LEADERSHIP

LEADERSHIP

IT IS THE ACTIVITY OF PERSUADING

PEOPLE TO COOPERATE IN THE
ACHIEVEMENT OF A COMMON
OBJECTIVE

2
RBK
 TRAITS THEORY
• HONESTY AND INTEGRITY
• LEADERSHIP MOTIVATION
• SELF CONFIDENCE
• COGNITIVE ABILITY
• KNOWLEDGE
• CREATIVITY
• FLEXIBILITY

3
RBK
 AUTHORITARIAN DEMOCRATIC
TASK ORIENTED RELATIONSHIP ORIENTED

USE OF AUTHORITY
BY LEADER
AREA OF FREEDOM FOR
SUBORDINATES

LEADER PERMITS SUBORDINATES TO

LEADER MAKES DECISION
FUNCTION WITHIN DEFINED LIMITS
AND ANNOUNCES(TELLS)
LEADER DEFINES
LEADER SELLS DECISION LIMITS & ASKS GROUP
TO MAKE DECISIONS
LEADER PRESENTS IDEAS
AND INVITES QUESTIONS LEADER PRESENTS PROBLEM,
GETS SUGGESTIONS AND
DECIDES

LEADER PRESENTS TENTATIVE DECISIONS

SUBJECT TO CHANGE
4
RBK
 Behavioural Theories
• Ohio State Studies
– Initiating Structure
– Consideration

5
RBK
 FIEDLER’S CONTINGENCY
APPROACH
• Identify leadership style
According to Fiedler, leaders who describe the
person they least like to work with in relatively
positive terms are relationship oriented.
Relationship-oriented leaders are primarily
interested in maintaining and developing strong
personal relationships with co-workers. Those who
describe their least favorite co-worker in generally
negative terms are task oriented. Task-oriented
leaders are primarily interested in "getting the job
done."
6
RBK
 FIEDLER’S CONTINGENCY
APPROACH
• Define the Situation – Depends on
– Leader member relations : confidence, trust and respect for
leader
– Task structure: Structured or unstructured
– Position power: Hiring, firing, discipline, promotions and
salary increases.
• Match leader and situation
– Very favourable or unfavourable : Task oriented
– Moderately favourable: Relationship oriented.

7
RBK
 BLAKE AND MOUTON GRID
1, 9 9, 9
COUNTRY
TEAM MANAGEMENT DEMOCRATIC
CLUB WIN FRIENDS
AND
CONCERN FOR PEOPLE

INFLUENCE PEOPLE PRODUCTIVITY

THROUGH
PARTICIPATION

5, 5
TASK
DON’T ROCK ORIENTED
THE BOAT LEADERSHIP

PRODUCE OR PERISH

1, 1 CONCERN FOR TASK 9, 1

IMPOVERISHED AUTOCRAT8
RBK
 BASIC STYLES
EFFECTIVE STYLES
INEFFECTIVE STYLES

1, 9
CONCERN FOR PEOPLE
9, 9

MISSIONARY
DEVELOPER
RELATED EXECUTIVE
INTEGRATED
COMPROMISER

5, 5

BUREAUCRAT
DESERTER
SEPARATED BENEVOLENT
AUTOCRAT
DEDICATED
AUTOCRATIC

1, 1 CONCERN FOR TASK 9, 1

9
RBK
 LIFE CYCLE THEORY
MATURITY OF GROUP
1, 9 9, 9
COUNTRY ENCOURAGE
ABLE UNABLE
EXPLAIN
DEMOCRATIC
CLUB COLLABORATE
UNWILLING WILLING
CLARIFY
COMMIT
INSECURE CONFIDENT
PERSUADE
CONCERN FOR PEOPLE

PARTICIPATING SELLING

5, 5
DELEGATING TELLING

GUIDE
UNABLE
OBSERVE
ABLE DIRECT
UNWILLING
MONITOR
WILLING ESTABLISH
INSECURE
FULFILL
CONFIDENT

1, 1 CONCERN FOR TASK 9, 1

IMPOVERISHED AUTOCRAT
10
RBK
 LEADER – SITUATION - GROUP
SITUATION
GROUP •DANGER
•NEED FOR AUTONOMY •JOB DEMANDS
•SENSE OF RESPONSIBILITY •PRESSURE
•UNDERSTANDS GOAL •TIME
•JOB INTEREST

N
IO
•MOTIVATION

GR

T
•KNOWLEDGE & EXPERTISE

UA
•HOMOGENIETY O UP

T
SI
LEADER
•COURAGE
•ENERGY
•MATURITY
•MENTAL ABILITY
•MOTIVATION
•SOCIAL ORIENTATION 11
RBK
 LOW UNDERSTANDING OF GOALS HIGH

LOW SENSE OF RESPONSIBILITY HIGH

GROUP

LOW NEED FOR AUTONOMY HIGH

LOW INTEREST AND MOTIVATION HIGH

LOW KNOWLEDGE AND EXPERTISE HIGH

ALIKE HOMOGENIETY DIFFERENT

SITUATION

STRUCTURED JOB DEMANDS INNOVATIVE

HIGH DANGER LOW

HIGH PRESSURE LOW

LITTLE TIME LOTS

TELLS SELLS/CONSULTS JOINS

AUTHORITARIAN VARIABLE DEMOCRATIC

12
RBK LEADER
 INDIAN CONTEXT
• Leadership determines organisation’s
health. Characterised by:
– Adaption (Rigidity)
– Congruence of system and individual goals
– Reality orientation (Rooted in the past)
– Mutuality (Individuality)
– Continuity in power distribution – delegation of
authority and responsibility.

13
RBK
 INDIAN CONTEXT
• RAMA MODEL
• INDRA MODEL
• VIRAT PURUSH MODEL
• DADHICHI MODEL
• RAVANA MODEL

14
RBK
 RAMA MODEL
• Mai baap
• Role centred
• Authority with the leader
• Expects formal obedience
• “Do your duty” and leave the rest to the
powers that be

15
RBK
 RAMA MODEL
• Characteristics:
– Duty vs participative definition of role
– System bound authority vs task related
authority
– Self an instrument for and an extension of
goals of the patriarch
– Formal obedience vs emergence of
responsibility through negotiation
– Affiliative vs task approach
16
RBK
 INDRA MODEL
• Authority centered
• Top management has a thousand eyes
and ‘vajra’ for punishment
• Control through fear
• Breeds anxiety and distrust

17
RBK
 VIRAT PURUSH MODEL
• Grander version of Rama model
• Goal centred
• Charismatic personality
• People work under protection, guidance
and blessings of the virat purush
• Little creativity

18
RBK
 DADHICHI MODEL
• Value centred
• Externalise all blame
– Govt
– Unions
– Environment
– New generation

19
RBK
 RAVANA MODEL
• Guided by personal gainsof power
• Utilisation of organisation for selfish
interests
• Breeds ‘kitchen cabinets’
• Others feel helpless

20
RBK
 TRUST
• Positive expectation that another will not -
through words, actions or decisions – act
opportunistically.
• Dimensions:
– Integrity
– Competence
– Consistency
– Loyalty
– Openness
21
RBK
 TYPES OF TRUST
• Deterrence based
• Knowledge based
• Identification based

22
RBK
 Basic Principles of Trust
• Mistrust drives out trust
• Trust begets trust
• Growth often masks mistrust
• Decline or downsizing tests trust
• Trust increases cohesion
• Mistrusting groups self destruct
• Mistrust generally reduces productivity

23
RBK
 Framing
• Way to use language to manage meaning
• Used by leaders to influence how leaders
are seen.

24
RBK
 CHARISMATIC LEADERSHIP
• Followers make men heroes or extraordinary
leaders when they observe certain behaviour.
• Characteristics
– Vision and articulation
– Personal risk
– Environmental sensitivity
– Sensitivity to follower’s needs
– Unconventional behaviour
• Born or made?

25
RBK
 TRANSFORMATIONAL
LEADERSHIP
Presentation – Transactional leadership Vs
Transformational leadership

26
RBK
 EMOTIONAL INTELLIGENCE
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills

27
RBK
 TEAM LEADERSHIP
• Coaching
• Facilitating
• Handling disciplinary problems
• Reviewing team/individual performance
• Training
• Communication
• Managing team’s external boundary and
facilitating team process.
28
RBK
 TEAM LEADERSHIP
• Roles
– Liaison with external agencies
– Troubleshooter
– Conflict manager
– Coach

29
RBK
 Other Contemporary Issues
• Mentoring – Coaching, counselling,
sponsoring
• Self leadership
• Online leadership
• Attribution model of leadership
• Substitutes and neutralisers for leadership

30
RBK