Chapter Five

Q1: who is the leader? What is leaders

hip?
• Leaders are the people who can influence the
behaviours of others without having to rely on
force, those accepted by others.
• Leadership is an important aspect of managing
the organisation. people tend to follow those
whom they see as providing a means of achievi
ng their own desires, wants and needs.
• Readership is the process of influencing the p
eople saw that they will strive willingly and en
thusiastically towards the achievement of obj
ectives.
• According to Mascon, “ leadership is the a
bility of influence individuals and groups to
work toward attaining organisational objec
tives.”
• According to Katz and khan, “ Leadership
is as the influential increment over and abo
ve mechanical compliance with the routine
directives of the organisation.”.
• According to kotter, “ leadership is the ab
ility to persuade others to seek defined ob
jectives enthusiastically.”
• It is she is process of influence to shape t
he group’s or organisation’s goals, motivate
behaviour toward the achievement of thos
e goals, and help define group or organisati
on culture.
• leadership is the human factor that finds
out a group together and motivates toward
goals.
Question 2: “Leadership transforms potentials int
o reality.” - Explain this treatment.
• Every individual has potentiality, But if this potentiality
is not explored or exposed it has no implication.
• sound leadership creates an urge for accomplishment an
d transforms potential into performance.
• A dynamic leader breathes life into the group and make
s people eager to work towards the achievement of grou
p goals. He gives character to the group and steps the t
one of organisation.
• A good leader improves the loyalty and commitment of e
mployees towards the conductive to high performance.
• Leadership is the ability to persuade others to seek def
ined objectives enthusiastically.
• According to George R. Terry, “The will to do is
triggered by leadership and Lukewarm desires f
or achievement are transformed into a burning
passion or successful accomplishments by the s
killful use of leadership.”
• Example: A student has potentiality in him. the
teacher brings out this potentiality and helps th
e student to achieve his goal.
Question 3: “leaders are not always born they
are made.” what makes a man leader?
• We usually think that organisations are competing wi
th each others in terms of their quality of products.
• but they probably compete more by means of their q
uality of leaders then their quality of products. beca
use better leaders develop better employees and the
two together develop better product.
• Organisation require continuous and steady supply of
competent leaders to fill vacances- cost by death, re
tirement, resignation and turnover.
• Leaders are the people who can influence the behavio
urs of others without having to rely on force those a
ccepted by others.
• But leaders are not always born they are made.
• Early concept of leadership: All the leaders and lea
dership app profoundly influenced the course of hu
man events, it was not until the 20th century that s
cientific research on leadership began the first eff
orts examined the followings.
– 1. Graphology: the art of analysis on handwriting.
– 2. Phrenology: the art of analysing skullshape. th
e science by which character can be read by exa
mining the skull.
– 3. Astrology: the art of forecasting events by st
udying the position of the stars.
but these concepts are no longer effective in todays.
These are outdated concepts. these are over.
Trait theories of leadership:
•the earliest leadership researchers thought that leade
rs like Napoleon, Gandhi and Lincoln had some unique set
of qualities or traits that distinguished them from their
peers. These traits were presumed will be relatively sta
ble and enduring.
•The research agenda was thus to identify leadership tr
aits, develop techniques for measuring them, and use th
ese techniques to select leaders.
•These earliest writers thought that leadership traits
might include – intelligence, dominance, self-confidence,
energy, activity and task relevant knowledge.
•The results of ensuring studies gave rise to a long list
of additional traits.
Trait theories of leadership:
•Short comings of trait theory:
– 1. the list of trade became longer and longer wi
thout any full stop.
– 2. Trait could not be quantified.
– 3. Trait theory did not consider the situation
– 4. presence or absence of trait did not make an
y difference.
•The trait theory did not continue for a long time. i
t was effective since 1930 to 1950. Today it is said
that trait theory is one of the qualities of leader.
Role behaviour of a leader :
•Note the qualities but what role the leader can pla
y is important.
•Robert .L. kats says, “ illegal to show his perfect ro
ll he must have three quality.
•1. Technical skill: Technical skill is the ability to
use the procedures, techniques and knowledge of a
specialized field. example of person with technical
knowledge are engineers musicians magicians accoun
tant banker and the like.
•2. Human skill: Human skill is the ability to work
with understand and motivate other people as indivi
duals or in groups. it is the ability to interact effec
tively with people and to build teamwork.
3. Conceptual skill: conceptual scale is the ability to
coordinate and integrate all of the organisations interes
ts and activities. it involves the managers ability to see
the organisation as a whole and to understand the leade
rship among the elements of the organisation.
• A manager should not need all these skills e
qually. if the manager is in the top level he
needs conceptually skill is the most, and if
he is in the first level he needs technical sk
ill is the most and all managers in all levels
need the human skill equally as they all have
to work with people.
There are some factors that influence the le
adership:
• 1. Leader: The person must have some trai
ts to be considered as a leader
• 2. Follower: Leader himself is not the whole part of
the situation. there are also followers. These two are
interdependent factors of leadership. if the follower
s are efficient, the leader will be efficient. And if th
e followers are not good, leaders cannot come out wit
h the desired results. so leadership depends on his fo
llowers.
• 3. Goal: goal setting is very important in getting desi
red result. the goal should be acceptable or do both t
he manager and employees. both of them must think t
he goal as their goal.
• 4. Environment: The Environment in which the leader
works is really important for effective leadership bec
ause it influences the leader. The environment must b
e favourable.
These are the affecting factors of leadership.
• So there is no single answer to the question “what
makes a man leader?” first we have to know leade
r in which stage, then we will consider early conce
pts, trait theory, the factor and the skills of lead
ership to answer the question.
Question 4: what is leadership style? Discuss the
various leadership styles.
• The total pattern of explicit and implicit leaders
actions as seen by employees is called leadership
style.
• Sense it consistent combination of psychology, ph
ilosophy, traits and attitudes That are exhibited i
n a person’s behaviour.
• Each style also reflects implicitly or explicitly, a
manager’s beliefs about a subordinate's capabiliti
es.
Leadership can be classified into a variety of
styles on the basis of : 1. Power style 2. M
otivation style 3. Orientation style
• 1.Power style: The way in which a leader users p
ower establishes a type of style. On the basis of
power, leadership can be classified into three clas
ses.
I) autocratic leadership:
•Under this leadership manager is commander and e
mployees are follower. all kind of decisions are take
n by himself.
•Manager does not take any suggestion from followe
rs.
•The autocratic leader commands and expects com
ment is dogmatic and positive and lives by the absen
ce to withhold or give rewards and punishment. .
I) autocratic leadership:
•Under this leadership manager is commander and e
mployees are follower. all kind of decisions are take
n by himself.
•Manager does not take any suggestion from followe
rs.
•The autocratic leader commands and expects com
ment is dogmatic and positive and lives by the absen
ce to withhold or give rewards and punishment. .
•II) Participative or democratic leadership style:
under this leadership style, manager is participated
with the subordinate. all decisions are taken by par
ticipating with employees. participate if leader is co
nsulting subordinates suggestions and allowing parti
cipation in decision-making. participative leadership
is of two types. a) democratic and b) consultative.
•III) free-rein leadership style: free-rein leader
s avoid power and responsibility. they use their pow
er very little. he gives his subordinates high degree
of freedom in their operation.
•2. Motivation style:
•Motivational leadership is style can be divided into
two classes.
•I) Positive leadership: if the approach emphasises
rewards, economic or otherwise for followers the le
aders use positive leadership.
•II) Negative leadership: Negative leaders act do
mineering and superior with people. to get work don
e they hold over their personnel such penalties at lo
ss of job, reprimand in the presence of others and
a few days off without pay.
3. Orientation style:
•On the basis of orientation leadership style is of t
wo types:
•I) Consideration leadership: considerate employee
-oriented leaders are concerned about the human n
eeds of their employees. we tried to build teamwor
k, provide psychological support, and how's employe
rs with their problems.
•II) Structure leadership: structured, task-oriente
d leaders on the other hand believe that they get r
esults by keeping people constantly busy and urging
them to produce.
so, it can be said that, a leader should not
stick to a particular style of a leadership r
ather he should use various styles of leade
rship depending on the situation.
 Question 5: Differentiate between leader and
manager
• Manager is the person who makes the process of
getting things done through the effort of others.
• The aim of a manager is to create surplus.
• Leader is a man who leads the member of an orga
nisation.
• The difference between leader and manager are
given below:

sl Subject Leader Manager

1 First duty The first duty of a leader is t The first duty of a manager is to
o influence people. manage overall organization.
sl Subject Leader Manager

1. First duty The first duty of a leader The first duty of a manager is
is to influence people. to manage overall organizatio
n.
2. Work with A leader works with his f A manager works with his su
ollowers bordinates.
3. Essential qual leader may not have the A manager must have quality
ity managerial capacity. of leadership.

4. Responsibiliti A leader responsibility m A manager has some identifie

es identified ay not be identified. d responsibilities of authority.

5. Involvement A leader may not be invo A manager is involved the be

lved from the beginning ginning of the management p
of the management proc rocess like planning to control
ess. ling.
sl Subject Leader Manager
6. Order and direc A leader directs to his follo A Manager gives order and direct
tion wers to become successful. ion to his subordinates in order t
o achieve the goals.

7. Formalities A leader needs not formal i A manager has to follow some ru

n his activities. les in achieving goals.

8. Similarity The qualities of a leader var The qualities of a manager are sa

y from person to person. me all over the world.

9. Give up A leader can give up his res A manager cannot give up his res
ponsibility whenever he like ponsibility in the middle point of
s. a management process.

10. Freedom A leader has more freedom A manager has no freedom in his
. in his performance. duty and responsibility
Though there are some differences betwe
en a manager and a leader there are some s
imilarities between them. undoubtedly, we
can say that a manager is also a leader bec
ause a man who has no power of leadership,
he cannot be a good manager.