LEADERSHIP AND

CONTROLLING
UNIT-6
Dr. Sucheta Agarwal
Associate Professor

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 LEADER AND LEADERSHIP
 A leader is someone who can see how things can be improved and who rallies people to
move toward that better vision.
 A leader is one who guides and directs other people. It is a psychological process of
influencing followers or subordinates and providing guidance to them.
 Leadership is the process of influencing the behavior and work of others in group effort
towards the realization of specified goals in a given situation.

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DEFINITIONS….

 "A leader shapes and shares a vision which gives point to the work of others."-
Charles Handy
 "Leadership is a combination of strategy and character. If you must be without one,
be without the strategy."- Gen. H. Norman Schwarzkopf
 Leadership is the art of getting someone else to do something you want done because he
wants to do it.– Dwight D. Eisenhower
 Leadership is the inter-personal influence exercised in a situation and directed through
communication process towards the attainment of specified goals. Robert Tannenbaum
 Koontz and O’Donnell, Leadership is the ability of a manager to induce subordinates to
work with confidence and zeal.
 Dubin, R., Leadership is the exercise of authority and making of decisions.

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 CONT…
 Continuous Process
 Directing and coordinating
 Interpersonal relationship
 Formal and Informal Leaders
 Social problem solving
 Relationship between leader and followers
 Leadership is the personal quality of manager
 It is a process of influence
 Leadership is goal oriented
 Leadership is related to a situation.

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 LEADERSHIP AND MANAGEMENT
Leadership Management

Leadership is a virtue of leading people through encouraging them. Management is a process of managing the activities of the organisation.

Leadership requires trust of followers on his leader. Management, which needs control of manager over its subordinates.

Leadership is a skill of influencing others Management is the quality of the ruling.

Leadership demands foresightedness of leader Management has a short range vision.

In leadership, principles and guidelines are established In the case of management, policies and procedures are implemented.

Leadership is Proactive. Conversely, management is reactive in nature.

Leadership brings change. On the other hand, Management brings stability.

Transformational Transactional

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IMPORTANCE OF LEADERSHIP

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FUNCTIONS
 Leadership is a function of three factors,
 (1) the leader
 (2) the led(follower)
 (3) the situation

Functions are:
Setting goals
Organizing
Initiates action
Coordination
Direction and Motivation
Link between management and workers
Controlling

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 TRAITS OR QUALITIES OF A
GOOD LEADER
 A successful leader secures desired behaviour  Innate Qualities: since their birth,
from his followers. qualities are natural, god gifted. ‘Leaders
are born and not made’.
 It depends upon the quality of leadership he is
able to provide.  Physical features
 A leader to be effective must possess certain basic  Intelligence
qualities.
 Acquirable qualities: acquired and
 A number of authors have mentioned different increased through various process.
qualities which a person should possess to be a Socialization and identification process
good leader

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QUALITIES/TRAITS OF A LEADER

 Emotional stability
 Human relations
 Empathy
 Objectivity
 Motivating skills
 Technical skills
 Communicative skills
 Social skills
 Sense of responsibility

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LEADERSHIP STYLE

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 3 LEADERSHIP STYLES
 The behavioral pattern which a leader exhibits is known as his style of leadership.
 The leadership style in a particular situations determined by the leader’s personality, nature of followers and nature of
environment.
 There are three important leadership styles are:

1. Autocratic Leadership. Autocratic leadership style is also known as authoritarian or directive leadership.

In this approach leaders make decisions without consulting with their team members.
Simply Autocratic leaders make choices based on their own ideas, experience and judgments and rarely accept advice from
team members.
This approach is suitable for those situations when you need to make decisions quickly, when team agreement is not
necessary for a successful outcome and when there is no need for team input.
However, this leadership style can be demoralizing for an organization as well as it can lead to high levels of staff turnover
and absenteeism.
Three categories of autocratic leaders are:
a) Strict autocrat (negative motivation, negative influences)
b) Benevolent autocrat (positive-rewards, high productivity)
c) Manipulative
DR SUCHETAautocrat
AGARWAL, IBM
2. Participative or Democratic Leadership or Consultative leadership
In this style leaders make the final decisions, but they also include their business or project team members in the decision-
making process.
It is one who gives order after consulting the group
This style encourages creativity of team members, and they are often highly engaged in projects and decisions.
Researchers have found that this leadership style is one of the most effective among leadership styles and this lead to
higher productivity, better contributions and increased team morale.
This also results in high job satisfaction and high productivity.
3. Laissez-faire Leadership. Laissez-faire leadership is also known as delegated leadership style or Free Rein Leaders.
The leader does not lead, but leaves the group entirely to itself. (example: scientist group)
These are the leaders who give their team members a lot of freedom in how they do their work, how they set goals and
objectives, and how they set their deadlines.
Leaders in this style provide support, resources and advice to group member if needed, except this they don’t get involved.
This autonomy may lead to high job satisfaction, but it usually decrease the productivity damaging if team members do not
manage their time well, or if they lack the skills,, knowledge, or self motivation to do their work effectively.
This style may also automatically take place when managers don’t have control over their work and their team.

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AUTOCRATIC, DEMOCRATIC AND LAISSEZ-
FAIRE STYLE

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All decision power is centralized in a ________.
 Democratic Leadership
 Laissez Faire leadership
 Autocratic Leadership
 All of the above
What is true about Leadership (TICK ALL THAT APPLY)
 A. Leadership is Proactive
 B. Leadership is restricted the output
 C. Leadership demands foresightedness of leader
 D. Leadership has a short range vision
 Answer A and C

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CASES
 Afsa Security services Ltd. provides security services. It requires such candidates who are
reliable and don’t leak out the secrets of their clients. Which element of the staffing process,
company utilizes for choose the best employee?

. In Bharat Electricals  the workers of a factory remain idle because of lack of knowledge of hi-
tech machines. Frequent visit of engineer is made which causes high overhead charges. The
manager of Bharat Ltd. Called the meeting with employees to know the cause and solution of
the problem. Ultimately after discussion he got the solution to improve the performance which
is also part of one of the function of management. Identify the function of management and
element and explain it?

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CASES
John was the personnel executive of a reputed bank and had been working there for 15 years.
During this period he had developed a good rapport with the subordinates. The subordinates
commonly sought his help for their personal problems. Frank was a clerk and had been working
with the bank for the past 20 years. One day, Frank went to John and confessed to him an event
of his past. He said that when he was a teenager, he was caught stealing and had been sentenced
to prison for 2 years. But he escaped from the prison, when 6 months were left. This had been a
secret since, but he often had nightmares and he asked John to help him. John expelled Frank
from the bank and handed him over the police. When the Vice-President came to know about
John's actions, he sacked John on the grounds that he had breached the faith of the employee.
John wrote a letter to the President explaining that he was not a priest and so cannot be expected
to remain confidential. Since Frank was a runaway convict he had done his social duty by
handing him over to the police. Moreover, it was company's policy not to employ any ex-
convicts. Since all his actions were justified, he should be reinstated. What should the president
do?

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CASES
A lady by the name of Lata has been working in an insurance company for the last 5 years,
joins a fast moving consumer goods company. She is a very bright prospect and does
outstandingly well in her training period of one year and her colleagues during that period also
vouch for that fact. After one year of training, she is given charge of a small territory in which
she does very well and is again praised by her colleagues and supervisors alike. She is then
given charge of a much larger territory after a few months. Her supervisor after a time
complains to the senior management that Lata has not been good at her job and is finding it
difficult to handle her customers. Even the person in charge of overseeing Lata's training
personally, reports that she is not performing well. Lata in turn complains that her job is going
on perfectly well and if there are any complaints it's because she is being victimized in the male
dominated atmosphere. The matter is then reported to the head office. What should head office
do?

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 CONTROLLING
 Control is a basic managerial function which implies measurement and correction of performance of
subordinates to ensure that the pre determined objectives are accomplished

According to Koontz & O’Donell Control is the process of checking

“Controlling is the measurement &
correction of performance activities of
subordinates in order to make sure that
the enterprise objectives and plans
desired to obtain them as being
accomplished”.
actual performance against the
agreed standards of plans with a view
to ensuring adequate progress and
satisfactory performance.
E.F.L Breach

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Controlling thus,
1. measures actual performance
2. compare actual performance with planned performance
3. finds and corrects deviation
4. Ensures that organizational goal achieved with minimum
deviation

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 CHARACTERISTICS OR
NATURE OF CONTROL
 Pervasive function
 Review of past events : looking back, feedback information
 Forward looking
 Action oriented
 Control does not curtail the Rights of individuals

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RELATIONSHIP BETWEEN
CONTROL AND PLANNING

Planning Performance Control

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DR SUCHETA AGARWAL, IBM
 PRINCIPLES OF
CONTROLLING
 Emphasis on objectives
 Responsibility for control
 Direct control
 Flexibility
 Control by exception: management by exception
 Strategic point control

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 TYPES OF CONTROL
Controls can be
 1. Feed forward control(steering control, preliminary control or pre control,
preventive control)
 2. Concurrent control(screening control or yes/ no control)
 3. Feedback control(post-action control or output control)

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 Types of Control
Feed forward control
Con current
(Preventive control)
control

Inputs Processing Outputs

Feedback control
(Corrective control)
Flow of information
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Corrective action
DESCRIPTION
1. Feed forward controls are future-directed — they attempt to detect and anticipate problems
or deviations from the standards in advance of their occurrence (at various points
throughout the processes). Feed forward controls thus anticipate problems and permit action
to be taken before a problem actually arises.
2. Concurrent control: The process of monitoring and adjusting ongoing activities and
processes is known as concurrent control. Concurrent controls are dynamic engagement in a
current process where observations are made in real-time.
3. Feedback control: Feedback control involves gathering information about a past activity or
action, and evaluating that information, and taking steps to improve similar activities or
action in the future. Feedback allows managers to use past performance information to
inform future performance in line with planned objectives.

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EXAMPLE

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OTHER TYPES OF CONTROL
 Behavioral control
 Financial and non financial control
 Quality and quantity control
 Cybernetic control and non-cybernetic control
 Strategic and operational control

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THE PROCESS OF CONTROL OR
ELEMENTS OF CONTROL

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 The Process of Control

feedback

Meets
Setting/ standards
Measurement of
Establishment Operations(
performance
of standards Organizing,
(planning) staffing,
directing)

Does not meet

standards

feedback
Corrective
action
feedback
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DR SUCHETA AGARWAL, IBM