Professional Documents
Culture Documents
EFFECTIVENESS
Achieving our goals;
doing things well
KEY
CHALLENGES IN
LEADERSHIP
ETHICS AVAILABILITY
Doing things Willingness &
morally; doing readiness to lead;
good things doing things with
commitment
The complexity of context
Persistence of global problems:
poverty, natural calamities, environment,
terrorism, ethno-religious conflicts
Rapid changes: technology,
knowledge & information,
communications, media
Globalization vis-à-vis localization:
business, livelihood, health, population
COMPLEXITY AT DIFFERENT
LEVELS
Leader’s CONTEXT AND ENVIRONMENT
Managing
Conflict
Trouble
Shooting Motivation
Traditional Issues in
Leadership
Setting Dealing
goals with
external
Coaching agencies
Lone Delayed
decision decision
making making
Contemporary Issues
Changing
group Technology
dynamics
Contemporary Issues
Mentoring
Recruiting Ethical
& retaining Behaviour
quality
workers
A great personality: Guess who?
INVEST IN YOURSELF.
• He is ___________________________
• He is ___________________________
• He is ___________________________
• He is ___________________________
• He is ___________________________
• He is ___________________________
• He is ___________________________
• He is ___________________________
• He is ___________________________
Traits Theories of Leadership
Leadership
achievement of goals
Management
members.
Leadership
• Leadership (L) is a function of followers (f), goals (g), a measure of
willingness on the part of subordinates (w) and a given situation (s)
L = F (f,g,w,s).
• Formal leadership is acquired by appointment or selection and
authority is given to him to function as leader.
• Informal leadership emerges when a person uses interpersonal
influence in a group without designated authority or power. This
type of leader emerges in certain situation because of his charm,
knowledge, skills and other traits.
Behavioral Theories
While traits theories suggest what leaders “are”,
Behavioral Theories of leadership suggest what people
“do”. Theories proposing that specific behaviors
differentiate leaders from non-leaders.
Leadership effectiveness is determined in terms of
leader-subordinate interaction and outcome.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
Ohio State Studies
Consideration
The extent to which a leader is likely to have job relationships
characterized by mutual trust, respect for subordinates’ ideas, and
regard for their feelings
Initiating Structure
Dis-advantages:
• Advantages: -
• 2. Supportive
• 3. Achievement-oriented
• 4. Participative
Nevertheless specific leadership that is
most effective is also contingent upon :-
• 1. Characteristics of subordinates
• 2. Environmental factors
The Path-Goal Theory
Cognitive Resource Theory
In a modification of his own theory, Fiedler along with
Garcia focused on role of stress as a situational
unfavorableness in leadership. According to them ,
stress is an enemy to rationality and effectiveness of
leader’s intelligence and experience differ in low and high
stress situations.
Research Support:
• Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent
individuals.
• Less experienced people perform better in leadership
roles under low stress than do more experienced people.
A situation
• Mr. Anil Kapoor has recently taken over charge of General Manager
of Neptune Cement near Katni. The company incurred loss last
year.
• After a detailed study he classified his 430 employees as under:-
four combinations:-
• 1. Telling – When follower is unable and unwilling to do a
task i.e. is having a low level of maturity, the leader
needs to give a clear and specific directions.
• 2. Selling – If follower is unable but willing i.e. is having a
moderate level of maturity, leader needs to give a clear
and specific direction i.e. display high task orientation to
compensate for follower’s lack of ability and at the same
time should display high relationship orientation to get
the follower to buy into the leader’s desires.
• 3. Participating – When the follower is able but
Able Supportive
Monitoring
Participative
Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
Leader–Member Exchange Theory (LMX)
Transactional Leaders
• Contingent Reward
Leaders who guide or • Management by
motivate their followers Exception (active)
in the direction of • Management by
established goals by Exception (passive)
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience
(risk).
Ten Principles of Motivational Leadership
• 1. Set goals
• 2. Set an example
• 3. Constantly improve
• The early years were more about learning than about acting. I had
to carry on my father’s work, which was a big challenge.
• Character is one factor that will guide all our actions and decisions. We
invested in uncompromising integrity that helped us take difficult stands in
some of the most difficult business situations.
• As you get bigger, you have to learn to delegate. It’s also an excellent way
to get staff involved in the company’s operations.
• Before at GE, we generally used to tell people what to do. And they
did exactly what they were told to do, and not one other thing. Now
we are constantly amazed by how much people will do when they
are not told to do by management.