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The process of influencing and supporting others to The process of influencing and supporting others to
work enthusiastically toward achieving objectiveswork enthusiastically toward achieving objectives
- John Newstrom and Keith Davis- John Newstrom and Keith Davis
Leadership is the process whereby one individual Leadership is the process whereby one individual
influences other group members towards the influences other group members towards the
attainment of defined group or organizational goals.attainment of defined group or organizational goals.
- Baron and Greenberg- Baron and Greenberg
1. Understanding The Needs And Characteristics Of The Post1. Understanding The Needs And Characteristics Of The Post
2. Knowing And Using The Resources Of The Group2. Knowing And Using The Resources Of The Group
3. Communicating3. Communicating
4. 4. PlanningPlanning
5. Controlling Group Performance 5. Controlling Group Performance
6. Evaluating6. Evaluating
7. Setting the Example7. Setting the Example
8. Sharing Leadership8. Sharing Leadership
9. Counseling9. Counseling
10. Representing the Group10. Representing the Group
11. Effective Teaching11. Effective Teaching
ManagementManagement is a process of planning, organising, is a process of planning, organising,
coordinating, directing and controlling the activities of coordinating, directing and controlling the activities of
others. others.
ManagershipManagership is the authority to carry out these functions. is the authority to carry out these functions.
LeadershipLeadership, as mentioned above, is the process of , as mentioned above, is the process of
influencing for the purpose of achieving shared goals. influencing for the purpose of achieving shared goals.
Managers administer, leaders innovate Managers administer, leaders innovate
Managers ask how and when, leaders ask what and why Managers ask how and when, leaders ask what and why
Managers focus on systems, leaders focus on people Managers focus on systems, leaders focus on people
Managers do things right, leaders do the right things Managers do things right, leaders do the right things
Managers maintain, leaders develop Managers maintain, leaders develop
Managers rely on control, leaders inspire trust Managers rely on control, leaders inspire trust
Managers have a short-term perspective, leaders have a longer-termManagers have a short-term perspective, leaders have a longer-term
Managers accept the status-quo, leaders challenge the status-quo Managers accept the status-quo, leaders challenge the status-quo
Managers imitate, leaders originate Managers imitate, leaders originate
Managers emulate the classic good soldier, leaders are their own person Managers emulate the classic good soldier, leaders are their own person
Managers copy, leaders show originality Managers copy, leaders show originality
Leadership StylesLeadership Styles
Authoritarian Authoritarian StyleStyle
Democratic Democratic StyleStyle
Peace Peace Setting StyleSetting Style
Coaching Coaching StyleStyle
Coercive Coercive stylestyle
Affiliative Affiliative StyleStyle
This style involves retention of the full authority with the leader.This style involves retention of the full authority with the leader.
This type of leadership is visible in the Defense forces.This type of leadership is visible in the Defense forces.
Advantage:Advantage:
1. The tasks can be accomplished efficiently and quickly, without 1. The tasks can be accomplished efficiently and quickly, without
wasting time in a two way communication process.wasting time in a two way communication process.
Drawback:Drawback:
1. This style leads to low employee morale, losing initiative and 1. This style leads to low employee morale, losing initiative and
avoiding shouldering of responsibility.avoiding shouldering of responsibility.
Here the leader adopts an extreme top-down decision making Here the leader adopts an extreme top-down decision making
style, thereby killing all new ideas on the other side.style, thereby killing all new ideas on the other side.
This is because the leader does not believe or encourage a two This is because the leader does not believe or encourage a two
way communication flow.way communication flow.
Advantage:Advantage:
The coercive leadership style can help to break failed business habits The coercive leadership style can help to break failed business habits
and shock people into new ways of working. It is effective in case of and shock people into new ways of working. It is effective in case of
emergency like fire etc.emergency like fire etc.
Drawbacks:Drawbacks:
1.1.This leadership style is not effective in the long run as it is This leadership style is not effective in the long run as it is
insensitive to the morale and feelings of the followers.insensitive to the morale and feelings of the followers.
2.2.Employees lose their sense of ownership and feel little Employees lose their sense of ownership and feel little
accountability for their performance.accountability for their performance.
3.3.Coercive leadership has a damaging effect on the reward system, Coercive leadership has a damaging effect on the reward system,
leaving high performance workers de-moralized, de-motivated.leaving high performance workers de-moralized, de-motivated.
As per this style the leader confers final authority on the As per this style the leader confers final authority on the
group. The entire group functions as collectors of opinion and group. The entire group functions as collectors of opinion and
together takes a consensus decision. together takes a consensus decision.
Advantages:Advantages:
1.1.This style is effective for a high performing group members who This style is effective for a high performing group members who
get highly motivated when they are allowed to make decisions and get highly motivated when they are allowed to make decisions and
experience feelings of increasing self-worth and satisfaction due to experience feelings of increasing self-worth and satisfaction due to
this.this.
2.2.When decision is arrived at through discussions and employees When decision is arrived at through discussions and employees
participation, it not only gains more acceptance but also paves the participation, it not only gains more acceptance but also paves the
way for better quality solutions to problems.way for better quality solutions to problems.
Drawbacks:Drawbacks:
1.1.The democratic style does not work always especially when the The democratic style does not work always especially when the
leader is unwilling to delegate authority completely to the leader is unwilling to delegate authority completely to the
subordinates.subordinates.
2.2.At times when the subordinates are not mentally and physically At times when the subordinates are not mentally and physically
willing to shoulder the entire responsibility of decision making this willing to shoulder the entire responsibility of decision making this
style does not work.style does not work.
Under this style, the leader sets extremely high performance Under this style, the leader sets extremely high performance
standards and exemplifies them himself.standards and exemplifies them himself.
The leader is quick in pointing out poor performers and The leader is quick in pointing out poor performers and
demands more from them. If the subordinates are not able to rise to demands more from them. If the subordinates are not able to rise to
the occasion, the leader replaces them with people who can.the occasion, the leader replaces them with people who can.
Advantages:Advantages:
1.1.This style works well when all employees are self motivated, highly This style works well when all employees are self motivated, highly
competent and need little direction or co-ordination.competent and need little direction or co-ordination.
E.g.: R & D groups ,legal teams etc.E.g.: R & D groups ,legal teams etc.
Drawbacks:Drawbacks:
1.1.Pace setter leader demands for excellence which results in a drop Pace setter leader demands for excellence which results in a drop
in employees’ morale thus destroying the organizational climate. in employees’ morale thus destroying the organizational climate.
2.2.The employees feel that work is not something which one is The employees feel that work is not something which one is
required to give his/ her best performance but is more of second required to give his/ her best performance but is more of second
guessing (or mind reading) of what the leader wants.guessing (or mind reading) of what the leader wants.
3.3.The employees are not given any feedback on their work The employees are not given any feedback on their work
performance and the leader merely will forcefully take over when he performance and the leader merely will forcefully take over when he
feels work is lagging.feels work is lagging.
4.4.Should such a leader leave, the employees will feel directionless.Should such a leader leave, the employees will feel directionless.
This approach involves the leader listening to the subordinates, This approach involves the leader listening to the subordinates,
trying to seek an understanding of each key employee as a person, trying to seek an understanding of each key employee as a person,
exploring their lives, dreams and aspirations.exploring their lives, dreams and aspirations.
The leader gets work done by developing good interpersonal The leader gets work done by developing good interpersonal
communication and building relationships by being empathetic to his communication and building relationships by being empathetic to his
employees.employees.
Advantages:Advantages:
1.1.An affiliative leader is able to build rapport with the employeesAn affiliative leader is able to build rapport with the employees
2.2.Affiliative leader displays high emotional intelligence, empathy in Affiliative leader displays high emotional intelligence, empathy in
building relationships and good communication which will work well in building relationships and good communication which will work well in
all types of work environment and work groups.all types of work environment and work groups.
Advantages:Advantages:
3. 3. An affiliative leader displays a natural ease in forming new An affiliative leader displays a natural ease in forming new
relationships by getting to know the employee as a person, cultivating relationships by getting to know the employee as a person, cultivating
a bond with them and thus willingly extract the desired work a bond with them and thus willingly extract the desired work
performance.performance.
Drawbacks:Drawbacks:
1.1.In case of emergencies or quick decisions to be taken and In case of emergencies or quick decisions to be taken and
implemented, the leader may have to combine this style with probably implemented, the leader may have to combine this style with probably
another style (say authoritative style) to get a fast responses.another style (say authoritative style) to get a fast responses.
Coaching leaders help employees to identify their unique Coaching leaders help employees to identify their unique
strengths and weaknesses and tie these up to their personal and strengths and weaknesses and tie these up to their personal and
career aspirations. career aspirations.
Coaching leaders are ready to delegate, provide challenging Coaching leaders are ready to delegate, provide challenging
assignments to subordinates and willing to put up with short term assignments to subordinates and willing to put up with short term
failure if this could result in long term learning.failure if this could result in long term learning.
Advantages:Advantages:
1.1.Coaching style primarily focuses on personal development. Coaching style primarily focuses on personal development.
2.2.Coaching style enables the employee to be aware of what is expected Coaching style enables the employee to be aware of what is expected
of him and of how his job will fill into the larger vision or strategy, of him and of how his job will fill into the larger vision or strategy,
thereby ensuring clarity of work.thereby ensuring clarity of work.
3.3.Coaching style facilitates the employee commitment to the jobCoaching style facilitates the employee commitment to the job
DrawbacksDrawbacks::
1.1.the coaching style is used least often especially because the leaders the coaching style is used least often especially because the leaders
do not have the time in the existing high pressure economy to go slow do not have the time in the existing high pressure economy to go slow
and adopt the tedious work of teaching people and helping them grow.and adopt the tedious work of teaching people and helping them grow.
2.2.The coaching style makes little sense when the employees for The coaching style makes little sense when the employees for
whatever reason are resistant to learn or change their ways.whatever reason are resistant to learn or change their ways.
3.3.This style may be unsuitable or ineffective if the leader is unfamiliar This style may be unsuitable or ineffective if the leader is unfamiliar
or lacks the expertise to coach and give constructive feedback to his or lacks the expertise to coach and give constructive feedback to his
subordinates.subordinates.
1.1. Bureaucratic LeaderBureaucratic Leader
2.2. Charismatic LeaderCharismatic Leader
3.3. Laissez-faire ("Let Do") LeaderLaissez-faire ("Let Do") Leader
4.4. People-oriented Leader People-oriented Leader
5.5. Task-oriented Leader Task-oriented Leader
6.6. Servant Leader Servant Leader
7.7. Transaction Leader Transaction Leader
8.8. Transformation Leader Transformation Leader
9.9. Environment Leader Environment Leader
1.1. Transformational LeadershipTransformational Leadership
2.2. Women As Leaders Women As Leaders
3.3. Charismatic LeadershipCharismatic Leadership
4.4. Emotional IntelligenceEmotional Intelligence
Transformational leadership implies a process Transformational leadership implies a process
whereby an individual attempts to elevate his or her consciousness whereby an individual attempts to elevate his or her consciousness
((chetanachetana) so that various common place conflicts and dualities ) so that various common place conflicts and dualities
begin in at higher level of synthesis. begin in at higher level of synthesis.
Transformational leadership has the ultimate aim of Transformational leadership has the ultimate aim of
raising the level of human conduct and ethical aspiration of both raising the level of human conduct and ethical aspiration of both
the leader and the led. The leader’s main thrust is to elevate, the leader and the led. The leader’s main thrust is to elevate,
inspire, evangelize his followers and himself to higher things in life. inspire, evangelize his followers and himself to higher things in life.
1.1. Sulajja Firodia Motwani (Kinetic Engineering)Sulajja Firodia Motwani (Kinetic Engineering)
2.2. Ekta Kapoor – Creative Director (Balaji Telefilms)Ekta Kapoor – Creative Director (Balaji Telefilms)
3.3. Kiran Mazumdar (CMD, Biocon)Kiran Mazumdar (CMD, Biocon)
4.4. Indira Nooyi (CEO, Pepsi)Indira Nooyi (CEO, Pepsi)
Emotional intelligence refers to one’s ability to Emotional intelligence refers to one’s ability to
monitor own and others’ emotions, discriminate among them, and monitor own and others’ emotions, discriminate among them, and
use the information to guide his or her thoughts and actions.use the information to guide his or her thoughts and actions.
Specifically emotional intelligence consists of the following four Specifically emotional intelligence consists of the following four
dimensions –dimensions –
1.1. Emotional atonement or self awareness and people skillsEmotional atonement or self awareness and people skills
2.2. Emotional managementEmotional management
3.3. Self-drivenSelf-driven
4.4. Self-management skillsSelf-management skills
The hallmark of emotional intelligence namely, self The hallmark of emotional intelligence namely, self
awareness, empathy, adaptability and self confidence are learned awareness, empathy, adaptability and self confidence are learned
capabilities and they can be developedcapabilities and they can be developed.
Charisma is a leadership trait that can help Charisma is a leadership trait that can help
influence employees to take early and sustained action. influence employees to take early and sustained action.
Charismatic leaders are dynamic, risk takers who Charismatic leaders are dynamic, risk takers who
show their expertise and self confidence, express high show their expertise and self confidence, express high
performance expectations, and use symbols and language to performance expectations, and use symbols and language to
inspire others. inspire others.
However, charismatic leadership may not always be However, charismatic leadership may not always be
needed to achieve high levels of employee performance. It may be needed to achieve high levels of employee performance. It may be
most appropriate when the follower’s task has an ideological most appropriate when the follower’s task has an ideological
componentcomponent.
