LEADERSHIP

BRIJESH SINGH
Department of Management Studies

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INTRODUCTION

Brijesh Singh
Department of Management Studies
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Learning Objectives

• Understand the full meaning of leadership and see

the leadership potential in yourself and others
• Recognize the traditional functions of management
and the fundamental differences between leadership
and management
• Explain how leadership has evolved and how
historical approaches apply to the practice of
leadership today
• Identify the primary reasons for leadership
derailment and the new paradigm skills that can help
avoid it

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Leadership is an influence relationship among

leaders and followers who intend real changes
and outcomes that reflect their shared
purposes

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What Leadership Involves

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Leadership

• Influencing others to come together around a

common vision
– Multidirectional
– Noncoercive
• Reciprocal in nature
• Involves creating change
• Qualities required for effective leadership
are also needed to be an effective follower

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Leadership

• Effective followers are:

– Self thinkers who do assignments with energy
and enthusiasm
• Leaders are:
• Committed to the common good rather than self-
interest
• Firm in their beliefs

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Evidence of Corporate Leadership

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The New Reality for Leaders

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Evidence of Corporate Leadership

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The New Reality for Leaders

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Theories of Leadership

Great mantheories

• Leadership was conceptualized as a single Great Man who put

everything together and influenced others to follow along based
on the strength of inherited traits, qualities, and abilities

Traittheories

• Leaders had particular traits or characteristics that

distinguished them from non-leaders and contributed to
success
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Theories of Leadership

Behavior theories

• Leaders’ behavior correlated with leadershipeffectiveness or

ineffectiveness

Contingencytheories
• Leaders can analyze their situation and tailor theirbehavior
to improve leadershipeffectiveness
• Known assituational theories
• Emphasized that leadership cannot be understood in a
vacuum separate from various elements of the groupor
organizational situation

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Theories of Leadership

Influence theories

• Examined the influence processes between leaders

and followers
• Charismatic leadership - Influence based on the
qualities and personality of the leader

Relational theories

• Focused on how leaders and followers interact and

influence one another
• Transformational leadership and servant leadership
are two important relational theories
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Leadership Evolution –
Different ERAs in
Leadership

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Leadership Era 1

• This era may be conceptualized as pre-industrial and pre-

bureaucratic.
• Most organizations were small and were run by a single
individual who many times hired workers because they were
friends or relatives, not necessarily because of their skills or
qualifications.
• The size and simplicity of organizations and the stable
nature of the environment made it easy for a single person
to understand the big picture, coordinate and control all
activities, and keep things on track.
• This is the era of Great Man leadership and the emphasis on
personal traits of leaders. A leader was conceptualized as a
single hero who saw the big picture and how everything fit
into a whole.
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Leadership Era 2

• Emergence of hierarchy and bureaucracy.

• Organizations have begun to grow large
• Hierarchies of authority provide a sensible mechanism for
supervision and control of workers, and decisions once
based on rules of thumb or tradition are replaced with
precise procedures.
• Rise of the “rational manager” who directs and controls
others using an impersonal approach.
• Employees aren’t expected to think for themselves; they
are expected to do as they’re told, follow rules and
procedures, and accomplish specific tasks.
• The focus is on details rather than the big picture.
• The behavior and contingency theories worked here
because leaders could analyze their situation, develop
careful plans, and control what happened. 6
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Leadership Era 3

• Environmental conditions had become chaotic.

• The Japanese began to dominate world commerce with their
ideas of team leadership and superb quality.
• This is the era of the team leader and the change leader.
• Influence was important because of the need to change
organizational structures and cultures.
• This era sees the emergence of knowledge work, an emphasis
on horizontal collaboration, and a shift to influence theories.
• Rather than conceiving of leadership as one person always
being firmly “in charge,” leadership is often shared among team
leaders and members, shifting to the person with the most
knowledge or expertise
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Leadership Era 4

• Enter the digital, mobile, social-media age. It seems that

everything is changing, and changing fast.
• Era 4 is the era of the agile leader who has made the leap
to giving up control in the traditional sense.
• Leaders emphasize relationships and networks, and they
influence others through vision, meaning, purpose, and
values rather than management authority and control.
• They are constantly experimenting, learning, and changing,
in both their personal and professional lives, and they
encourage the development and growth of others so that
followers are expanding their capabilities and contributing
to innovation.
• Era 4 requires the full scope of leadership that goes far
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Leadership Era 4 – New Ways of building business
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Leadership Era 4 – New ways of Investment
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Leadership Era 4 – New ways of Growth
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Leadership Era 4 – New ways of Obsolescence
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Leadership Era 4 – New Unicorn’s
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Leadership Era 4 – New breed of Leaders
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Leadership Evolution

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IMPLICATIONS

• The flow from Great Man leadership to rational

management to team leadership to agile leadership
illustrates trends in the larger world. The implication is that
leadership reflects the era or context of the organization and
society.
• Thus, Era 3 issues of diversity, team leadership,
empowerment and horizontal relationships are increasingly
relevant.
• Many leaders are rapidly shifting into Era 4 leadership by
focusing on change management and facilitating a vision and
values to encourage high performance, agility, and
continuous adaptation in a fast-shifting world.
• Agile leaders align themselves with new social technologies
that can create networks of leaders throughout the
organization.
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Fatal Flaws That C a u s e Derailment

Performance problems
• Failing to meet business objectives because of too much time
promoting themselves and playing politics, a failure to fulfill promises
to superiors and stake holders. Integrity and honesty issues

Problems with relationships

• Being insensitive, manipulative, critical, and not trustworthy in
relationships with peers, direct reports, customers, andothers

Difficulty changing
• Not learning from feedback and mistakes to change oldbehaviors
• Defensive, unable to handle pressure, and unable to change
management style to meet newdemands

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Fatal Flaws That C a u s e Derailment

Difficulty building and leading ateam

• Poor management of direct reports

• Inability to get work done throughothers
• Not identifying and hiring the rightpeople

Too narrow management experience

• Inability towork effectively or collaborate outside

their current function
• Failing to see big picture when moved into general
management position over several functions

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Learning to B e a Leader

Source: Based on “Guidelines for the Apprentice Leader,” in Robert J. Allio, “Masterclass: Leaders and Leadership—Many Theories, But What Advice Is Reliable?”
Strategy & Leadership 41, no. 1 (2013): 4–14. 3
THANK YOU

Brijesh Singh
Department of Management Studies
brijeshsingh@pes.edu