LEADERSHIP

The concept and definition of leadership:

The word leadership  has come from the word "lead" which means to guide, to conduct, to direct
etc. It can simply be defined as the ability to influence others.
Leadership is an art. It is the catalyst that transforms potential into reality. 
Leadership is the process of influencing and supporting others to work enthusiastically toward
achieving objectives.
According to Harold Koontz
"Leadership is the art of influencing people so that they will strive willingly and enthusiastically
towards the achievement of group goals."
 Fred luthans said
"The behavior of a leader influences the work performance and satisfaction of his subordinates"
According to Stogdill
" Leadership is the situation and maintenance of structure in expectation and interaction"

Paul Pigors has mentioned the four talks of a leader:- Initiation, Representation, Administration
and Explanation.

Leadership Behavior: 
In early days, personal traits were considered as a man source of successful leadership. But this
concepts have been changed at present. Now a days, emphases is given upon the behaviour of
leadership 
That means, successful leadership does not depend upon personal qualities alone, but mainly
depends upon the appropriate behaviour of a leader, his skills and actions. 
A leader uses three types of skills, namely - Technical skill, human Relation skill and Conceptual
skill. Although these skills are inter-related in practice, these skills are inter-related in practice,
they can be considered separately. 
(a) Technical skill: 
It refers to a person's knowledge and ability in any type of process or technique. Examples are
the skill learned by Accountants, Engineers, Mechanics, and Carpenters.
(b) Human skill:
It is the ability to work effectively with people and to build teamwork.
(c) Conceptual skill: 
It is the ability to think in terms models, frameworks and broad relationships. Conceptual skill
deals with ideas, while human skill concered people and technical skill involves things.
On the other hand, it is said that leaders are the product of situation. Successful leadership
requires behaviour that units and stimulates followers toward defined objectives in specific
situation.
The three elements-- leader, follower and situation- are variables that affect one another in
determining appropriate leadership behavior.

Leadership and Management

It should be clear that leadership and management are related but they are not the same. A person
can be a manager, a leader, both or neither. 
Leadership is an important part of management, but it is not the whole story. Managers plan
activities, organize appropriate structure and control resources, but the primary role of a leader is
to influence others voluntarily to seek defined objectives. 
Mangers hold formal position. When as anyone could use their informal influence while acting
as a leader.
Strong leaders may be weak managers. On the other hand weak leaders may be effective
managers, it is also said that a managers is necessarily a leader but a leader may not be a
manager.

Leadership and Power

The first ingredient of leadership is power. Power is the potential ability to affect the behavior of
others, in organizational setting, there are usually five kinds of power:
Legitimate power:  This power is granted through the organizational hierarchy. It is the same as
the authority all managers have legitimate power over their subordinates.
Reward power: This power is the power to give withhold rewards. In general, the greater the
number of rewards controlled by a manager and the more important the rewards are to the
subordinates, the greater the manager's reward power. (Rewards may be salary, bonuses,
promotions, praise, recognition, interesting).
Coercive power: This type of power is the power to force compliance via psychological,
emotional or physical punishment. The more a manager uses coercive power, the more likely he
or she is to provoke resentment and hostility.
Referent power: This type of power is more abstract that other types of power. It is usually
based on identification or imitation. It may also take the form of charisma, an intangible attribute
into leader's personality that inspires loyalty and enthusiasm.
Expert power: Expert power is derived from expertise. This power is the personal power that
accrues to someone based on the information or expertise that he possess. 
Theories of leadership
The different theories of leadership are discussed below:
Trait Theory of leadership:
The trait theory also called the “Great man Theory” of leadership is based on the view that
leaders are born, not made. According to this theory, the leadership is innate.
In ancient times the Greek and Romans believed that leaders were to have certain inborn
qualities such as, intelligence, assertiveness, good vocabulary, attractiveness, self-confidence
above average height and similar attributes:
In recent studies, the following key leadership traits have been identified:
a)      Drive (including achievement, ambition, energy, initiative and tenacity).
b)      Leadership motivation (the aspiration to lead).
c)       Honesty and integrity, self- confidence
d)      Cognitive ability and an understanding in the business.
e)      Creativity, flexibility, adjust-ability and charisma.
This study has not been very faithful approach to explaining leadership. Not all leaders possesses
all the traits and many non-leaders may possess most or all of them.
Example of Great man Leadership:-
Prophet Muhammad (s), Khaled Bin Walid, Isa Khan, Akbar the Great etc.
Situational theory of leadership:
The general belief of situational theory is that leaders are products of real situation rather that
gifts of nature.
A large number of studies have been made on the premise that leadership is strongly affected by
the situation from which the leader emerges and in which he or she operates. Example are – the
rise of Mao Ts c-tung in China in the period after World War second and the emergence of
Gandhi in India during the eighty decades of the twentieth century.
This theory is also known as contingency theory which is mainly developed by F.E.Fiedler and
his associates.
This approach mainly focuses on the following elements:
a)      The leader member relations:  The effectiveness of a leader depends upon how the leader is
accepted by its members, how much he is popular among the members.
b)      Task structure: If the tasks are clear, the quality of performance can be more easily
controlled. Designing well-defined task structure is a success for a good leader.
c)       Position power:  A leader with clear and considerable position power can obtain good
fellowship more easily than one without such power.
Path-goal theory:
The Path-goal theory developed by Martin G. Evans and Robert House suggests that the main
function of the leader is to clarify and set goals with subordinates, help them find the best path
for achieving the goals and remove obstacles.
Behavioral theory of leadership:
In this theory, the success of leader depends upon the behavior pattern of the leader to his
subordinates irrespective of his quality or traits.
Follower theory of leadership:
This theory is developed by F.H.Sanford. According to his theory, the subordinates or members
of the group accepts a person a leader who is always determined to meet their expectations,
hopes and aspirations, demands etc and fulfill their personal grievances.
Functions of leadership
The following functions are included to leadership:
1)      Influence on the behavior of subordinates/follower.
2)      Goal setting
3)      Maintaining unity
4)      Solution of internal conflict
5)      Responding subordinates needs
6)      Representation
7)      Ensuring security
8)      Praising for good work.

Leadership style/types:
Participating leadership style: The participating style is marked by allowing group members to
take a more active role in the decision-making process.
Autocratic leadership style: It refers to a style where the leader takes all the decisions by
himself.
Democratic leadership style: It refers to a style where the leader consults its subordinates
before taking the final decision.
Laissez-faire or Free-rein leadership style: It refers to a style where the leader gives his
subordinates complete freedom to take the decisions.
Paternalistic leadership style: Paternalistic leadership is a managerial approach that involves a
dominant authority figure who acts as a patriarch or matriarch and treats employees and partners
as though they are members of a large, extended family. In exchange, the leader expects loyalty
and trust from employees, as well as obedience.

Leadership Qualities:
The following qualities are required to become a successful leader:
 Attitude of accepting overall responsibility
  Physical fitness
 Pleasant personality
 Administrative and Organizing ability 
 Self-determination and control
 Justice
 Cooperative attitude
 Courage and Initiative
 Time consciousness
 Work related knowledge
Followership: People who follow leaders.
Leadership: Person who followed by followers
Difference between leadership and followership
NO.1
 Leaders are willing to step up and take control of a project or task. They enjoy a
challenge and embrace change as they know it will benefit them in the long term.
 Followers have to be forced to drive a project by their boss. They rarely, if ever,
volunteer to take on a project. This is the case even if the positive aspects out way the
negative. They are happy to go through life maintaining the “status quo”.
NO.2
 Leaders show ingenuity, once they have a general grasp for a project they can
strategically plan the best way to achieve the final objective.
 Followers want direction, they need step by step instruction. They require constant
assurance and approval, often as a means to covering themselves should something go
wrong.
NO. 3
 Leaders are pro-active, and are not content with simply waiting for the next step.  They
despise inaction and are driven crazy by lack of progress. They accept responsibility, and
are motivated by conquering obstacles in their way.
 Followers are re-active, content with inactivity, as long as nobody is on their backs about
it. Obstacles throw them off course and they look to leaders to re-build their confidence
and set them back on the right track.
NO.4
 Leaders drive projects and people to the finish line. They are like freight trains,
unstoppable forces that will plough through any obstacle that gets in their way. That
doesn’t necessarily mean that they plough through people that get in their way. A good
leader, will push teamwork rather than individual achievements. They compliment
members of the group under their care in order to motivate team members and get them
to buy into their plan.
 Followers are dragged across the finish line, some kicking and screaming. Some,
however, may have found an inner strength that may include them participating in the
leadership role next time round. Or they may have at least learned enough to keep them
from being part of the carnage left behind in the future.
NO.5
 Leaders are not paralyzed by fear, they thrive on it. They tackle it head on and show it
who’s boss.
 Followers stop when things get even a little rough. They again look for re-assurance and
can let fear affect their decision making process. Often the fear is without any real
justification, but maybe for some an excuse to walk away from a challenge.
Conflict and Conflict Management: - The process in which one party considers that his
interests are negatively affected or being opposed by the other party is referred as conflict. The
friction is created between the parties by disagreement on certain important issues. When people
have opposing perceptions, feeling & interests, there exists some conflict. In such situation
people identify different viewpoints which further causes disagreement between them & this
would result in the opposition of the accomplishment of the objectives of both parties. In general
terms, the conflict is considered to be harmful, but it can also become beneficial when it is
employed delicately for the improvement in creativity. Conflict is not similar to the rivalry or
competition among two or more people or groups that try to obtain certain outcomes. There may
be two parties in the competition from which one can lose and other can win, but in case of
conflict, no one wins or loses, instead both parties can cooperate with each other in some
mutually beneficial way.
In case of organizational conflict, the interests of a Group of Stakeholders are availed by
expending the interests of some other group of stakeholders. There are different objectives of all
the stakeholders of organization so there must exist organizational conflict. The negative images
are associated with the conflict like violent & angry behavior of union etc., but in certain cases
the effectiveness of the organization can improve through conflict. On passing a certain level, the
conflict can become harmful for the organization.
Transitions in the Concept of Conflict:
The traditional view of the conflict states that it is a process of disagreement between two parties
over some important issues that creates friction between them. Another old view about conflict is
that it is dangerous for the organizations as employers make efforts to accomplish the goals that
are not compatible and in this way they are wasting their time & potential. But according to
modern inter-actionist view of conflict, it is considered to be based on the problems rather than
on the personalities which results in the increase in the creativity & problem solving capacity.
When a number of different people give their view points on certain issues, then there come a lot
of alternative solutions to the problems that can be quite helpful in the decision making. The
employees of the organizations can also be energized & motivated through conflict that makes
them focus on their tasks. According to the human relation concept of conflict, the conflict
occurs as a natural phenomenon so organizations should accept the conflict.
Conflict Bad or Good:
Both negative and positive consequences are associated with the conflict. When a positive aspect
of conflict is considered, it motivates & energizes the employees to compete with others by
concentrating on the assigned tasks. When the negative aspect of conflict is analyzed, the
participants involved in conflict lose to maintain common goals and they concentrate to win at
any cost. Furthermore, the cooperation is vanished between the participants (employees) &
distorted judgments are made due to the presence of conflicts. And at last, the participant who
loses in the conflict also loses his motivation and this can be dangerous for the long term
relationship & finally the overall performance of the organization is badly affected.
Effectiveness Improvement through Conflict:
The conflict makes an organization to reassess its existing views which would reduce the inertia
through upcoming change. The quality of decision making is made better by considering a
number of different views.
Kinds & Levels of Conflicts:
There four kinds of conflict which are as follow.
1. Intergroup Conflict:
When groups of inside & outside stakeholder of the organization disagree on certain issues, there
exists an intergroup conflict.
2. Interpersonal Conflict:
When there are variation of values, goals & styles between two or more interacting persons,
interpersonal conflict emerges.
3. Intra Group Conflict:
Intra group conflict is associated with the work procedures & work goals between two groups in
the organization.
4. Intrapersonal Conflict:
When an individual has a conflict in his internal system over divergent values, goals or roles, he
faces intra-personal conflict.
Conflict can also be horizontal or vertical. Horizontal conflict occurs between groups or
departments that are on the same level. While the vertical conflict takes place among employees
that belong to a different level in the organizational hierarchy.
Furthermore, conflict can also be further classified in the following three categories.
1. Task Conflict:
A conflict that emerges over goals & contents of the work is called task conflict.
2. Relationship Conflict:
The conflict that arises due to interpersonal relationships is called relationship conflict.
3. Process Conflict:
Conflict that is based on the method of performing work is called process conflict.
Thomas-Kilmann Conflict Mode Instrument
The Thomas Kilmann Conflict Mode Instrument is a model for handling conflict:

The model organizes 5 conflict management styles based on two dimensions:

Assertiveness and cooperativeness.
5 Conflict Management Styles
Here are the five conflict management styles according to Thomas, K.W., and R.H. Kilmann:
1. Accommodating – This is when you cooperate to a high-degree, and it may be at your
own expense, and actually work against your own goals, objectives, and desired
outcomes.  This approach is effective when the other party is the expert or has a better
solution.  It can also be effective for preserving future relations with the other party.
 2. Avoiding – This is when you simply avoid the issue.  You aren’t helping the other party
reach their goals, and you aren’t assertively pursuing your own.  This works when the
issue is trivial or when you have no chance of winning.   It can also be effective when the
issue would be very costly.  It’s also very effective when the atmosphere is emotionally
charged and you need to create some space. Sometimes issues will resolve themselves,
but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy.
3. Collaborating – This is where you partner or pair up with the other party to achieve both
of your goals.  This is how you break free of the “win-lose” paradigm and seek the “win-
win.”  This can be effective for complex scenarios where you need to find a novel
solution.  This can also mean re-framing the challenge to create a bigger space and room
for everybody’s ideas.  The downside is that it requires a high-degree of trust and
reaching a consensus can require a lot of time and effort to get everybody on board and to
synthesize all the ideas.
4. Competing – This is the “win-lose” approach.  You act in a very assertive way to
achieve your goals, without seeking to cooperate with the other party, and it may be at the
expense of the other party.    This approach may be appropriate for emergencies when
time is of the essence, or when you need quick, decisive action, and people are aware of
and support the approach.
5. Compromising – This is the “lose-lose” scenario where neither party really achieves
what they want.  This requires a moderate level of assertiveness and cooperation.  It may
be appropriate for scenarios where you need a temporary solution, or where both sides
have equally important goals.   The trap is to fall into compromising as an easy way out,
when collaborating would produce a better solution.
 Avoiding Style
 Unassertive and uncooperative
 Forcing Style
 Assertive and uncooperative
 Accommodating Style
 Unassertive and cooperative
 Collaborating Style
 Assertive and cooperative
 Compromising Style
 Intermediate level of assertive and cooperative behaviors
Basic Types of Negotiation
 Distributive negotiations
  Involve win–lose, fixed-amount situations wherein one party’s gain is
another party’s loss

 Integrative negotiations
 Involve joint problem solving to achieve results benefiting both parties
 Attitudinal structuring
 The process by which conflicting parties seek to establish desired attitudes
and relationships
 Intraorganizational negotiations
 Involve sets of negotiators representing different groups, and each set of
negotiators tries to build consensus for agreement to resolve intragroup
conflict before dealing with the other group’s negotiators