LEADERSHIP

LEADERSHIP

DEFINITION
According to Koontz and o Donnell it is
the art of including the subordinates to
accomplish their assignments with zeal
and confidence. Zeal reflects ardour,
earnestness and intensity in execution of
work; confidence reflects experience and
technical ability.

CONCEPT OF LEADERSHIP

Managers are people who do things right, while leaders are people
who do the right thing.

'Leadership is all about courage to dream big.

Leadership is a complex process by which a person influences others
to accomplish a mission, task, or objective and directs the organization
in a way that makes it more cohesive and coherent

Leadership makes people want to achieve high goals and objectives,
while, on the other hand, bosses tell people to accomplish a task or
objective.

Leadership can be used for good or ill

Leadership skills can be perverted to pursue bad ends








CHARACTERISTICS OF LEADERSHIP


Co-existence with follower ship

Responsibility

Understanding nature

Precedence

Situation










Co-existence with follower ship :
a leader cannot exist without followers
existing.
A leader exercises authority over the
group, and it should be willingly accepted
by his followers.
Leadership is not conferred or ordered but
is one to be earned


Responsibility:
a leader is expected to assume full
responsibility in all situations.
he must steer the group clear of all
difficulties.
he has to assume responsibility for all
actions of the group.
Understanding nature:
important characteristic feature of leadership is
its nature to understand the feelings and
problems of the group as a whole as well as the
individuals.
guide a leader is looked upon as a friend and a
philosopher.
a leader should strive to satisfy the personal and
social needs of his followers, which is very much
expected by them
Precedence:
Since the leader influences the behavior
and the activities of the followers he
should be endowed with the technical
competence and personality traits.
He should also be well aware of his own
preferences and limitations to impress
upon his followers
Situation:
Leadership patterns changes according to
the type of group and the situation in
which the group is operating.
A leader should know on the role to be
adopted on different situations
IMPORTANCE OF LEADERSHIP

1. Initiates action
2. Motivation
3. Providing guidance
4. Creating confidence
5. Building morale
6. Builds work environment
7. Co-ordination


























Initiates action


Leader communicates the policies and
plans to the subordinates from where the
work actually starts.






Motivation


A leader motivates the employees with
economic and non- economic rewards
and thereby gets the work from the
subordinates.























Providing guidance

A leader guides by instructing the subordinates
the way they have to perform their work
effectively and efficiently.




Creating confidence


Confidence is an important factor which can be
achieved through expressing the work efforts to
the subordinates, explaining them clearly their
role and giving them guidelines to achieve the
goals effectively.
It is also important to hear the employees with
regards to their complaints and problems.






Building morale


A leader can be a morale booster by achieving
full co-operation so that they perform with best
of their abilities as they work to achieve goals.








Builds work environment

Management is getting things done from
people. An efficient work environment
helps in sound and stable growth.He
should listen to his subordinates problems
and solve them.
He should treat employees on
humanitarian terms.






















Co-ordination


Co-ordination can be achieved through reconciling
personal interests with organizational goals. This
synchronization can be achieved through proper
and effective co-ordination which should be
primary motive of a leader.









IMPACT OF LEADERSHIP IN
AN ORGANISATION

Leadership and human behavior

Leadership and Communication

Leadership and motivation











Leadership and human behavior

Human nature is the comman qualities of all
people have similar needs .

A leader must understand these needs because
they are powerful motivators.









Leadership and Communication


Communication is very important
because a leader coach, coordinate,
counsel, evaluate, and supervise
through this process.







Leadership and motivation
A person's motivation is a combination of desire and
energy directed at achieving a goal.
LEADERSHIP
THEORIES
1.TRAIT APPROACH

2.BEHAVIOURAL
APPROACH

3.SITUATIONAL
APPROACH
TRAIT APPROACH
Keith davis has summarized four of the
major traits which might have an impact
on successful organizational leadership.
They are:
Intelligence
Social maturity and breath:
Inner motivation and achievement
drives
Human relations attitude
Intelligence: Research has shown that generally a
leader has higher intelligence that the average
intelligence of the followers. However the leader cannot
be exceedingly much more intelligent than his followers
Social maturity and breath: Leaders tend to be
emotionally stable and mature and to have broad
interests and activities. They have an assured,
respectful self concept
Inner motivation and achievement drives: Leaders
have relatively intense motivational drives of the
achievement type. The strive for intrinsic than extrinsic
rewards.
Human relations attitude: Successful leaders
recognize the worth and dignity of their followers and
are able to emphasize with them. According to research
studies leaders possess consideration and are employee
centered rather than production centered.
BEHAVIOURAL APPROACH
Autocratic
Participative or supportive
Instrumental or instrumental
supportive
Autocratic: An autocratic leader is one who
commands and expects compliance. He is dogmatic and
positive and leads by his ability to withhold or give
rewards and punishments.

Participative or supportive:The participative or
supportive leadership behaviour is based on the
assumption that people essentially want to participate,
want to accomplish and will work well if general
supervision is employed and where they are allowed to
use their own initiative and support is given while
accomplishing their task.

Instrumental or instrumental
supportive:Instrumental behaviour of leadership
emphasizes the leaders role as a manager in the rational
aspects of management namely planning, organizing,
controlling etc.
SITUATIONAL APPROACH
Stagdill and his associates research
findings revealed that leadership ability is
heavily affected by situational factors like
their job, the organizational environment
in which they operated history of the
enterprise, community in which the
organization operates, psychological
climate of the group their characteristics,
group member personalities and cultural
influences and so on
CONTIGENCY THEORIES:
THE FIEDLER MODEL:Fred E. Fiedler argued that
effectiveness depends on two interacting factors:
leadership style and the degree to which the situation
gives the leader control and influence. Three things are
important here:
The relationship between the leaders and
followers: If leaders are liked and respected they are
more likely to have the support of others.
The structure of the task: If the task is clearly spelled
out as to goals, methods and standards of performance
then it are more likely that leaders will be able to exert
influence.
Position power: If an organization or group confers
powers on the leader for the purpose of getting the job
done, then this may well increase the influence of the
leader.

SITUATIONAL LEADERSHIP
THEORY:
It is a contingency theory that focuses
on followers' readiness. Readiness
refers to the extent to which people have
the ability and willingness to accomplish
a specific task. There are four stages of
readiness: able and willing, able and
unwilling, unable and willing and
unable and unwilling

THE PATH-GOAL THEORY:
Path-goal theory identifies four kinds of leader
behavior.
directive leader behavior - letting subordinates know
what is expected of them, giving guidance and direction,
and scheduling work.
supportive leader behavior - being friendly and
approachable, showing concern for subordinate welfare,
and treating members as equals.
participative leader behavior - consulting
subordinates, soliciting suggestions, and allowing
participation in decision making.
achievement-oriented behavior - setting challenging
goals, expecting subordinates to perform at high levels,
encouraging subordinates and showing confidence in
subordinates' abilities.

Path-Goal Situations &
Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
CONTEMPORARY
THEORIES
Transactional Leaders
Clarify the role and task requirements
of subordinates
Initiate structure
Provide appropriate rewards
Display consideration for subordinates
Meet the social needs of subordinates


Charismatic Leaders
The ability to inspire
Motivate people to do more than they
would normally do
Tend to be less predictable than
transactional leaders
Create an atmosphere of change
May be obsessed by visionary ideas



Transformational Leader
Similar to charismatic leaders
Distinguished by their special ability to bring
about innovation and change by
Recognizing followers needs and concerns
Helping them look at old problems in new
ways
Encouraging them to question the status quo
TEAM LEADER:
Leadership is increasingly taking place within a
team context. The role of team leader is
different from the traditional leadership role. The
challenge for most managers is learning how to
become an effective team leader. There are four
basic team leadership roles: team leaders are
liaisons with external constituencies,
troubleshooters, conflict managers and coaches
LEADERSHIP STYLES
Leadership styles refer to a leaders
behaviour.
It is the result of the philosophy,
personality and experience of the leader.
Kurt Lewin's Leadership styles
Autocratic

Democratic

Laissez Faire

Functional

Institutional

Paternalistic





Autocratic Leader:

An Autocratic leader will not entertain any
suggestions or initiative from
subordinates. Under this type of
leadership, one person decides for the
whole group. An autocratic leader does
not trust anybody.
Merits:
It helps to make quick decisions
Inefficient and insincere workers can easily be
identified
Demerits
It kills initiatives for work and results in
frustration among workers.
It often gives scope for conflicts between the
leader and his followers
Participative or Democratic Leader:
A democratic leader can win the cooperation of his
group and can motivate them effectively and
positively.
Merits
The decision finally made is mutually accepted.
It improves the job attitudes of the sub-ordinate
staff.
Demerits
this leadership is suitable only if the subordinates
are all capable of making worthwhile suggestions.
It may, sometimes be very difficult to evolve a
solution that is acceptable to everyone.
Laissez Faire or Free Rein Leader:
A free rein leader will leave the group entirely to
itself such as a leader allows maximum freedom to
subordinates.
Merits
1. The superior subordinate relationship is found to
be very good.
Highly efficient subordinates, can make use of the
freedom given to them to excel.
Demerits
Control may become difficult As the leader does not
involve himself at all in the activities.
The subordinates are deprived of the expert advice
and moral support of their leader.

Functional Leader:
A functional leader is one who is an expert in a
particular field of activity. Such a leader always
thinks of the task he has undertaken and spends
most of his time finding out ways and means of
doing it better.

Merits
The very presence of an expert is beneficial to the
followers and the organisation.
the subordinates can certainly enrich their job
knowledge and skill.
Institutional Leader:
An institutional leader is one who has become
a leader by virtue of his official position in the
organisational hierarchy. An institutional leader
may not be an expert in his field of activity.

Merits
He has official authority to act.
He may initiate action against a subordinate
who is shirking duties.
Demerits

He will not be in a position to offer proper
guidance to his followers because he may not
be an expert in his field of activity.
Although the leader has the official right to
demand performance from his followers, he
may not have the moral right
Paternalistic Leader:
A paternalistic leader takes care of his
followers in the way the head of the family
takes care of the family members
Merits
He assumes a paternal role to protect his sub-
ordinates.
He is always ready to provide the necessary
physical amenities to the sub-ordinates
Demerits
He is not in a position to offer intellectual
help to his followers.
Demerits

The functional leader will not be able to go
down to the level of an average worker and
offer any help.
Misunderstandings may also arise between the
leader and his followers.
IMPORTANT KEYS FOR
LEADERSHIP

IMPORTANT KEYS FOR
LEADERSHIP

Trust and confidence in top leadership is
the single most reliable predictor of
employee satisfaction in an organization.
Effective communication by leadership in
the critical areas is the key to winning
organizational trust and confidence:
Helping employees understand the
company's overall business strategy.
Helping employees understand how they
contribute to achieving key business
objectives.
Sharing information with employees on
both how the company is doing and how
an employee's own division is doing
relative to strategic business objectives.

LEADERSHIP SECRETS
1. DECISIVENESS IS KEY
(LALIT KHAITAN, Chairman and Managing
Director, Radico khaitan)
The most distinguished trait that defines a
good leader is the willingness to make
decisions that are need of the hour no
matter how difficult they may be. And the
most significant component of such
decision-making is self-confidence.
2.VISIONARY LEADERSHIP
(B.MUTHURAMAN, Managing Director,
Tata steel)
The ability to create a shared vision among
team members is the primary trait of a
true leader.

3. RELATE AND RULE
(N.LAKSHMI NARAYAN, CEO AND
President, Cognizant Technology
Solutions)
Good leadership is the ability to recognize
all the factors that would make the leader
succeed in motivating the group.
4. TAKE RESPONSIBILTY
(R.V.SHASTRI, Chairman and Managing Director,
Canara bank)
A leader is only as good as his team. Leadership
involves two steps: helping subordinates take
advantage of their talents, and then fine tuning
their performance. Good leaders always take
responsibility for both the success and failure of
their teams