Leadership

Leadership
• The ability to influence a group toward the
achievement of goals.
• Leadership is “ the relationship in which
one person (the leader) influences others
to work together willingly on related tasks
to attain goals desired by the leader and /
or group.”
 Essence
• It refers to the ability of one individual to
influence others
• The influence is exercised to change the
behavior of others
• Behavior is changed through non-coercive
means
• Changed behavior is caused with an objective
of achieving a shared goal
• It’s a Group Phemenon
• MANAGERS Vs LEADERS
 Managers Vs Leaders

Manager Characteristics
1. Administers Leader Characteristics
1. Innovates
2. A copy
2. An original
3. Maintains
3. Develops
4. Focuses on systems and structures
4. Focuses on people
5. Relies on control 5. Inspires trust
6. Short range view 6. Long range perspective
7. Asks how and when 7. Asks what and why
8. Eye on bottom line 8. Eye on horizon
9. Imitates 9. Originates
10. Classic good soldiers 10. Own person
11. Does things right 11. Does the right thing
 Functions of a Leader
• To take the initiative
• He identifies group goals
• He represents the organization
• He acts as an arbitrator
• To assign reasons for his action
• To interpret
• To guide and direct
• To encourage teamwork
• He manages the organization
Types of Leadership Style
 Types of Leadership Style
• Autocratic:
– Leader makes decisions without reference to anyone
else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business where
decisions need to be made quickly and decisively
 Types of Leadership Style
• Democratic:
• Encourages decision making
from different perspectives – leadership may be
emphasised throughout
the organisation
– Consultative: process of consultation before decisions
are taken
– Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct
 Types of Leadership Style
• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations
 Types of Leadership Style
• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but
may consult
• Believes in the need to support staff
 Theories of Leadership
• Trait theory of Leadership
• Behavioural theory of Leadership
• Management Grid
• Situational theory of Leadership
• Great Man Theory of Leadership
• Path-Goal Theory
• Participation Theory of Leadership
 Trait theory of Leadership

• Trait theory seeks to determine personal

characteristics of effective leaders.
• It points out that the personal traits or
personal characteristics of a person make
him an effective or successful leader
• Good personality
• intell
What skills do leaders need?

• Personal Skills

•Coping with stressors

2.Managing
•Managing time
stress
•Delegating

1.Developing 3. Solving
Self-awareness Problems
creatively
•Using the rational approach
•Determining values •Using the creative approach
and priorities •Fostering innovation in others
•Identifying cognitive style
•Assessing attitude toward change
•Interpersonal Skills

•Gaining power
•Coaching •Exercise influence
•Counseling •Empowering others
•Listening 5. Gaining power
and influences

4. Communication 6. Motivating others

supportively

7. Management
conflict

•Diagnosing poor performance

•Identifying causes •Creating a motivating environment
•Selecting appropriate strategies •Rewarding accomplishment
•Resolving confrontations
 Overview

• Define leadership

• Present the background & classic studies of leadership

• Discuss the traditional theories of leadership

• Identify modern frameworks for leadership

• Relate the style implications from the classic studies & modern theories
of leadership

• Identify and analyze the skills needed for effective leadership

 Leadership

• The ability to influence a group toward the

achievement of goals
• “When you boil it down, contemporary
leadership seems to a matter of aligning people
toward common goals and empowering them to
take the actions needed to reach them.”
Sherman, 1995
• Sanctioned vs. non sanctioned leadership
 Trait Theories

• What characteristics or traits make a person a leader?

• Great Man Theory: Individuals are born either with or
without the necessary traits for leadership
• Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders
from non leaders
• Trait view has little analytical or predictive value
• Technical, conceptual and human skills (Katz 1974)
 Behavioral Theories

• Ohio state studies: initiating structure (task or goal

orientation) vs consideration (recognition of individual
needs and relationships)

• University of Michigan studies: Employee oriented

( genuine concern for people) vs production oriented
genuine concern for task)
 The Managerial Grid
1,9 9,9
High 9 Country club management Team management
Thoughtful attention needs of people Work accomplishment is from
for satisfying relationships leads to committed people, interdependence
8 A comfortable, friendly organization through a “common stake” in organization
purpose leads to relationship
atmosphere and work tempo of trust and respect
Concern for people

5
5,5
Organization Man Management
4 Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
3 9,1
1,1
Authority-Obedience
Impoverished Management
Efficiency in operations results
2 Exertion of minimum effort to get
from arranging conditions of
required work done is appropriate
work in such a way that human
Low to sustain organization membership
elements interfere to a minimal degree
1

1 2 3 4 5 6 7 8 9
Low Concern for production High
 Fiedler Contingency Model
• Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the
situation gives control and influence to the
leader
• LPC measures task- or relationship-oriented
leadership style ( think of all the coworkers you
have ever had and describe one person you
least enjoyed working with)
 Fiedler-Defining the situation
• After the individual's basic leadership style has
been assessed through the LPC, it is necessary to
match the leader with the situation
• Leader member relations -the degree of
confidence, trust, and respect subordinates have
on their leader
• Task structure -the degree to which task
assignments are procedurized
• Position power -influence derived from one's
formal structural position in the organization
 Contingency Theories

Fiedler’s contingency Model Relationship Oriented

Task Oriented
Performance
Good

poor Favorable Moderate Unfavorable

I II III IV V VI VII VIII
Category
Good Good Good Good Poor Poor Poor Poor
Leader member relations
High High Low Low High High Low Low
Task structures
Strong weak strong weak strong weak strong weak
Position power
Hersey and Blanchard’s Situational Theory
Style of Leader

(High)
Low High Task
Relationship and low
and relationship
Low task

ing

selli
at

n
ticip
Relationship behavior

g
Par
High
relationship
g

High Task
tin

And te
llin
a

And
leg

low task g
De

High
relationship

(Low) Task behavior (High)

Immature
High Moderate Low
Mature

M4 M3 M2 M1

Maturity of follower( s)
 Path Goal Theory

Environmental Contingency Factors

• Task Structure
• Formal authority system
• Work Group

Leader Behavior
Outcomes
•Directive
•Performance
•Supportive
•Satisfaction
•Participative
•Achievement -oriented

Subordinate contingency factors

•Locus of control
•Experience
•Perceived ability
 Charismatic Leadership

Key Characteristics of Charismatic leaders

1. Self Confidence- They have complete confidence in their judgment and ability.

2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between
idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others.
This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take
on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel,
unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.

6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as
caretakers of the status quo.

7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints
and resources needed to bring about change.
 Transactional vs Transformational leaders

Characteristics of Transactional and transformational leaders

Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules and standards,
takes corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions

Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important
purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually, coaches,
advises.
 The Activities of Successful & Effective leaders

Description categories
Type of Activity
Derived from free Observation

Exchange Information
Routine Communication
Handling paperwork

Planning
Traditional Management Decision Making
Controlling

Interacting with outsiders

Networking
Socializing /Politicking

Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing
Relative Distribution of Manager’s Activities

Networking
(19%)
Traditional Management
(32%)

Human resources
(20%)

Routine Communication
(29%)
What skills do leaders need?

• Personal Skills

•Coping with stressors

2.Managing
•Managing time
stress
•Delegating

1.Developing 3. Solving
Self-awareness Problems
creatively
•Using the rational approach
•Determining values •Using the creative approach
and priorities •Fostering innovation in others
•Identifying cognitive style
•Assessing attitude toward change
 The right stuff
Covey
• Empower your inner child-children are genuine, speak their mind-so
do successful leaders
• Be slightly weird-effective leaders have their own approach to do
things
• Embrace compensation-everyone likes money, but successful
leaders can talk about it
• Focus carefully –successful leaders are able to handle more than 2-
3 things at a time because they are able to filter out extraneous
information and focus on critical issues
• Speak openly- successful leaders say what they think
• Don't get even-get mad-good leaders let off steam and get on to the
next issue
• Keep up on the latest developments- successful leaders know the
latest jargon and trnds