LEADERSHIP

Leadership
Process of influencing others to achieve organisational goals.

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Power?

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Sources of leadership power

Legitimate Reward Coercive

power power power

Expert Information Referent

power power power

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• Legitimate Power:
• Legitimate power represents the power
a leader has as a result of his or her position in the
organization.
• Reward Power:
• A reward can be anything that a
person values such as money, favorable performance
appraisals, promotions, interesting
work assignments, friendly colleagues, and preferred work
shifts or sales territories

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• Coercive Power:
• Coercive power is the power a leader has to punish or control.
• Followers react to this
power out of fear of the negative results that might occur if
they don’t comply .
•
Managers typically have some coercive power, such as being
able to suspend or demote employees or to assign them work
they find unpleasant or undesirable

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• Expert Power:
• Expert power is power that’s based on expertise, special skills,
or knowledge. If an employee has skills, knowledge, or
expertise that’s critical to a work group, that person’s expert
power is enhanced.
• Information Power:
• When a manager posses a needed or wanted power.
• Short term power.

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• Referent Power:
• Finally, referent power is the power that arises because of a
person’s desirable
resources or personal traits. If I admire you and want to be
associated with you, you can
exercise power over me because I want to please you. Referent
power develops out of
admiration of another and a desire to be like that person

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Effective use of power
Likely reaction to use of power:
Coercion = Resistance

Legitimate
Information = Compliance
Reward

Referent = Commitment
Expert

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Effective Leader ??????

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1. Leadership traits
Distinctive internal qualities or characteristics of an
individual, such as

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2. Leadership behaviour
Theoretical approach based on the idea that specific
behaviours may make some leaders more effective than others.

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Iowa

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Michigan

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 Ohio state studies
Initiating structure:
Degree to which a leader
defines their own role and the
roles of subordinates in terms
of achieving unit goals
Consideration:
Degree to which a leader
builds mutual trust with
subordinates, respects their
ideas and shows concern for
their feelings

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Developing leadership theory

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Fiedler’s contingency model
Least Preferred Coworker Orientation: Personality traits indicating
the extent to which an individual places a higher priority on task
accomplishment than on personal relationship.

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 Assessing the Situation
• Leader member relations: To what extent group support
leader ?

• Task Structure : Clarity of goals, tasks and Performance

standards

• Position Power: Ability of reward and purnishment

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High LPC = Task Oriented Low LPC= Relationship-Oriented
1,2,3,8 Remaining

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 Normative Leadership
Model
• Model helping leaders assess critical situational factors
affecting extent to which they should involve subordinates in
particular decisions.

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• A1: Leader takes known information and then decides alone.
• A2: Leader gets information from followers, and then decides
alone.
• C1: Leader shares problem with followers individually, listens
to ideas and then decides alone.
• C2: Leader shares problems with followers as a group, listens
to ideas and then decides alone.
• G2: Leader shares problems with followers as a group and
then seeks and accepts consensus agreement.

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 Situational Leadership
theory
• Behaviour of leaders depends upon Readiness of Followers

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 Developing leadership
theory
Path–goal theory

Theory attempting to explain how leader behaviour can

positively influence the motivation and job satisfaction of
subordinates.

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Developing leadership
theory
Path–goal theory:
Environmental
Environmentalcontingency
contingencyfactors
factors
•• Task
Taskstructure,
structure, formal
formalauthority,
authority, work
workgroups
groups

Leader
Leaderbehaviour
behaviour
•• Directive Outcomes:
Outcomes:
Directive
•• Supportive •• Performance
Performance
Supportive
•• Participative •• Satisfaction
Satisfaction
Participative
•• Achievement
Achievement

Subordinate
Subordinatecontingency
contingencyfactors
factors
••Personality,
Personality,experience,
experience,abilities,
abilities,needs
needs

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 Transactional
V/S
Transformational

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 Transformational
leadership
Transformational leaders

Leaders who motivate individuals to perform beyond normal

expectations by inspiring subordinates to focus on broader
missions transcending their own self-interests.

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 Transformational
leadership
Motivate
Motivateothers
others

Vision
Visionbeyond
beyondself-interest
self-interest Key
Key
character
character
Seek
istics
istics
Seekintrinsic
intrinsichigher
higherlevel
levelgoals
goals
of
of
transform
transform
Seek
Seekperformance
performancebeyond
beyondexpectations
expectations ational
ational
leaders
leaders
Have
Havecharisma
charisma

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