Definitions of leadership

Leadership is the lifting of man s vision to higher sights, the raising of man s performance to higher standard, the building of man s personality beyond its normal limitations . PETER F DRUCKER Leadership is the ability to exert interpersonal influence by means of communication towards the achievement of a goal . KOONTZ AND O DONNEL

Characteristics
 Leadership helps others to attain specific goals.  Process of guiding, directing and influencing the people to do their best.  Leadership is a personal quality of behavior & character in a man.  It is a reciprocal relationship between the leader & the followers.  It involves the sharing of interest between leaders and his followers.

Importance of Leadership
Motivating Employees Better Utilization of Human Resources Creating Confidence Promoting the Spirit of Coordination Builds Morale Directing Group Activity Develop Good Human Relations Fulfills Social Responsibilities

Functions
 Integration  Communication  Production  Representatives of subordinates  Team spirit  Performance evaluation  Initiation  Shapes the character of the organization  Managers internal conflict

Leadership Qualities
            Intelligence Emotional stability Understanding human behavior Understanding the views of others Motivating the followers Initiative and creative ability Judging ability Responsibility and decision making Guidance Personality Dignified Honest

MANAGER Vs LEADER
MANAGER The best word is balance Want to smooth things out Think about how to oversee the existing order of things Thinks about execution Seek control Send signals Administers Maintains LEADER The best word is change Want to shake things up Think about how to shape the future Go for ideas Seek out risk Send messages Innovates Develops

MANAGER Focuses on systems& structures Relies on control Short-range view Eye on the bottom line Imitates Asks how and when Acts based on facts Finds answers Solves problems Learns via training Runs an organization

LEADER Focuses on people Inspires trust Long range perspective Leaders eye on the horizon Originates Asks what and why Acts based on ideas Rises questions Creates challenges Learns through experience Inspire people to run an organization

MANAGER Doing things right Goal oriented Seeks objectives Plans details Makes decision Appeals to head Likes action Wants results

LEADER Doing right things Feeds the imagination Seeks vision Sets direction Facilitates decision Appeals to heart Likes motivated. Wants achievements

Principles of Leadership
 Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.  Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.  Seek responsibility and take responsibility for your actions Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

 Make sound and timely decisions - Use good problem solving, decision making, and planning tools.  Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi  Know your people and look out for their well-being Know human nature and the importance of sincerely caring for your workers.  Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.

 Develop a sense of responsibility in your workers Help to develop good character traits that will help them carry out their professional responsibilities.  Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.  Train as a team - Although many so called leaders call their organization, department, section, etc.  Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

LEADERSHIP STYLES
Leadership styles: Patterns of behavior, which a leader adopts in influencing the behavior of his followers.

Different Leadership styles

Autocratic style Democratic style Free rein style Participative style Paternalistic style Visionary style Coaching style Affiliative style

AUTOCRATIC
 In Autocratic leadership style a manager centralizes decision-making power & authority in him & exercises complete & full-fledged control over his subordinates.  It is also known as authoritarian & directive style.  Leader makes decisions without reference to anyone else  High degree of dependency on the leader  Can create de-motivation and alienation of staff  May be valuable in some types of business where decisions need to be made quickly and decisively

TYPES OF AUTOCRATIC LEADER

1.    2.   3.    Strict autocrat Follows autocratic styles in a very strict sense. Influence subordinates through negative motivation criticising subordinates, imposing penalty etc. Benevolent Influence subordinates through positive motivation Uses reward and incentives Manipulative Tries to make the subordinate to feel that they are actually participating in decision making assumes that people are lazy , will avoid work and responsibility Believes that people basically work for money and want security

DEMOCRATIC
 Encourages decision making from different perspectives leadership may be emphasised throughout the organisation
Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

Free rein or the Laissez Faire

Complete freedom to sub-ordinates Leader passes on the responsibility for decision making to his subordinates & takes a minimum initiative in administration. Leader exists as a contact man with outsiders to bring all information needed to accomplish the work. Permissive style of leadership least intervention by the leader.

 Let it be

the leadership responsibilities are shared by all

 Can be very useful in businesses where creative ideas are important  Can be highly motivational, as people have control over their working life  Can make coordination and decision making time-consuming and lacking in overall direction  Relies on good team work  Relies on good interpersonal relations

Participative leadership
 Democratic, consultative or ideographic leadership.  Decentralization of authority in decision making process.  Sub-ordinates are consulted & their participation in formulation of policies is ensured  May help motivation and involvement  Workers feel ownership of the firm and its ideas  Improves the sharing of ideas and experiences within the business  Can delay decision making

Paternalistic leadership
 Leader acts as a father figure  Leader assumes that his function is paternal or fatherly  Paternalistic leader makes decision but may consult  Believes in the need to support staff  Leader provides good working conditions & fringe benefits to his sub-ordinates  Employees under such leadership will work harder out of gratitude  It generate resentment in subordinates

Visionary style
To build a rich picture of what is needed  Talk about future & not about the past Act as a Leader states the end game but gives people plenty of freedom to devise their own means. Share their ideas for the future Think long term & beyond the current problem set Communicate at all levels to get buy in Tell stories le model for how they would like others to behave

Coaching style
         Raises performance & develops people for the future Listen to the needs of their people Work at the pace of the individuals being coached rather than impose their own pace Demonstrate active listening & empathy Ask tough questions to make the individual think for themselves Challenge people to do things differently Help people to set clear development goals Give frequent feedback Give regular praise & recognition

Affiliative style
      Develops relationships & encourages sharing Give frequent praise & recognition Spend time on personal conversation Get to know what makes people tick Collaborate rather than compete Focus on the person rather than the task

FACTORS OF LEADERSHIP

Follower
 Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee.  A person who lacks motivation requires a different approach than one with a high degree of motivation.  Leader must know his people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation.  Leader must come to know their employees' be, know, and do attributes.

Leader
 Leader must have an honest understanding of who he is, what he knows, and what he can do.  Also, note that it is the followers, not the leader who determines if a leader is successful.  If they do not trust or lack confidence in their leader, then they will be uninspired.  To be successful the leader have to convince his followers, not himself or his superiors, that the leader is worthy of being followed.

Communication
Leader lead through two-way communication. Much of it is nonverbal. For instance, when he "set the example," that communicates to his people that he would not ask them to perform anything that he would not be willing to do.  What and how he communicate either builds or harms the relationship between he and his employees.

Situation
 All are different. What leader do in one situation will not always work in another.  Leader must use his judgment to decide the best course of action and the leadership style needed for each situation.  For example, he may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.  Various forces will affect these factors. Examples of forces are his relationship with his seniors, the skill of his people, the informal leaders within his organization, and how his company is organized.

Leaders are born, not made.

 Leaders have some inborn, exceptional qualities bestowed upon them by divine power  These qualities are sufficient for a leader to be successful  These qualities neither can be enhanced through education and training nor it can be shared  These qualities make a leader effective, situational factors have no effect

Leaders are made, not born

Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982).

LEADERSHIP THEORIES
1. Trait theories 2. Behavioural theories 3. Contingency theories 4. Transformational theories

Trait theory

The trait approach to understanding leadership assumes that certain physical, social, and personal characteristics are inherent in leaders. Sets of traits and characteristics were identified to assist in selecting the right people to become leaders.

1. Physical traits 2. Social background traits 3. Personality traits

Trait theories intended to identify traits to assist in selecting leaders. Trait theory has not been able to identify a set of traits that will consistently distinguish leaders from followers. No two leaders are alike. No leader possesses all of the traits. Traits theory based exclusively on traits ignore situational factors.

Behavioural theory

Most popular Behavioural Theories

1. Kurt Lewin s studies at the University of Iowa 2. The Ohio State group 3. The University of Michigan Studies 4. Managerial Grid

KURT LEWINS STUDIES AT

The theory focused on identifying the best leadership styles. The studies identified three leadership behaviours autocratic, democratic, and laissez faire.  The value of the studies was that they were the first to analyze leadership from the standpoint of scientific methodology They showed that different styles of leadership can produce different, complex reactions from the same or similar groups.

The Ohio State University Study

The studies sought to identify independent dimensions of leader behavior The two dimensions they identified are initiating structure and consideration The primary concern of leaders with considerate and employee-centered style is the employee s welfare.

The primary concern of leaders with initiating-structure and productioncentered styles are achieving goals. The study is the first to point out and emphasize the importance of both task and human dimensions in assessing leadership. This two dimensional approach lessened the gap between the strict task orientation of the scientific management movement and the human relations emphasis.

The University of Michigan Studies

The study classified leaders behaviors as employee-oriented and production oriented Employee-oriented leaders emphasized interpersonal relations, took a personal interest in employee's needs, and accepted individual differences among members. The production-oriented leaders emphasized the technical aspects of the job, focused on accomplishing group tasks, and regarded group members as a means to that end. The researchers strongly favoured employeeoriented leaders

Managerial Grid

Managerial grid is a two-dimensional view of leadership style developed by Robert Blake and Jane Mouton. There are five leadership styles that represents different combinations of concern for people and concern for production. Those who scored high on both dimensions simultaneously performed best.

 The primary objective of the impoverished style is for managers to stay out of trouble.  The primary objective of the country club style is to create a secure and comfortable atmosphere and trust that subordinates will respond positively.  The primary objective of the Authoritarian style is to achieve the organization s goals.  The primary objective of the Middle-of-the-road style is to maintain employee morale at a level sufficient to get the organization s work done.  The primary objective of the team leader style is to establish cohesion and foster a feeling of commitment among workers.

Contingency theories
Fiedler s Contingency Model Theory of situational leadership Leader-member Exchange Theory(LMX) Path Goal theory Leader participation Model

Fiedler s Contingency Model

This theory was developed by Fred E. Fiedler Leadership effectiveness depends on both the leaders personality and the situation. Three situational crieteria leader member relations, task structure, and position power that can be manipulated to create the proper match with the behavioural orientation of the leader.

Theory of situational leadership

 Developed by Paul Hersey and Kenneth Blanchard.  Classify activities of leaders into 1. Task Behavior : The leader engages in one-way communication. The leader not only explains what to do, but he/she also includes when, where, and how tasks are to be carried out. 2. Relationship Behavior : The leader and the workers engage in two way communication. The four different leadership styles such as Directing, Coaching, Supporting and Delegating. The leader allows group members considerable autonomy in completing the task.

Leader-member Exchange Theory(LMX)

 Leader member exchange theory examines the relationship and role processes between a leader and individual followers.  The theory is based on the understanding that leaders establish individual and mutually exchanged relationships with those in a subordination position.  The theory categories the followers or subordinates in to two 1. In-group 2. Out-group  The LMX process stages are Role taking, Role making, and Routinization.

PATH GOAL THEORY

Developed by Robert House The theory focuses on the situation and leader behavior rather than leader personality traits. The main function of a leader is to clarify and set goals with subordinates, to help them to find the best path for achieving goals and remove the obstacles to their performance. The four leadership behaviours are achievement oriented, directive, participative, and supportive leadership styles.

LEADER PARTICIPATION MODEL

 Developed by Vroom, Yetton and Jago  Theory relates leadership behavior and participation to decision making  The model provides a set of sequential rules to determine the form and amount of participative decision making in different situations.  The questions to be answered to determine the appropriate leadership style Quality Requirement, Commitment Requirement, Leader s information, Problem structure, commitment probability, goal congruence, subordinate conflict, subordinate information.

Emotional intelligence
Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn

characteristic.

SELF AWARENESS , SELF REGULATIONS EMPATHY AND SOCIAL SKILLS

 Self-awareness is the awareness of the self as separate from the thoughts that are occurring at any point in time. Ability to assess one s personality, behaviors & skills accurately  Self regulations is a set of constructive behaviors that affect one's learning.  Empathy is the ability to put oneself into the mental shoes of another person to understand her emotions and feelings  Social skills are most often thought of as a set of skills that allow us to communicate, relate and socialize with others.

Team Leadership
The person put in charge of guiding the team When problem arise, or a difficult task is give he will lead the team and manage that work with the help of team members
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Team Leadership Goal

 Increase group development and performance  Build trust, autonomy and authority of team members  Construct an environment that fosters collaborative learning

What makes a good team leader?

 Commitment to people as well as task is the first key element.  Desire to support and serve the team as well as lead from the front.  Enthusiasm, energy, inspiration and sufficient expertise.  Willingness to shoulder responsibility rather than pass the buck  Ability to make the team come together to achieve more than a group of individuals

What makes a good team member?

 Commitment to the team above themselves.  Positive contribution to the team process and goals.  Enthusiasm, energy, inspiration and sufficient expertise.  Willingness to take responsibility for elements of the team's work.  Delivering on commitments.

LEADERSHIP COMPETENCIES

SELF MANAGEMENT
 Interpersonal Communications  Analysis and Judgment  Problem Solving  Active Listening  Adaptability

LEADING PEOPLE
Influencing Others Team Building Driving for Results Situational Leadership Coaching and Developing Others

LEADING THE ORGANIZATION

Developing a Shared Vision  Networking  Conflict Management Managing Change Stewardship

Transactional Vs Transformational leadership

Transactional Leadership

Transformational Leadership

 In the words of Bass the  The transformational leader transactional leaders work changes the organizational within the organizational culture . culture as it exists  Leadership is proactive and forms  Leadership is responsive and new expectations in followers its basic orientation is dealing with present issues  Leaders arouse emotions in their  Leaders rely on standard followers which motivates them forms of inducement, reward, to act beyond the framework of punishment and sanction to what may be described as control followers exchange relations  Leaders are aware of the link  Leaders are distinguished by between the effort and their capacity to inspire their reward followers

 Leaders motivate followers by setting goals and promising rewards for desired performance  Leadership depends on the leader s power to reinforce subordinates for their successful completion of the bargain.

 Leaders create learning opportunities for their followers and stimulate followers to solve problems  Leaders possess good visioning, management skills, to develop strong emotional bonds with followers  Leaders motivate followers to work for goals that go beyond self-interest.

Empowerment
Empowerment means encouraging and allowing individual to take responsibility for improving the way they do their job and contribute to the organizational goal - Richard Carver

Elements of Empowerment
Self sufficiency and competence Meaningfulness Impact

Empowerment process
Empowerment results in behaviour Feeling of empowerment generated Remove conditions of powerlessness and provide self efficiency information Implement empowerment strategies and techniques Identifying conditions of powerlessness

Gender Issues in Leadership

Definition
Gender refers to social relationship, roles & responsibilities of men & women, the expectations held about the characteristics, aptitudes and likely bahaviour of both men and women that are learned change over time and vary between and within culture.

The meaning of power

Power is the capacity of a person, team or organisation to influence others

Influence
Influence is the process of affecting the thoughts, behavior & feelings of others.

Authority & power

A manager may have authority but no power. She may have the right, by virtue of her position as boss, to tell some to do. But she may not have the skill or ability to influence other people.

Forms of power
Legitimate power Reward power

Coercive power

Expert power
Reuters Archive Photos

Referent power

Legitimate power
Power that is based on position and mutual agreement; agent & target agree that the agent has the right to influence the target.

Reward power
 Power based on an agent s ability to control rewards that a target wants.

Coercive power
Power that is based on an agent s ability to cause an unpleasant experience for a target

Expert power
The power that exists when an agent has specialized knowledge or skills that the target needs

Referent power
An elusive power that is based on interpersonal attraction.

Questions
 leadership style  Characteristics  Qualities of a successful leader  Leader Vs Manager  Leadership theories  Managerial grid  Leaders are born, not made. Comment  Transactional Vs Transformational leadership

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