Unit IV

Leadership and its theory

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 Objectives

After completion of this session, students will be able to:

• Describe style, and forms leadership

• Discuss Difference between leader and manager

• Identify characteristics of leadership

• Explain Theories of leadership

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 What is Leadership
• Ability of a leader = behavior of followers.

• Influencing people =achieve particular goal

• 'Leading an organization means marshalling the people,

capital & intellectual resources of the organization to
move it in the right direction’

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 Definitions of Leadership
Definition

 Leadership is determining what is to be accomplished and

influencing others to contribute to its accomplishment

 Leadership is the process through which an individual

attempts to intentionally influence another individual or
a group in order to accomplish a goal

 Leading means mobilizing others to envision and realize a

better future

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 leading is enabling others to achieve results in complex
conditions .?????

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 Leadership…….
 The process in which one engages others to set and achieve a
common goal,
 The ability to act in a manner that will develop a climate
conducive to responding to and arousing motivations.
 Leadership is the art and the ability to
 Influence
 Motivate
 Inspire
 Direct People contribute more for the intended purpose
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 Different styles of leadership

There are three main styles of leading a team:

Autocratic - Do what I say tend to be
dictatorial, saying for example ‘Do what you
are told, and don’t ask questions!’
Anarchic- Do what you like ‘I don’t care what
you do!’.
Democratic -Let us agree on what we are to do
&consultative and take advice from their team.

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 Managers Vs. Leaders
• A Manager is a formally appointed and
authorized individual in an organization and
support others to do their work effectively,
oversee resource utilization and accountable
for work results .
• A Leader is an individual in a team capable of
influencing group activities towards goal
formulation and achievement

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 Managers Vs. Leaders
Manager Leaders

• Administers
• Maintains
• Focuses on systems &
structure
• Relies on control
• Short- range view
• Accepts the status quo
• Innovates
• Develops
• Focuses on people
• Inspires trust
• Long-range perspective
• Challenges the status
quo

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 Managers Vs. Leaders….
• Managing by itself, or leading by itself, are not
enough
• E.g. managing is making sure that things run
smoothly in the present and leading is about
the future, then one without the other is
incomplete

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 Managers Vs. Leaders…
Leading practices Managing practices
• Scanning • Planning
• Focusing • Organizing
• Aligning and Mobilizing • Implementing
• Inspiring • Monitoring and
Evaluation

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 Leadership Theories
1. Trait theory (Great man theory)
 The Great Man Theory was developed certain traits determined
good leadership
 the idea of a leader being born with innate abilities

 being tall, being strong, physical attractiveness.

 The idea that leaders were born, not made

 This theory discouraged anyone who did not have the
specified traits from aspiring to a leadership position.

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 Trait Theory…..

• Leader traits - characteristics that might be

used to differentiate leaders from non leaders.

• Behaviors were not considered important in

determining what made a good leader

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 2. Behavioral Theories
• These theories of leadership are based upon the belief
that leaders are made, not born.

• focus on the behavior than personal characteristics

• this leadership theory focuses on the actions of leaders

not on mental qualities.

• According to this theory, people can learn to become

leaders =teaching and observation.

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 Behavioral Theories…..
The behavior approach says that anyone who
adopts the appropriate behavior can be a
good leader.
Identified two dimensions of leader behavior
– Employee oriented: emphasizing personal
relationships
– Production oriented: emphasizing task
accomplishment

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 3. Situational approach to leadership
Basic Assumptions
 An individual’s leadership style depended upon the particular
situation and could be modified depending on each situation
Matching the leader to the situation =(environment) to
make it favorable to the leader is required.
According to this theory :no leadership style is best in
all situations.
Success depends upon a number of variables,
=leadership style, qualities of the followers and
aspects of the situation.

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 4. Contingency Theory of Leadership
 The focus was on both the leader’s style as well as
the situation in which the leader worked, thus
building upon the two earlier theories
 A leader’s effectiveness is based on whether the
leader’s motivational orientation, or style (either
task or relationship oriented), is ‘in-match’ with
his situational control

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 Contingency Theory….
• Situational control is the leader’s sense of
influence and control that is afforded by the
situation
• This influence and control is, in turn, affected by
three specific components
–leader–member relationship
–task structure
–position power.

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 5. “Transactional” theory
 There are three key transactional behaviors:
• contingent reward,
• management by exception – active.
• management by exception – passive behaviors
 management by exception – active:
• a manager paying close attention to deviations,
mistakes or irregularities of his team proactively
 management by exception – passive: intervening
reactively
• only when problems and mistakes have already
occurred

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 “Transactional” theory…..

Contingent reward behavior involves the

leaders interacting with subordinates by:

• rewarding efforts contractually,

• telling them what to do to gain rewards,

• punishing undesired action

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 6. “Transformational” theory
• A leadership style focused on effecting
revolutionary change in organizations through
commitment to the organization's vision
• high ethical and moral standards.
• focused on the performance of group
members, but want each person to fulfill his
or her potential.
• The four ‘I’s of transformational leadership

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 The Components of Transformational
Leadership
• Intellectual Stimulation-
creativity,opportunity.
• Individualized Consideration- offering
support and encouragement
=communication open
• Inspirational Motivation- clear vision, same
passion and motivation.
• Idealized Influence- role model, followers
trust, respect, emuliate and internalize the
leader's ideals.
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 Transformational vs Transactional Leadership

Transformational Transactional
Empowers Bargains
Inspires by Vision, Ideas Is task - centered

Long - Term focus Short/Medium Term

Focus
Emotional, Turbulent Comfortable, Orderly

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 Characteristics of Leadership
 Goal Oriented

 Sees the bigger picture, and understands the purpose of

life and work of the group or organization.

 The leader has foresight and a sense of direction.

 Enablement

 Effective leaders seek to enable others to develop their

potential to the fullest through coaching, mentoring, etc.

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 Characteristics of Leadership…
 Concern
 Leaders need to know that human beings are the most
important resources they have.
 Leaders care about others.
 Human beings have needs and feelings, likes and dislikes and
they can think for themselves.

 Self-development
Leaders also need to develop a healthy self-image and a
positive, “I can win attitude.”

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 Summary Points
 Managers / Leaders must adapt and change to fit to

situation

 Generally speaking what are the differences of a Manager

vs a leader? It’s your choice!

-A Manager improves ; leader inspires

-A Manager will tell ; leader will ask

-A Manager will say “you go”; leader will say “let us go”.
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