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LEADERSHIP

LEADERSHIP

FEATURES OF
LEADERSHIP

EXISTENCE OF FOLLOWERS
Leadership does not flourish in isolation. It
requires followers.
INTERPERSONAL INFLUENCE
It is the knack of getting other people follow
you, and do things willingly.
TWO WAY PROCESS
A leader influences his followers and gain
authority over them by group consensus.

MANAGERS AND LEADERS

LEADERSHIP

MANAGERSHIP

Narrow term

Wider term. A manager is

more than a leader

Exists in unorganized groups

also.
Leadership is the activity of
influencing people to strive
willingly for group goals.

Requires an organization
structure.
It implies exercising
functions like planning,
directing, etc. Leadership is
one of these functions.
Managers get formal
authority.
Managers are concerned with
organizational goals.

Leaders get authority by

virtue of their skills.
Leaders are sensitive to
followers needs.

Leadership is the process of influencing others

towards the accomplishment of goals.
It is the ability to induce subordinates to work
with zeal and confidence.
In short, it is the activity of influencing people to
strive willingly for group objectives.

CONTINUED

COMMON GOALS
The basic objective of leadership is achievement
of common goals of the group.
SITUATIONAL
The qualities, skills and characteristics of a
leader are determined by the demands of the
situation.

LEADERSHIP STYLES




DIRECTIVE OR AUTOCRATIC STYLE

Leader makes most decisions without consulting
other group members.
Leader controls group members by using
rewards and discipline.
Leader permits very little individual freedom of
action.
Group members are dependent on the leader to
establish goals and plan activities.

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PARTICIPATIVE OR DEMOCRATIC STYLE

Leader involves individuals in decision

making and goal setting.

Authority and responsibility are delegated to

group members.

The leader uses two-way communication.

Attitudes and feelings are considered by the

leader.

FREE REIN OR DELEGATIVE STYLE OR

LAISSEZ- FAIRE
People are permitted to function essentially on
their own.
Communication is open, and can take any
direction.
While this style can be effective in situations
where group members are highly qualified in an
area of expertise, it often leads to poorly defined
roles and a lack of motivation

THEORIES OF LEADERSHIP:

TRAIT THEORY:
Assumptions

Leadership Theories

People are born with inherited traits.

Some traits are particularly suited to
leadership.
People who make good leaders have the right
(or sufficient) combination of traits.

TRAIT THEORY
Leaders possess certain inherent traits (intelligence, selfconfidence, enthusiasm)
Possession of these traits increases the likelihood that a leader
will be effective, but they do not guarantee effectiveness

THE BEHAVIORAL APPROACH

The behavioral approach to leadership tried

to identify behaviours that differentiated
effective leaders from non leaders.
The focus here is on identifying key behavioural
characteristics of leaders and training people to
become leaders.

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The Ohio State Leadership Studies

Limitation of

behavioural approach is the failure

to link leadership with key performance indicators
such as production, efficiency, etc.
The behavioral approach includes
The Ohio State studies
The Michigan studies

Initiating
structure

The extent to which a

leader is likely to define
and structure his role
and roles of
subordinates in the
search for goal
attainment

Consideration

The extent to which a

leader is likely to have
a job relationships
characterized by
mutual trust, respect
for subordinates ideas
and regards for their
feelings

The Michigan Leadership Studies

Situational Leadership Model
The Michigan leadership studies defined
job-centered and employeecentered
leaderships as opposite ends of a single
leadership dimension
Employee-oriented leader emphasizes
interpersonal relations
Job-centered leader emphasizes technical
aspects of the job

Leadership style depends on

the readiness of the followers
to take responsibility for their
own actions.

Task-related readiness

Psychological readiness

SITUATIONAL LEADERSHIP MODEL: HERSEY-BLANCHARD

MODEL
Assumptions
Leaders should adapt their style to follower
development style (or 'maturity'), based on how
ready and willing the follower is to perform required
tasks (that is, their competence and motivation).

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The Path-Goal Theory of Leadership was developed to

describe the way that leaders encourage and support their
followers in achieving the goals they have been set by making
the path that they should take clear and easy.
In particular, leaders:
Clarify the path so subordinates know which way to go.
Remove roadblocks that are stopping them going there.
Increasing the rewards along the route.
Leaders can take a strong or limited approach in these. In
clarifying the path, they may be directive or give vague hints.

Transformational and Transactional

Leadership
Transactional leadership seeks to motivate followers by
appealing to their own self-interest. Transactional leaders use
conventional reward and punishment to gain compliance from
their followers.
They have continuing, often unspoken interaction that sound
like:
"Do as I say and you will get a raise."
"Meet this quota or you will get fired."

Situational factors that influence a managers choice

of leadership style

Leaders personality
Subordinates personality
Task requirements
Organizational demands.

Transformational Leadership- James McGregor Burns first

introduced the concept of transformational leadership in his
book Leadership (1978), during his study of political
leadership, but this term is now used in organizational
psychology as well.
He described it not as a set of specific behaviors, but rather
an ongoing process by which "leaders and followers raise
one another to higher levels of morality and motivation" .
Transformational leaders offer a purpose that transcends
short-term goals and focuses on higher order intrinsic needs.

Transactional leaders accept the goals, structure and culture of

the existing organization.

Likerts Leadership Styles

Transactional leadership:
o occurs when one person takes the initiative in
making contact with others for the purpose of an
exchange of valued things.
Transformational leadership:
o occurs when one or more persons engage with others
in such a way that leaders and followers raise one another
to higher levels of motivation and morality.

Rensis Likert believed that good leadership

stems from a climate and system of
management that creates an effective
organization.
He examined different types of organizations
and leadership styles, and he asserted that to
achieve maximum profitability, good labor
relations and high productivity, every
organization must make optimum use of their
human assets.

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Four Systems of Management

System 1 - Exploitive Authoritative

System 2 - Benevolent Authoritative
System 3 - Consultative
System 4 - Participative

Benevolent Authoritative

Leadership is by a condescending form of

master-servant trust, where motivation is
mainly by rewards, where managerial
personnel feel responsibility but lower levels
do not, where there is little communication
and relatively little teamwork.

Participative

According to Likert, the optimum solution,

where leadership is by superiors who have;
complete confidence in their subordinates,
where motivation is by economic rewards
based on goals which have been set in
participation, where personnel at all levels
feel real responsibility for the organizational
goals, where there is much communication,
and a substantial amount of cooperative
teamwork.

Exploitive Authoritative

Decisions are imposed on subordinates,

where motivation is characterized by threats,
where high levels of management have great
responsibilities but lower levels have virtually
none, where there is very little
communication and no joint teamwork.

Consultative

Those at the higher levels feel responsibility

for achieving organization goals, where there
is some communication (both vertical and
horizontal) and a moderate amount of
teamwork.

Tannenbaum-Schmidt model

The Tannenbaum-Schmidt Continuum shows

where a manager's approach lies on a
continuum, running from the manager
exerting rigid authority at one extreme,
through to the team having full freedom to act
at the other.

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Managerial grid

The model highlights seven leadership styles that occur across the
continuum...

The Managerial Grid is based on two behavioral

dimensions:
Concern for People This is the degree to which a
leader considers the needs of team members, their
interests, and areas of personal development when
deciding how best to accomplish a task.
Concern for Results This is the degree to which a
leader emphasizes concrete objectives, organizational
efficiency and high productivity when deciding how best
to accomplish a task.
Using the axis to plot leadership concerns for results
versus concerns for people, Blake and Mouton defined
the following five leadership styles:

Impoverished Management Low Results/Low

People
This leader is mostly ineffective. He/she has neither a
high regard for creating systems for getting the job done,
nor for creating a work environment that is satisfying and
motivating. The result is disorganization, dissatisfaction
and disharmony.
Country Club Management High People/Low
Results
This style of leader is most concerned about the needs
and feelings of members of his/her team. These people
operate under the assumption that as long as team
members are happy and secure then they will work hard.
What tends to result is a work environment that is very
relaxed and fun but where production suffers due to lack
of direction and control.

Authority-Compliance Management High Results/Low People

Also known as Authoritarian or "Produce or Perish" Leaders, people
in this category believe that employees are simply a means to an
end. Employee needs are always secondary to the need for efficient
and productive workplaces. This type of leader is very autocratic,
has strict work rules, policies, and procedures, and views
punishment as the most effective means to motivate employees.
Middle-of-the-Road Management Medium Results/Medium
People
This style seems to be a balance of the two competing concerns,
and it may at first appear to be an ideal compromise. Therein lies
the problem, though: When you compromise, you necessarily give
away a bit of each concern, so that neither production nor people
needs are fully met. Leaders who use this style settle for average
performance

Team Leadership High Production/High

People

According to the Blake Mouton model, this is the best

managerial style. These leaders stress production needs
and the needs of the people equally highly.
The premise here is that employees understand the
organization's purpose and are involved in determining
production needs. When employees are committed to,
and have a stake in the organizations success, their
needs and production needs coincide. This creates a
team environment based on trust and respect, which
leads to high satisfaction and motivation