LEADERSHIP

Introduction
Leadership is the ability to develop a
vision that motivates others to move with
a passion toward a common goal.
It is a process by which a person
influences others to accomplish an
objective and directs the organization in a
way that makes it more cohesive and
coherent.
Definition
leadership is the “process of social
influence in which one person can enlist
the aid and support of others in the
accomplishment of a common task”.
M Chemers.
"Leadership is ultimately about creating a
way for people to contribute to making
something extraordinary happen."
Alan Keith.
Four factors of leadership
Leader - You must have an honest
understanding of who you are, what
you know and what you can do. To be
successful you have to convince your
followers not your superiors, that you
are worthy of being followed.

Follower-You must know your people.

The fundamental starting point is
having a good understanding of human
nature, such as needs, emotions and
motivation.
Communication-The nonverbal
communication is leading. E.g.- when
you set example that communicates to
your people that you would not ask
them to perform anything that you
would not be willing to do. Bad
communication harm the relation
between leader and employee.

Situation-We must use our judgment to

decide the best course of action and
the leadership style needed for each
situation. What we do in one situation
will not always work in another.
 Styles of leadership
The three major styles of leadership are (U.S. Army
Handbook, 1973) :

Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign
Autocratic – The authoritarian leader makes decisions
alone as power is centralized in one person.
Decisions are enforced using rewards and the fear of
punishment. It is an abusive, unprofessional style
called “bossing people around.” 
Democratic- The participative leader include one
or more employees in the decision making
process. Communication flow freely; suggestions
are made in both directions. The participation
encourages member commitment to the final
decision.
Laissez-faire- The free-rein leader gives power to
subordinates to make the decisions. However, the
leader is still responsible for the decisions that are
made. This is used when employees are able to
analyze the situation. Deligative style is generally
not useful.
Theories of leadership
TRAIT
THEORY

BEHAVIOUR
THEORY

CONTINGENCY
THEORY

SITUATIONAL
THEORY
Trait theory-
The Trait Approach arose from the “Great Man” theory as a
way of identifying the key characteristics of successful
leaders. It was believed that through this theory critical
leadership traits could be isolated and that people with such
traits could then be recruited, selected, and installed into
leadership positions. This theory was common in the military
and is still used as a set of criteria to select candidates for
commissions.
Advantages of Trait Theory :

It is naturally pleasing theory.

It serves as a yardstick against which the

leadership traits of an individual can be assessed.

It gives a detailed knowledge and understanding

of the leader element in the leadership process.
Limitations of The Trait Theory :

 There is bound to be some subjective judgment in

determining who is regarded as a ‘good’ or ‘successful’
leader.

 Thereis also a disagreement over which traits are the

most important for an effective leader
Behavioral Theory-
 These theories of leadership are based
upon the belief that great leaders are made,
not born.
 Rooted in behaviorism, this leadership
theory focuses on the actions of leaders not
on mental qualities or internal states.
 According to this theory, people can learn to
become leaders through teaching and
observation.
 The behavior approach says that anyone
who adopts the appropriate behavior can be
a good leader.
Studies of Behavioral theory
 Ohio state leadership university
studies.

 Managerial Grid

 University of Michigan studies

Contingency theory-
In Contingency theory of leadership, the
success of the leader is a function of
various contingencies in the form of
subordinate, task, and/or group
variables. The Leaders who are very
effective at one place and time may
become unsuccessful either when
transplanted to another situation or
when the factors around them
change.
Different Sets/theories of contingency
theory :

FIEDLER’S CONTIINGENCY MODEL

HARSEY & BLANCHARD’S SITUATIONAL THEORY

PATH GOAL THEORY

VROOM-JAGO CONTINGENCY MODEL

FIEDLER’S CONTINGENCY
MODEL
Fiedler's model assumes that group performance depends
on:
 Leadership style, described in terms of task motivation
and relationship motivation.
Situational favourableness, determined by three factors:
a) Leader-member relations - Degree to which a leader
is accepted and supported by the group members.
b) Task structure - Extent to which the task is structured
and defined, with clear goals and procedures.
c) Position power - The ability of a leader to control
subordinates through reward and punishment.
Blanchard's situational theory-
The Hersey-Blanchard Situational
Leadership Theory was created by Dr Paul
Hersey and Ken Blanchard.
The theory states that instead of using just
one style, successful leaders should change
their leadership styles based on the
maturity of the people they're leading and
the details of the task. Using this theory,
leaders should be able to place more or
less emphasis on the task.
According to Hersey and Blanchard, there are four main
leadership styles:
Telling (S1) – Leaders tell their people exactly what to
do, and how to do it.
Selling (S2) – Leaders still provide information and
direction, but there's more communication with
followers. Leaders "sell" their message to get the team on
board.
Participating (S3) – Leaders focus more on the
relationship and less on direction. The leader works with
the team, and shares decision-making responsibilities.
Delegating (S4) – Leaders pass most of the responsibility
onto the follower or group. The leaders still monitor
progress, but they're less involved in decisions.
Path-Goal theory-
According to path-goal theory, the leader’s
responsibility is to increase subordinates’ motivation
to attain personal and organizational goal.A person
may do these by adopting a certain leadership style,
according to the situation:

Directive leadership – it tells subordinates exactly

what they are supposed to do, which includes
planning, making schedules, setting performance
goals and behaviour standards.

Supportive leadership - it shows concern for

subordinates’ well being and personal needs.
Participative leadership - Decision making is based on group
consultation and information is shared with the group.
Achievement-oriented leadership - Challenging goals are set
and high performance is encouraged while showing
confidence in the groups' ability.
 Managerial grid
 It describes the relationship between the
leader's concern for task and concern for
people, but this theory differs in its
perspective.
 The managerial grid Considers leadership
style based on their focus on task and
people.
 The Managerial Grid is based on two
behavioral dimensions:
Concern for People – This is the degree
to which a leader considers the needs of
team members, their interests, and areas
of personal development when deciding
how best to accomplish a task.

Concern for Production – This is the

degree to which a leader emphasizes
concrete objectives, organizational
efficiency and high productivity when
deciding how best to accomplish a task.
Using the axis to plot leadership ‘concerns for
production’ versus ‘concerns for people’, Blake and
Mouton defined the following five leadership styles:
 
Country Club Leadership –(High
People/Low Production)
Produce or Perish Leadership – High
Production/Low People
Impoverished Leadership – Low
Production/Low People
Middle-of-the-Road Leadership – Medium
Production/Medium People
Team Leadership – High Production/High
People
Questions
Working in Teams?
Group Dynamics
Types of Groups: Formal and Informal
What is a group? A group is a collection of
individuals who interact with each other
such that one person’s actions have an
impact on the others.
Informal work groups are made up of two
or more individuals who are associated with
one another in ways not prescribed by the
formal organization.
A formal work group is made up of
managers, subordinates, or both with
close associations among group
members that influence the behavior
of individuals in the group.
Stages of Group Development

Forming: the group comes together for the

first time. The members may already know
each other or they may be total strangers.
Storming: Group members begin to
explore their power and influence, and they
often stake out their territory by
differentiating themselves from the other
group members rather than seeking
common ground.
Norming: more cohesive and cooperative,
participants find it easy to establish their
own ground rules (or norms) and define
their operating procedures and goals.
Performing: Members are more
interdependent, individuality and
differences are respected, and group
members feel themselves to be part of a
greater entity. participants are not only
getting the work done, but they also pay
greater attention to how they are doing
it.
Adjourning

For permanent work groups, performing is the

last stage in their development. However, for
temporary committees, teams, task forces, and
similar groups that have a limited task to
perform, there is an adjourning stage.
In this stage, the group prepares to split up.
High task performance is no longer the
group’s top priority. Instead, attention is
directed toward wrapping up activities.
Group members’ responses vary at this stage.
Understanding Team Design
Characteristics
Organizations consist of groups of people.
What exactly is the difference between a
group and a team?
A group is a collection of individuals.
Within an organization, groups might
consist of project-related groups such as a
product group or division, or they can
encompass an entire store or branch of a
company.
A collection of people is not a team,
though they may learn to function in that
way.
A team is a cohesive coalition of people
working together to achieve mutual goals.
Teams differ from other types of groups
in that members are focused on a joint
goal or product, such as a presentation,
discussing a topic, writing a report,
creating a new design or prototype, or
winning a team Olympic medal.
The key properties of a true team
include collaborative action in which,
along with a common goal, teams
have collaborative tasks.
Conversely, in a group, individuals
are responsible only for their own
area.
 How do we create effective teams?
For teams to be effective, careful
consideration must be given to resources,
the team’s composition, work design, and
process variables.
The four contextual factors that appear to
be most significantly related to team
performance are the presence of
adequate resources, effective leadership,
a climate of trust, and a performance
evaluation and reward system that
reflects team contributions.
Effective teams are neither too large nor too
small—typically they range in size from 5 to
12 people.
They have members who fill role demands, are
flexible, and who prefer to be part of a group.
Teams will be more effective if members have
freedom and autonomy to do their tasks and
believe that the task will have a substantial
impact on others.
Finally, effective teams have members
committed to a common purpose and specific
team goals.
Types of teams
Departmental teams
Production teams
Self directed teams
Advisory teams
Task force/ project teams
Virtual teams
Challenges of team
Some things better done alone
Coordination costs
Improper environment
Social loafing
 Are teams always the answer?
Teams are not necessarily appropriate in every
situation.
How do you know if the work of your group would
be better done in teams?
It’s been suggested that three tests be applied to see
if a team fits the situation:
(1) Can the work be done better by more than one
person?
(2) Does the work create a common purpose or set
of goals for the people in the group that is more
than the sum of individual goals? And
 (3) Are the members of the group interdependent?
Questions
Managing Stress and Emotions
What Is Stress?
Stress is defined by psychologists as the
body’s reaction to a change that requires a
physical, mental, or emotional adjustment
or response.
Workplace Stressors
Stressors are events or contexts that
cause a stress reaction.
Having a few stressors in our lives may
not be a problem, but because stress is
cumulative, having many stressors day
after day can cause a buildup that
becomes a problem.
A major category of workplace stressors
are role demands.
Role Demands
Role ambiguity refers to vagueness in relation
to what our responsibilities are.
Role conflict refers to facing contradictory
demands at work.
Role overload is defined as having
insufficient time and resources to complete a
job.
Information Overload Information
processing demands that exceed the supply or
capacity of time available for such processing.
Work–family conflict occurs when the
demands from work and family are
negatively affecting one another
Life Changes
Downsizing
 Outcomes of Stress
Physiological
Stress manifests itself internally as
nervousness, tension, headaches,
anger, irritability, and fatigue.
Psychological
Depression and anxiety=heart disease,
high blood pressure, and strokes.
Work Outcomes
worse job attitudes, higher turnover, and
decreases in job performance
Avoiding and Managing Stress
Individual Approaches to Managing Stress
Eating well/diet
Eating healthy foods
such as fresh fruits and
vegetables is a key to
stress management.
Exercising
gettingenough sleep
employing time management techniques
Create a Social Support Network
Organizational Approaches to
Managing Stress
Make Expectations Clear
Give Employees Autonomy
Create Fair Work Environments
Telecommuting
Employee Sabbaticals
Employee Assistance Programs
 What Are Emotions?
 A short, intense
feeling resulting from
some event
 Feeling that occurs
quickly and
profoundly in
response to an event
that is desired
(positive) or
undesired (negative).
Not everyone reacts to the same situation
in the same way.
For example, a manager’s way of
speaking can cause one person to feel
motivated, another to feel angry, and a
third to feel sad.
Types of Emotions
Positive emotions
such as joy, love, and surprise result from
our reaction to desired events.
In the workplace, these events may
include achieving a goal or receiving
praise from a superior.
Individuals experiencing a positive
emotion may feel peaceful, content, and
calm.
Negative emotions
 such as anger, fear, and sadness
can result from undesired events.
In the workplace, these events may include
not having your opinions heard, a lack of
control over your day-to-day environment,
and unpleasant interactions with colleagues,
customers, and superiors.
Emotional Labor
An employee’s expression of
organizationally desired emotions
during interpersonal transactions at work

 Emotional dissonance is when

an employee has to project

one emotion while

simultaneously feeling another

Emotional Intelligence
A person’s ability to:
◦ Be self-aware (to
recognize his or her own
emotions as experienced),
◦ Detect emotions in
others, and
◦ Manage emotional cues
and information.
Moderately associated with
high job performance
OB Applications of Emotions
Selection – Employers should consider EI a
factor in hiring for jobs that demand a high
degree of social interaction (Air Force)
Decision Making – Positive emotions can
increase problem-solving skills and help us
understand and analyze new information
Creativity– Positive emotions and
feedback may increase creativity
Motivation – Promoting positive
emotions may give a more motivated
workforce (Puzzle)
Leadership – Emotions help convey
messages more effectively
Negotiation – Emotions may impair
negotiator performance
Customer Service – Customers “catch”
emotions from employees, called
emotional contagion
Job Attitudes – Emotions at work get
carried home but rarely carry over to the
next day

Deviant Workplace Behaviors – Those

who feel negative emotions are more
likely to engage in deviant behavior at
work (Safety at Work)
Communication (Reading
Assignment)!!!
Understand The Process Of
Communication;
Know The Types Of
Communication;
Familiarize With The Barriers To
Communication And
How To Overcome Them.
Questions
THANK YOU