SOCIAL PSYCHOLOGY

LEADERSHIP- I

 Leadership- different facets need to be explored. Changing environments- new things within
the framework of Leadership are coming up.
 Nevertheless, due to the variation in the skills required, roles played, functions performed,
issues tackled and the relationships promoted, different leaders have different perceptions
of leadership.
 The umbrella of defining leadership is so wide that theorists have gone to the extent of
developing the ‘contingency approach’, which emphasizes that there is “no single best way”.
 F(x)s, roles, variables, power, influence, success and effectiveness of leaders, leadership
theories etc have been talked about by various theorists but no one is able to come up with
the definition of the same.
 Origin of the word- Leader- stems from the root leden meaning “to travel” or “show the
way”. Derived from the verb- “to lead”.
 Leaders have always been there in all cultures through history and the practice and
philosophy of leaders and leadership can be gleaned from well-known writings as diverse in
content and philosophy.
 Iliad, Testaments of Bible (Old-New), Ramayan, Bhagvadgita etc are few of the texts
showcasing how ancient the concept of leadership can be.
 Definitions of leadership can be pretty wide but includes the basic notions like- seeking
objective, interaction/relationship between two people, compliance, spearheading a group,
goal orientation etc.

DEFINITIONS-

 Leadership is fundamentally the ability to form and mould the attitudes and behaviour of
other individuals, whether informal or formal situation and that management relates to the
formal task of decision and command.
 The relationship between two or more people in which one attempts to influence the other
toward the accomplishment of some goal or goals. Leadership is the ability to influence
through communication the activities of others individually or as a group, towards the
accomplishment of worthwhile, meaningful, and challenging goals.
  Leadership is the lifting of man’s visions to higher sights, the raising of a man’s performance
to a higher standard, the building of a man’s personality beyond its normal limitations.

Different scholars have focused on multiple aspects of leadership, like the creative and directive
force of morale; the process by which an agent induces a subordinate to behave in a desired
manner; the presence of a particular influence relationship between two or more persons; directing
and coordinating the work of group members; an interpersonal relationship in which others comply
because they want to, not because they have to; transforming followers, creating visions of the goals
that may be attained, and articulating for the followers the way to attain these goals; the process of
influencing an organized group toward accomplishing its goals ; actions that focus resources to
create desirable opportunities.

Functions performed by a Leader (Krech)

 Leader- top coordinator or group activities, planner, policy maker and an expert
 Official spokesperson/ represents the group
 Controller of internal relations, determines specific aspects of the group structure.
 Purveyor of rewards and punishments in a group
 The role of mediation and arbitration, controls inter personal conflict within the group.
 Ideologist, serves as the source of beliefs, values and standards of behaviour for individual
members of the group.
 Both a father figure and a scapegoat.

THEORIES OF LEADERSHIP

Various theorists and the practitioners of the subject of Leadership have put ahead their own
perspectives which further resulted in various theories of leadership. The subject of leadership was
explored more profusely in the 20th century. Much more Social Psychological studies emanating from
the aspect of leadership started to come after 1960s. The upheaval in the world order in the 20 th
century due to the World Wars, Cold War, the rise of leaders all over the globe and the advent of
democracies in 1940-50s led various theorists to define and redefine leadership in various aspects.
In the simplest terms. Leadership is the ability to influence a group towards the achievement of a
goal. This particular aspect (Leadership) is essential to business, government and countless groups
and organisations that shape the way we live, work and play.

Approaches to Leadership-

 1st Approach- seeks to find universal personality traits that leaders have and non-leaders
don’t.
 2nd Approach- Explain leadership in terms of the behaviour that the person is engaged in
 3rd Approach- Contingency Model. Evolved not only to explain the inadequacies of earlier
theories and also to identify which of the situational factors is important for leadership.
 Early 20th Century- emphasis on organisational leadership. F.W. Taylor initiated time and
motion studies to analyse work and improve performance. Most important f(x) under
Scientific Management was to enhance the organisational effectiveness.
 Elton Mayo- Emphasised that for an organisation to enhance its effectiveness, it has to take
into account human feelings, attitudes, processes involving interpersonal behaviour.
 Human Relations Approach- linked with Schein, Likert etc- emphasis on Human Resources
Approach than the simplified approach on human relations. Focuses on- Human beings
influenced by a set of complex and inter-related factors.
 Factors further taking into account the enormous talent, and potential that an individual
brings to his work-place with him. Giving opportunities to utilise his talent, creativity etc. and
adding greater responsibility as well.

THEORIES OF LEADERSHIP-

1. Great Man Theory-

 Associated with Thomas Carlyle (1847).
 Carlyle claimed in his “great man theory” that leaders are born and that only those men
who are endowed with heroic potentials could ever become the leaders.
 Great men born, not made.
 Further extended by Sidney Hook who highlighted the impact which could be made by
the eventful man vs the event making man.
 Eventful man- remained complex in a historic situation, but did not really determine its
course. Event-making man- Influences the course of events, which could have been
 much different, which definitely would have been much different, had he not been
involved in the process.
 Event Making man’s role- consequences of outstanding capacities of intelligence, will
and character rather than the actions of distinction”.
 Morally flawed leadership- case of Hitler, Mussolini and others and challenging the
credibility of the Great Man Theory.
 Leadership theories have grown way ahead and progressed from dogmas that their
leaders are born or are destined by nature to be in their role at a particular time.

2. Trait Theory-
 “Great enterprise, boundless courage, tremendous energy and above all, perfect
obedience- these are the only traits that lead to individual regeneration.”- Swami
Vivekanand
 Leadership- matter of responsibility, f(x) of specific traits.
 Successful leader- not only secures the desired behaviour from his followers but
succeeds in creating a sense of satisfaction among them.
 Certain traits being the centre of the entire process- the emergent traits(which are
heavily dependent upon heredity) as height, intelligence and then certain are the
effective traits- charisma
 Weber – Charisma – “The greatest revolutionary force, capable of producing a
completely new orientation through followers and complete devotion as well”.
3. Contingency Theories-
 No leadership style is as precise or a stand-alone as the leadership style used which
is reliant upon the factors such as the quality, situation of the followers or a number
of other variables.
 No single right way to lead because the internal and external dimensions of the
environment require the leader to adapt to that particular situation.”
 They are also a category of behavioural theory that challenges that there is no one
finest way of leading/organising and that the style of leadership that is operative in
some circumstances may not be effective in others.
 Contingency- Leaders prime role and focus, Behavioural- Subordinates playing a
pivotal role and creates a focus on the group dynamics

4. BEHAVIOURAL AND STYLE THEORY-

  Effective leaders did not seem to have any distinguished traits or characteristics
peculiar to them.
 Rather than what effective leaders were, trying to find out what effective leaders
did- how they delegated tasks, how they communicated with and tried to motivate
their subordinates, how they carried out their tasks, etc.
 Certain necessary leadership skills that serve as enabler for a leader who performs
an act.
5. Process Leadership Theory-
 Process focus including servant leadership, learning organisations, principal centred
leadership.
 Servant leaders- encouraged to be focused to their anxieties of the followers and the
leaders should sympathise with them, take care of and nurture them.
 Focus on needs of the follower and helps them to become more autonomous freer
and knowledgeable.
 Concerned with the have-nots and recognises them as equal. Leaders in leading
organisations are servants of the vision of the organisation and not a servant of the
people within the organisation.
6. Transactional Theory-
 Leader-follower associations were grounded upon a series of agreements between
followers and leaders.
 Based on reciprocity where leaders not only influence followers but are under their
influence as well.
 Active and positive exchange between leaders and followers whereby followers
were rewarded or recognised for accomplishing agreed upon objectives.
7. Transformational Theory-
 Leaders in this leadership raise the motivation and morality of both the follower and
the leader. Engaging in interactions with followers-based on common values, beliefs
and goals.
 Transformational leaders engage in interactions with followers based on common
values, beliefs and goals.
 Leaders in this type tend to attempt to induce followers to reorder their needs by
transcending self-interests and strive for higher order needs.

OTHER THEORIES-

1. BEHAVIOURAL AND STYLE THEORY-

 Effective leaders did not seem to have any distinguished traits or characteristics
peculiar to them.
 Rather than what effective leaders were, trying to find out what effective leaders
did- how they delegated tasks, how they communicated with and tried to motivate
their subordinates, how they carried out their tasks, etc.
 Certain necessary leadership skills that serve as enabler for a leader who performs
an act.
2. Process Leadership Theory-
 Process focus including servant leadership, learning organisations, principal centred
leadership.
  Servant leaders- encouraged to be focused to their anxieties of the followers and the
leaders should sympathise with them, take care of and nurture them.
 Focus on needs of the follower and helps them to become more autonomous freer
and knowledgeable.
 Concerned with the have-nots and recognises them as equal. Leaders in leading
organisations are servants of the vision of the organisation and not a servant of the
people within the organisation.
3. Transactional Theory-
 Leader-follower associations were grounded upon a series of agreements between
followers and leaders.
 Based on reciprocity where leaders not only influence followers but are under their
influence as well.
 Active and positive exchange between leaders and followers whereby followers
were rewarded or recognised for accomplishing agreed upon objectives.
4. Transformational Theory-
 Leaders in this leadership raise the motivation and morality of both the follower and
the leader. Engaging in interactions with followers-based on common values, beliefs
and goals.
 Transformational leaders engage in interactions with followers based on common
values, beliefs and goals.
 Leaders in this type tend to attempt to induce followers to reorder their needs by
transcending self-interests and strive for higher order needs.