LEADERSHIP
Managers vs Leaders
• Administers
• A copy
• Maintains
• Focuses on systems & structures
• Relies on control
• Short range view
• Asks how and when
• Eyes on the bottom line
• Imitates
• Accepts the status quo
• Classic good soldier
• Does things right
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long-range perspective
• Asks what and why
• Eyes on the horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing
 Theories of Leadership

• Trait Theories of Leadership

• Group and Exchange Theories of Leadership

– Followers’ Impact on Leaders

– The Vertical Dyad Linkage Model

• Contingency Theory of Leadership

– The Leader-Member relationship

– The degree of Task structure

– The Leader’s position power

 Contingency Model Of Leadership

Highest effectiveness curve

Task Oriented

Human Relations
Oriented

Very Unfavorable Unfavorable Favorable Very Favorable

Favorableness of the situation

 Path-Goal Leadership Theory

Four Major Styles

• Directive Leadership

• Supportive Leadership

• Participative Leadership

• Achievement-oriented Leadership

Differing from the earlier model: this model suggests

that the same leader may use these various styles in
different situations.
 Methodology

The leader uses the “Path-Goal” model as follows:

1. Recognizing and/or arousing subordinates’ needs for outcomes

over which the leader has some control

2. Increasing personal pay-offs to subordinates for work-goal

attainments

3. Making the path of those payoffs easier to travel by coaching and

direction

4. Helping subordinates clarify expectancies

5. Reducing frustrating barriers

6. Increasing the opportunities for personal satisfaction contingent

on effective performance
 Emerging Theories

• Charismatic Leadership
– Have superior debating, persuasive skills and technical expertise
– Foster attitudinal, behavioral and emotional changes
– Traits include self-confidence, impression management skills,
social sensitivity and empathy

• Transformational Leadership Theory

– Change agents
– Courageous
– Believe in people
– Value driven
– Life-long learners
– Have ability to deal with complexity, ambiguity and uncertainity
– Visionaries
 Charismatic Leaders
Ethical
• Use power to serve others
• Align vision with followers’
needs and aspirations
• Considers and learns form
criticism
• Stimulates followers to think
independently and to question
the leader’s view
• Open, two-way communication
• Coaches, develops and
supports followers; shares
recognition with others
• Relies on internal moral
standards to satisfy
organizational and social
interests
Unethical
• Uses power only for personal
gain or impact
• Promotes own personal vision
• Censures critical or opposing
views
• Demands own decisions be
accepted without question
• One-way communication
• Insensitive to followers’ needs
• Relies on convenient, external
moral standards to satisfy self-
interests
 Transactional Vs Transformational

Transactional Leaders Transformational Leaders

• Contingent Reward • Charisma

• Management by exception • Inspiration

– Active • Intellectual stimulation

– Passive
• Individual consideration
• Laissez Faire
 Social Learning Approach

Leader
(includes cognitions)

Environment
(includes
Leader Behavior
subordinates and
macro variables)
 Continuum of Leadership Behavior

Subordinate-
centered leadership
Boss centered
leadership

Use of authority by the manager

Area of freedom for subordinates

Manager Manager Manager Manager Manager Manager Manager

makes “sells” presents presents presents defines permits
decision decisions ideas and tentative problem, limits; subordin
and invites decision gets asks ates to
announces question subject suggestions group to function
it s to , makes make within
change decisions decision defined
limits
 Situational Approach

The key for leadership effectiveness in this model is to match

up the situation with appropriate style. The following
summarizes four basic styles:

– Telling Style: High-task, low-relationship, low maturity

– Selling Style: High-task, high-relationship, low-maturity

– Participating Style: Low-task, high-relationship, high-maturity

– Delegating Style: Low-task, low-relationship, very high-maturity

Level of Maturity (of followers)

1. Degree of achievement orientation
2. Willingness to take on responsibility
3. Amount of education and/or experience
 Likert’s 4 Systems of Management

Leadership Variable System 1 System 2 System 3 System 4

(Exploitive (Benevolent (Participative) (Democratic)
Autocratic) Autocratic)

Confidence and Manager has no Manager has Manager has Manager has
trust in confidence or trust condescending substantial, but not complete
subordinates in subordinates confidence and complete confidence and
trust, such has confidence and trust in
master has in a trust; still wishes to subordinates in all
servant keep control of matters
decisions

Subordinates’ Subordinates do not Subordinates do not Subordinates feel Subordinates feel

feeling of freedom feel at all free to feel very free to rather free to completely free to
discuss things about discuss things about discuss things about discuss things about
the job with their the job with their the job with their the job with their
superior superior superior superior

Superiors’ seeking Manager seldom Manager sometimes Manager usually Managers always
involvement with gets ideas and gets ideas and gets ideas and asks subordinates
subordinates opinions of opinions of opinions and usually for opinions and
subordinates in subordinates in tries to make always tries to
solving job solving job constructive use of make constructive
problems problems them use of them
 Classification of Leadership Styles

• Classic Leadership Styles

• Business Environment Leadership Styles

• Leadership Styles based on beliefs, values, preferences

& organizational culture

• Emotional Leadership Styles

• Typical Leadership Styles

 Classic leadership Styles: Autocratic

• Leader makes decisions without reference to anyone else

• High degree of dependency on the leader
• Can create de-motivation and alienation of staff
• May be valuable in some types of business where decisions
need to be made quickly and decisively
Classic leadership Styles: Democratic

• Encourages decision making from different perspectives;

leadership may be emphasised throughout the organisation
– Consultative: process of consultation before decisions are
taken
– Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct

• May help motivation and involvement

• Workers feel ownership of the firm and its ideas

• Improves the sharing of ideas and experiences within the

business

• Can delay decision making

Classic leadership Styles: Laissez-Faire

• ‘Let it be’ – the leadership responsibilities are shared by

all

• Can be very useful in businesses where creative ideas

are important

• Can be highly motivational as people have control over

their working life

• Can make coordination and decision making time

consuming and lacking in overall direction

• Relies on good team work

• Relies on good interpersonal relations

Business Environment Leadership Styles

Mover & Shaker

• Action oriented and Authoritarian

• Gets the jobs done

• On his day can shake the whole office environ.

Negative Aspect Positive Aspect

Stubborn Determined
Dominating Result-oriented
Impatient Decisive
Poor Listener Requiring
Acts first, thinks later Competitive
Business Environment Leadership Styles

Negotiator

• Thrives on relationships

• Likes security, safety & stability

• Is supportive & dependable

Negative Aspects Positive Aspects

Conforming Loyal

Dependent Warm

Not assertive Sentimental

Extremely flexible Giving

Agreeable Respectful
Business Environment Leadership Styles

Bottom–Liner

• Organized

• Dislikes risks

• Technically competent

Negative Aspects Positive Aspects

Rigid Vigilant
Critical Detailed
Indecisive Consistent
Controlled & Controlling Objective
Unemotional Precise
Business Environment Leadership Styles

Wild Card

• Intuitive and has new ideas

• Likes personal recognition and popularity

• Has creative ideas and ability to excite others

Negative Aspects Positive Aspects

Excitable Original
Undisciplined Personable
Reactive Proactive
Impacted by fads Charismatic
Unorganized Stimulating
Leadership Styles based on beliefs, values,
preferences & organizational culture

Charismatic

• Gathers followers through dint of personality and charm

• Does not display any form of external power or

authority

• pay a great deal of attention in scanning and reading

environment

• Traits: Vision & articulation, Sensitive to member needs

& environment, Personal risk-taking, Performing
unconventional behavior
Leadership Styles based on beliefs, values,
preferences & organizational culture

Participative

• Rather than taking autocratic decisions, seeks to

involve other people in the process

• Describes the 'what' of objectives or goals and lets the

team or individuals decide the 'how' of the process

• Also restricts level of participation in some cases

• Believes in empowerment, joint decision-making,

democratic leadership, Management By Objective
(MBO) and power-sharing
Leadership Styles based on beliefs, values,
preferences & organizational culture
Situational
• Action of the leader depends on a range of situational factors
• Leader's action defined by: forces in the situation, the forces in
follower & forces in the leader himself
• In critical situations, a leader is more likely to be directive in style
because of the implications of failure
• Other factors of influence:
– Subordinate effort: the motivation and actual effort expended
– Subordinate ability and role clarity: followers knowing what to do and
how to do it
– Organization of the work: the structure of the work and utilization of
resources
– Cooperation and cohesiveness: of the group in working together
– Resources and support: the availability of tools, materials, people
– External coordination: the need to collaborate with other groups
Leadership Styles based on beliefs, values,
preferences & organizational culture

Transactional

• Works on the assumption that people are motivated by

rewards or punishment

• Creates structures whereby it is clear what is required

of the subordinates, and the rewards that they get for
task completion

• Transactional Leadership, once the contract is in place,

takes a 'telling' style
Leadership Styles based on beliefs, values,
preferences & organizational culture

Transformational

• Has a vision, a view of the future that will excite and

convert potential followers

• Seeks overtly to transform the organization

• Passion and confidence of transformational leader can

easily be mistaken for truth and reality

• Tend to see the big picture, but not the details, where
the devil often lurks

• Fail miserably in an organization where people do not

seek changes
Leadership Styles based on beliefs, values,
preferences & organizational culture

Quite

• Actions speak louder than words id the underlying

assumption
 Emotional Leadership Styles

Coaching
• Connects wants to organizational goals
• Holds long conversations that reach beyond the
workplace
• Helps people find strengths and overcome weaknesses
• Good at delegating assignments, demonstrating faith &
creating loyal followers
• Done badly, this style looks like micromanaging
• Used when individuals need to build long-term
capabilities
• Has a highly positive impact on the climate
 Emotional Leadership Styles

Affiliative

• Creates people connections and thus harmony within

the organization

• Collaborative style which focuses on emotional needs

over work needs

• When done badly, it avoids emotionally distressing

situations such as negative feedback

• When done well, it is often used alongside visionary

leadership

• Best used for healing rifts and getting through stressful

situations
 Emotional Leadership Styles

Democratic

• Acts to value inputs and commitment via participation

• Listens to both the bad and the good news

• When done badly, it looks like lots of listening but very

little effective action

• Best used to gain buy-in or when simple inputs are

needed

• Has a positive impact on the work environment

 Emotional Leadership Styles

Pace–setting
• Builds challenging and exciting goals for people, expects
excellence and often exemplifies it
• Identifies poor performers and demands more
• Leaders roll up their sleeves and rescue the situation
themselves
• Leaders tend to be low on guidance, expecting people to
know what to do
• Lacks Emotional Intelligence
• Gets short term results but over the long term this style
can lead to exhaustion and decline
• Best used for results from a motivated and competent team
• Often has a very negative effect on work environment
 Emotional Leadership Styles

Commanding
• Soothes fears and gives clear directions by his or her
powerful stance
• Commands and expects full compliance (agreement is
not needed)
• Leaders need emotional self-control for success and can
seem cold and distant
• Best used in:
– Times of crisis when you need unquestioned rapid action
– With problem employees who do not respond to other
methods
 Typical Leadership Styles

Idealist

• Traits: wise, tolerant, balanced, and focused on

standards of excellence

• Leaders are often purveyors of quality in organization

• When less well-developed, they show their fixation on

perfectionism

• The key development need for this leadership style is

patience, the willingness to accept conditions that do
not conform to one's ideal
 Typical Leadership Styles

Mentor
• Most interpersonally oriented of all the leadership styles
• Driving force is pride, attached to their self-image as
helper
• When less developed they have a fixation on
entitlement & can use manipulation to influence people
• key development need is humility
• Developmental skills include acknowledging their own
needs, seeing how they contribute to their own
workload and saying no, setting clearer boundaries, and
asserting their interpersonal power more directly
 Typical Leadership Styles

Star

• Leaders are expansive, risk-taking go-getters who

ensure high productivity for their organizations

• Efficient and supremely goal-oriented

• Good at self-promotion but at times can be perceived as

showcasing themselves at the expense of the team

• Developmental skills include learning to collaborate

instead of competing
 Typical Leadership Styles

Synthesizer

• Ability to take in the whole picture and integrate its

components in creative ways

• Traits: consummate strategist, visionary, bright,

capable of influencing others through their knowledge

• Independent & prefer to be surrounded by capable

people who need no direction or external motivation

• Developmental skills include debating less and probing/

listening more
 Typical Leadership Styles

Partner

• Highly team-oriented leaders and excellent managers

who bring out the best in everyone

• Their driving force is fear

• Developmental skills include getting a reality check on

their fears, empowering themselves vs. blaming others,
focusing more on possibilities vs. worries, and centering
their verbal presentations on a central theme
 Typical Leadership Styles

Futurist
• Traits: Charming, easy to talk to & highly involved
• Organization's cheerleaders because of their natural
optimism
• Focus on long-term perspective
• Tendency to work around organizational constraints
• Negative aspect: love to tell anecdotes and may forget to
invite others to talk
• Key development need is temperance: seeking moderation
and letting go of materialism
• Developmental skills include contingency planning, eliciting
and accepting feedback, using negative reframing to
counter their optimism
 Typical Leadership Styles

Diplomat

• Traits: Serene centered & well-developed

• Highly capable of dealing with others' problems and

building consensus

• Have a natural tendency to honor diversity, and can get

along with almost anyone

• Developmental skills include learning to speak

up/confront others, recognizing passive-aggressive
behavior/becoming more assertive, setting
priorities/sticking to them, staying focused, and
initiating change
 Managerial Grid Styles

9 1,9 Management 9,9 Management

Thoughtful attention to needs of Work accomplishment is from
8 people for satisfying relationships committed people; interdependence
lead to comfortable friendly through a “common stake” in
organization and work tempo organization purpose leads to
7 relationships of trust and respect

6 5,5 Management
Adequate organization performance
5 is possible through balancing the
necessity to get out work with
maintaining morale of people at
4 satisfactory level

3
9,1 Management
1,1 Management
2 Efficiency in operations results from
Exertion of minimum effort to get arranging conditions of work in such
required work done is appropriate to a way that human elements interfere
1 sustain organization membership to a minimum degree

1 2 3 4 5 6 7 8 9
Behavioral Skills for Leaders / Managers

• Planning / Coordinating • Monitoring / Controlling

Performance
• Staffing
• Motivating / Reinforcing
• Training & Development
• Disciplining / Punishing
• Decision making / problem
solving • Interacting with outsiders

• Processing paperwork • Managing conflict

• Exchanging Routine • Socializing / politiking

Information
 Leadership Model 1

• Exchanging Routine Information

Communication
• Processing paperwork

• Planning / Coordinating

• Decision making / problem solving Traditional Management

• Monitoring / Controlling Performance

• Interacting with outsiders

Networking
• Socializing / politiking

• Staffing

• Training & Development

• Motivating / Reinforcing Human Resource Management

• Disciplining / Punishing

• Managing conflict
 Leadership Skills

• Cultural Flexibility

• Communication Skills

• HRD Skills

• Creativity

• Self-Management of Learning
 10 Most Often Identified Skills

• Verbal Communication
• Managing Time and Stress
• Managing individual decisions
• Recognizing, defining and solving problems
• Motivating and influencing others
• Delegating
• Setting goals and articulating a vision
• Self awareness
• Team Building
• Managing Conflict
 Leadership Skills Model

Solving
Problems
Creatively
• Using the
rational approach
Developing Self • Using the Motivating
Awareness creative approach Others
• Determining • Fostering • Diagnosing poor
values & priorities innovation in performance
• Identifying others • Creating a
cognitive style motivating
• Assessing empowerment
Communicating
attitude towards • Rewarding
Supportively
change accomplishment
• Coaching Managing
• Counseling Conflict
• Listening • Identifying
Managing Stress
• Coping with causes
stressors • Selecting
• Managing time appropriate
Gaining Power &
• Delegating strategies
Influence
• Rewarding
• Gaining power
accomplishments
• Exercising
influence
• Empowering
others
 Emotional Intelligence

• It is assortment of non cognitive skills capabilities and

competencies that influence a person’s ability to succeed in
coping with environmental demands and pressures.
• EI is a learned ability to identify, experience, understand and
express human emotions in healthy and productive ways.
• It is composed of
– Self / Interpersonal awareness
– Self Esteem
– Self motivation
– Empathy
– Social skills
– Decision Making
– Commitment
How?