Prepared by

Roll no.:- 41 to 60
Group member and it’s activity
 Patel Parthiv M. – Presentation
 Patel Savan S. – Presentation
 Pathak Bhavesh V. – Help in ppt
 Ramani Haresh M. – Presentation
 Ratadiya Prakash N. – Search Topic
 Rathod Vaibhav M. – Search Topic
 Rupareliya Priyanka S. – Presentation
 Savaliya Manish V. – Creation of ppt
 Shah Dipali H. – Presentation
 Shrimali Pratik D. – Presentation
 Simejiya Bansi P. – Presentation
 Solanki Prashant M. – Presentation
 Suvagiya Viral S. – Search Topic
 Tanna Jalap C. – Presentation
 Thakkar Poonam J. – Presentation
 Vagadiya Rakesh N. – Presentation
 Vaghani Akshay L. – Presentation 2
 Vaghani Jay K. – Search Topic
 Presentation by
 Trust leadership – Priyanka & Akshay
 Follower centric leadership – Jalap
 Neutralize or substitute leadership – Savan
 Transactional, Transformational – Pratik
and Charismatic leadership
 Leadership and Emotional Intelligence– Dipali
 Self leadership
 Team leadership – Poonam
 Mentoring leadership – Rakesh
 Morality and Ethical conduct – Bansi
 Attribution leadership – Prashant
 Developing leadership within – Parthiv
organizations – Haresh
3
MEANING
OF
TRUST

4
=>Trust is positive expectation that another will not –
through words , actions , or decisions - act
opportunistically

=>two most important element of our definition are that it

implies familiarity and risk

POSITIVE EXPECTATION
=>in our definition assumes knowledge and familiarity about
the other party

=>trust is a history – depended process based on relevant but

limited samples of experience

=>it takes time to form , building incrementally and

accumulating 5
OPPORTUNISTIC
=>It refers to the inherent risk and vulnerability in any
trusting relationship

=>trust involves making oneself vulnerable as when, for

example, we disclose intimate information or rely on
another ‘s promises

6
 TRUST
DIMENSIONS

7
=>There are basically five dimensions of trust which
are given below:

1)Integrity

2)Competence

3)Consistency

4)Loyalty

5)openness

8
INTEGRITY
=>it refers to honesty and truthfulness. Of the five
dimensions, this one seems to be most critical when
someone assesses another ‘s trustworthiness.

COMPETENCE
=>it encompasses an individual ‘s technical and
interpersonal knowledge and skills.

CONSISTENCY
=>it relates to an individual ‘s reliability , predictability ,
and good judgment in handling situation.

9
LOYALTY
=>It is the willingness to protect and save face for
another person

=>trust requires that you can depend on someone not

to act opportunistically

OPENNESS
=>It final dimension of trust is openness. You can rely on
the person to give you the full truth

10
THANK
YOU
11
TYPES
OF
TRUST

12
There are basically three types of trust:
Deterrence based
=>The most fragile relationships are contained in
deterrence – based trust.

=>Deterrence – based trust will work only to the degree

that punishment is possible, if the trust is
violated.

Knowledge based
=>most org. relationships are rooted in knowledge–
based trust that is , trust is based on the behavioral
predictability that comes from history of interaction.

=>it exists when you have adequate information about

someone to understand them well enough to be able
to accurately predict his or her behaviour. 13
Identification- Based Trust
=>The highest level of trust is achieved when there is
an emotional connection between the parties.

=>Identification trust is long term.

14
 BASIC
PRINCIPLES
OF
TRUST

15
There are basically five basic principles of trust
Mistrust drives out trust
=>people who are trusting demonstrate their trust by
increasing their openness to others give true
intentions.

=>In mistrust conceal the information.

Trust Begets Trust

=>In the same way that mistrust drives out trust ,
exhibiting trust in others tends to encourage
reciprocity.

=>Effective leaders increase trust in small increments

and allow others to respond in kind.

16
Trust can be regained
=>Once it is violated , trust can be regained , but only in
certain situations.

Mistrusting groups self-destruct

=>The corollary to the previous principle is that when
group members mistrust each other , they repel and
separate.

=>They pursue their own interests rather than their

group’s.

17
Mistrust generally reduces productivity
=>Although we cannot say that trust necessarily
increases productivity

=>A climate of mistrust tends conflict in members.

18
Thank You
19
 Follower
centric
leadership

20
It is very important that leadership is about the followers, not
the leaders. The leader should make his/her followers feel
proud to be part of the team and to make them feel that they
are an essential part of the team. The following is a quote on
how good leadership ensures this:

"Good leaders make people feel that they're at the very heart
of things, not at the periphery. Everyone feels that he or she
makes a difference to the success of the organization. When
that happens people feel centered and that gives their work
meaning."
-Warren Bennis

21
Thank You

22
 NEUTRALIZE
OR SUBTITUTE
LEADERSHIP

23
 INTRODUCTION
LEADERSHIP :-
‘Leadership’ in terms of both process to property as a process ,
leadership is the use of influence to direct to coordinate the
activity of group member to meet a goal.

SUBSTITUTE LEADERSHIP :-
→ Substitute leadership are individual task of organization
characteristics that tend to outweigh the leader’s ability to affect
sub-ordinates satisfaction to performance

→ Substitute of leadership suggest that in many situation whatever

action leaders exhibit are in relevant certain individual job to
organizational variables can act as neutralize the leaders influence
on his/her followers.

→ in substitution leadership imp are require.

24
Individual :-
Individual professionalism
Motivation
Experience & training
Indifference & reward
Job :-
 structure automobile
 highly controlled
 in strinsically satisfying
 embedded feedback
Group :-
group norms
group whesiveness
Organization :-
 right procedures & rules
 Explicit goals & objectives
 Rigid reward system
25
 Individual ability, experience, training, knowledge,
motivation, and professional are among characteristics
that may substitutes for leadership.

 Similarly, a task characterized by a routine a high degree of

structure, frequent feedback and intrinsic satisfaction
may also render leader behaviour unnecessary.

 Explicit plans and goals, rules and procedures cohesive

work groups, a rigid reward structure, and physical distance
between supervision and subordinate are organizational
characteristics that may substitutes for leadership.

26
 NEUTRALIZERS LEADERSHIP
 Neutralizers leadership are factor that render ineffective a
leader’s attempts to engage in various leadership
behaviours.

 Neutralizers make is impossible for leader behaviour to

make any difference to follower outcomes.

 They negate the leader’s influence.

27
 NEUTRALIZERS LEADERSHIP
 They act as a replacement for the leader is influence for
instance characteristics of employee such as their
experience, training, “professional” orientation or
indifference toward organizational rewards can substitute
for or neutralize the effect of leadership

 If performance quality is also centralized (say, by simple

task a, or tight quality control procedures) the leader may
again be powerless to influence individual work behaviour.

 Organizational factors can also neutralize at least some

forms of leader behaviour.

28
Thanks
29
UNDERSTANDING AND
DISTINGUISHING
BETWEEN THE
TRANSACTIONAL,
TRANSFORMATIONAL
AND CHARISMATIC
LEADERSHIP

30
 LEADERSHIP
 Leadership is the process of influencing and supporting
employees or others to work enthusiastically towards
achieving objectives.

There are three essential features of leadership, i.e.,

1. Influence or support,
2. Voluntary effort and
3. Goal achievement

However, leadership can be simply defined as the act of

making an impact on others in a desired direction

31
 TYPES OF LEADERSHIP

There are mainly three types of leadership. They are as

follows:

1. CHARISMATIC LEADERSHIP,

2. TRANSFORMATIONAL LEADERSHIP, AND

3. TRANSACTIONAL LEADERSHIP

32
1.CHARISMATIC LEADERSHIP
Mr. Max Weber, a sociologist, war the first scholar to
discuss “Charismatic Leadership”.

Þ More than a century ago, he defined the word “Charisma”,

comes from the Greek, which means “Gift” as “a certain
quality of an individual personality, by virtue of which he or
she is set apart from ordinary people and treated as endowed
with supernatural, superhuman, or at least specifically
exceptional power or qualities.”

Þ CHARISMATIC LEADERS:-
John.F.Kennedy, Martin Luther King, Jr. Ronald Regan,
Indira Gandhi, Mahatma Gandhi, Biu Uinton, Mary Kay
Ash(Founder of Mary Kay cosmetics), and Steve Jobs(co-
fender of Apple computer) are individuals frequently cited as
being charismatic leaders.
33
CHARISMATIC LEADERSHIP THEORY
According to Robert House’s charismatic leadership
theory, followers make an attributions of heroic or
extraordinary leadership abilities when they observe certain
behaviours.

CHARACTERISTICS OF CHARISMATIC
LEADERSHIP
 Followers visualize heroic or extraordinary abilities to their
leader.
 He should be able to distinguish himself in those qualities in
which he can demonstrate charisma.
 There have been a number of studies that have attempted to
identify the characteristics of the charismatic leader. One of
the best reviews of the literature has documented four:
34
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 clarity 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. Sensitivity to follower needs :-
 Perceptive of other’s abilities and responsive to their
needs and feelings.
4. Unconventional/unordinary behaviours :-
 Engages in behaviours that are perceived as novel &
counter to norms.
35
CHARISMATIC LEADERSHIP

(A) Are Charismatic Leaders Born Or Made?

(B) How Charismatic Leadership Influence Followers?

(C) Does Effective Charismatic Leadership Depend On The

Situation?

(D) The Dark Side of Charismatic Leadership.

36
A. Are charismatic leaders born or made?
1. Are charismatic leaders born with their qualities? Or
2. can people actually learn how to be charismatic leaders?
Answer to both questions is YES.

B.How charismatic leaders Influence followers?

Four step process
I. It begins by the leader articulating an appealing vision. A
vision is a long-term strategy for how to attain a goal or goals.
The vision provides a sense of continuity for followers by
linking the present with a better future for the organization.
 For example:- at Apple, Steve jobs championed the iPod,
noting," It's as Apple as anything, Apple has ever done”.

37
 II.A vision statement: A vision statement is a formal articulation
of an organization’s visions or mission. Charismatic leaders
may use vision statement to “imprint” (fix) to achieve goal.
III.The leader conveys through words and actions, a new set of
values and, by his or her behaviour, sets an example for
followers to imitate.
IV.Finally, the charismatic leaders engage in emotion-including
and often unconventional behaviour to demonstrate courage
and conviction about the vision.-followers “catch” the
emotions.

C.Does Effective Charismatic Leadership Depend On The

Situation?
 There is a growing body of evidence indicating that charisma may
not always be generalizable that is ,its effectiveness may depend
on the situation .
38
 Charisma appears to be most successful and the follower’s task
has an ideological components or When the environment
involves a high degree of stress and uncertainty.
 Example;- in the 1930s Franklin D. Roosevelt offered a vision to
get Americans out of the depressions .

D.The Dark Side of Charismatic Leadership.

 Charismatic business leaders like AIG‘s Hank Greenberg, GE’s
JACK Welch become celebrities on the order of David Beckham
and Madonna .
 every company wanted a charismatic CEO. And to attract these
people, B.O.D give them unprecedented autonomy and resources.
 They provide interest free loans to buy a beach homes and
artwork, security staff provided by their company.

39
2.TRANSFORMATIONAL LEADERSHIP
Transformational Leaders inspires followers to transcend
their own self-interest for the good of the Organization and
are capable of having a profound and extra-ordinary effect
on their followers.

Transformational Leaders:- Andrew Jung at Avon ,

Richard Branson of the Virgin group and Jim McNerney of
Boeing are all examples of transformational leaders.

They pay attention to the concerns and developmental needs

of individual followers.

They change followers’ awareness of issues by helping them

to look at old problems in new ways and
40
They are able to excite, arouse, and inspire followers to put
out extra efforts to achieve group goals.

How Transformational Leadership Work?

 They encourage their followers to be more innovative and
creative
 They are more effective because they are them self more
creative, but they are also more effective because they
encourages who follow them to be creative too.

Evaluation of Transformational Leadership.

 It has been supported in disparate occupations ex- school
principle, marine commanders, ministers, presidents of
MBA associations, military cadets etc. and at various job
level
 R&D firms
41
 Difference between T.L v/s charismatic leadership

 There is a some debate

 Robert House considers as both synonyms, calling the

differences “modest” and “minor”

 Bernard Bass; charisma to be part of transformational

leadership but argues that transformational leadership is
broader than charisma, suggesting that charisma buy itself
insufficient to “account for the transformational process”

42
3.TRANSACTIONAL LEADERSHIP
Transactional leaders :-
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task
requirements.

The leader directs his subordinates towards goals

achievement under transactional approach. The leader
clarifies the roles to be plays by subordinates while
performing their respective tasks.

43
 CHARACTERISTICS OF TRANSACTONAL
AND TRANSFORMATIONAL LEADERS
Transactional leader

Contingent Reward :- Contracts exchange of rewards for effort,

promises rewards for good performance, recognizes
accomplishments.

Management by Exception(active):- Watches and searches for

deviations from rules and standards, takes correct action.

Management by Exception(passive):- Intervenes only if standards

are not met.

Laissez-Faire :- Abdicates responsibilities, avoids making

decisions.
44
 CHARACTERISTICS OF TRANSACTONAL
AND TRANSFORMATIONAL LEADERS
Transformational Leader

Idealized Influence :- Provides vision and sense of mission, instills

pride, gains respect and trust.

Inspirational Motivation :- Communicates high expectations, uses

symbols to focus efforts, expresses important purposes in simple
ways.

Intellectual Stimulation :- Promoter intelligence, rationality, and

careful problem solving.

Individualized Consideration :- Gives personal attention, treats

each employee individually, coaches, advises.
45
 FULL RANGE OF LEADERSHIP MODEL
Effective

l
ona
ati
rmo
nsf
Tra
Passive Active

al
n
tioc
nsa
Tra

46
Ineffective
 Thanks for
giving me this
opportunity

47
 LEADERSHIP
AND
EMOTIONAL
INTELLIGENCE

48
49
 Leadership
 Leadership is concerned with communication of
directions, motivation of subordinates and resolving inter
personal conflict.

• Leadership has been described as the “process of social

influence in which one person can enlist the aid and
support of others in the accomplishment of a common
task”.

• "Leadership is ultimately about creating a way for people

to contribute to making something extraordinary happen.”

• Effective leadership is the ability to successfully integrate

and maximize available resources within the internal and
external environment for the attainment of organizational
or societal goals."
50
 What is Emotion?
Emotion can be define as an expression of feeling of
fear, anger, joy, love, hate, grief, frustration, satisfaction
or any other similar feelings And that can leader early
understanding employees’ behaviour in an organization.

What is Intelligence?
Intelligence is power of learning, understanding and
reasoning or our mental ability.
51
52
 Emotional Intelligence (EI)

 A person’s ability to:

– Be self-aware
• Recognizing own emotions when experienced
– Detect emotions in others
– Manage emotional cues and information

 EI plays an important role in job performance

53
 Emotional Intelligence - two
aspects
 Understanding yourself, your goals, intentions,
responses, behaviour and all.
 Understanding others, and their feelings.

54
 Five main domains of emotional
intelligence

1. Knowing one’s emotions

2. Managing emotion
3. Motivating oneself
4. Recognizing emotions in others
5. Handling relationship

55
 Components of Emotional Intelligence:
 Self-awareness (know how you feel)

 Self-management (manage your emotions and

impulses)

 Self-motivation (can motivate yourself & persist)

 Empathy (sense & understand what others feel)

 Social Skills (can handle the emotions of others)

56
 Emotions and Leadership: The Role of
Emotional Intelligence
Moods and emotions play a central role in the leadership
process. More specifically, it is proposed that emotional
intelligence, the ability to understand and manage moods
and emotions in the self and others, contributes to effective
leadership in organizations.

Emotional intelligence contributes to effective leadership by

focusing on essential elements of leader effectiveness:
development of collective goals and objectives; instilling in
others an appreciation of the importance of work activities
and establishing and maintaining a meaningful identity for
an organization.
57
Thank You
58
 CONCEPT
OF
SELF LEADERSHIP

59
 Self leadership is the set of process through which
individuals control their own behavior. And effective
leaders help their followers to lead themselves.

 The underlying assumptions behind self-leadership are that

people are responsible, capable, and able to exercise
initiative without the external constraints of bosses, rules, or
regulations. Given the proper support, individuals can
monitor and control their own behavior.

 Training in self-leadership is an excellent means to help

employees make the transition from dependence to
autonomy.

60
 Effective self-leadership:
1. Make your mental organizational chart horizontal rather
than vertical
2. Focus on influence and not control
3. Don’t wait for the right time to make your mark; create your
opportunities rather than wait for them.

=>Self leadership is a self-influence process through which

people achieve the self-direction and self-motivation
necessary to perform

=>This concept appeared in1983

=>It applying 2 major areas

1)self managing term and
2)empowering leadership 61
=>It use in larger organization with in the more theorical
framework

=>It consists of specific behavioral and cognitive strategies

designed to
Positively influence personal effectiveness

Self leadership strategies including 3 category

1)behaviour – focused

2)Natural reward and

3)Constructive

62
 FEATURES OF SELF LEADERSHIP
1)Ability to inspire

2)Problem solving skills

3)Emotional maturity

4)Ability to understand human behaviour

5)Verbal assertiveness

6)Willingness to take risks

7)Dedication to organizational goals

8)Skills in the art of commerce

63
Thank You
64
 CONCEPT
OF
TEAM LEADERSHIP

65
 INTRODUCTION
 People in every workplace talk about building the team,
working as a team, and my team, but few understand how
to create the experience of team work or how to develop
an effective team. Belonging to a team, in the broadest
sense, is a result of part of something larger than yourself.
It has a lot to do with your understanding of the mission
or objectives of your organization.

66
 In a team-oriented environment, you contribute to the
overall success of the organization. You work with fellow
members of the organization to produce these results. Even
though you have a specific job function and you belong to a
specific department, you are unified with other organization
members to accomplish the overall objectives. The bigger
picture drives your actions your function exists to serve the
bigger picture.

 You need to differentiate this overall sense of teamwork

from the task of developing an effective intact team that is
formed to accomplish a specific goal.

67
 Effective Team Leadership
 If you are new to a leadership role or are finding that the
team dynamics are askew, then you may need to look at
some techniques to help build teamwork.

1. Remove individual competition – competition can kill

collaboration. If you want the team to work together, you
need to not single out employees efforts and instead look at
team performance and team metrics

2. Delegate clearly – give clear instructions so there is no

ambiguity on who is to do what and when.

3. Define the reporting structure clearly – make it very clear

who is in the lead position and who is accountable and for
what.
68
 Effective Team Leadership
4. Create group incentives for excellence – to motivate the
team even more, offer incentives that the group will
receive.

5. Clearly define expectations and what excellence looks

like – this is a crucial step to team harmony. If your team
does not understand clearly what excellence looks like to
you, how will they ever attain it? You may have a very
different idea than your team members about what you are
striving towards.

6. Provide ongoing professional development

opportunities
69
 Effective Team Leadership
7. Give the team the power to make and implement
decisions – empowering the team to contribute ideas and
then take some risks and learn is an incredible team building
moment.

8. Deal with staff conflicts immediately – don’t let conflicts

and grow into bigger conflicts. Deal with them as soon as
possible and be consistent with your approach.

9. Promote acceptance of a variety of points of view –

differences in cultural backgrounds, ages, experience levels
and educational levels, can influence the foundations used
to make perceptions and judgments. Being open minded to
these varying points of view should be encouraged.
70
 Effective Team Leadership
10. Encourage open, honest communication – Jack Welsh
(Past CEO of GE) believes strongly in what he calls
“candour” (honesty) in the workplace. Jack believes that
far too often we are afraid to admit the truth and this lack
of honesty can be a huge cost to a business financially as
well as decrease staff respect for management. Staff sees
the reality of situations and expect upper management to
be not only aware of the reality but be able to act quickly
on any obvious problems.

71
 Effective Team Leadership
11. Make sure the basic resources are made available – it
is hard to do a job without the necessary resources.

12. Articulate a clear vision and a code of behaviour to

get you there – if your vision isn’t clearly articulated,
your team will not know how the steps they take today
contribute to the big picture in the future. Your team
needs to feel passionate about the they do. If they see
that their efforts contribute to a big picture they can
anticipate next steps.

72
THANK
YOU
73
MENTORING

74
LEADERSHIP DEVELOPMENT

 In Leadership Development various stages

are required.

 It starts from selection of potential

leaders & complete at strengthening then
with new opportunities & support.

75
 THE STAGES
 The various stages of leadership development:

1) Recruitment
2) Training
3) Delegation
4) 360-Degree Appraisal
5) Mentoring
6) Matrix career planning
7) Sabbatical
8) Reward system
9) Group competition for creativity & Innovation
76
 MENTORING
 Simply, Mentoring means a guidance given by a
mentor who are senior then other
 In some organization
 senior employees
 formal mentors
 Mentoring is for developing skills.
 Mentors are not advisors.
 Generally, mentors have special skill of Nurturing
talent (encouraging talent)
 Mentors need to be selected & developed through
training programmes.
77
 Mentoring Relationship
 Bennis & thomas identified this major types of
crucible (test).

 A mentor is a senior employee who sponsors &

support less experience employee(a protege).

 Successful mentors are good teachers.

 They can present ideas clearly, listen well &

emphasize with the problem of their protege.
78
 Functions of Mentoring

 Mentoring relationship have been describe

in terms of two broad categories of
functions:

1) Career functions

2) Psycho-social functions

79
 1) CAREER FUNCTIONS
1) Lobbying (meet to get support) to get the protege
challenging and visible assignment.

2) Coaching the protege to help develop her skill

and achieve work objectives.

3) Assistings the protege by providing exposure

(Hidden talent) to influential individuals within
the organization.

4) Sponsoring the protege by nominating her for 80

potential advance or promotions.
 2) PSYCHO-SOCIAL FUNCTIONS

1) Counseling the protege about anxieties and

uncertainty to help bolster (strengthen) her
self confidence.

2) Sharing personal experience with the

protege.

3) Providing Friendship & Acceptance.

81
Thank You
82
 MORALITY AND
ETHICAL CONDUCT

83
1. Great leaders are concerned with ethics

2. They are concerned with establishing proper norms and

fighting corruption even at the risk of heaving temporary
setbacks, they pursue the path of ethics, which helps the
organizations to gain in long run.

3. In India, organizations such as TATA, WIPRO and

INFOSYS relentlessly pursue ethical practices.

4. Their leaders are role-model for other organizations.

5. In the words of Boeng’s CEO Jim McNerney “ethic

reinforce the idea that” there is no compromise between
doing thing in the right way and performance”
84
6. Leadership effectiveness needs to address the Means a
leader uses in trying to achieve goals, as well as the content
of those goals. Recently Scholars have tried to integrate
ethical and Charismatic leadership by advancing the idea Of
SOCIALIZED CHARISMATIC LEADERSHIP-
leadership that conveys values. That are other centered
versus self centered by leaders who model ethical conduct..

85
7. At the individual level, a person’s behaviour is said to be
ethical based on the following criteria.

 Criterion of utilitarian outcomes :-

This behaviour results in optimum satisfaction of
people both inside and outside the organization.

 Criterion of Individual Right :-

This behaviour gives the due respect to the right of all
the affected persons in terms of the basic human rights.

 Criterion of Distributive Justice :-

This behaviour tends to treat all people equitably and
fairly as against arbitrarily.
86
8. A leader who is not concerned about the well being of his or
her team members and does not take them into confidence is
bound to falter. Because top executives set the moral tone
for an organization, they need to set high ethical standards,
demonstrate those standards through their own behaviour,
and encourage and reward integrity in others.

9. Unethical Leaders are more likely to use their charisma to

enhance power over followers, directed toward self-serving
ends. Ethical Leaders are considered to use their charisma in
a socially con-strutive way to serve others.

10. Leadership is not value free, Before we judge any Leaders

to be effective, we should consider both the means used by
the leader to achieve goals and the moral content of those
goals.’
87
 Thanks for
your support

88
ATTRIBUTION
LEADERSHIP

89
 Attributions model of
leadership
 We have already touched upon the role of attribution in
relation to perception. According to the attribution model of
leadership ‘a leader’s judgment about employees is
influenced by the leader’s interpretation of the causes of the
employee’s performance’.

 The leader will gather information about their

employees’ behaviours through daily observation of their
work. On the basis of this information, the leader attributes
the reasons behind such employee behaviours and then
takes actions to deal with them accordingly. This model is
illustrated.
90
 Attribution by Leaders
 The leader’s attributions on the causes of the subordinates
performance will be influenced by how information is
processed based on three dimensions of behaviour.

 Distinctiveness – The degree or extent to which the

performance related behaviours occurred on this task.

 Consistency – The extent to which the performance

related behaviour are consistent to that of the
subordinates.

 Consensus - the extent to which other employees or

teams behave similarly in a like situation.
91
 Based on the similarity with the above dimensions of
behaviour, the leader can Identify whether the internal
(personal) or external (situational) causes are responsible for
the employee’s performance. The effective (good) leaders
can attempt at changing the behaviour of an employee or
teams after attributing the causes for the poor performance.
 Attribution by employees :-
There is a tendency among employees to attribute causes of
their performance to their leader. This may result in
developing either positive or negative attitudes about their
leader, and thereby affecting their perception of the leader’s
effectiveness. When employees succeed at a job, they tend to
rate their leader as successful. If they fail or are
unsuccessful, employees tend to attribute the cause to the
ineffectiveness of their leader.

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 Implication for leaders :-
In some organizations there are leaders who make internal
attribution about poor subordinate performance and then are
less likely to provide the latter the necessary support,
coaching and resources, while the subordinates may not feel
personal causes to be responsible for the poor performance
and may resent any positive action/s, taken by the leader.

 Managers who work with person from different countries

have to be careful and avoid false or misleading attribution
about the employees they work with, bearing in mind the
differences and similarities on a nation-to-nation and culture
to culture basis.

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 Thanks for
your
co-operation
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 DEVELOPING
LEADERSHIP
IN
ORGANIZATION

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Thanks

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