Leadership

Leadership is the art of turning followers into burning passion to achieve predetermined objectives.

Leadership inspires mans vision to higher sights & builds his personality beyond its normal limitation.

What is leadership?
Leading
Influencing

Guiding

Commanding

Leaders v/s Managers

Leaders
Create a new order
Opportunity focused Comfort in ambiguity Informal Active Innovative Do different things

Managers
Maintain existing order
Resource focused Comfort in clarity Formal Passive Adaptive Do things differently

Management vs. Leadership

THEROIES OF LEADERSHIP
TRAIT THEORY

BEHAVIOURIAL

CONTIGENCY CONTIGENCY

Theories of Leadership
1.Trait theory:
Leaders are born, not made. e.g. Napolean and Alexander.

Theories of Leadership
2.Behavioral theory
Ohio state studies Initiating structure Consideration University of Michigan studies Employee-oriented dimension Product oriented dimension Scandinavian studies Development oriented behavior

MANAGERIAL GRID

Napoleon

Aziz Premji

Leadership styles
Autocratic

Consultative

Subordinate-centered

 Bureaucratic Manipulative

Expert

Transformational
1. 2. 3. 4. 5. 6. Charismatic Focused on vision Inspiration Intellectual Stimulation Motivates to break limits Challenge existing structure

Transactional
1. Management by exception 2. Are hardworking 3. Stress plans, schedules and budgets 4. Manages by looking for deviations from rules. 5. Traditional motivation 6. Accept existing structure

Guru
Qualities
VISION PASSION "Don't give up, courage is my conviction. FOCUSSED ACCEPTS CHALLENGES REMOVES HURDLES CONFIDENT "We cannot change our Rules, but we can change the way they Rule Us. "Pursue your goals even in the face of difficulties, and convert adversities into opportunities."

Quotes
I keep revising my vision. Only when you dream it you can do it."

Structural v/s Situational Leadership

The Bison Herd Model

The Bird Model

The Bison Herd Model

The Bird Model

LEADERSHIP TRUTH

We Praise Leaders Too Much When Organizations Succeed, and Blame Them Too Much When Organizations Fail.

Contingency theories
All Consider the Situation Fiedlers Contingency Model Hersey and Blanchards Situational Leadership Model Leader Member Exchange Theory Leadership participation model Path Goal Theory

Fielders contingency model

Earliest model Leadership requirement upon situation Leadership style depends upon favorable and unfavorable situation Favorable and unfavorable situation are decided on the basis of

1. Leader member relationship 2. Degree of task structure 3. Leaders position

Fiedlers Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respect subordinates have in their leader.

Task Structure The degree to which the job assignments are procedurized.

Position Power Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Fielders contingency model

HIGHLY FAVORABLE
TASK MOTIVATED LEADERS PERFORM BETTER

MODERATELY FAVORABLE
RELATIONSHIP- MOTIVATED LEADER PERFORM BETTER

HIGHLY UN FAVORABLE
TASK MOTIVATED LEADERS PERFORM BETTER

ENJOY WORKING TOGETHER WORK ON CLEARLY DEFINED TASK LEADER HAVE FORMAL AUTHORITY WORKING FROM THE BASE OF MUTUAL TRUST AND RELATIVE CERTAINTY AMONG FOLLOWERS AND TASK AND, REWARDS, LEADER CAN DEVOTE PRIMARY ATTENTION TO GETTING THE JOB DONE

A COMBINATION OF BOTH FAVORABLE AND UNFAVORABLE FACTORS

DO NOT ENJOY WORKING TOGETHER WORK ON VAGUELY DEFINED TASK LEADER LACKS FORMAL AUTHORITY IN THE FACE OF MUTUAL MISTRUST AND HIGH UNCERTAINTY AMONG FOLLOWERS, LEADERS NEED TO DEVOTE PRIMARY ATTENTION TO CLOSE SUPERVISION

FOLLOWERS NEED SUPORT FROM LEADERR TO HELP THEM COPE WITH UNCERTAINTIES ABOUT TRUST, TASK, AND/ OR REWARD

Hersey and Blanchard's situational theory

Also know as life cycle model Maturity level plays an important role in influencing leadership style According to Hersey and Blanchard, leadership style can be categorized into four types1. Telling 2. Selling 3. Participating 4. Delegating

Hersey and Blanchard's situational theory

Leader member- exchange theory

By George Green states that subordinate are not treated equally by leader Leader establishes special relationship with small group of subordinates know as in group and rest are referred as out group

The Leader-Member Exchange Model

In-Group
Typically consists of a small number of employees with which the supervisor establishes a special relationship. Members of the in-group receive a disproportionate amount of the supervisors time and attention. As a result, members of the in-group usually receive special privileges and opportunities.

The Leader-Member Exchange Model

Out-Group
Consists of the majority of a supervisors employees. Members of the out-group receive less of the supervisors time and attention. As a result, the members of the outgroup are afforded fewer privileges and opportunities.

Leader-Participation Model
By Victor Vroom & Philip Yetton to establish relationship between leadership behavior and decision making style

Premise:
Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making Considers 12 contingency variables to consider whether or not to include subordinates in decision making

Leadership Participation Model

Features of the Model Selection of the appropriate decision making process involves considering two criteria of decision effectiveness: 1. Decision quality - referring to the extent to which the decision impacts job performance. E.g. cost consideration, information availability, and nature of problem structure 2. Subordinate commitment - refers to how important it is that the subordinate be committed to or accept the decision in order that it may be successfully implemented. E.g. commitment, prior approval, congruence of goal with that of organization, and conflict among employee.

Leadership Participation Model

Leadership Styles 1. Autocratic I (A-I) 2. Autocratic II (A-II) 3. Consultative I (C-I) 4. Consultative II (C-II) 5. Group (G) 6. Delegated (D)

Leadership Participation Model

Assumptions
Leaders can classify the problem by following the decision tree format Capable of adapting their style to suit the situation Employee should accept the leaders classification of the situation and his changing leadership style from situation to situation

Path-Goal Theory

A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

Path-Goal Theory
By Robert House Leader should provide support and guidance and help followers to achieve organizational goals Establishes path and remove hurdles Premise

Leader must help followers attaining goals and reduce roadblocks to success
Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)

PATH-GOAL THEORY OF LEADERSHIP

LEADER STYLES DIRECTIVE SUPPORTIVE ACHIEVEMENT-ORIENTED PARTICIPATIVE

THE LEADER COMPENSATES FOR THINGS LACKING IN EITHER THE EMPLOYEE OR THE WORK SETTING TO HELP THE WORKER PERFORM EFFECTIVELY

Houses Path-Goal Theory of Leadership

Asserts four types of leader behaviours:
Directive

Suggested when task is vague, especially if worker authoritarian, close-minded

Supportive

Suggested when tasks repetitive or unpleasant

Achievement-oriented

Suggested will help those in ambiguous, non-repetitive jobs increase expectations

Participative

Suggested to promote satisfaction in non-repetitive tasks that allow for ego involvement, or on repetitive tasks with open-minded, non-authoritarian subordinates

Level 5 Leadership: modern theory

The key to an organization becoming great is having a Level 5 leader

Who is a level 5 leader?

The Level 5 Hierarchy

Sits on top of a hierarchy of capabilities Each one is appropriate in its own right, but none with the power of Level 5

But to be a fully-fledged Level 5, we need the capabilities of all the lower levels, plus the special characteristics of level 5

Level 5 Leaders

Not by Level 5 Alone

Level 5 leadership is an essential factor for taking an organization from good to great, but its not the only one There are other drivers, combined with Level 5 the combined package which takes the organization beyond unremarkable The drivers are 1. First Who 2. Stockdale Paradox, 3. The Flywheel, 4. The Hedgehog Concept

The Hedgehog Concept

The Hedgehog model

A Compelling Modesty
Level 5 leaders are extremely modest They dont talk about themselves They would talk about the organization, about the contribution of others and instinctively deflect discussion about their own role

The Yin and Yang of Level 5

The Level 5 Hierarchy

The Level 5 Hierarchy

The Yin and Yang of Level 5

The Window and the Mirror

Born or Bred? : Can Level 5 be developed??

Unwavering Resolve An
Besides extreme humility, Level 5 leaders also display tremendous professional will They possess inspired standards, cannot stand mediocrity in any form, and utterly intolerant of anyone who accept the idea that good is good enough

The first category

Will never bring themselves to greater ambition of something larger and more lasting than themselves Work will always be first and foremost of what they get fame, fortune, power, adulation, etc. Work will never be about what they build, create and contribute The great irony is that the animus and personal ambition that often drives people to become a Level 4 leader stands at odds with the humility required to rise to Level 5

The second category

Could evolve to level 5
Capability resides in them, perhaps buried or ignored or simply nascent Under the right circumstances with self-reflection, a mentor, a significant life experience, loving parents, or other factors the seed can begin to develop

Level 5
A key component inside the black box of what it
takes to shift an organization from good to great Inside this black box is another the inner development of a person to Level 5 leadership A very satisfying idea, a truthful idea, a powerful idea, and to make the move from good to great, very likely an essential Idea A

Thank you
A group of donkeys lead by a lion can defeat a group of lions lead by a donkey
Thats leadership