Principles of Management

Fall Semester 2023 – JGLS, JGU

Leadership

Instructor: Dr. Piyush Pranjal

(Associate Professor)

Source: Chapter 15 (Prescribed Book) + additional

materials
 Learning Objectives

1. Define Leadership and identify its ingredients

2. Describe the trait approaches and charismatic leadership
approaches and their limitations
3. Leadership styles based on use of authority
4. Managerial grid and the resulting extreme styles
5. Leadership as a continuum
6. Contingency & Path-goal approaches
7. Transactional & Transformational Leaders
 Leadership & its ingredients

• The art or process of influencing people so that they will strive

willingly and enthusiastically toward the achievement of
group goals

• power, a fundamental understanding of people, the ability to

inspire followers to apply their full capabilities, the leader’s
style and the development of a conducive organizational
climate
 Principle of Leadership: The Big Secret

• Since people tend to follow those who offer them a

means of satisfying their personal goals, the more
managers (as leaders) understand what motivates
their subordinates and the more they reflect this
understanding in their actions, the more effective
they are likely to be as leaders.
 Trait approaches to Leadership

• Great man/woman theory – leaders are born

• Stogdill’s meta-analysis – 5 physical traits + 4 intelligence and

ability traits + 16 PF + 6 Task-related characteristics + 9 social
characteristics

• Not very fruitful – trivialized the subject

• Charismatic Leadership Approach – combination of the above

few traits, not successful
 Leadership Behavior & Styles

• 1.) Based on the use of authority

• 2.) Managerial grid

• 3.) Variety of Styles

 1.) Based on the use of authority

• Autocratic – commands and expects compliance, is dogmatic

and positive, and leads by the ability to withhold or give
rewards and punishment

• Democratic/Participative – consults with subordinates and

encourages their participation

• Free-rein – uses power very little, if at all, giving subordinates

a high degree of independence
2.) Managerial grid (Blake & Mouton, 1964)
 3.) Variety of Styles – (a) Leadership as a
Continuum

• Involves a variety of styles, ranging from one that is highly

boss-centered to one that is highly subordinate-centered

• The appropriate style depends on the leader, the followers,

and the situation
Leadership as a Continuum: Tannenbaum &
Schmidt, 1973
(b) Fiedler’s contingency approach to Leadership

• People become leaders not only because of their personality

attributes but also because of various situational factors and
the interactions between leaders and group members

• Critical dimensions of the leadership situation: Power Position

(power of a position as distinguished from other sources of
power), Task Structure (extent to which tasks can be clearly
spelled out and people held responsible for them), and
Leader-Member Relations (like and trust)
Fiedler’s contingency approach to Leadership –
Based on LPC (Least Preferred Co-worker) scale
(c) Path-goal approach to Leadership
effectiveness
 Path-goal approach to Leadership effectiveness

• The main function of the Leader is to clarify and set goals with
subordinates, help them find the best path for achieving the
goals, and remove obstacles
• Situational factors to be considered: (1) characteristics of
subordinates, such as their needs, self-confidence, and
abilities; (2) work environment, including such components as
the task, the reward system, and the relationship with co-
workers
• Leader behaviour groups – Supportive, Participative,
Instrumental, and Achievement-oriented
Path-goal approach to Leadership effectiveness
Transactional and Transformational Leadership
Transactional and Transformational Leadership
Thank You