Leadership

Unit 8

10/20/20 1
 Leadership
Concept
 Leadership is process of influencing behavior of
organizational members for attaining common
organizational goals.
 It is the personal quality of an individual who organizes
the efforts of individuals and directs them to achieve
common objectives.
“Leadership is the ability to influence a group toward the
achievement of a vision or set of goals.”- Robbins and
Judge
“Leadership is the ability to inspire confidence and support
among people who are needed to achieve organizational
goals.”- Kim and Mauborgne
10/20/20 2
 Traditional Theories of
Leadership

1. Trait Theories of Leadership

2. From Traits to States and Skill Development
3. Group and Exchange Theories of Leadership
4. Contingency Theory of Leadership
5. Path-goal Leadership Theory

10/20/20 3
 1. Trait Theories of Leadership
This theories of leadership assumes that a good leader is
born and not made. This focus on personal qualities
and characteristics.
Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate
leaders from non leaders
Trait theories have basic assumptions as follows:
 Leaders get leadership traits or qualities by birth
 Leadership is the function of personality.
 Leadership traits remain unchanged across time.
 Leaders differ from their followers because of traits.

10/20/20 4
1. Personal drive: internal motivation
2. Desire to lead: Zeal & power to lead
3. Personal integrity: Honest & reliable
4. Self confident: In achieving goal
5. Cognitive ability: Analyzing information
6. Business/ Technical knowledge: All knowledge
i.e. technical and managerial
7. Charisma: convince on vision & goal & change
the organization
8. Creative
9. Flexibility: Adopt with environment

10/20/20 5
 2. From Traits to States and Skill Development
 It is based on approach between trait theory and
situational theory of leadership.
 It emphasizes the on special skills of leaders in place of
traits for successful leadership.
 This theory suggests that leadership can be developed.
 Positive organizational behavior constructs have potential
for understanding and developing leadership.
 Optimism, hope, resiliency, emotional intelligence, and
self- efficacy are related to effective leaders.

10/20/20 6
From trait to state and skill development approach
emphasizes following special state and skills
development for effective leadership.
1. Drive
Leaders must have inner motivation to pursue goal. Leader
should have inner state of motives, drives to attain the
organizational goal.
2. Leadership motivation
Leaders have a strong desire to influence and lead others.
They use socialized power to influence others to
succeed.
3. Honesty and integrity
When leaders have truthfulness it support to integrate the
activities of all the subordinates.
10/20/20 7
 4. self- confidence
Leaders should develop their self-confidence so that their
followers will be influenced positively.
5. Intelligence
It is usually focused in the ability to process information,
analyze alternative, and discover opportunities.
6. Knowledge of the business
New ideas and knowledge generated by leaders would be
helpful for the company to survive and succeed.
7. Emotional intelligence
It is extent of self- monitoring personality, making leaders
strong in situation sensitivity and the ability to adapt to
circumstances as needed.

10/20/20 8
3. Group and Exchange Theories of Leadership
The group and exchange theories are based on social
psychology.
This theory of leadership is based on notion that the
leadership success depends on social relationship
between leader and followers.
This theory assumes that there is mutual relationship
and influence between followers and leaders.

10/20/20 9
Group and exchange theories of leadership can be
studied form two perspective.
A.Followers’ impact on leaders
B.Leader- member exchange (LMX) model

A.Followers’ impact on leaders

 A grouping number of research studies that followers
may actually affect leaders as much as leaders affect
followers.

10/20/20 10
B. The leader- member exchange (LMX) model
This theory says that leaders treat individual followers
differently.
This theory presents that leaders act differently to
different members in the group.
Leaders create in-groups and out-groups.
The relationship of the leaders with their followers are
categories into two groups.
i. In group
ii. Out group

10/20/20 11
i. In group
 This group is made up of the team members.
 Members of the in- group are invited to participate in
decision making and are given added responsibility.
 This group also get more one- on- one time with leader.
 This in-group is trusted and gets more time and attention
from the leader (more “exchanges”)
ii. Out group
 Out group members tend to have less access to the leader,
and often don’t receive opportunities for growth or
advancement.
 All other followers are in the “out-group” and get less of the
leader’s attention and tend to have formal relationships with
the leader (fewer “exchanges”)
10/20/20 12
 4. Contingency Theory of leadership
This theory of leadership assumes that appropriate
leader behavior varies from one situation to another.
As the situation changes, the leader must change his
style of leadership.
In this theory, there is no one best style of leadership
universally applicable for all situations.
Let’s discuss Fiedler’s contingency theory of leadership
and Hersey and Blanchard’s situational theory of
leadership.

10/20/20 13
 A. Fiedler’s Contingency Theory of leadership
Fred Fiedler developed contingency models for
leadership at first time.
This theory proposed that effective groups performance
depend on the proper match between a leader's style
of interacting with subordinates and the degree to
which the situation gives control and influence to the
leader.
There are basically three steps in the theory
1. Identifying Leadership Style
2. Defining the Situation
3. Matching leaders and situations

10/20/20 14
1. Identifying Leadership Style
Fiedler believes that the key factor in leadership
success is the individual’s basic leadership style.
He classified leadership style in two categories.
a. Relationship oriented leadership
 Relationship oriented leadership always prefer to
establish close interpersonal relationship with
subordinates.
b. Task oriented leadership
 Task oriented leadership are motivated by task
accomplishment. They always prefer the person
doing good job.

10/20/20 15
2. Defining the Situation
Fiedler identified three contingency dimensions that define the
key situational factors
a. Leader-member relations
 Leader-member relations are determined by the manner in
which the leader is accepted by the group.
 It is the degree of confidence, trust, and respect to leaders
from the followers.
b. Task structure
 Task structure reflects the degree to which one specific way is
required to do the job.
c. Position Power
 It is the degree to which the leader has over power variables
such as hiring, firing, promotion and salary increases.
10/20/20 16
3. Matching leaders and Situations
This theory concludes that leaders and situations should
be matched to achieve leadership effectiveness.
Two ways in which to improve leader effectiveness
a. Change the leader to fit the situation
b. Change the situation to fit the leader

10/20/20 17
 B. Hersey & Blanchard’s Situational Leadership
theory
This theory suggests that the effectiveness of the
leadership style depends on the readiness of the
followers and goals & knowledge of the followers.
 A model that focuses on follower “readiness”
 Followers can accept or reject the leader
 Effectiveness depends on the followers’ response to
the leader’s actions
 “Readiness” is the extent to which people have the
ability and willingness to accomplish a specific task

10/20/20 18
 Dimension of leader behavior
Task behavior ( amount of direction)
 It is the extent to which a leader assigns jobs
regarding what to do, where to do, and how to do.

Relationship behavior (amount of socio-emotional

support)
 It is the extent to which a leader listens, provides
supports and encouragement, and involves
subordinates in the decision making process.

10/20/20 19
Hersey & Blanchard’s theory is defining four stages of
follower readiness:
A. Readiness level R1 (low level)
 Followers are both unable and unwilling to take
responsibility to do something. They are neither competent
nor confident.
 If followers are unable and unwilling to do a task, the
leader needs to give specific and clear directions.
B. Readiness level R2 (Low to Moderate)
 Followers are unable but willing to do the necessary job
tasks. They are motivated but currently lack the appropriate
skills.
 If followers are unable and willing, The leader need to
display a high task orientation.
10/20/20 20
C. Readiness level R3 (Moderate to High)
 Followers are able but unwilling to do what the leader
wants.
 If the followers are able and unwilling, The leader
needs to use a supportive and participative style.
D. Readiness level R4 (High level)
 Followers are both able and willing to do what is
asked of them.
 If followers are both able and willing, The leader
doesn't need to do much.

10/20/20 21
According to Hersey and Blanchard, there are four
main leadership styles/ behavior:
1. Telling (Style- S1)
 It is the situation of high-task and low-relationship
leader behavior.
 The leader defines roles of followers and tells them
what, how, when, and where to do various tasks. It
emphasizes directive behavior.
2. Selling (Style-S2)
 It is the situation of high-task and high- relationship
behavior.
 The leader provides both supportive as well as
directive behavior.

10/20/20 22
3. Participating (Style- S3)
 It is the situation of low-task and high relationship
behavior.
 The leader and follower share in decision making,
with the main role of the leader being facilitating and
communicating.
4. Delegating (Style- S4)
 It is the situation of low-task and low- relationship
behavior.
 The leader provides little direction and support.

10/20/20 23
 5. Path-Goal Leadership Theory
 This theory was developed by R. J. House and Martin
Evans in 1971.
 In this theory, Leaders provide followers with
information, support, and resources to help them to
achieve their goals.
 Leaders help clarify the “path” to the worker’s goals
 Path goal theory emphasized on effective leadership
styles to clarify the path and help the subordinates to
achieve their goal and make the journey easier by
reducing the obstacles.

10/20/20 24
 Path-Goal theory suggested four different types of
leadership style.
a. Directive style
 It is the leadership style in which the leader delivers
guidance and methods to achieve a task.
 focuses on the work to be done

b. Supportive style
 Under this style, leaders show friendly behavior and
concern for the needs of followers.
 focuses on the well-being of the worker

10/20/20 25
c. Participative style
 It this style, the leader asks suggestions from
subordinates and encourage them to participate in
decision making.
 consults with employees in decision making

d. Achievement-Oriented style
 Under this style, leaders set the challenging goals and
expect the followers to perform highest level of
potential.
 sets challenging goals

10/20/20 26
Leadership style depends upon different situational
variables. Path-Goal theory has identified two types
of situational variables.

a. Subordinate characteristics
 Perceived ability, locus of control and willingness of
followers are important characteristics of followers
affecting leadership style.
b. Environmental forces on subordinate
 Environmental forces like task structure, work group
and formal authority system may have a major impact
on how leader behavior affect subordinates’
satisfaction and motivation.

10/20/20 27
 The Path-Goal Theory

10/20/20 28
 Modern theoretical processes of
leadership

1.Charismatic leadership
2.Transformational leadership
3.Social cognitive approach
4.Substitutes for leadership
5.Authentic leadership

10/20/20 29
 1. Charismatic leadership
 Charisma means “gift” in the Greek language.
 Charisma is a form of interpersonal attraction that
inspires support and acceptance from others.
 Charismatic leadership is defined as the type of
influence based on a leader’s personal charisma.
 The behavior attributions of charismatic leaders are
vision, and articulation, sensitivity to environment,
sensitivity of members’ needs, personal risk taking,
and performing unconventional behavior.
 Subordinates believe that leader has vision,
communicate high performance expectation, convey
new set of values, and self sacrifices.
10/20/20 30
 2. Transformational leadership
 Transformational leaders guide and motivate
followers in the direction of established goals and
clarifying role and task requirements.
 They shift values, belief and needs of their followers.

10/20/20 31
 3. Social cognitive approach
 Social cognitive theory focuses on continuous and
reciprocal interaction between the leader, the
environment, and the behavior itself.
 It is the interaction between the leader and the
followers, the environmental situation and the
leader’s behavior itself.
 Environmental variables involve subordinates and all
the organizational variables such as interaction,
conflict, problem solving etc.

10/20/20 32
 Social Cognitive Approach to Leadership

Leader
(includes cognition)

Environment
Leader behavior (includes subordinates
organizational variables)

10/20/20 33
 4. Substitutes for leadership
 This approach argues that formal leadership creates
unnecessary dependency on leader.
 Formal leadership discourages the creativity, growth
and autonomy of subordinates.
 Self leadership can serve as a substitute for
leadership.
 This approach supports the subordinates to become
self leaders.
 Power decentralization, self-leadership, self-
motivation are the features of substitutes for
leadership.
10/20/20 34
 5. Authentic leadership
 Authentic means genuine, transparent, reliable,
trustworthy, real.
 The authentic leader is confident, hopeful, resilient,
transparent, moral/ ethical, future oriented, and give
priority to developing followers.
 Authentic leader consists of the components of self-
awareness and self- regulation behavior, that would
adopt their morel perspective and transparency.

10/20/20 35
 Authentic Leadership Development Model

10/20/20 36
 Contemporary issues in
leadership

1.Emotional intelligence and leadership

2.Moral leadership
3.Team leadership
4.Cross-culture leadership
5.Mutual influence

10/20/20 37
 1. Emotional intelligence and leadership
 Leader need to develop the component of emotional
intelligence (self- awareness, self-management,
self-motivation, empathy, and social skills).
 Leader with emotional intelligence will able to think
before they act, focus on their goals, understand
other people’s emotions.
 Thus, leadership with emotional intelligence is the
need for future leaders.

10/20/20 38
 2. Moral leadership
 Leadership is always tied to morality.
 Moral leaders tend to develop the working capability
of subordinates instead of idle of their own skills.
 Moral leadership comes from within the individual,
relates treating people well, and with respect.
 The moral dimension of leadership should be
considered for leadership, such as truth telling,
promise keeping, fairness, respect for the individuals.

10/20/20 39
 3. Team leadership
 A team leader is someone who provides direction,
instructions and guidance to a group of individuals for
the purpose of achieving a certain goal.
 The major role of team leader is to develop team work
strategy, manage training programs, communicate clear
instruction, manage day to day operation, and get
feedback of team performance.
 The concept of team leadership is getting popularity.

10/20/20 40
 4. Cross-culture leadership
Leader is one who can honor and respect culture value of
all the subordinates.
The concept of cross- culture leadership is gaining
popularity due to development of social, economic and
culture globalization.

10/20/20 41
 5. Mutual influence
 Leader and followers interact with one another.
 This philosophy of leadership emphasizes that
creativity is not only part of leader but also
subordinates have creativity in their own area of
functions.
 Thus, in mutual influence approach of leadership,
leaders influence followers and followers also
influence leaders.

10/20/20 42
 Thank you

10/20/20 43