Leadership

Leadership
“Leadership can be thought of as a capacity to define oneself to others in
a way that clarifies and expands a vision of the future.”

-By Edwin H. Friedman

What is leadership?
Leading people

Influencing people

Commanding people

Guiding people
 Leadership
• Leadership is the ability to influence people
towards the achievement of the goals.
• It plays a central part in understanding group
behaviour, for it’s the leader who usually provides
the direction toward goal attainment.
• Leaders are needed to create the vision, to
challenge the status-quo and to inspire
organizational members to achieve the visions.
• “When you boil it down, contemporary leadership
seems to a matter of aligning people toward
common goals and empowering them to take the
actions needed to reach them.”
Sherman, 1995
 Factors of
leadership
• Follower
Different people require different styles of leadership. For example, a new
hire requires more supervision than an experienced employee. A person who
lacks motivation requires a different approach than one with a high degree of
motivation. You must know your people! The fundamental starting point is having
a good understanding of human nature, such as needs, emotions, and motivation.
You must come to know your employees' be, know, and do attributes.
• Leader
You must have an honest understanding of who you are, what you know, and
what you can do. Also, note that it is the followers, not the leader who
determines if a leader is successful. If they do not trust or lack confidence in
their leader, then they will be uninspired. To be successful you have to convince
your followers, not yourself or your superiors, that you are worthy of being
followed.
• Communication
You lead through two-way communication. Much of it is nonverbal. For instance,
when you "set the example," that communicates to your people that you would
not ask them to perform anything that you would not be willing to do. What and
how you communicate either builds or harms the relationship between you and
your employees.
• Situation
All are different. What you do in one situation will not always work in another.
You must use your judgment to decide the best course of action and the
leadership style needed for each situation. For example, you may need to
confront an employee for inappropriate behavior, but if the confrontation is
too late or too early, too harsh or too weak, then the results may prove
ineffective.
 Managers vs. Leaders
Managers Leaders
• Focus on things • Focus on people
• Do things • Do the right things
right
• Inspire
• Plan
• Influence
• Organize
• Motivate
• Direct
• Control • Build
• Follows the rules • Shape entities
 Theories of
leadership
Charismatic Theory
Trait theory
 Behavioral theory
 Contingency theory
 Trait Theories
Leadership trait theory is the idea that people are born
with certain character traits.
Some traits are particularly suited to leaders ,thus
others follow.
People who make good leaders have the right combination
of traits. i.e. personal qualities and characteristics.
It basically involves around the big five model :
• extroversion
• agreeableness
• conscientiousness
• Emotional stability
• Openness to experience
Behavioral Leadership
• Power Orientation
• Leadership as a continuum
(Tannenbaum)
• Employee-production orientation
(Ohio)
• Likert’s management system
• Managerial grid (Blake & Mouton)
• Tri-dimensional Grid (Reddin)
 1. Power Orientation
• Autocratic Leadership
• Participative Leadership
• Free-rein Leadership
2. Leadership as a Continuum
• Manager makes decisions and announces (Max. authority
of manager and least freedom)
• Manager sells decisions
• Manager presents ideas and invites suggestions
• Manger presents tentative decision subject to change
• Manager presents problems, gets suggestions and makes
decisions
• Manager defines limits, asks group to make decision
• Manager permits subordinates to function within limits
defined by superior (Max. freedom to subordinates and
minimum use of authority by manager)
3. The Ohio State Model
• Initiating structure: leader’s efforts to get
things organized and get things done.
• Consideration: the degree of trust, friendship,
respect, and warmth that the leader extended to
subordinates.
• Identified four leadership styles
– Low structure, high consideration
– High structure, high consideration
– Low structure, low consideration
– High structure, low consideration
4. Likert’s Management System

System 1: Exploitative Autocratic

System 2: Benevolent Autocratic
System 3: Participative
System 4: Democratic
Leadership System 1 System 2 System 3 System 4
Variable

Trust and Has no trust & Has Substantial Complete

Confidence in confidence in condescending but not confidence
subordinates subordinates confidence & complete and trust in all
trust in confidence matters.
subordinates, and trust, still
as master has wishes to keep
in a servant control of
decisions.
Subordinate’s Subordinates Subordinates Subordinates Subordinates
feeling of do not feel at do not feel feel rather feel
freedom all free to very free to free to completely
discuss things discuss things discuss things free to
about the job about job with about the job discuss things
with their their superior with their about the job
superior superior with their
superior
Superior Seldom gets Sometimes Usually gets Always gets
seeking ideas & get ideas & ideas & ideas &
involvement opinions of opinions of opinions and opinions and
with subordinates subordinates usually tries always tries to
subordinates in solving job in solving job to make make
problems problems constructive constructive
use of them use of them.
5. Managerial Grid
 6. Tri-dimensional Grid
• Task orientation (TO)
• Relationship Orientation (RO)
• Effectiveness (third dimension)

Related Integrated
RO
Separated Dedicated

TO

Basic Styles
Missionary Compromiser

Deserter Autocrat

Less Effective Styles

Developer Executive

Bureaucrat Benevolent
autocrat

More Effective Styles

Contingency Theories
 Fiedler’s contingency
model-
• Group can perform well if there is a proper match
between the leadership style and the degree to
which the situation gives control to the leader.
• Leadership style- task oriented, relationship
oriented
• Situation – leader-member relation, task structure,
position power
• Findings-task oriented leaders perform best in
situations of high and low control and relationship
oriented leaders perform best in moderate
situation
Very Favorable Very Unfavorable
Task Directed

Human
Relation

Very Favorable 0 Very Unfavorable

 Hersey and Blanchard’s
Situational theory-
• The leader should exhibit
appropriate leadership style
depending upon the
readiness/maturity of the followers.

Leadership Styles Follower Readiness

Telling (HT and LR) R1 ( unable and unwilling
Selling ( HT and HR) R2 ( unable and willing)
Participating (LT and HR) R3 ( able and unwilling)
Delegating ( LT and LR) R4 ( able and willing)
 Path-Goal Theory

 House’s path-goal leadership theory.

– Effective leadership deals with the paths
through which followers can achieve goals.
– Leadership styles for dealing with path-goal
relationships:
• Directive leadership.
• Supportive leadership.
• Achievement-oriented leadership.
• Participative leadership.
 Figure 13.6 Contingency
relationships in the path-goal
leadership theory.
 House’s leadership styles:
– Directive leadership.
• Communicate expectations.
• Give directions.
• Schedule work.
• Maintain performance standards.
• Clarify leader’s role.
– Supportive leadership.
• Make work pleasant.
• Treat group members as equals.
• Be friendly and approachable.
• Show concern for subordinates’ well-being.
 House’s leadership styles:
– Achievement-oriented leadership.
• Set challenging goals.
• Expect high performance levels.
• Emphasize continuous improvement.
• Display confidence in meeting high standards.
– Participative leadership.
• Involve subordinates in decision making.
• Consult with subordinates.
• Ask for subordinates’ suggestions.
• Use subordinates’ suggestions.
Leader identifies Appropriate goals Leader connects
subordinate needs are established rewards with
goals

Employee becomes Leader provides

satisfied and accepts the assistance on employee
leader path towards goals

Effective performance Both employee and

occurs organization are better
able to reach the goals