Leadership

• Leadership is a process by which an executive can direct, guide and influence

the behavior and work of others towards accomplishment of specific goals in
a given situation.
• It is the ability of a manager to induce the subordinates to work with
confidence and zeal.
• It is the potential to influence behaviour of others.
• It is also defined as the capacity to influence a group towards the realization
of a goal.
• Leadership is the lifting of man’s visions to higher sights, the raising of man’s
performance to a higher standard, the building of man’s personality beyond
its normal limitations. - Peter Drucker
• The ability to secure desirable actions from a group of followers voluntarily
without the use of coercion. -Alford and Beatty
• Leadership is the ability to persuade others to seek defined objectives
enthusiastically.- Keith Davis
 Difference between a leader and a manager

• A person emerges as a leader

A manager, on the other hand, is always put into his position by appointment
• A leader always has some personal power(Ability to influence)
A manager always have positional power
• A leader focuses on people and generally seeks those very objectives which are the
objectives of his followers
A manager focuses on systems and structures and seek those objectives which his
subordinates do not regard as their own
• Not all leaders are managers, nor are all managers leaders.
• Just because an organization provides its managers with certain formal rights
is no assurance they will lead effectively
• Leaders can emerge from within a group as well as by formal appointment
• Organizations need strong leadership and strong management for optimal
effectiveness.
• We need leaders to challenge the status quo, create visions of the future, and
inspire organizational members to achieve the visions.
• We need managers to formulate detailed plans, create efficient organizational
structures, and oversee day-to-day operations.
Who is your favourite leader?
Why?
What do you think are the few unique skills leaders must have to lead the
organisation during the pandemic?
• Leading through uncertainty
• Cultivating Trust
• Reskilling for Opportunity
• Engage others by creating a shared meaning
• Have a distinct voice
• Have integrity
• Has adaptive capacity
 Characteristics of Leadership

• It is a inter-personal process in which a manager is into influencing and guiding workers

towards attainment of goals.
• It denotes a few qualities to be present in a person which includes intelligence, maturity
and personality.
• It is a group process. It involves two or more people interacting with each other.
• A leader is involved in shaping and moulding the behaviour of the group towards
accomplishment of organizational goals.
 Importance of Leadership

• Initiates action- Leader is a person who starts the work by communicating the policies
and plans to the subordinates from where the work actually starts.
• Motivation- A leader proves to be playing an incentive role in the concern’s working. He
motivates the employees with economic and non-economic rewards and thereby gets the
work from the subordinates.
• Providing guidance- A leader has to not only supervise but also play a guiding role for
the subordinates. Guidance here means instructing the subordinates the way they have to
perform their work effectively and efficiently.
• Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and
giving them guidelines to achieve the goals effectively.
• Building morale- Morale denotes willing co-operation of the employees
towards their work and getting them into confidence and winning their
trust.
• Builds work environment- Management is getting things done from
people. An efficient work environment helps in sound and stable growth.
Leadership Theories
 Trait Theory
• What characteristics or traits make a person a leader?
• Leaders are born with traits that make them more suitable for the role of a leader than
others who lack those natural born traits
• The trait theory is based on the great man theory, but it is more systematic in its analysis
of leaders. Like the great man theory, this theory assumes that the leader’s personal traits
are the key to leadership success.
 Traits of Leaders
• Intelligence
• Physical Features
• Inner Motivation
• Maturity
• Vision & Foresight
• Acceptance of Responsibility
• Open-Minded and adaptability
• Self-confidence
• Human Relations Attitude
• Fairness and Objectivity
 The Blake Mouton Managerial Grid theory

• Robert Blake and Jane Mouton use a chart called Managerial Grid to describe
the types of managerial styles
The Blake Mouton Managerial Grid is based on two behavioral dimensions
• Concern for People
• This is the degree to which a leader considers team members' needs, interests
and areas of personal development when deciding how best to accomplish a
task.
• Concern for Results
• This is the degree to which a leader emphasizes concrete objectives,
organizational efficiency and high productivity when deciding how best to
accomplish a task.
Task Management
• The management shows maximum concern for production and least concern for
people.
• This is called authority-obedience approach
Country Club Management
• This is the reverse of task management.
• Here the management shows maximum concern for people and least concern for
production.
Impoverished management
• The management shows least concern both for production as well as people.
• The manager wants just enough being to get by. He also ignores human relationships
Team management
• Here the management shows maximum concern both for production as well as people.
• Maximum concern for production is based on decisions arrived at with workers
participation and maximum concern for people is based on the workers task related morale
and not just good social relations
• Middle off road
• The management shows a balanced concern for production and people.
• Neither too much production is expected nor too much concern for people
is expressed. The manage follows the middle position.
 House’s Path Goal theory
• Developed by Robert House, path-goal theory extracts elements from the
research on initiating structure and consideration, and on the expectancy
theory of motivation.
• Path–goal theory suggests it’s the leader’s job to provide followers with
information, support, or other resources necessary to achieve goals.
The theory predicts
• Directive leadership yields greater employee satisfaction when tasks are
ambiguous or stressful than when they are highly structured and well laid
out.
• Supportive leadership results in high employee performance and satisfaction
when employees are performing structured tasks.
• Directive leadership is likely to be perceived as redundant among employees
with high ability or considerable experience.
• The theory is based on the premise that an employee’s perception of
expectancies between his effort and performance is greatly affected by a
leader’s behavior.
• The leaders help group members in attaining rewards by clarifying the paths
to goals and removing obstacles to performance.
• They do so by providing the information, support, and other resources
which are required by employees to complete the task.
• Describes how a leader’s task-oriented behavior (“instrumental leadership”)
and relations-oriented behavior (“supportive leadership”) influence
subordinate satisfaction and performance in different situations.
• Leaders motivate subordinates by influencing their perceptions about the
likely consequences of different levels of effort.
• Subordinates will perform better when they have clear and accurate role
expectations.
• They perceive that a high level of effort is necessary to attain task objectives,
they are optimistic that it is possible to achieve the task objectives.
• They perceive that high performance will result in beneficial outcomes.
 Leadership Styles

The four leadership styles are:

Directive
• Here the leader provides guidelines, lets subordinates know what is expected
of them, sets performance standards for them, and controls behavior when
performance standards are not met.
• He makes judicious use of rewards and disciplinary action.
• The style is the same as task-oriented one.
Supportive
• The leader is friendly towards subordinates and displays personal concern for their
needs, welfare, and well-being.
• This style is the same as people-oriented leadership.
Participative
• The leader believes in group decision-making and shares information with
subordinates.
• He consults his subordinates on important decisions related to work, task goals,
and paths to resolve goals.
Achievement-oriented
• The leader sets challenging goals and encourages employees to reach their peak
performance.
• The leader believes that employees are responsible enough to accomplish
challenging goals.
• This is the same as goal-setting theory.
• According to the theory, these leadership styles are not mutually excusive and
leaders are capable of selecting more than one kind of a style suited for a particular
situation.
 Contingency Theories
• When researchers looked at situational influences, it appeared that under
condition a, leadership style x would be appropriate, whereas style y was
more suitable for condition b, and style z for condition c. But what were
conditions a, b, and c?
 Fielder’s Model
• Fred Fiedler developed the first comprehensive contingency model for
leadership.

• The Fiedler contingency model proposes that group performance depends

on the proper match between the leader’s style and the degree to which the
situation gives the leader control.
• To help you determine your leadership style, Fiedler developed the Least
Preferred Coworker (LPC) scale. The scale asks you to describe the coworker
you least prefer to work with.
• The more positively you rate your least preferred coworker on a variety of
different criteria, the more relationship-oriented you are. The less favorably
you rate them on the same criteria, the more task-oriented you are.
• The least preferred coworker (LPC) questionnaire identifies whether a person
is task-oriented or relationship-oriented by asking respondents to think of
all the coworkers they have ever had and describe the one they least enjoyed
working with.
• If you describe this person in favorable terms (a high LPC score), you are
relationship-oriented.
• If you see your least-preferred coworker in unfavorable terms (a low LPC
score), you are primarily interested in productivity and are task-oriented.
• Rating your least preferred coworker favorably means that you see the best in
people—even those who you wouldn’t necessarily choose to work with.
• Rating your least preferred coworker unfavorably suggests that you struggle
to see their contributions, since you value efficiency and effectiveness over
other attributes.
• After finding a score, a fit must be found between the organizational
situation and the leader’s style for there to be leadership effectiveness
• According to the model, the higher the task structure becomes, the more
procedures are added; and the stronger the position power, the more control
the leader has.
• This model postulates that the effectiveness of leadership style depends on
situational favorableness, i.e. the ease and difficulty with which the leader can
influence his subordinates.
Situational favorableness depends on these factors
• Leader-member relations
• Task Structure and
• Position power
• Leader-member relations are all about trust. Does your team trust you as a leader?
The more they do, the higher your degree of leader-member relations and the more
favorable the situation is.
• Task structure refers to the clarity of the tasks required to complete a project.
Higher task structure results in a more favorable situation. The more clear-cut and
precise tasks are, the higher the situation’s task structure—whereas the vaguer they
are, the lower the situation’s task structure.
• Position power refers to the authority you have over your team as a leader. If you
can reward them, punish them, or tell them what to do, your position power is
high. As you can imagine, higher position power makes the situation more
favorable.
 Situational Leadership Theory

• Situational leadership theory (SLT) focuses on the followers.

• It says successful leadership depends on selecting the right leadership style
contingent on the followers’ readiness, the extent to which followers are
willing and able to accomplish a specific t ask.
• A leader should choose one of four behaviors depending on follower readiness
• If followers are unable and unwilling to do a task, the leader needs to give clear and
specific directions
• If they are unable but willing, the leader needs to display a high task orientation to
compensate for followers’ lack of ability, and high relationship orientation to get
them to “buy into” the leader’s desires.
• If followers are able but unwilling, the leader needs to use a supportive and
participative style; if they are both able and willing, the leader doesn’t need to do
much.
 Contemporary Theories of Leadership

• Leaders are important—to organizations, and to employees.

• The understanding of leadership is a constantly evolving science.
Contemporary theories have been built upon the foundation we’ve just
established to discover unique ways leaders emerge, influence, and guide their
employees and organizations
 Leader–Member Exchange (LMX) Theory

• Leader–member exchange (LMX) theory argues that, because of time

pressures, leaders establish a special relationship with a small group of their
followers.
• These individuals make up the ingroup—they are trusted, get a
disproportionate amount of the leader’s attention, and are more likely to
receive special privileges.
• Other followers fall into the outgroup.
• LMX theory proposes that early in the history of the interaction between a
leader and a given follower, the leader implicitly categorizes the follower as
an “in” or an “out”; that relationship becomes relatively stable over time.
• Leaders induce LMX by rewarding employees with whom they want a closer
linkage and punishing those with whom they do not.
• For the LMX relationship to remain intact, the leader and the follower must
invest in the relationship.
 Transactional leadership

• Transactional leadership theory is based on the idea that managers give

employees something they want in exchange for getting something they
want.
• It posits that workers are not self-motivated and require structure, instruction
and monitoring in order to complete tasks correctly and on time.
• The leader believes in motivating through a system of rewards and
punishment.
• If a subordinate does what is desired, a reward will follow, and if he does not
go as per the wishes of the leader, a punishment will follow.
• Here, the exchange between leader and follower takes place to achieve
routine performance goals.
These exchanges involve four dimensions:
• Contingent Rewards
• Active Management by Exception
• Passive Management by Exception
• Laissez-faire
Contingent Rewards
• Transactional leaders link the goal to rewards, clarify expectations, provide
necessary resources, set mutually agreed upon goals, and provide various
kinds of rewards for successful performance
Active Management by Exception
• Transactional leaders actively monitor the work of their subordinates, watch
for deviations from rules and standards and taking corrective action to
prevent mistakes.
Passive Management by Exception
• Transactional leaders intervene only when standards are not met or when the
performance is not as per the expectations. They may even use punishment
as a response to unacceptable performance.
Laissez-faire
• The leader provides an environment where the subordinates get many
opportunities to make decisions. The leader himself abdicates responsibilities
and avoids making decisions and therefore the group often lacks direction.
 Transformational Leadership
• Transformational leader may be defined as one who leads his organization
through successful transformations by shifting the values, beliefs and need of
his followers.
• A transformational leader make necessary changes in the organizations
recruitment, selection, promotion, training and development, provides them
high expectations, vision and sense of mission, instils pride and trust,
promotes intelligence, rationality and careful problem-solving, and gives
personal attention and coaching.
• Inspirational Motivation: The foundation of transformational leadership is
the promotion of consistent vision, mission, and a set of values to the
members.
• Intellectual Stimulation: Transformational leaders encourage their
followers to be innovative and creative. 
• Idealized Influence: Transformational leaders believe in the philosophy that a
leader can influence followers only when he practices what he preaches. The
leaders act as role models that followers seek to emulate. Such leaders always win
the trust and respect of their followers through their action.
• Individualized Consideration: Leaders act as mentors to their followers and
reward them for creativity and innovation. The followers are treated differently
according to their talents and knowledge. They are empowered to make decisions
and are always provided with the needed support to implement their decisions
 Transactional leadership
Leadership is responsive
Works within the organizational culture
Transactional leaders make employees
achieve organizational objectives through
rewards and punishment
Motivates followers by appealing to their
own self-interest
Transformational Leadership
Leadership is proactive
Work to change the organizational culture by
implementing new ideas
Transformational leaders motivate and
empower employees to achieve company’s
objectives by appealing to higher ideals and
moral values
Motivates followers by encouraging them to
transcend their own interests for those of the
group or unit
 Servant Leadership
• “Servant leadership”, the term was coined by Robert K. Greenleaf in The
Servant as Leader, an essay that he first published in 1970.
• “The servant-leader is servant first… It begins with the natural feeling that
one wants to serve, to serve first. Then conscious choice brings one to
aspire to lead.”
APJ Abdul Kalam: "A Leader Should Know How to Manage Failure"
https://www.youtube.com/watch?v=laGZaS4sdeU