CHAPTER 6

Leading

At the end of this Chapter, the student will be able to:

 Discuss the nature of leading
 Identify the different theories of motivation
 Differentiate styles of leadership
 Appreciate the role of communication in directing people within the organization

Leadership can simply be defined as the ability to influence others. We may define
leadership as the process of directing and influencing people so that they will strive willingly
and enthusiastically towards the achievement of group objectives. Ideally, people should be
encouraged to develop not only willingness to work but also willingness to work with
confidence and zeal. A leader acts to help a group achieve objectives through the
exploitation of its maximum capabilities. A leader does not stand behind a group to push and
prod; she/he places herself/himself before the group, facilitates progress and inspires the
group to accomplish organizational goals.

Nature of Leadership

Leadership is essential for managing. The ability to lead effectively is one of the keys to
being an effective manager because she/ he has to combine resources and lead a group to
achieve objectives. Leadership and motivation are closely interconnected. By understanding
motivation, one can appreciate better what people want and why they act as they do.

Leadership integrates the available resources of an organization and guides a team of

people to utilize those resources to best achieve the organizational goals. Leadership is to be
concerned about values. The leader needs to be more capable than any of the group
members. Besides, moral teachings and examples come from the leader.

Different Theories of Motivation

It may be stated as the theory of motivation that addresses what people need or require to
live a life of fulfilment, particularly with regard to work. Need theory has a long-standing
tradition in motivation research. It deals with the part work plays in meeting the needs of
those employed.

1) Maslow's Hierarchy of Needs Theory:

According to Maslow, individuals will be motivated to fulfil whichever need is the most
powerful for them at a given time. The prepotency of a need depends on the individuals’
current situation and recent experiences. Starting with the physical needs, which are the
most basic, each need must be satisfied before the individual desires to satisfy a need at the
next higher level.

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2) McClelland's Need Theory of Motivation
David C. McClelland has identified three types of basic motivating needs. They are all
relevant to management and must be recognized to make an organized enterprise work well.

 Need for power: Power-loving individuals seek driving positions in the organization.
 Need for affiliation: People with a high need for affiliation seek for jobs that allow
personal interaction. Sociable individuals would look for places where they can
cultivate human relationships.
 Need for achievement: Those who want the glory of achievement take risks and
responsibilities.

3) The Two-Factor (Motivation-Hygiene) Theory of Motivation

Maslow's needs approach has been considerably modified by Fredrick Herzberg and his
associates. as an outcome of this research a two-factor theory (i.e. dissatisfiers and
satisfiers) emerged.

 Satisfiers (Motivating factors), include factors like achievement, recognition, work

itself, responsibility, advancement and growth - all related to job content and rewards
for performance.
 Dissatisfiers (Hygiene factors) include company policy and administration,
supervision, relationship with supervisors, work conditions, salary, relationship with
peers, personal life, relationship with subordinates, status and security - most of
which are related to the work environment and the rest to disturbed personal life.

Leadership Styles

Leadership styles/ types can be classified under the following categories:

1. Leadership Style Based on the Use of Authority:

The traditional way of classifying leadership is based on the use of authority by the leader.
Those classifications are:

 Autocratic leadership relies on coercion, and its style is paternalism, arbitrariness,

command and compliance.

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  Democratic leadership solicits employees’ participation and respects their opinions.
 Free-rein leadership is employee-dependent, allows maximum freedom to
employees.

2. Leadership Continuum:
The leadership continuum depicting the adaptation of different leadership styles to different
contingencies (situations), ranging from one that is highly subordinate-centred to one that is
highly boss-centred. The styles vary with the degree of freedom a leader or manager grants
to the subordinates. Thus, instead of suggesting a choice between the two styles of
leadership, democratic or autocratic, this approach offers a range of styles.

3. Systems of Management by Rensis Likert:

Professor Rensis Likert of Michigan University studied the patterns and styles of managers
and leaders for three decades. He suggests four styles of management as:
 Exploitative-authoritative management: Managers are highly autocratic.
 Benevolent-authoritative management: Managers use both reward and
punishment to motivate.
 Consultative management: Managers try to make use of subordinates' ideas by
allowing them some participation.
 Participative management: Managers have complete trust and confidence in
subordinates.

Communication

Communication is an indispensable part of every manager's job. Managerial roles as

observed by Henry Mintzberg involve a great deal of communication.
 The interpersonal roles involve interacting with subordinates, workers, peers and
also outsiders.
 Managers' decisional roles require that they seek information for making decisions
and then communicate those decisions to others.
 The informational roles of managers also involve communication; they focus
specially on acquiring and disseminating information.