:
Characteristics:
1.1. Vision
Visionand
andarticulation
articulation
2.2. Personal
Personalrisk
risk
3.3. Environmental
Environmental
sensitivity
sensitivity
4.4. Sensitivity
Sensitivitytotofollower
follower
needs
needs
5.5. Unconventional
Unconventional
behavior
behavior
Key Characteristics of Charismatic Leaders

EXHIBIT 12-2
 Transactional and Transformational
Leadership

• Contingent Reward • Charisma

• Management by • Inspiration
Exception (active) • Intellectual Stimulation
• Management by
• Individual Consideration
Exception (passive)
• Laissez-Faire
Characteristics of Transactional Leaders

E X H IB I T 123a
Characteristics of Transformational Leaders

EXHIBIT 12-3b
Visionary Leadership

Qualities
QualitiesofofaaVision
Vision: :
• • Inspiration that is value-
Inspiration that is value-
centered
centered
• • Is realizable
Is realizable
• • Evokes superior imagery
Evokes superior imagery
• • Well-articulated
Well-articulated
 Qualities of a Visionary Leader

•• Has
Hasthe
theability
abilityto
to
explain
explainthe
thevision
visiontoto
others.
others.
•• Uses
Usesown
ownbehavior
behaviorto to
express
expressthethevision.
vision.
•• IsIsable
ableto
toextend
extendthethe
vision
visionto
todifferent
different
leadership
leadershipcontexts.
contexts.
Contemporary Leadership Roles: Providing Team
Leadership

Team
TeamLeadership
LeadershipRolesRoles: :
•• Act
Actas
asliaisons
liaisonswith
withexternal
external
constituencies.
constituencies.
•• Serve
Serveasastroubleshooters.
troubleshooters.
•• Manage
Manageconflict.
conflict.
Contemporary Leadership Roles: Mentoring

Mentoring
MentoringActivities
Activities: :
•• Present
Presentideas
ideasclearly
clearly
•• Listen
Listenwell
well
•• Empathize
Empathize
•• Share
Shareexperiences
experiences
•• Act
Actas
asrole
rolemodel
model
•• Share
Sharecontacts
contacts
•• Provide
Providepolitical
political
guidance
guidance
Contemporary Leadership Roles:
Self-Leadership

Creating
Creatingself
selfleaders
leaders: :
• • Model self-leadership.
Model self-leadership.
• • Encourage employees to
Encourage employees to
create
createself-set
self-setgoals.
goals.
• • Encourage the use of self-
Encourage the use of self-
rewards.
rewards.
• • Create positive thought
Create positive thought
patterns.
patterns.
• • Create a climate of self-
Create a climate of self-
leadership.
leadership.
• • Encourage self-criticism.
Encourage self-criticism.
 Moral Leadership

Actions
Actions: :
•• Work
Workto topositively
positivelychange
changethethe
attitudes
attitudesand
andbehaviors
behaviorsof of
employees.
employees.
•• Engage
Engageininsocially
sociallyconstructive
constructive
behaviors.
behaviors.
•• Do
Donotnotabuse
abusepower
poweror oruse
use
improper
impropermeans
meansto toattain
attaingoals.
goals.
Leadership as an Attribution

Qualities
Qualitiesattributed
attributedtoto
leaders
leaders: :
• • Leaders are intelligent,
Leaders are intelligent,
outgoing,
outgoing,have
havestrong
strongverbal
verbal
skills, are aggressive,
skills, are aggressive,
understanding,
understanding,and and
industrious
industrious
• • Effective leaders are
Effective leaders are
perceived
perceivedas asconsistent
consistentand
and
unwavering in their decisions.
unwavering in their decisions.
• • Effective leaders project the
Effective leaders project the
appearance
appearanceofofbeing
beingaaleader.
leader.
 Finding and Creating Effective Leaders
• Selection
– Review specific requirements for the job.
– Use tests that identify personal traits associated with leadership,
measure self-monitoring, and assess emotional intelligence.
– Conduct personal interviews to determine candidate’s fit with
the job.
• Training
– Recognize the all people are not equally trainable.
– Teach skills that are necessary for employees to become
effective leaders.
– Provide behavioral training to increase the development
potential of nascent charismatic employees.