leadershipUnit2 1

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Unit 1

Leadership: Concept, Introduction, meaning, defnition,

Management is doing things right; leadership is doing the right things.Peter F.

ruc!er,,

I"#$%UC#I%" :

Leadership can &e 'ie(ed as a d)namic process, (hich in'ol'es a num&er o*

com&ined *actors and phenomena, and the outcomes o* e+ecti'e leadership are

&eha'iours and achie'ements that are in line (ith the 'ision and strategies o* the

organisation .

1) According to Prof.George terry, Leadership denotes the relationship inwhich a person i.e. the leader influences others to work together willinglyon related tasks to attain that which the leader desires.

Leaders Managers

Innoate Ad!inister

"eelop #aintain

Inspire $ontrol

Long%ter! iew &hort%ter! iew

Ask what and why Ask how and when

'riginate Initiate

$hallenge the status (uo Accept the status (uo

"o the right things "o things right

) According to *.&hukla, Leadership is the process of e+ercising anauthority and decision !aking.


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) According to Prof .-.oont/ and '0"onnell, !anage!ent leadership is theaility of !anager to induce suordinates to work with confidence and/eal.

#here are f'e main 'aria&les that can inuence leadership &eha'iour:

1. #he tas!s and goal o* the organisation

-. #he leaders !no(ledge, s!ills / attitudes

0. #he *ollo(ers s!ills, attitudes / moti'ation

. #he conte2t or situation

3. #he resources a'aila&le

Characteristics/Features of leadership:-

1) All pervading/present:-In all spheres of hu!an actiities whereer group e+ists, leadership is

essential to ensure profitale output. 2or e+a!ple, these spheres !ay e

social, political, econo!ic, educational, and cultural or een the

households.

2) Optimiing the use of resources:-

It is the aility which ensures the opti!u! and full utili/ation of aailalephysical and hu!an resources.

!) "#istence of follo$ers: -'ne cannot i!agine a leader without the e+istence of followers. In an

organi/ational set up, the followers are the suordinates, who are lead y

their !anagers

%) Co-coordinating agenc& :-Leader has to perfor! the work of estalishing co%ordination, integration

and alance etween the works of indiidual e!ployees a!ong the

depart!ents and interact with the outer seg!ents. 3he leader i.e. !anager

has to has to estalish working relations etween hi!self and the !e!ers

of group who! he leads.

') Full (no$ledge of the ailities of the su-ordinates :-


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3he !anager has to take in to consideration the ailities, (ualities,

e+perience, attitude and aptitude of suordinates efore entrusting any

work to the!. 3his re(uires that the !anager should e fully aware aout

the characteristics and co!petence of suordinates.

*) Ma(ing polic& and important decisions:-3he leader in an organi/ation is entrusted with !aking asic decisions,

for!ulating policies and deeloping strategies. -e has to find out the ways

and !eans for i!ple!enting such decisions.

+) On-going process: -Leadership is an on%going process or continuous pheno!enon. 3he

effectieness of leadership can e !easured y, to what e+tent

organi/ational o4ecties hae een achieed. In case of any deficiency the

leader needs to !ake necessary i!proe!ents.

,) elated to particular situation: -

Leadership is situational in nature. In accordance with the change insituation or circu!stances, the leadership style will differ. 3he leader !ust

study the situation and accordingly decide hi!self as to the style of

leadership to e adopted.

1. Co-existence with followership. It is axiomatic to say that there cannot be any leader without

the existence of followers. The leader exercises authority over the group, and such authority iswillingly accepted by followers. Where authority is imposed over the group without the voluntary

acceptance of such authority, it results in domination, not leadership of the group. Leadership cannot

be conferred or ordered, it must be earned. The first feature of leadership is thus to be found in

confidence, respect, loyalty an devotion shown by followers.

2. Understanding feelings and problems. The second characteristic of leadership lies in

understanding group and individual feelings and problems of followers. The leader must try for the

satisfaction of social and personal needs of his followers. The leader is looked upon as one dependable

friend, philosopher and guide followers. Accordingly, followers expect the leader to recognie their

individual difficulties and to take ever possible measure for their well!being. This dependence or faith

in the leader is made to prevail among personnel through mutual understanding. And to increase this

understanding, the leadership is re"uired to keep the followers informed of all developments affectingthe group and its work to allow participation in decision making on important matters and to practice

counselling with group members.

3. Assumption of responsibility. The third feature of leadership calls for the acceptance of full

responsibility in all situations As the leader exercises authority and undertakes the task of guidance,

he must assume the responsibility for all actions and operations of his followers. #e must steer the

group clear of all difficulties for arriving at the fixed destination. $or the attainment of ob%ectives, he is

to encourage and develop the weak, to influence sand control the strong, and to prepare the whole


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group for an effective teamwork. &oreover, leadership demands the capacity for stimulating the

growth of enthusiasm and initiative among individual members.

4. b!ecti"ity in relations. Another characteristic of leadership rests on maintaining ob%ectivity in

relationship through fair play and absolute %ustice in all affairs of the organiations. The playing fair is

to be demonstrated in all decisions and actions, in communication and participation, in reprimand and

commendation, or in placement and transfer. The leader's ability to inspire can be retained intactthrough his impartiality in all operations and activities. &is%udgment and misdirection by the leader

affect employee behaviour and reduce the result of human efforts. &embers feel aggrieved and the

leader loses their confidence and loyalty. (onse"uently, leadership fails to guide and direct the group

efforts.

.mportance of leadership:-

1) "stalishing co-ordination:-In a large si/ed organi/ation, the total work is split up and diided into

s!aller depart!ents. It is necessary to estalish proper co%ordination,

etween the 4o of one indiidual with that of another and one depart!ent

with the other. In the asence of such co%ordination there is likely to edisorder in the organi/ation. 3he !anagers hae to perfor! as a link, and

ring effectie co%ordination in the organi/ation.

2) Ma#imum utiliation of human resources:-In !odern large si/ed organi/ations, !any people are engaged to !anage

the 4os at different leels. "ue to indiidual differences, each of the! differs

fro! the other as far as their personalities, ailities, education etc are

concerned. 3he leadership in the organi/ation has to see to it that the

principle of fitting the right !an to the right 4o is strictly followed. 3hisfacilitates the !a+i!u! use of the efficiency of the e!ployees and also

proides !a+i!u! 4o satisfaction to the e!ployees.

!) Motivation and morale uilding :-A good and dyna!ic leader knows the art of inducing, encouraging and

!otiating the followers to gie their est possile perfor!ance .-e can

!ake the people work towards the attain!ent of group goals.

Good leadership is also an indispensale aspect for e!ployee

!orale uilding. 5!ployees with high !orale show positie ehaior,

attitude and high productiity.

%) asis of all other management functions:-3he !anage!ent process consists of !any functions which are inter%related

to each other. It inoles planning, organi/ation, directing, udgeting etc.


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A!ong all these, effectie leadership is of critical i!portance ecause if the

leader is co!petent enough they can perfor! the other functions in a etter

!anner.

') "ffectiveness of communication: -In an organi/ation, the workers, e!ployees, !anagers and others perfor!

their work at different leels. 3he interpersonal and inter%depart!ental

co!!unications necessary for ringing co%ordination in the organi/ation.

5ffectie leadership is only capale of deeloping an efficient

co!!unication network within the organi/ation.

*) emoval of ostacles or prolems: -3here arise prole!s of arying nature during the course of working of any

organi/ation. 3hese prole!s !ay or !ay not e of a predictale nature.3he responsiility of re!oing these difficulties lies with the leader.

Components o* Leadership4 Leader, Follo(ers and situation, :

The Interactional Framework for Analyzing Leadership


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Leader :

Indi'idual aspects o* the leadership e5uation:

Uni5ue personal histor)

Interests

Character traits

Moti'ation

6+ecti'e leaders di+er *rom their followers, and *rom ineective leaders

on elements such as:

Personalit) traits, cogniti'e a&ilities

7!ills, 'alues

8nother (a) personalit) can a+ect leadership is through temperament.

Leaders appointed by superiorsma) ha'e less credibilityand ma) get

less lo)alt).


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Leaders electedor emerging&) consensus *rom ran!s o* *ollo(ers are seen

as more e+ecti'e.

8 leaders experienceor historyin a particular organi9ation is usuall)

important to her or his e+ecti'eness.

#he e2tent o* follower participationin leaders selection ma) a+ect a

leaders legitimac).

Follo(ers :

Certain aspects o* *ollo(ers a+ect the leadership process:

62pectations

Personalit) traits

Maturit) le'els

Le'els o* competence

Moti'ation

or!ers (ho sharea leaders goalsand values(ill &e more moti'ated to

do their (or!.

#he number of followersreporting to a leader can ha'e signifcant

implications.

%ther rele'ant 'aria&les include:

Followers trustin the leader.

Followers con!denceor lac! thereo* in leaders interest in their

(ell4&eing.

7I#U8#I%"

Leadership o*ten ma!es sense onl) in the conte2t o* ho( the leader and

*ollo(ers interactin a gi'en situation.

#he situation ma) &e the most am&iguous aspect o* the leadership

*rame(or!.

C%"CLU7I%"

Leaders create environments(here followers innovationsand

creative contributionsare (elcome.


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Leaders encourage growth anddevelopmentin their *ollo(ers &e)ond the

scope o* the o&.

Leaders are generall) more interestedin the big pictureo* *ollo(ers (or!

than managers.

Leaders motivate*ollo(ers through more personaland intangible

factors.

Leaders rede!ne the parameterso* tasksand responsibilities

C%"CLU7I%"7

Leadership in'ol'es dynamic interaction&et(een leaders and *ollo(ers in

a particular situation.

7tud) o* leadership must includethe followersand the situation.

#he interactive natureo* leader4*ollo(ers4situation can help us &etter

understand

#he changing nature o* the leader4*ollo(er relationship.

#he increasingl) greater comple2it) o* situations leaders and *ollo(ers

*ace.


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1.Leaders are born and not made"This is the first and most common of

all myths about leadership. Though some people have innate leadership

qualities, it is rare. Mostly, leaders are made by their circumstances. The

extraordinary circumstances that surround them propel them to become effectiveleaders. When it comes to the corporate world, you can learn leadership skills by

consistent efforts.

2.Leaders know everything"It is not true that leaders know everything

under the sun. What leaders do have is a vision and a sense of direction. They

too learn from others.

3.Leaders are infallible"Leaders do make mistakes like all humans do. In

fact, they could even appear to commit more mistakes than all of us because they

take more visible decisions at every stage than others do. However, what

differentiates good leaders from others is that they are candid in admitting their

mistakes and in learning lessons from them.

4.Leaders only give orders"Leaders do not always give orders, though

the position they are in requires them to do so. More often, they inspire others to

do what is required of them in a given situation.

5.Leaders are charismatic"Charisma is not the absolute quality of a

leader. Leaders are often followed because they are respected for their hard

work, integrity, ideas, and commitment.

6.Leaders have imposing personalities"Leaders need not have

impressive personalities. Though, sometimes, this does help attract people. What

leaders do posses is the ability to influence people even if they dont have a

distinguished personality.

7.Leadership comes with age"There is no specific age to become an

effective leader. People become effective leaders with what they learn from theirpast experience, not just with increasing age.

8.Leaders possess absolute power"Not true always. Their true

effectiveness is measured by their ability to command a following without wielding

absolute power.Leadershipis not tyranny. Bad leaders resort to strong arm
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tactics when their leadership fails and so end up creating followers. But if

leadership succeeds, it creates leaders.

9.Leaders never delegate important stu" Leaders do delegate the

right work to the right person. They share work and responsibilities judiciouslyand get the job done. And this in no way undermines their credibility. In fact, as I

said earlier, they pave the way for new leaders to emerge.

10.Leadership can be attained through study"Leadership is about

attitude and not about knowledge. Even if you study thousands of books, you

cannot develop leadership skills until you inculcate the right attitude.

The misconceptions listed here are not what make you an influential leader but

your ability to inspire a shared vision, facilitate collective efforts to reach a

common objective and identify and nurture the right talent.

8ssessing leadership :It is *undamentall) concerned (ithpredicting(ho (ill or (ill not &e an e+ecti'e

leader beforethe) ha'e &een placed into a position.

8ccuratel) predicting managerial e+ecti'eness is criticall) important&ut not at all straight*or(ard.

$esearch has s)stematicall) determined (hich leadership assessment

techni5ues )ield more 'alid and accurate predictions than other techni5ues.

#ersonal opinionsa&out leadership e+ecti'eness can vary substantially

across indi'iduals.

Putting the wrong peopleinto !e) leadership positions can literall) cost

stock holders&illions o* dollars and lead to organi9ational ruin.

Man) o* the most commonly usedleadership hiring techni5ues =application

&lan!s, re*erence chec!s, and unstructured inter'ie(s> are also the least valid$

?The best predictor of future leadership behavior is past leadership behaviorin

similar circumstances. Personnel ecisions International Managerial incompetence,

%anagerial incompetence"


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espite the per'asi'eness o* leadership, the base rate of managerial

incompetencema) &e some(here &et(een 3@ A B3 percent.

#he &r 'ordy testis one (a) to determine the le'el o* incompetence

among leaders.

(ective leadersare indi'iduals (ho are good at &uilding teams and

getting results.

Most people in leadership positions get paid to get results, and the) get

results &) &uilding teams.

Managers can &e categori9ed as &eing:

Competent Managers

$esults %nl) Managers

Cheerleaders

In "ame %nl) Managers


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7e'eral *actors contri&ute to the short*all in managerial incompetence:

emographics

Lac! o* emplo)ee lo)alt)

Lac! o* good s)stems to identi*) and de'elop leadership talent

#echnolog)

$esearch sho(s that organi9ations ha'ing higher numbero* Competent Managers

occup)ing critical positionsare more success*ul than those (ithout

#he &iggest source o* (orr) *or organi9ations an)(here is the lack of high

)ualityleadership talent.

#hree critical ingredients most loo!ed *or in persons in positions o* authorit)

include:

Pro&lem sol'ing and sound decision ma!ing a&ilities.

Local*unctional !no(4ho(.

8&ilit) to get things done through others.

Dest Practices in 8ssessing Leadership Potential :etermine the leadership le'el o*the position.

Duild a competenc) model.

Use a multiple hurdles approach.


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Leadership #alent Management s)stem.: Leadership #alent Management

Leadership talent management system: Consists o* those processes and

procedures organi9ations use to hire, de'elop, e'aluate, re(ard, promote, and

retain its leaders.

$esearch has sho(n that good talent management s)stems can ha'e a

pro*ound impact on organi9ational e+ecti'eness and success.

7teps In'ol'ed in Leadership #alent Management =continued>

Clari*) the organizations strategy*or the *uture.

Identi*) (hat are or (ill &e the critical leadershippositionsin the

organi9ation.

e'elop a competency model*or the critical leadership positions.

6nsure the organi9ations recruiting and selection processesare

identi*)ing, hiring, de'eloping, re(arding, and promoting the right

candidates.

8dopt valid and well*researched processes*or hiring, de'eloping, and

promoting leadership talent.


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Measuring e+ects o* Leadership:

Eust as 'arious techni5ues are used to assess leaders, there are also 'arious (a)s

to measure their eectson su&ordinates and organi9ations.

hen udging, the conse)uenceso* leader &eha'iors are e2amined,

than the behaviorsper se.

Focused &rive"

#he competenc) o* *ocusing on a goal and harnessing )our energ) in

order to meet that goal A a &alance &et(een the components o*:

Focus: #he a&ilit) to identi*) an important goal or 'ision and to channel

e+orts at specifc targets that support that goal or 'ision.

ri'e: #he a&ilit) to perse'ere, sacrifce =(hen necessar)>, and e2pend

high degrees o* energ) to reach high le'els o* per*ormance

(motional Intelligence * a &alance &et(een


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Perception: #he a&ilit) to read the emotions and thoughts o* others

through the use o* insight, empath), and o&ser'ational s!ills.

6motional Maturit): #he a&ilit) to master emotions and cope (ith

stress in a (a) that instils confdence, moti'ates, and enhances group

e+ecti'eness.

Trusted In+uence

#he competenc) o* e+ecti'el) inuencing others &) e'o!ing their trust

and &) placing trust in others to ena&le their success A a &alance &et(een

the components o*Trusted In+uence* a &alance &et(een

Commitment: #he a&ilit) to e'o!e trust *rom others &) !eeping commitments,

recogni9ing indi'idual contri&utors, setting a personal e2ample, and &uilding

shared goals, 'alues, and 'ision.

6mpo(erment: #he a&ilit) to help others reach higher le'els o*per*ormance through trust, delegation, participation, and coaching

,ystems Thinking * a &alance &et(een

Process %rientation: #he a&ilit) to increase o'erall learning and per*ormance

&) designing, implementing, andor connecting critical (or! processes.

Mental iscipline: #he a&ilit) to logicall) and thought*ull) sort through

am&iguit) and alternati'es (ith a rigor and discipline that cr)stalli9es ideas

*or action.

#roblem ,olving

#he s!ill o* emplo)ing anal)tical a&ilities, pragmatism, and other tools

to resol'e comple2 pro&lems in a 'ariet) o* conte2ts

Commonl) used measures to udge success*ul and unsuccess*ul leaders

include:

7uperiors e+ecti'eness and per*ormance ratings

7u&ordinates ratings o* their o& satis*action and morale or o* their

leaders e+ecti'eness

Unit per*ormance indices

.


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The -ualitative Approach

#he most common 5ualitati'e approach is the case stud).

-uantitative Approaches

Correlational studies

62periments

,uperiors eectiveness .performance ratings "most superiors

performance rating are determined by leader superior and include rating

of performance /n relevant dimension as well as recommendation for

promotions$ &imension are as follows like

integrity0leadership0administrative skills0communication impact $

1atings&) superiorsand subordinatesgenerall) )ield use*ul in*ormation

a&out a leaders e+ecti'eness.

%ultiple measureso*ten )ield the &est in*ormation a&out leadership

success.

Practitioners need to thin! criticall) a&out ho( their behaviora+ects the

measures used to udge leadership success.

Practitioners need to &e a(are o* leadership success measures &eing biased.


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,ubordinates rating of satisfaction "in this method subordinates asked to

rate their level of satisfaction or eectiveness0 may be motivated or not

motivated 0feeling committed to organization or not $fostering sense of

cohesiveness and coperation among unit members is a goal towards

leaders $

2nit #erformance Indices" to examine what impact leaders have on bottom

lines of the organizations$ They make 3udgement about leadership success

by examing store sales0pro!t margins0number of defective products

returned $the biggest )uali!cation to remember in these measure of

leadership is that factors beyond leaders control$It is important to

estimate how much a leaders behavior might aect a particular unit

performance index before using that index to 3udge the leaders

eectiveness like cheerleaders0 in name only managers will often take

credit for result they had little to do with which aects the base rate of

managerial incompetence

organi9ational climate :$e*ers to meaning*ul interpretations o* a (or!en'ironment &) the people in it

6 8re social relationships (arm and caring

6 8re people treated *airl) *or re(ardsrecognition

6 o people ta!e pride in e2cellence

Factors that in+uence /rganizational 4limate"

In'ol'ement

Co4(or!er Cohesion

7uper'isor 7upport

8utonom)

#as! %rientation

or! Pressure

Clarit)

Managerial Control

Inno'ation


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Ph)sical Com*ort

Morale :It may be defined as the possessionof a feeling on the part of

theemployee of being accepted andbelonging to a group of employeesthrough

adherence to common goalsand confidence in the desirability of these goals.

$eeling accepted by one)s workgroup*+haring common goals with one)swork

group*#aving confidence in the desirabilityof these goals.

$actors that Influence &orale

#$roup cohesi"eness or feeling of togetherness#%eed for a goal#bser"able

progress towards the goal- there must be obser"able progresstowards the

goal#&pecific meaningful tas's-indi"idual in thegroup must ha"e specific meaningful

tas'sthat are necessary to the achie"ement of the goal

#(ob security.

#)anagementstyle.

#&taff feeling that their contribution is "alued bytheir employer.

#*ealistic opportunities for merit-based promotion.

#+he percei"ed socialoreconomic"alueof thewor' being done by the organi,ation

as a whole.

#+he percei"ed statusof the wor' being done by the organi,ation as a whole.

#+eamcomposition.

#+he wor' culture

moti'ation and leadership e+ecti'eness,

and Unit per*ormance indices.

Unit :-

Po(er :Po(er A Capacit) o* one part) to inuence another part),#oweris ameasure o* a personGs a&ilit) to control the en'ironment around them,

including the &eha'ior o* other people
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Inuence and leadership:Leaders have power in situations$#his does notnecessaril) mean that leaders should or do ha'epower overpeople.

#ower is simply the right to provide leadership$

8s leadership in'ol'es inuence o'er other people, po(er is usuall)

gi'en &) the group to the leader. 7o too can the group ta!e the po(er

a(a) i* the) are not satisfed (ith the leader.

#he exercise of poweris a comple2 process and appears to &e dependent

on context, personalityand expertise.

7ources o* po(er:

C%6$CIH6: epends on *ear. It is the a&ilit) to punish or (ithhold pri'ileges.

$68$: Dased on oneGs control o'er things that others desire such as

'acations, raises, promotions, and oce locations.

L6


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(1) *reating a sense o! obligation

($) +uilding a good pro!essional reputation

(&) 'ncouraging identi!ication

(,) *reating perceived dependence

[,] eys to success at acquiring poer

(1) .hey tend to be very sensitive to here poer e/ists in their organi0ations

($) .o some degree" they use all the methods described in this chapter to develop

poer

(&) .hey tae calculated riss in hich they 2invest2 some o! their poer in the

hopes o! gaining it bac ith interest

(,) .hey recogni0e that all o! their actions can a!!ect their poer and they avoid

actions that ill accidentally decrease it

(3) 4n their career development they try to move both up the hierarchy and toard

positions here they can control some strategic contingency !or their organi0ation

5oer!ul managers gain and maintain really si0able amounts o! poer by moving into

positions that control ey contingencies !or their organi0ations# .hey do so because they

recogni0e that as long as their organi0ation has to compete ith others to get support!rom its environment" those ho can manage the most problematic environmental

contingencies are really the most important people in the organi0ation# 'veryone in anorgani0ation" must depend on a poer!ul manager" and that situation gives him or her agreat deal o! poer6

A summary o! the "acquisition of power"by a manager:

.he manager7spower comes from the combinationo! (1) interpersonal and

analytical sills" noledge" and energy level and ($) the degree to hich themanager controls important resources" such as [1] tangible resources" in!ormation

and in!ormation channels8 [$] and has !avorable relationships based on a sense o!

obligation" a strong pro!essional reputation" identi!ication o! others ith the

manager" and his or her perceived dependence#

Approaches to understanding poer:

Inner leaders do not arise si!ply as a result of a grant y others of the powers ofco!!and clai!ed and e+ercised y the!. 3hey ac(uire power only when they appeal


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to followers y sti!ulating their e!otions and offering suggestions to the! that they seeas helpful in attaining the followers0 personal and professional goals.

0o$er se echni3ues

Inner leaders prepare the!seles to e+ercise power within their work co!!unities in!any ways 7see also 2airhol!, 188).

Creating (or Making Use of Existing) Power Situations

Inner leaders are aware of the power co!ponent in eery interpersonal interaction inwhich they engage. In fact, all !e!ers of the work co!!unity are continuallynegotiating for power to gain their desires. It is a ui(uitous and legiti!ate part of work9all9life. All !e!ers of the work co!!unity are regularly in situations where theyco!pete for adantage so they can get their own way in the face of co!peting action yothers. Inner leaders understand that the co!ponent parts of a power relationship 7asituation in which power is and ought to e used to gain success) are nor!ally present

in !ost work relationships. 3he co!ponents of such a power situation includeinterdependence, differing goals, and co!petition to see who will achiee desired goalsin a situation of scarcity where if one participant gains his or her goals the others do not.It is a situation where at least one participant in the relationship attaches enoughi!portance to the situation, goals, or approach to e willing to e+pend energy in therelationship. :nless all these factors are present, operational power use need not ecalled upon to get one0s way. ;ut the fact is that al!ost eery interpersonal situation in awork co!!unity can e defined in ter!s of these characteristics.

Understanding the Classic Power-Use Model

:nderstanding the theory of power use is a crucial aspect of the inner leader0s successin using this techni(ue. 3he characteristics of any group where power politics is a part ofa relationship include the following< 3he relationship !ust inole a decision situationcharacteri/ed y choice a!ong co!peting alternaties. Power use depends on a socialsituation where action y one party i!pacts the ehaior or choices of the others andwhere a condition of scarcity of resources critical in achieing the work co!!unity0s oran indiidual0s purposes is present. Inner leaders use power in situations whereparticipants are free to act to achiee desired results. Power arises fro! the leader0saility to take needed action to achiee desired results or to withhold action. It is adyna!ic, interactie process.

Using Power to Increase Power

:sing power increases one0s cache of power. 2ailure to e+ercise it can result in its loss.3his characteristic of power use places inner leaders in a co!ple+ interactie anddyna!ic power relationship with eeryone with who! they interact, one purpose ofwhich is to gain and !aintain their relatie power positions in the work co!!unity.

Facilitating Power Use b Creating Conditions !hat Foster It


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Inner leaders insure the presence of the following factors in their work culture as thesefactors increase their relatie power in the work co!!unity and further the potential forits productie use.

Discretion. Inner leaders structure the work co!!unity to !a+i!i/e discretion.

Centrality. 3hey !anipulate relationships to insure that they are at the center of actiity.

Exchange. Inner leader create situations where oth parties hae so!ething to gie andso!e e+pectation of potential attractie results fro! their decision to engage inco!!unal relations.

Status vis--vis superiors. Inner leaders endeaor to hae !ultiple inti!ate contactsand influence with people superior to the! in the hierarchy.

Conformance to work-community norms. 3hey take actions to insure that followers seethe! as the personification of work%co!!unity nor!s. 3hey !odel desired ehaior.

Legitimacy. Inner leaders insure that followers see the! as haing legiti!ate authority.

Association. Inner leaders associate in friendly ways with !e!ers of the workco!!unity and with other like%!inded people.

Personal status. Inner leaders try to present the!seles in ways that induce followers tohold the! in high estee!.

Personal characteristics. 3hey also try to get others to think of the! as possessingpersonal attriutes like integrity, co!!it!ent, high energy use, interest, skill, andpersonal and professional attractieness.

Controlling rewars. 3he inner leader0s capaility to proide enefits to followers allowshi! or her to control follower ehaior and achiee desired results to the e+tent of thefollowers0 need for that tangile or intangile reward.

Criticality. $ontrol oer ital infor!ation, ti!e, e+pertise, or other resources needed ythe work co!!unity or any !e!er gies inner leaders power oer those in need.

Alliances. Inner leaders !ultiply their power as they collaorate with groups ofindependently powerful people and thus increase their potency to attain a sufficientcritical power !ass to achiee desired results.

A perception of legitimacy. As recipients eliee their inner leaders hae a legiti!ateright to co!!and, whether those leaders hae actual authority or not, leaders cane+ercise power toward those persons or groups. Legiti!acy co!es fro! a perceieddelegation fro! the co!!unity or higher corporate9or other9entity. Acceptance of thatdelegation co!es as affected indiiduals accept the inner leader0s actions asappropriate.

!entification with powerful others. Affiliation with other people who! their followersperceie as i!portant can aug!ent inner leaders0 power. &uch identification can e


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actual or !erely perceied, or it can e sy!olic. Inner leaders can ac(uire or increasetheir power y adhering to the ideals, nor!s, or goals stakeholders alue in their heros7$oey, ==1). Perceied identification with ideas, alues, !ethods, or goals of fa!ous,wise, attractie, or powerful people adds to the inner leader0s perceied power in thesa!e way that direct association does.

Expertise. 3he leader0s own e+pertise eco!es an i!portant ase of power as thetargets of the leader0s power use co!e to depend on his or her e+pertise in needed skillareas. ;eing perceied as e+pert lets inner leaders e+ert power eyond their official rolein the work co!!unity in any direction9up, down, and laterally.

"se of power. 3he act of using power tends to increase one0s power.

Personal ifference. As inner leaders !ake the!seles different fro! their colleagues7positiely, ut also negatiely9say, as a cur!udgeon), they are !ore likely to haeand e+ercise power.

Centrality. Physical location in the center of actiity, in the !iddle of work operations, orclose in pro+i!ity to powerful people. A central location adds to the deelop!ent andeffectie use of inner leaders0 power and the likelihood that they will e in the circle ofpowerful cli(ues and hae access to other powerful people in the hierarchy.

"eco#ing Ex$ert in Man Power !echni%ues

Inner leaders hae learned to use seeral kinds of power such as these and a+ect actors dependence

on others.

8s po(er o'er D is =1> directl) proportional to the importance D places on the goals

mediated &) 8 and =-> in'ersel) proportional to the a'aila&ilit) o* these goals to D

outside the 84D relation.

#oweris a structural relationship, in'erse to the cost that one actor is (illing to pa)

to another *or an e2change. I* actor D accepts a higher cost than actor 8 *or an

e2change, then D has a greater dependence on 8: #A56 &5A


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Power (A-B) = Dependence (B-A)

Power (B-A) = Dependence (A-B)

Increase mutual dependence, increase mutual power

2 dimensions of power

o 4ntensity: value o! resources

o 'quality: 5oer (A-+) 9 5oer (+-A)

In a net(or! o* man) actors, structural arrangements shape the prices / po(er that

actors o&tain through e2changes.

7alanci! / Pfei+er :

8ll leaders are *undamentall) the same #here are internal constraints on leader &eha'ior =roles>

62ternal *actors are more important in determining organi9ational

per*ormance =e.g. competition, scarce resources, go'ernment

regulation, etc.>

Leadership does matter:

$esearch suggests that leadership e2plains a&out 1@N o* an organi9ations

per*ormance

6'en i* good leadership doesnt matter, &ad leadership defnitel) does

"ot all leaders are ali!e, nor are man) managerial o&s ere not ust tal!ing

a&out C6%s.

Principles

Po(er, 8uthorit) and

%rgani9ational Politics

8d'anced %rgan9ation #heor)


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Po(er

8m&iguous and u&i5uitous; relati'e, not a&solute.

8 person is onl) po(er*ul in relation to others.

8uthorit)

hen the distri&ution o* po(er in a social setting

is accepted or Olegitimised &) the other actors.

Politics

8ction ta!en to o'ercome resistance to ones

pre*erred outcomes. ?8 conscious e+ort to muster

and use *orce to o'ercome opposition

Strategic contingency odel !

"ncertaintyo Changes o'er time

o Manu*acturing, Mar!eting, Finance, $

#riticality

o Centralit) in (or!o(

o Centralit) in in*ormal relationships

Scarcity

o igh dependenc)

o Lo( su&stituta&ilit)

Implications of ,trategic 4ontingency %odel

Power resides in acti$ities, not indi$iduals


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Power is necessarily s%ared

Power aligns t%e organi&ations wit% t%e en$ironment

o

>ith &trategic $ontingencies 3heory, a leader depends on his prole! soling skills and a

pro4ectie personality that is center stage. 3he leader his so ecause she or he is in de!and and

others cannot sole the prole!s the leader faces. 3his gies the leader argainingpower. In that the

leader cannot e replaced easily, he or she is not easily displaced, especially y popular will. &ocial

processes depend upon the leader. &trike out the leader and the syste! is in danger of collapsing.

3he aility of one to !aintain leadership in a syste! through prole! soling relies on the

interconnectedness of syste! units 7depart!ent, diisions, etc.), social interaction, co!!unications

speed and syste! infrastructure integrity. :ncertainty is a driing force in -ickson?s writing. It is

defined as @...lack of infor!ation aout future eents so that alternaties and their outco!es are

unpredictale@ . Power co!es fro! the aility to cope with uncertainty. &uch aility reduces the

uncertainty and persons and organi/ational units eco!e dependent upon it for surial. -ere, at a

suunit leel of organi/ation, the prole! soling status 7in this case, the processing of re(uisitions)

is a function of power. >ith all this, an organi/ation?s units are reified as persons. &uch units, if

highly structurali/ed, !echani/ed and with well%defined procedures can cope etter and are !ore

resilient to uncertainty. *egularity and perforce allows for a greater prediction of eents. A leader

plies on this, using her or his prole! soling aility to i!pose regularity on uncertainty.

-ickson argues that if an organi/ational unit cannot sustitute @otain alternatie perfor!ance@, then

it eco!es dependent upon the leader for the one solution she or he presents. 3his e+tends to

speciali/ation, where if workers are confined to knowing only one suset of operations, a leader

haing knowledge of all the operations has great control. 3he greater the scope of prole! soling

aility, the greater power a leader has. &uunit power is a function of how !any other units need

that suunit. If other depart!ents of a factory depend on a daily asis for the *e(uisitions

"epart!ent to act, the latter has !ore than if re(uisitions were done, let?s say on a !onthly asis.

:nit dependencies can oerride uncertainties in assessing how !uch power e+ists. A greater

dependency !ay e !ore i!portant than the aility to prole!%sole an uncertainty. -ere is where

the &trategic $ontingency 3heory !ay not pro!ote efficiency, functionality, or rationality-ickson, p.

11B. 3hat is, there !ay e cases where it should not e used in deeloping leaders.
http://www.leadership-central.com/strategic-contingencies-theory-references.htmlhttp://www.leadership-central.com/strategic-contingencies-theory-references.htmlhttp://www.leadership-central.com/strategic-contingencies-theory-references.htmlhttp://www.leadership-central.com/strategic-contingencies-theory-references.htmlhttp://www.leadership-central.com/strategic-contingencies-theory-references.html


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Mint9&ergs stated that leadership (as


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merel) a *orm or su&set o* management.

, Mint9&erg applies the model to the &usiness corporation. e &elie'es that the

control o* the corporation is o* concern toda) *or *our reasons: economic po(er has&ecome concentrated in the pri'ate sector; the economic po(er o* the pri'ate

sector has &ecome increasingl) important *rom a social perspecti'e; pu&lic

e2pectations a&out the use o* economic po(er and the social &eha'iour o* &usiness

ha'e risen; and it is no( reali9ed that large corporations are o*ten controlled &)

management (ithout a legitimate &asis *or po(er. Mint9&erg claims that these

reasons are (h) &ig &usiness is &eing attac!ed.

Mint9&erg ma!es se'eral proposals *or controlling &ig &usiness, that is, the

corporation. #hese proposals are illustrated in graphical *orm &) a ?conceptual

horseshoe =62hi&it 1> and each position represents di+erent 'ie(s on (ho controls

the corporation. Drie), the positions are:

1. "ationali9e It A #he go'ernment ta!es o'er the corporation and determines its

&eha'ior.

-. emocrati9e It A #he goals o* the corporation are &roadened &) changing the

&asis o* po(er, that is, allo(ing 'arious groups to participate in managing.


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0. $egulate It A


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a+ected &):

R # h e l e a d e r s t r a i t s

R # h e l e a d e r s & e h a ' i o r s

R # h e s i t u a t i o n


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Leadership and 'alues: Concept :leadership4 doing the right things is deciding the &est course o* action to ta!e.

Values are traits or 5ualities that are considered (orth(hile; the) represent

)our highest priorities and deepl) held dri'ing *orces

?constructs representing generali9ed &eha'iors or states o* a+airs that are

considered &) the indi'idual to &e important. Halues are &ecoming the pre*erred

mode o* decision4ma!ing in &usiness.


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8 strong desire to do right, to do the &est, and to treat others as the) (ould

li!e to &e treated.

Halues are not imposed, rather, selected. Halues4Dased leaders ha'e criticall)

e2amined these 'alues and made a conscious decision to li'e &) them.

Halues guide leaders in a (a) o* li'ing that *eels good =and right> a*ter the

*act.

Halues4Dased leaders e2pect good conse5uences i* the) em&race and li'e

these 'alues and &ad conse5uences i* the) reect and donGt *ollo( them.

elp leaders &e their &est.

Leaders (ith a strong $ecognition 'alue, might li!el) choose a ris!ier solution

that (ould thrust them in the spotlight.

Halues o*ten inuence a leaders perceptions o* indi'idual and organi9ationalsuccesses as (ell as the manner in (hich these successes are achie'ed.

Leaders (ith strong 7cience 'alues (ill defne organi9ational success

di+erentl) than those (ith strong Po(er 'alues.

Forms o* leadership :8utocratic Leadership

8utocratic is the leader (ho ma!es the decision and the group mem&ers arenot in'ol'ed. Leader that use this st)le is usuall) &oss) leader.

Leader use this &ecause there is not enough time and the mem&er ran out o*

ideas.

Leader use this st)le during camping or an)(here that needs 5uic! decision.

8 leader use this st)le (hen the time is running out or (hen the mem&ers are

out o* ideas.

#he) use this st)le &) directl) sa) the decision (ithout as!ing the mem&ers.

Doss) leaders use this st)le or the mem&ers that out o* ideas.

emocratic st)le:


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(hen the leader and some o* the group mem&ers ma!e the decision. #his is

usuall) use during a president 'oting process.

#he leader (ho appl) this st)le trusts onl) some mem&er to gi'e ideas.

7ometimes the other are not in'ol'e.

#he leader use this st)le to ma!e it *air. eshe uses the 'oting process.

#he leader use this st)le (hen there are enough time and usuall) in

classroom, or other places.

People (ho use this st)le ma!e decision &) as!ing some mem&ers a&out

(hat the) (ant and also implement their ideas.

People that use this st)le are pro*essional leaders.

Free*1eign styles"

Free4range st)le is (hen the leaders gi'e all the (or! to the group mem&ers.

#he) let the mem&ers do the (or!s &) themsel'es.

Leaders (ho use this st)le ust gi'es suggestions to the group mem&ers and

the group do it.

People use this st)le &ecause the) trust the group mem&ers that the)re

smart enough to do the (or!. 7ometimes also &ecause the leader doesnt

ha'e an)time to discuss.

Pro*essional leaders use it in classrooms, oces and it can &e e'er)(here li!e

at home.

Leaders use it (hen the) dont ha'e enough time and (hen the) !no( that

their group mem&ers are smart enough.

Leaders use this st)le &) ust rela2ing (hile the rest o* the group is (or!ing.

e or she ust gi'es suggestions that help the proect.

Pro*essional leaders use it i* the) ha'e good mem&ers.

Moral reasoning, :Moral reasoning: Process leaders use to make decisions about ethicaland unethical behaviors.

Manner by which leaders solve moral problems.


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Value differences often result in different judgments regarding ethical and unethical

behavior.

Pre4con'entional: 'alues &ased on sel*4interest ,4 the le'el in (hich apersons criteria *or moral &eha'ior are &ased primaril) on sel*4interest.

7tage 1: ?Dad &eha'ior is that (hich is punished.7tage -: ?


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meet commonl& agreed o6ectives $hilst having commonl& held values4707g 1!8 oo( an(

ecognition5

0o$er

5hedonism attitude 9fun at $or( place)5

altruistic9health care and educational to iproce social 6ustice ) 5 affiliation 5

traditional values 5

securit&9minimie uncertaint&) 5

commerce values 9concerned aout financial success)5

aesthetics 9focus on 3ualit& $ith creating prolem solving )

science 9anal&ing data to get at the truth )

,tages of Leadership culture development0"


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#he continuous organi9ational process o* identi*)ing potential leadership talent,

de'eloping &oth the e2ternall) o&ser'a&le s!ills and internall) nourished personal

character o* that talent, and pro'iding an appropriatel) challenging outlet *or

indi'idual de'elopment (ithin the leadership ran!s o* the organi9ation.

%rgani9ational Culture ?8 pattern o* shared &asic assumptions that the grouplearned as it sol'ed its pro&lems o* e2ternal adaptation and internal integration,

that has (or!ed (ell enough to &e considered 'alid and, there*ore, to &e taught to

ne( mem&ers as the correct (a) to percei'e, thin!, and *ell in relation to those

pro&lems .

1.etermine the Leadership 7t)le *or Sour %rgani9ation ..... ependent leadership

cultures =top do(n control >con*orming culture.

-. Identi*) Current and Potential Leaders ithin the Compan)... Independent

leadership =&ased on !no(ledge and e2pertisement>

0. Identi*) Leadership

. e'elop 7uccession Plans *or Critical $oles ........................

3. e'elop Career Planning di+usion o* responsi&ilit), distortation o*

conse5uences ,dehumani9ation ,attri&ution o* &lame .

Moral udgments are not mere pre*erences, &ut must &e:

&ased on *acts,

de*ended in terms o* o&ecti'e reasons,

(hich can &e articulated

ustifcation *or moralit): Practical pro&lem: people (ith di+ering religions (ill

not &e a&le to share moral reasons.

#heoretical pro&lem: $ight and (rong cannot ust &e a matter o*


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isregard or distortion o* conse5uences

ehumani9ation

8ttri&ution o* &lame

%rgani9ational Politics: Concept,: 8ttempts to inuence others using discretionar) &eha'iours to promote

personal o&ecti'es

iscretionar) &eha'iours neither e2plicitl) prescri&ed nor prohi&ited

Politics ma) &e good or &ad *or the organi9ation

signifcance,

Political strategies:


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8 7#$8#6


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6n'ironmental uncertaint)

6motional insecurit)

Machia'ellianism

6ncouraging admiration *rom su&ordinates

. Political tactics and strategies

6thical methods

8imed at gaining po(er

8imed at &uilding relationships

8imed at a'oiding political &lunders

Unethical tactics

6m&race or demolish strateg)

Constitute another categor) o* political &eha'ior


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increasing po(er :#olitical strategies#actics that managers use to increase their po(er and to use po(er

e+ecti'el) to inuence and gain the support o* other people (hile

o'ercoming resistance or opposition.


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62cercising po(er :


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27IT 8 " Leadership Theories"

(volution of leadership theories0

5asic leadership models*

Trait theory "


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5orn with leadership traits

7ot sure what those characteristics were"

9eight

:eight

Appearance

Intelligence

&isposition

Inconsistent !ndings


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4ertain traits may enhance the perception that

somebody is a leader

Limitations"

7o universal traits that predict leadership in all

situations$

Traits predict behavior better in ;weak< than

;strong< situations$

2nclear evidence of the cause and eect of

relationship of leadership and traits$

5etter predictor of the appearance of

leadership than distinguishing eective and

ineective leaders$

5ehavioral theories "behavioural theory attemptsto describe leadership in terms of what leaders do0

while trait theory seeks to explain leadership on

the basis of what leaders are$ Leadership

according to this approach is the result of eective

role behaviour$

Leadership is shown by a persons acts more than

by his traits$ This is an appropriate new research

strategy adopted by %ichigan 1esearchers in the

sense that the emphasis on the traits is replacedby the emphasis on leader behaviour =which could

be measured>$

Theories proposing that speci!c behaviors

dierentiate leaders from non leaders$


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#attern of actions used by dierent individuals

determines leadership potential

(xamples

Autocratic0 democratic and laissez*faire

%ichigan ,tudies" (mployee centered

versus task centered$

5ehavioral studies focus on identifying critical

behavioral determinants of leadership that0 in

turn0 could be used to train people to become

leaders

/hio ,tate studies:The Ohio State StudiesThe Ohio State Studiessought to identify independent dimensions of leadersought to identify independent dimensions of leader

behaviorbehavior

Initiating structureInitiating structure

ConsiderationConsideration


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8*ter II

Measured specifc leader &eha'iors

Identifed t(o dimensions

Consideration

Initiating 7tructure

8 leader could possess 'ar)ing amounts o* &oth dimensions

2niversity of %ichigan ,tudies0"


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Conducted shortl) a*ter II

%ne dimensional

Identifed t(o &asic leadership st)les:

Production oriented

6mplo)ee oriented

8 &uilding &loc! *or ne(er leadership studies

5lake and %outons %anagerial 'rid0"9as alsobeen called the %anagerial 'rid

Focuses communication styles


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?0? Impoverished %gt

@0? Authority*4ompliance

0 %iddle of the 1oad %anagement

?0@ 4ountry 4lub %anagement

@0@ Team %anagement

,ituational Approaches


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Fiedlers 4ontingency %odel of Leadership

9ersey and 5lanchards ,ituationalLeadership Theory

Fiedlers 4ontingency %odel of Leadership

Contingenc) Models4 Fiedlers Contingenc) :hile trait and &eha'iortheories do help us understand leadership, an important component ismissing: the en'ironment in (hich the leader e2ists.

Contingenc) #heor) deals (ith this additional aspect o* leadership

e+ecti'eness studies.

The theory that eective groups depend upon a proper match

between a leaderBs style of interacting with subordinates and the

degree to which the situation gives control and in+uence to the

leader$

There are basically three steps in the model

?> Identifying Leadership ,tyle "Fiedler believes a key factor inleadership success is the individuals basic leadership style ,o he

created the Least #refer 4o*worker =L#4> -uestionnaire 0L#4"*An

instrument that tells to measure whether a person is task or

relationship oriented0

If the low L#4 score then the person is task oriented If the high L#4 score then the person is relationship oriented$

Least preferred coworker ,cale

#leasant C D E 8 G ? 2npleasant

Friendly C D E 8 G ? 2nfriendly

1e3ecting C D E 8 G ? Accepting


56/68

Tense C D E 8 G ? 1elaxed

4old C D E 8 G ? :arm

,upportive C D E 8 G ? 9ostile

5oring C D E 8 G ? Interesting

-uarrelsome C D E 8 G ? 9armonious

'loomy C D E 8 G ? 4heerful

/pen C D E 8 G ? 4losed

5ackbiting C D E 8 G ? Loyal

2ntrustworthy C D E 8 G ? Trustworthy

4onsiderate C D E 8 G ? Inconsiderate

7asty C D E 8 G ? 7ice

Agreeable C D E 8 G ? &isagreeable

Insincere C D E 8 G ? ,incere

Hind C D E 8 G ? 2nkind

our !nal score is the total of the numbers you circled on the ?C

scales

D or less 6 Low L#4 =task motivated>

C*E8 6 %iddle L#4 =socio*independent leaders0 self directed and not

overly concerned with the task or with how others view them>

E or above 6 9igh L#4 =motivated by relationships>


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G> &e!ning the ,ituation "Fiedler identi!ed three contingencydimensions that de!ne the key situational factors

?$ Leader*member relations"

The degree of con!dence0 trust0 and respect0 members have in

the leader

G$ Task structure"

The degree to which the 3ob assignments are procedurized

8$ #osition #ower"

The degree of in+uence a leader has over power variables such

as hiring0 !ring0 promotion etc$

8> %atching leaders and situations "

After knowing the leadership style through L#4 and de!ning all the

situations0 we will chose the leader who will !t for the situation$

Two ways in which to improve leader eectiveness

?> 4hange the leader to !t the situation


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G> 4hange the situation to !t the leader

:

Least Pre*erred Co4or!er

Leader 7ituation has 0 dimensions:

Position Po(er

#as! 7tructure

Leader4Mem&er $elations

Leader e+ecti'eness in a gi'en situation is a+ected &) their LPC score.

Criticism o* the theor)

9ersey and 5lanchards ,ituational

Leadership theory "

8 model that *ocuses on *ollo(er ?readiness

Follo(ers can accept or reect the leader

6+ecti'eness depends on the *ollo(ers response to the leaders

actions

?$eadiness is the e2tent to (hich people ha'e the abilityand

willingnessto accomplish a specifc tas!

8 paternal model:

8s the child matures, the adult releases more and more control o'er

the situation

8s the (or!ers &ecome more read), the leader &ecomes more laissez-

faire

9ersey and 5lencherd identify four speci!c leader behaviors

The most eective behavior depends on the followers ability and

motivation

1. I* *ollo(ers are una&le and un(illing to do a tas!,

the leader needs to gi'e specifc and clear directions.


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-. I* *ollo(ers are una&le and (illing,

#he leader need to displa) a high tas! orientation.

0. I* the *ollo(ers are a&le and un(illing,

#he leader needs to use a supporti'e and participati'e st)le.

. I* *ollo(ers are &oth a&le and (illing,

#he leader doesnGt need to do much.

erse) and Dlanchard sa) the le'el o* maturit) o* a (or!er pla)s a role in leadership

&eha'ior

Maturit) consists o*:

Eo& maturit) A tal!s4related a&ilities, s!ills and !no(ledge

Ps)chological maturit) A *eelings o* confdence, (illingness and

moti'ation

Follo(er readiness

Leader &eha'ior


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Contemporar) theories4

7er'ant leadership: ?ser'ant leaders are those (ho put the needs, interests,

and aspirations o* others a&o'e their o(n; in'ol'e others in decision ma!ing,

is strongl) &ased in ethical and caring &eha'ior, and it enhances the personalgro(th o* (or!ers (hile impro'ing the caring and 5ualit) o* organi9ational li*e


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.

7er'ant leaders ha'e certain assets on (hich to &ecome ser'ant leaders.

#hese assets are &uilt upon ten characteristics.

Listening, empath), healing, a(areness, persuasion, conceptuali9ation,

ste(ardship, commitment, and &uilding communit).

Listening4 ?a critical communication tool, necessar) *or accurate

communication and *or acti'el) demonstrating respect *or others =7mith, 3>

6mpath)4 ?the a&ilit) to mentall) proect ones o(n consciousness into that

o* another indi'idual =7mith, 3>

ealing4 ?to ma!e (hole =7mith, 3>


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8(areness4 ?(ithout a(areness, (e miss leadership opportunities

Persuasion4 ?the e+ecti'e ser'ant4leader &uild group consensus through

gentle &ut clear and persistent persuasion, and does not e2ert group

compliance through the position o* po(er.

Conceptuali9ation4 ?concei'e solutions to pro&lems that do not currentl)

e2ist

Foresight4 ?prescience, or *oresight, is a &etter than a'erage guess a&out

(hat is going to happen in the *uture.

7te(ardship4 ?organi9ational ste(ards, or trustees are concerned not onl) *or

the indi'idual *ollo(ers (ithin the group, &ut also the organi9ation as a

(hole, and its impact on relationship (ith all societ)

Commitment to the gro(th o* people4 ?a demonstrated appreciation and

encouragement o* others

Communit) Duilding4 ?the rise o* large institutions has eroded communit),

the social pact that reunites indi'iduals in a societ)

62amples : Mother #eresa is an e2cellent e2ample o* a ser'ant leader

ighl) respected leader *or the Missionaries o* Charit)

Dest !no(n *or her incredi&le humilit), courage, thoughtlessness and

compassion *or others that (ere less *ortunate

.ransactional: approaches followers with an eye to exchanging one thing for

another Burns

pursues a cost benet economic exchange to met subordinates current

material and psychic needs in return for !contracted services rendered by

the subordinate . Bass

#ransactional approach is (here leaders moti'ate *ollo(ers to achie'e goals&) mutual e2change

".g. Business # bonuses to achieve goals politicians # votes for

promises.

#ransactional leadership:


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Focuses on moti'ational e2changes that occur &et(een leaders and

*ollo(ers

6.g politicians get 'otes &) promising ta2 cuts

Managers (ho o+er promotions&onusesgood e'aluations to those

(ho do (elle2ceed targets

#eachers (ho remind students good grades (ill &e gi'en to those (ho

(or! hard

#ransactional leadership is common at all le'els in organisations

#rans*ormational leadership.:4 'isionar) leaders see!ing to appeal to their*ollo(ers &etter character

ant to mo'e them to(ard higher and more uni'ersal needs and purposes to

achie'e goals

#he trans*ormational leader is seen as an agent o* change.

Leadership that:

$aises *ollo(ers a(areness o* the signifcance o* team goals

Drings change in *ollo(ers *rom sel* interest to team interest

Drings trans*ormation to their character

It *ocuses on relationship &et(een leaders and *ollo(ers and their:

Halues

6thics


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Transformational $eader facilitates a redenition of a people%s mission and

vision a renewal of their commitment and the restructuring of their systems

for goal accomplishment. &t is a relationship of mutual stimulation and

elevation that converts followers into leaders and may convert leaders into

moral agents. 'ence transformational leadership must be grounded in

moral foundations.($eithwood as cited in )ashin et al. *+++ p.,

As exactly said by Bass the transactional leaders work within the organizational

culture as it exists; the transformational leader changes the organizational culture.

Following table shows difference of transactional and transformation leadership[1].

Transactional

Leadership Transformational Leadership

T Leaders are a(are o*

the lin! &et(een the

e+ort and re(ard

T Leadership is

responsi'e and its &asic

orientation is dealing

(ith present issues

T Leaders rel) on

T Leaders arouse emotions in

their *ollo(ers (hich moti'ates

them to act &e)ond the

*rame(or! o* (hat ma) &e

descri&ed as e2change relations

T Leadership is proacti'e and

*orms ne( e2pectations in

*ollo(ers


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standard *orms o*

inducement, re(ard,

punishment and

sanction to control

*ollo(ers

T Leaders moti'ate

*ollo(ers &) setting

goals and promising

re(ards *or desired

per*ormance

T Leadership depends

on the leaders po(er to

rein*orce su&ordinates

*or their success*ul

completion o* the

T Leaders are distinguished &)

their capacit) to inspire and

pro'ide indi'iduali9ed

consideration, intellectual

stimulation and ideali9ed

inuence to their *ollo(ers

T Leaders create learning

opportunities *or their *ollo(ers

and stimulate *ollo(ers to sol'e

pro&lems

T Leaders possess good 'isioning,

rhetorical and management s!ills,

to de'elop strong emotional

&onds (ith *ollo(ers


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&argain.

T Leaders moti'ate *ollo(ers to

(or! *or goals that go &e)ond

sel*4interest.

Initial studies portrayed Transactional Leadership and Transformational Leadership as

mutually exclusive, but Bass viewed the transactional & transformational leadership

as continuum rather than opposites. The transformational leadership style is

complementary to the transactional style and likely to be ineffective in the total absence

of a transactional relationship between leaders and subordinates.

Based on detailed studies of various works in Transformational Leadership reveals

following broader characteristics of Transformational Leader which includes (not limited

to) [3], [4]

Clear sense o* purpose, e2pressed simpl)

Halue dri'en =e.g. ha'e core 'alues and congruent &eha'ior>

7trong role model igh e2pectations

Persistent

7el*4!no(ing

Perpetual desire *or learning

Lo'e (or!

Li*e4long learners

Identi*) themsel'es as change agents

6nthusiastic 8&le to attract and inspire others

7trategic

6+ecti'e communicator

6motionall) mature

Courageous


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$is!4ta!ing

$is!4sharing

Hisionar)

Un(illing to &elie'e in *ailure

7ense o* pu&lic need

Considerate o* the personal needs o* emplo)ee

Listens to all 'ie(points to de'elop spirit o* cooperation

Mentoring

8&le to deal (ith comple2it), uncertaint) and am&iguit)

#ransactional Hs #rans*ormational

#ransactional Leadership in moti'ating *ollo(ers is 'er) common

Moti'ation to *ulflle2ceed goals pro'ided &) personal e2change e.g. mone),

promotion, gi*ts


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#rans*ormational leadership4 encourages moti'ation simpl) *or good o*

teamorganisation and to *ulfll goals.

Follo(ers (ill not &e re(arded A &ut are more pro*essional and team pla)ers

In this (a) trans*ormational raises moralit) and ethic o* people

Man) Charismatic leaders moti'ate *ollo(ers using trans*ormational

pseudotrans*ormational leadership

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