Leading

Through history, it has been recognized that the success of an organization or any group within an organization depends largely on the quality of its leadership. 1. 2. 3. 4. 5. Successful leaders :, Anticipate change Exploit opportunities Motivate their followers to higher level of productivity Correct poor performance Lead the organization towards its objectives

Leading as a managerial function

Effective management requires good leadership. Without a good leader organization can not function effectively and efficiently. Organizations are basically a creation of people for certain specified objectives. Therefor activities of organizational members need to be lead in a certain way to ensure the achievement of organizational objectives. Organizations exist to achieve objectives that are either impossible or extremely difficult to acieve if done by individual alone. Therefor leadership helps organizations in following manner. 1. 2. 3. 4. 5. 6. By creating a shared vision for the organization. By directing and coordinating the people and various activities among units. Communicating between organizational sub units. Monitoring activities and controlling deviations from standards. Motivate employees for higher performance. By leading create confidence and raise moral among followers.

Therefor we can see good leadership is essential in all functions of management and must be performed for a complex organization to attain objectives effectively.

Definition of leadership

The ability to influence individuals and groups to work toward attaining organizational objectives.

The ability to influence a group toward the achievement of goals. According to the above definitions ,we can understand that there are three important implication. Leadership involves other people(subordinates or followers) Leadership involves power playing between leaders and group members. Leadership is the ability to use different followers behaviours in a number of ways.

Power, influence and leadership

Leadership is a management function.the manager clearly needs to direct the group efforts and theefforts of all individuals toward objectives.the basic mechanism for accomplishing this direction is leadership and it is very closely related to the concepts of power and personal influence.

Power Definition
The ability to influence the behavior of others. To have power is to be able to change the behavior or attitude of others. There are five sources of power. 1. Reward power 2. Coercive power 3. Expert power 4. Referent power/charismatic power 5. Legitimate power/authority

Reward power Ones ability to reward another for desired behavior and performances.

Coercive power The ability of a person to punish others and thereby to influence the behavior and performance of them. Expert power Based on the belief that the influencer has some relevant expertise or special knowledge that the influenced doesent process. Referent power or charismatic power Related to once personality and personal charecteristics. If a person has a strong personality appearance that can influence others,then it is the referent power.

Legitimate power or the authority Legitimate freedom or discretion given to a position in the organizational hierarchy to make decisions and to taxe actions. This power is vested not on the people but on the organizational positions.

Leadership Vs managership
There are difference between leadership and managership. criteria Members known as Position lies at Sources of power Influencing mode Future focus Attitude toward change Respect Orientation/focus Type of decision making Most often used manager Subordinates Formal structure Positional Punishments Short sighted Status qua Expect Inward Rational,logical,analytical,tends To rely on models,computers,and number Crunching Inward Company gaols leader Followers Formal structure as well as informal structure Personal Rewards and charisma Far-sighted Innovative Receive Outward Emotional,charismatic,may alter the mood of followers and raise their hopes and expectations Outward Followers

Orientation/focus Primary goal

Leadership theories
1. The trait approach 2. The behavioural approach 3. The contingency approach/situational approach

Thrait approach to leadership In this approach, Leadership is understood by identifying the personal charecteristics of leaders. It is assumed that only the process who possess these traits could become successful leaders. This theoretical approach is also called as the great person theory of leadership. The following traits have been classified as personal charecteristics of successful leaders. 1. Physical factors(height,weight,geniality,enthusiasm,expressiveness,avertness and originality) 2. Intelligence 3. Sociability 4. Self-confidence 5. Will(initiative,persistence,ambition) 6. Dominance 7. Surgency(talkative,cheerfulness,geniality,enthusiasm,expressiveness,avertness and originality)

Limitations of the study 1. Even though it is very simple ,it has following drawbacks. 2. It does not consider the whole environment that has an impact on leadership,out of trait may be only one factor. 3. There cannot be generalization of traits for a successful leader. 4. No evidence has bees given about the degree of the various traits because people have various traits with different degrees. 5. There is a problem of measuring traits. 6. There have been many people with traits specified for leader,but they were not good leader.

Significance of the study 1. This approach is easy to understand. 2. Gives an indication as to the personal charecteristics that a leader should possess. 3. This helps management to develop such qualities through training and development programmes.

Behavioral approach to leadership

The behavioral approach to leadership is not the trait of the leader but rather the way the leader actually behaves towards followers that determine effective leadership. Research has focused on two aspects of leadership behavior. 1. Leadership functions 2. Leadership styles

Leadership functions This refers to functions that leaders perfom within their groups. For a group to operate effectively two fuctions should be performed by someone. 1. Task related functions or problem solving functions-that is suggesting solutions,pffering information and opinion tc. 2. Group maintenance function or social functions-helping the group to operate smoothly and also to ensure that individuals are self valued by the group.

Leadership styles The second aspect of behavior considers the behavioursl style that leaders uses in dealing with subordinates. Reasearces have found two leadership styles as followers. 1. Task oriented style 2. Employee-oriented style Task oriented style Closely supervises employees to make sure that the task is performed satisfactorily. Getting the job done is more important to them than employees growth or personal satisfaction.

Employee oriented style Try to motivate rather than control subordinates,seek friendly,trusting and respectful relationships with employees,employees are often allowed to participate decisions that affect them.

The managerial grid The managerial grid developed by Robert blake and jane mounton help to measure a managers relative concern for people and task. Located in this grid a manager can have either of five major leadership/management styles. high 1.9 9.9

Concern for people

5.5

1.1 low Concern pro production

9.1 high

1.1 management style (impoverished management) this management style has law concern for people and law concern for tasks/production. Major emphasis is to stay out of trouble. They exert minimum effort to get required job done and simply passed orders from superiors. The organization just survive.

1.9 management style (country club management) This management style has high concern for employees but low concern for production. Here peoples needs are satisfied and a friendly atmosphere remains in the organizations. However this situation does not help organization to achieve desired goals. 9.1 management style (task or authoritarian management) This management style has high concern for production and efficiency but low concern for employees.

5.5 management style (middle of the road management) the management style having a modarete,intermediate amount of concern for both production and employee satisfaction is known as middle of the road management but this is not the most suitable one. 9.9 management style (team or democratic management) The management style has high concern for both production and employee morale and satisfaction. Black and Mouton believed that this style is the most effective management style. It provide improved performance ,low absenteeism and turnover, and high employee satisfaction. 9.9 managers try to develop combine,commited work groups for both high production and high satisfaction.

The basic difference between trait approach and behavioural approach is that former emphasizes some particular trait of the leader while latter emphasizes particular behavior by him. However ,bith these approaches suffers from a common weakness, that is ,both these approaches do not consider situational factors in determining the suitability of a given leadership behavior or trait.

Contingency approach
Contingency approach identifies factors in the situation that affect the effectiveness of a particular leadership style. It holds the views that management techniques which contribute well in attaining organizational goals might vary according to different types of situations or circumstances.

Personality and situational factors that influence effective leadership It is argued that leadership effectiveness in different situation is determined by the followings, 1. Personality factos of the leaders and subordinates and 2. Situational factors that leader comes across. Personality and situational factors of effective leadership

Superiors expectations and behaviors

Task requirement

Leaders personality past experience and expectations

Leadership effectiveness

Peers expectations and behaviours

Organizations culture and policies

Subordinates charecteristics,expectations and behaviors