UNIT VIII

LEADERSHIP

BY-PROF.RASHMI GUPTA
Objectives of the session
What is leadership?
Qualities of a good leader.
Various leadership styles.
Trait theories.
Behavioral theories.
Contingency theory
Fiedler’s model of leadership
 Transactional and Transformational Leadership

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 What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.

Management
Management is the process of
planning,organizing,coordinating
directing and controlling the
activities of others.

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Importance of Leadership
Leadership is the process of influencing and supporting others to
work enthusiastically towards a common goal/objective

Importance of Leadership:
 Motivating employees
 Creating confidence
 Building morale
 To introduce change
 To represent employees
 To exercise coordination

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Leadership Qualities

Personal Traits: Managerial Traits:

 Confidence Knowledge of aspects of

 Initiative management
 Innovation Technical Knowledge
 Communication skills Administrative ability
 Intelligence
 Decisiveness
 Foresight
 Responsible
 Empathy

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Leadership Styles
 Autocratic:
No communication with sub ordinates, takes decisions
and gives orders, workers work under fear and stress,
does not entertain questions by followers

 Democratic/participative:
Empathy, respects employees, good listener, delegates
authority, believes in participative management, open
to suggestions, flexible, attracts loyal sub ordinates

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Leadership Styles
 Laissez-faire:
Passive leader, freedom to subordinates in decision making,
limited guidance by the leader, no motivation or encouragement
provided, indifference towards responsibilities as a leader

 Functional/Intellectual:
Expert with sound technical knowledge, gets respect from
subordinates due to intellect, gives correct guidance to
employees, considers problems and judges on merit

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Leadership Styles

 Bureaucratic:
No innovation and flexibility, function strictly within the
framework of organisational rules and regulations,
mechanical decision making, delays in functions

 Situational:
Adjusts his style according to the situation, studies the
situation before adopting the style, which can range from
dictatorship to democracy, flexibility, result oriented,
combination of many types of leadership

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Trait Theories
Traits Theories of
Leadership Leadership
LeadershipTraits
Traits: :
•• Ambition
Ambitionand
andenergy
energy
Theories that consider
personality, social, physical, •• The
Thedesire
desiretotolead
lead
or intellectual traits to •• Honest
differentiate leaders from Honestand
andintegrity
integrity
non-leaders. •• Self-confidence
Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevantknowledge
knowledge
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Trait Theories
Limitations
Limitations: :
•• No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predictleadership
leadershipinin
all
allsituations.
situations.
•• Traits
Traitspredict
predictbehavior
behaviorbetter
betterinin“weak”
“weak”thanthan
“strong”
“strong”situations.
situations.
•• Unclear
Unclearevidence
evidenceof ofthe
thecause
causeandandeffect
effectof
of
relationship
relationshipof ofleadership
leadershipandandtraits.
traits.
•• Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceofofleadership
leadership
than
thandistinguishing
distinguishingeffective
effectiveand
andineffective
ineffective
leaders.
leaders.
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Behavioral Theories
Behavioral Theories of Leadership
Theories proposing specific behaviors that
differentiate leaders from non-leaders.

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

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Ohio State Studies
Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.
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 high

Human Relations Democratic

Conside
ration
for
behavior
Laissez Faire Autocratic

Low
Low High
Initiating Structure behaviour

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University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.

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 The Managerial
Grid
(Blake and Mouton)

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Contingency Theories
Fiedler’s Contingency Model
The theory that effective groups depend on 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.

Least Preferred Co-Worker (LPC)

Questionnaire
An instrument that purports to
measure whether a person is task-
or relationship-oriented.

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Essentials of Relations&Task oriented
Leadership style
Relations-oriented Task-oriented

 Good inter personal  Emphasis on task

relations. accomplishment
 Sensitive to the needs and  Use of power.
feelings of others.  Task structure.
 Consultation with  No consultation with
subordinates. subordinates.
 Open communication with
subordinates.

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Fiedler’s 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 one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
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Findings from Fiedler Model

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Hersey and Blanchard’s Situational
Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Unable and Unable but Able and Able and
Unwilling Willing Unwilling Willing

Follower readiness:
ability and willingness

Leader: decreasing need

for support and supervision

Directive High Task and Relationship Supportive Monitoring

Orientations Participative
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Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Follower Unwilling Willing
Readiness

Able Supportive
Monitoring
Participative

Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations

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Path-Goal Theory
Path-Goal Theory
The theory that it is the leader’s
job to assist followers in attaining
their goals and to provide them
the necessary direction and/or
support to ensure that their goals
are compatible with the overall
objectives of the group or
organization.

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The Path-Goal Theory

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Leader-Participation Model
Leader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations.

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Transactional and Transformational
Leadership
Transactional Leaders
• Contingent Reward
Leaders who guide or • Management by
motivate their followers in Exception (active)
the direction of established • Management by
goals by clarifying role and Exception (passive)

task requirements. • Laissez-Faire

Transformational Leaders • Charisma

Leaders who provide • Inspiration

individualized consideration • Intellectual Stimulation
and intellectual stimulation, • Individual Consideration
and who possess charisma.
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Characteristics of Transactional Leaders

Contingent Reward: Contracts exchange of rewards for

effort, promises rewards for good performance, recognizes
accomplishments.

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.

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Characteristics of Transformational Leaders

Charisma: Provides vision and sense of mission, instills pride,

gains respect and trust.

Inspiration: Communicates high expectations, uses symbols

to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality,

and careful problem solving.

Individualized Consideration: Gives personal attention,

treats each employee individually, coaches, advises.

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 THANK YOU!!!!!

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