Leadership

Leadership
Leadership is the process of inspiring,
encouraging , and helping others to work
enthusiastically towards objectives.
Leadership Core points
Leadership refers to the ability of one
individual to influence others.
Behaviour is changed through non-coercive
means
Change of behaviour is caused with an
objective of achieving a shared goal.
Leader possesses a set of qualities which he
uses to influence others.
Leadership is a group phenomenon.
Distinguishing Leaders and
Managers Role.

Carve
organizational
vision
Formulate
Strategy to
Implement
vision
Implement
Organizational
strategy
Leaders Role Managers Role
Managers Vs Leaders
Manager Characteristics
Administers
Focuses on systems and
structures
Relies on control
Short range view
Eye on bottom line


Leader Characteristics
Innovates
Focuses on people

Inspires trust
Long range perspective
Eye on horizon


Leadership skills
Technical skills
Human resource management skills
Conceptual skills
Personal skills
The Evolution of Leadership Theory
Trait Approach
Theories that sought personality, social,
physical or intellectual traits that
differentiated leaders from non leaders.

Traits were studied to determine what made
certain people great leaders

Belief that people were born with these traits
and only the great people possessed them
Major Leadership Traits
Intelligence
verbal ability, perceptual ability, reasoning
Self-confidence
self-esteem, can make a difference
Determination
desire to get the job done
initiative, persistence, dominance, drive
Major Leadership Traits
Integrity
honesty, trustworthiness
Sociability
pleasant social relationships
friendly, outgoing, courteous, tactful,
diplomatic
Major Leadership Traits
Emotional Intelligence (EI): the ability to
monitor and control ones emotions and
behavior in complex social settings.
Leadership traits associated with EI
Self-awareness
Self-management
Social awareness
Relationship management
Leadership
The Controversy Over Male and Female
Leadership.

Roseners research: Female leaders are
better at sharing power and information.

Later research found no significant differences
in the leadership styles of men and women.

Leadership
Behavioral Styles Theory
Theories proposing that specific behaviours
differentiate leaders from non leaders.

Democratic style

Autocratic style

Laissez-faire (hands-off style)
Democratic/participative style
This style involves the leader including one or
more employees in the decision making
process.
Leader retains the final decision making
authority.
Using this style is not a sign of weakness,
rather it is a sign of strength that your
employees will respect.
Types of leadership styles
Autocratic
The leader takes the decision with out
consulting with others
Types of autocratic leadership
Strict autocratic
Benevolent autocratic
Manipulative autocratic

Autocratic leadership
Strict Autocratic-relies on negative influence
and gives orders.
Benevolent Autocratic ( paternalistic)-
Assumes that his function is fatherly.
He had issued orders but with
commenting opportunities
Manipulative autocratic
is one who makes the subordinates feel
that they are participating in decision
making process even though he had
already taken decisions in the
organization.

Laissez-faire / free-rein style
In this style, the leader allows the employees
to make the decisions.
The leader is still responsible for the decisions
that are made.
This is used when employees are able to
analyze the situation and determine what
needs to be done and how to do it.
Behavioral Styles Theories of
Leadership
The Leadership Grid/ Managerial Grid
Developed by Blake and Mouton
A nine by nine matrix outlining 81 different
leadership styles.
Concern for production: the desire to
achieve greater output, cost-
effectiveness, and profits.
Concern for people: promoting
friendships, helping coworkers get the job
done, and attending to things that matter
to people.
The Managerial Grid
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team management
Work accomplishment is from
committed people, interdependence
through a common stake in organization
purpose leads to relationship
of trust and respect


1,1
Impoverished Management
Exertion of minimum effort to get
required work done is appropriate
to sustain organization membership

5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
9,1
Authority-Obedience
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
1
2
3 4 5

6
9 8
7
1
2
3
4
5

6
7
8
9
Concern for production Low
High
Low
High
C
o
n
c
e
r
n

f
o
r

p
e
o
p
l
e

Behavioral Styles Theories of
Leadership
The Leadership Grid Styles
9, 1 style: primary concern for production;
people secondary.
1, 9 style: primary concern for people;
production secondary.
1, 1 style: minimal concern for production or
people
5, 5 style: moderate concern for both
production and people to maintain the status
quo.
9, 9 style: high concern for both production and
people (commitment, trust, and teamwork)
Situational Approach
Developed by Hersey & Blanchard 1969

Different situations demand different kinds of
leadership

Being an effective leader an individual adapt
her/his style to the demands of different
situations

Directive and supportive dimension
Situational Leadership, Four
Styles
Supportive
Behaviour
Relationships
Directive Behaviour
Task
High
High Low
Low
Delegating
Supporting Coaching
Directing
Situational Leadership, Four
Styles
Directing
communication focused on goal
achievement, careful supervising of
instructions
Delegating
low level of involvement in planning,
control of details, goal clarification
leaves the responsibility to subordinates

Situational Leadership, Four
Styles
Supporting
brings out the employees skills,
subordinates control day-to-day decisions
listening, praising, asking for input, giving
feedback
Coaching
encouragement and soliciting subordinate
input, leader makes the final decision

Situational Theories
of Leadership
Path-Goal Theory
Derived from expectancy motivation theory.
Effective leaders enhance employee
motivation by

clarifying perceptions of work goals.
linking rewards to goal attainment.
explaining how goals and rewards
can be achieved.
Transactional leaders
Transactional leaders determine
What subordinates need to do to achieve
their own and organizational objectives
Helps subordinates become confident that
they can reach their objectives by putting
necessary efforts.
Transformational Leaders
Transformational leaders attempts to change
the whole organization from one style or
culture to another.
The leaders main aim is to elevate, inspire his
followers and himself to higher things in life
Eg: JRD Tata
Characteristics of transformational
leaders
Anticipatory skills
Visionary skills
Empowerment skills
Self understanding skills
Transformational vs.
transactional leaders
Transactional leaders
Monitor people to see that they do the expected,
according to plan
Get people to do things by offering a reward or
threatening them with a punishment.

Transformational leaders
Are capable of charting new courses for their
organization.
Are visionaries who challenge people to do
exceptional things, above and beyond the plan.
Charismatic leaders
Charisma: a special personality characteristic
that gives a person superhuman or exceptional
powers .
Charismatic leaders
Charisma is leadership trait that help influence
employees to take early and sustained action

Charismatic leaders are
dynamic risk-takers who show their
expertise and self-confidence
express high performance expectations
uses symbols and language to inspire
others
Key Characteristics of Charismatic leaders


1. Self Confidence
2. A vision
3. Ability to articulate the vision



Power
Power
A capacity that A has to influence the
behaviour of B so that b acts in accordance
with As wishes.

Dependency
Bs relationship to A when A possesses
something that B requires.

Sources of power
Power
Five Bases of Power
Reward power: having the ability to grant
rewards.
Coercive power: power that is based on
fear.
Legitimate power: power as a result of his
her position in the formal hierarchy of an
organization
Power
Referent power: gaining compliance based on
charisma or personal identification.
Referent power develops out of admiration of
another and a desire to be like that person

Expert power: gaining compliance based on
the ability to dispense valued information.

Power
Empowerment
Making employees full partners in the
decision-making process and giving them
the necessary tools and rewards.

Traditional authoritarian managers feel
threatened.
Sexual harassment and power
Unwelcome advances, requests for sexual
favours, and other verbal or physical conduct
of sexual in nature


Harasser threatens job security or safety
through coercive or legitimate power



Office romance and power

Co-workers believe that employees in
relationships abuse their power to favour each
other


Higher risk of sexual harassment claims after
relationship breaks off



Organisational politics

When employees in organizations convert their
power in to action, we describe them as being
engaged in politics.

Politics may be good or bad for the
organisation

Types of organisational politics