By :Dr Ipseeta Satpathy, D.

Litt
Professor OB & HRM
Leadership
The ability to influence a group toward the
achievement of goals.

Management
Use of authority inherent in designated formal rank to
obtain compliance from organizational members.
Traits Theories of Leadership Traits:
Leadership
• Ambition and energy
Theories that consider
personality, social, • The desire to lead
physical, or intellectual • Honest and integrity
traits to differentiate • Self-confidence
leaders from nonleaders.
• Intelligence
• High self-monitoring
• Job-relevant
knowledge
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical or task aspects of the job.
 Fiedler’s Contingency Model

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person
is task- or relationship-oriented.
The LPC questionnaires contains sets of 16 contrasting
adjectives (such as pleasant-unpleasant , efficient-in efficient
, open-guarded , supportive-hostile).
 If the least preferred coworker is described in
relatively positive terms( a high LPC score ) ,
then the respondent is primarily interested in
good personal relations with this coworker. That
is , if you essentially describe the person you are
least able to work with in favorable terms,
Fielder would lable you relationship – oriented. In
contrast, if the least preferred coworker is seen
in relatively unfavorable terms (a low LPC
scores) , the respondent is primarily interested in
productivity and thus would be labeled task-
oriented.
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.(Good or Poor)
Task Structure
The degree to which the job assignments are
procedurized.(High or Low)

Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary
increases.(Strong or Weak)
 Fiedler states the better the leader-member
relations, the more highly structured the job, and
the stronger the position power, the more control
the leader has .
 Fiedler concluded that task oriented leaders tend to
perform better in situation that were very favorable
to them and in situations that were very
unfavorable . So Fiedler would predict that when
faced with a category I, II, III, VII,VIII situation, task-
oriented leaders perform better. Relationship-
oriented leaders, however , perform better in
moderately favorable situations-categories IV
through VI.
 LPC scores would determine the type of
situation for which individuals were best
suited.
 Three contingency factors that “Situation”
would be defined are leader-member
relations, task structure , and position power.
 If followers are Unable and Unwilling to do a task ,the leader
needs to give clear and specific directions.
 If followers are Unable and Willing, the leader needs to
display high task orientation and high relationship orientation.
 If followers are Able and Unwilling, the leader needs to use a
supportative and participative style.
 If the employees are both Able and Willing ,the leader does
not need to do much.
 This theory argues that because of time pressures, leaders
establish a special relationship with a small group of their
followers.
 These individuals make up the in-group- they are trusted, get a
disproportionate amount of the leader’s attention, and are
more likely to receive special privileges.
 The other followers fall into the out-group.
Trust
Trust
A positive
expectation(Knowledge
and familiarity about the
other party.) that another
will not—through words,
actions, or decisions—act
opportunistically(Refers
to the inherent risk and
vulnerability in any
trusting relationship).
 Integrity
 Honesty and truthfulness.

 Competence
 An individual’s technical and interpersonal
knowledge and skills.

 Consistency
 An individual’s reliability, predictability, and good
judgment in handling situations.
 Inconsistencies between words and action decrease
 Loyalty
 The willingness to protect and save face for
another person.
 Trust requires that you can depend on someone
not to act opportunistically.

 Openness
 Reliance on the person to give you the full truth.
 Deterrence-based Trust
 Trust based on fear of reprisal if the trust is
violated.
 This trust will work only to the degree that
punishment is possible, consequences are clear,
and the punishment is actually imposed if trust
is violated . Ex: selling a car to a friend of a
friend by hiding information.
 Knowledge-based Trust
 Trust based on behavioral predictability that
comes from a history of interaction.
 The better you know someone the more
accurately you can predict what she/he can do.
 Both parties have enough experience working
with each other that they know what to expect .
In organizational context , the most manager-
employee relationships are knowledge-based .
Both parties have enough experience working
with each other that they know what to expect.
Identification-based Trust
 Trust based on a mutual understanding of each
other’s intentions and appreciation of the other’s
wants and desires.
Ex : A long term happily married couple
 Charismatic Leadership
 Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors.
 John F. Kennedy, Martin Luther King, Jr., Bill
Clinton, Mary Kay Ash (founder of Mary Kay
Cosmetics), Steve Jobs (co-founder of Apple
Computer)
1. Vision and articulation. Has a vision—expressed as an
idealized goal—that proposes a future better than the status quo;
and is able to clarify the importance of the vision in terms that are
understandable to others.

2. Personal risk. Willing to take on high personal risk, incur high

costs and engage in self-sacrifice to achieve the vision.

3. Environmental sensitivity. Able to make realistic

assessments of the environmental constraints and resources
needed to bring about change.

4. Sensitivity to follower needs. Perceptive of others’ abilities

and responsive to their needs and feelings.

5. Unconventional behavior. Engages in behaviors that are

perceived as novel and counter to norms.
Transactional Leaders
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task
requirements.

Transformational Leaders
Leaders who provide individualized consideration and
intellectual stimulation, and who possess charisma.
 Elements of Emotional Intelligence:
 Self-awareness: Exhibited by self- confidence , realistic self-
assessment , and a self-deprecating sense of humor
 Self-management: Exhibited by trustworthiness and integrity,
comfort with ambiguity, and openness to change
 Self-motivation: Exhibited by a strong drive to achieve,
optimism, and high organizational commitment
 Empathy: Exhibited by expertise in building and retaining
talent, cross-cultural sensitivity and service to clients and
customers.
 Social skills: Exhibited by the ability to lead change,
persuasiveness, and expertise in building and leading teams
 Mentor
 A senior employee who sponsors and supports a less-
experienced employee (a protégé).
 The mentoring role includes coaching , counseling,
and sponsorship.
 As a coach , mentors help to develop their proteges
skills.
 As counselors, mentors provide support and help
bolster proteges’ self-confidence.
 As sponsors, mentors actively intervene on
behalf of their proteges by providing rewards
such as promotions and salary increases
 The mentor-protégé relationship gives the
mentor unfiltered access to the attitudes and
feelings of lower-ranking employees.
 They provide timely information to upper
managers
 Allows mentors to have news of problems
before they become common knowledge to
others in upper management.
 Selection
 Personality tests can be used to look for traits
associated with leadership-extroversion,
conscientiousness, and openness to
experience candidates with a high EI.
 Training
 Leadership training of any kind is likely to be
more successful with individuals who are high
self-monitors than with low self-monitors.
 We also can teach skills such as trust-building
and mentoring. And leaders can be taught
situational –analysis skills.
 Charles Schwab, eBay, Pfizer, Unilever, and
American Express have hired executive
coaches to provide specific one-on-one
training for their company’s top executives to
help them improve their interpersonal skills
and to learn to act less autocratically.