Leadership

Leadership

“Good leaders don’t ask more than their constituents can give, but they often ask–
and get–more than their constituents intended to give or thought it was possible
to give”

John W. Gardner,
Excellence, 1984
 Leadership Defined

 Leadership is the ability to influence others.

 Leadership is collective.

 Leadership is the catalyst that transforms potential into reality yielding

positive results.
 Leadership should be distinguished from management.

 Management involves planning, organizing, staffing, directing, and

controlling. Manager has formal authority by virtue of his or her position or
office.

 Leadership primarily deals with influence. A manager may or may not be an

effective leader.

 A leader's ability to influence others may be based on a variety of factors

other than his or her formal authority or position
 Traits Approach to Leadership

 Trait theory focuses on an individual’s personal attributes.

 Born with leadership traits

 Characteristics were:
 Height
 Weight
 Appearance
 Intelligence
 Disposition

 Inconsistent findings
 Trait Theory – Later focus

 Six identified leadership traits

 Ambition and Energy

 Desire to Lead
 Honesty and Integrity
 Self-confidence
 Intelligence
 Job-Relevant Knowledge
 Behavioral Theories

 Behavioral theory focuses on what the leaders do.

 The behaviors of effective leaders are different than behaviors of

ineffective leaders.
 Michigan Studies

Task-oriented behavior
Relationship-oriented behavior
 Effective managers do not do same kind
work as their subordinates. Tasks
 More considerate, helpful and supportive
included planning and scheduling work,
coordinating activities and providing of subordinates.
necessary resources.
 Recognized effort with reward

  Preferred a general and hands-off form of

Spends time guiding subordinates in
setting task goals that are both supervision rather than close control.
challenging and achievable.
 Set goals and provide guidelines, but
subordinates have plenty of leeway as to
how the goals would be achieved.
 Ohio State Studies

 The research was base on questionnaires to leaders and subordinates known as the Leader
Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description
Questionnaire (SDBQ).

 Consideration (Feelings)
Consideration is the degree to which a leader acts in a friendly and supportive manner
towards his or her subordinates.

 Initiating Structure
This is the degree to which a leader defines and structures his or her role and the roles of
the subordinates towards achieving the goals of the group.
 Blake and McCanse’s Leadership Grid

 Has also been called the Managerial Grid

 Focuses communication styles

 1,1 Impoverished Mgt

 9,1 Authority-Compliance
 5,5 Middle of the Road Management
 1,9 Country Club Management
 9,9 Team Management
 The Contingency Model for Leadership

 There are three elements of the leader-follower contingency model developed

by Fred Fiedler:

 Position power – the degree to which a leader’s position ensure compliance.

 Task structure – the degree of clarity for goal accomplishment.

 Leader-member relations – the nature of relationship between the leader and

the members.
 Fiedler’s Contingency Model

 Least Preferred Co-Worker (LPC)

 Leader effectiveness in a given situation is affected by their LPC score.

 Least Preferred Coworker Scale

Instructions
Think of all the different people with whom you have ever worked . . . in jobs, in social clubs, in student
projects, or whatever. Next think of the one person with whom you could work least well, that is, the
person with whom you had the most difficulty getting a job done. This is the one person (a peer, boss, or
subordinate) with whom you would least want to work. Describe this person by circling numbers at the
appropriate points on each of the following pairs of bipolar adjectives. Work rapidly. There are no right or
wrong answers.
 
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Distant 1 2 3 4 5 6 7 8 Close
Cold 1 2 3 4 5 6 7 8 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 1 2 3 4 5 6 7 8 Interesting
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
Gloomy 1 2 3 4 5 6 7 8 Cheerful
Open 8 7 6 5 4 3 2 1 Guarded
Backbiting 1 2 3 4 5 6 7 8 Loyal
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Considerate 8 7 6 5 4 3 2 1 Inconsiderate
Nasty 1 2 3 4 5 6 7 8 Nice
Agreeable 8 7 6 5 4 3 2 1 Disagreeable
Insincere 1 2 3 4 5 6 7 8 Sincere
Kind 8 7 6 5 4 3 2 1 Unkind
 Scoring:Compute your LPC score by totaling all the numbers you circled. Enter that score below:
LPC = _____

Interpretation

The LPC scale is used by Fiedler to identify a person’s dominant leadership style (see the textbook
material). Fiedler believes that this style is a relatively fixed part of one’s personality,and is therefore
difficult to change. This leads Fiedler to his contingency views, which suggest that the key to
leadership success is finding (or creating) good “matches” between style and situation.
 
If your score is 73 or above, you are considered a “relationship-oriented” leader. If your score is 64 or
below, you are considered a “task-oriented” leader. If your score is 65 to 72, you are a mixture of both,
and it is up to you to determine which leadership style is most like yours.
 
 Situational Leadership Theory

 Hersey and Blanchard say the level of maturity of a worker plays a role
in leadership behavior

 Maturity consists of:

 Job maturity – talks-related abilities, skills and knowledge

 Psychological maturity – feelings of confidence, willingness and

motivation

 Follower readiness

 Leader behaviour
 Situational Leadership by Hersey & Blanchard

 Directive/Telling Style (S1)

 Coaching/Selling Style (S2)

 Participating/Supporting (S3)

 Delegating (S4)
Situational Leadership
- Hersey & Blanchard
 Path Goal Theory (Robert House)

 Based on expectancy theory

 Motivate followers through communication and situations.

Communication styles are:
– Directive Leadership
– Supportive Leadership
– Participative Leadership
– Achievement-oriented Leadership

• Situational Factors:
– Nature of Followers
– Nature of Tasks
Path Goal Theory
16 Girls,different states, backgrounds, skills sets but one
dream - WINNING

Team was a rag bunch of girls with own agenda

A leader who made them realize their own potential…

“Jo nahin ho sakta hai, wahi to karna hai..."

 Contemporary Approaches to Leadership

 Transactional leadership

 Transformational leadership

 Connective Leadership

 Primal Leadership
 Transactional Transformational
Leadership Leadership

 Motivating for performance at  Motivating for performance beyond expectations

expected levels
 Inspiring for missions beyond self interest.
 Initiating structure to clarify roles
and tasks  Instilling confidence to achieve performance

 Stressing the link between reward

and goal achievement.

Uses agreed upon performance to

motivate
Primal Leadership Theory – The EI Leadership
theory (Daniel Goleman)
Primal Leadership Theory & Team Building
 Think of Problems as Opportunities

 When Captain Russel challenges Bhuvan to a cricket match, Bhuvan accepts it because
he knows that there is really no option.

 Without taking risks, there are no rewards.

One needs to think of these as opportunities for innovation.

 Dream Big and Define the Goal...

Once Bhuvan accepted the challenge, his dream was three years of no tax. It
may have seemed unrealistic or even improbable, but then that's what dreams
are.

Dreaming is about imagining a different future. Dream is Vision. To make it

reality you need to formulate strategy and portray it to your team by painting
a simplified picture
Examples to Enhance Understanding…

Even though Bhuvan didn't know the difference at that beginning he

simplified the challenge of learning cricket by portraying it as something
similar to ‘gilli-danda.’
 Make a Beginning...

Bhuvan did not wait to start. He did not see around but made a bat, a ball, gloves and
pads and got started.

Many times, we brood and end up thinking too much. We need to test out new ideas
by jumping in, and getting started.
 Small Victories are important at the Start ...

The first time Bhuvan hits the ball, he does so in public, in full view of
the entire village. He makes it seem easy which makes them want to
participate.

When starting any project, it is important to have small wins at the start
to motivate the team.
Thank U!