Leadership

Leadership Leadership is the process of inspiring,

encouraging , and helping others to work enthusiastically towards objectives.

Leadership –Core points• Leadership refers to the ability of one individual

to influence others.• Behaviour is changed through non-coercive

means• Change of behaviour is caused with an

objective of achieving a shared goal.• Leader possesses a set of qualities which he

uses to influence others.• Leadership is a group phenomenon.

Distinguishing Leaders and Managers Role.

Carve organizational

vision

Formulate Strategy to Implement

vision

Implement Organizational

strategy

Leaders Role Managers Role

Managers Vs Leaders Manager Characteristics• Administers• Focuses on systems and

structures• Relies on control• Short range view• Eye on bottom line

Leader Characteristics• Innovates• Focuses on people

• Inspires trust• Long range perspective• Eye on horizon

Leadership skills• Technical skills• Human resource management skills• Conceptual skills• Personal skills

The Evolution of Leadership Theory

Trait Approach• Theories that sought personality, social,

physical or intellectual traits that differentiated leaders from non leaders.

• Traits were studied to determine what made certain people great leaders

• Belief that people were born with these traits and only the great people possessed them

Major Leadership Traits• Intelligence

• verbal ability, perceptual ability, reasoning• Self-confidence

• self-esteem, can make a difference• Determination

• desire to get the job done• initiative, persistence, dominance, drive

Major Leadership Traits• Integrity

• honesty, trustworthiness• Sociability

• pleasant social relationships• friendly, outgoing, courteous, tactful,

diplomatic

Major Leadership Traits• Emotional Intelligence (EI): the ability to

monitor and control one’s emotions and behavior in complex social settings.

• Leadership traits associated with EI• Self-awareness• Self-management• Social awareness• Relationship management

Leadership• The Controversy Over Male and Female

Leadership.

• Rosener’s research: Female leaders are better at sharing power and information.

• Later research found no significant differences in the leadership styles of men and women.

Leadership• Behavioral Styles Theory

• Theories proposing that specific behaviours differentiate leaders from non leaders.

• Democratic style

• Autocratic style

• Laissez-faire (hands-off style)

Democratic/participative style• This style involves the leader including one or

more employees in the decision making process.

• Leader retains the final decision making authority.

• Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

Types of leadership styles• Autocratic

• The leader takes the decision with out consulting with others

• Types of autocratic leadership• Strict autocratic• Benevolent autocratic• Manipulative autocratic

Autocratic leadership• Strict Autocratic-relies on negative influence and

gives orders.• Benevolent Autocratic ( paternalistic)-

• Assumes that his function is fatherly.• He had issued orders but with commenting

opportunities• Manipulative autocratic

• is one who makes the subordinates feel that they are participating in decision making process even though he had already taken decisions in the organization.

Laissez-faire / free-rein style• In this style, the leader allows the employees to

make the decisions.• The leader is still responsible for the decisions

that are made.• This is used when employees are able to

analyze the situation and determine what needs to be done and how to do it.

Behavioral Styles Theories of Leadership

• The Leadership Grid®/ Managerial Grid• Developed by Blake and Mouton• A nine by nine matrix outlining 81 different

leadership styles.• Concern for production: the desire to

achieve greater output, cost-effectiveness, and profits.

• Concern for people: promoting friendships, helping coworkers get the job done, and attending to things that matter to people.

The Managerial Grid

1,9Country club management

Thoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization

atmosphere and work tempo

9,9Team management

Work accomplishment is from committed people, interdependence

through a “common stake” in organization purpose leads to relationship

of trust and respect

1,1Impoverished Management

Exertion of minimum effort to get required work done is appropriate

to sustain organization membership

5,5Organization Man Management

Adequate organization performance possible through balancing the necessity to

get out work with maintaining morale of the people at a satisfactory level

9,1Authority-Obedience

Efficiency in operations results from arranging conditions of

work in such a way that human elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Con

cern

for p

eopl

e

Behavioral Styles Theories of Leadership

The Leadership Grid® Styles 9, 1 style: primary concern for production; people

secondary. 1, 9 style: primary concern for people; production

secondary. 1, 1 style: minimal concern for production or

people 5, 5 style: moderate concern for both production

and people to maintain the status quo. 9, 9 style: high concern for both production and

people (commitment, trust, and teamwork)

Situational Approach• Developed by Hersey & Blanchard 1969

• Different situations demand different kinds of leadership

• Being an effective leader an individual adapt her/his style to the demands of different situations

• Directive and supportive dimension

Situational Leadership, Four Styles

SupportiveBehaviour’Relationships’

Directive Behaviour’Task’

High

HighLowLow

Delegating

Supporting Coaching

Directing

Situational Leadership, Four Styles

• Directing• communication focused on goal

achievement, careful supervising of instructions

• Delegating• low level of involvement in planning,

control of details, goal clarification• leaves the responsibility to subordinates

Situational Leadership, Four Styles

• Supporting• brings out the employee’s skills,

subordinates control day-to-day decisions• listening, praising, asking for input, giving

feedback• Coaching

• encouragement and soliciting subordinate input, leader makes the final decision

Situational Theoriesof Leadership

• Path-Goal Theory• Derived from expectancy motivation theory.• Effective leaders enhance employee

motivation by

• clarifying perceptions of work goals.• linking rewards to goal attainment.• explaining how goals and rewards

can be achieved.

Transactional leaders• Transactional leaders determine

• What subordinates need to do to achieve their own and organizational objectives

• Helps subordinates become confident that they can reach their objectives by putting necessary efforts.

Transformational Leaders• Transformational leaders attempts to change

the whole organization from one style or culture to another.

• The leaders main aim is to elevate, inspire his followers and himself to higher things in life

• Eg: JRD Tata

Characteristics of transformational leaders• Anticipatory skills• Visionary skills• Empowerment skills• Self understanding skills

Transformational vs. transactional leaders• Transactional leaders

• Monitor people to see that they do the expected, according to plan

• Get people to do things by offering a reward or threatening them with a punishment.

• Transformational leaders• Are capable of charting new courses for their

organization.• Are visionaries who challenge people to do

exceptional things, above and beyond the plan.

Charismatic leaders• Charisma: a special personality characteristic

that gives a person superhuman or exceptional powers .

Charismatic leaders• Charisma is leadership trait that help influence

employees to take early and sustained action

• Charismatic leaders are • dynamic risk-takers who show their

expertise and self-confidence• express high performance expectations • uses symbols and language to inspire

others

Key Characteristics of Charismatic leaders

1. Self Confidence2. A vision3. Ability to articulate the vision

Power• Power

• A capacity that A has to influence the behaviour of B so that b acts in accordance with A’s wishes.

• Dependency• B’s relationship to A when A possesses

something that B requires.

Sources of power

Power• Five Bases of Power

• Reward power: having the ability to grant rewards.

• Coercive power: power that is based on fear.

• Legitimate power: power as a result of his her position in the formal hierarchy of an organization

Power• Referent power: gaining compliance based on

charisma or personal identification.• Referent power develops out of admiration of

another and a desire to be like that person

• Expert power: gaining compliance based on the ability to dispense valued information.

Power• Empowerment

• Making employees full partners in the decision-making process and giving them the necessary tools and rewards.

• Traditional authoritarian managers feel threatened.

Sexual harassment and power • Unwelcome advances, requests for sexual

favours, and other verbal or physical conduct of sexual in nature

• Harasser threatens job security or safety through coercive or legitimate power

Office romance and power

• Co-workers believe that employees in relationships abuse their power to favour each other

• Higher risk of sexual harassment claims after relationship breaks off

Organisational politics

• When employees in organizations convert their power in to action, we describe them as being engaged in politics.

• Politics may be good or bad for the organisation

Types of organisational politics