Leadership - Defined

• Leader is someone who exercises influence

over other people (Huczynski and Buchanan, 1993)
• ~ is the lifting of people’s vision to a higher
sight, raising of their performance to higher
standard, building of personality beyond its
normal limitations (Peter Drucker, 1986b)
• Leader is: ‘cheerleader, enthusiast, nurturer,
hero finder, wanderer, dramatist, coach,
facilitator and builder’ (Peters and Austin, )
1985

• Leader must have infectious optimism. The

final test of the leader is the feeling you have
when he leaves his presence after the
conference. Have you a feeling of uplift and
confident
10/17/08 17:10 Dr Ashutosh
(Field Marshal Bernard N Misal
Montgomery) 1
 Initial Key Elements from the
Definitions
• getting things done through people
through teams, groups, departments,
and functions;
• creation of effective means of
communication;
• resolution of conflicts – both
behaviour and operational;
• creating direction for the
organization, department, division or
function;
• organizing resources in support of
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these;
 Carries water for people
 Open door problem solver,
advice giver, cheerleader
 Comfortable with people in their
workplaces
 No reserved parking space,
dining room, lift
 Manages by walking around
 Arrives early, stays late
 Presides over the mess
 Invisible, gives orders to staff,
expects them to be carried out
 Uncomfortable with people
 Reserved parking place and
dining table
 Invisible
 In late, leaves on/ before time
 Strained with ‘inferior’ groups

Non-
 Common touch of staff
 Good listener

Leader
 Good talker
 Available
 Hard to reach
 Fair
 Unfair

Leader
 Decisive
 Uses committees
 Humble
 Tough. Confronts nasty problems
 Arrogant
 Persisten  Elusive, the ‘artful dodger’
 Simplifies  Vacillates
 Tolerant  Complicates
 Knows people’s names  Intolerant
 Has strong convictions  Doesn’t know people’s names
 Trusts people  Sways with the mind
 Delegates whole important jobs  Trusts only words and numbers
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on paper
 Spends as little time as
possible with outside directors
 Wants anonymity for himself,
publicity for the company
 Often takes the blame
 Gives credit to others
 Gives honest and frequent
feedback
 Knows when and how to
discipline people
 Has respect for all people
 Knows the business and the
Leader
kind of people who make it tick 
 Honest under pressure
 Looks for controls to abolish
 Prefers discussions rather than 
written reports
 Straightforward
 Openness
 As little paperwork as possible 
 Promotes from within
 Keeps his promise
 Plain office and facilities
 Organization is at the top of
the agenda
 Sees mistakes as learning
opportunities
10/17/08 17:10 and the
Dr Ashutosh N Misal
opportunity to develop
 Spends a lot of time massaging
outside directors
 Wants publicity for himself
 Looks for scapegoats
 Takes credit
 Amasses information
 Ducks unpleasant tasks
 Has contempt for all people
 Knows the business only in
terms of what it can do for
Non-
him/ her
 Equivocation
Looks for new controls and
procedures
 Prefers long reports
Leader
Tricky, manipulative
 Secrecy
 As much paper work as
possible
Looks outside the organization
 Doesn’t keep his promises
 Lavish office, expensive
facilities and furnishings
 Self is top of the agenda
 Sees mistakes as punishable
offences and the means of
scapegoating
4
 Traits and characteristics of
• a Leader
Communication: communicate and listen
• Decision making: right decision in complex
situations, responsibility, accountability, longer/
futuristic perspective/ helicopter view
• Commitment: with the organization, work,
staff, loyalty
• Concern for staff: consideration, respect,
trust, equality and confidence
• Quality: of product, service, time, satisfaction
• Set of values: loyalty, respect for work etc
• Personal integrity: vision, enthusiasm,
strength of character, commitment, energy,
interest, absolute standard
• Positive attitudes: transferred to staff and
customers as well
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•
Traditio
nal
Leader
whose
position is
assured by
birth and
heredity.
Kings,
Queens,
Family
Businesses
carried
Known
Leader
whose
position is
secured by
the fact that
everybody
understands
this, at least
in general.
Priests,
Kings,
Appoint
edLead
er
whose
position is
legitimized
the process of
selection,
assessment
and
appointment
process
meeting
expectations
of the
atic
Leader
whose
position is
legitimized
the rank held.
E g Job titles
based on
positions in
the hierarchy
such as
Captain,
Major,
General,
l or
Expert
Leader

whose
position is
secured by
virtue of his
expertise.
Industrial
Relations
Officer, Fire
Fighter,
Charismat
ic Leader
whose position
is secured by
the sheer force
of his/ her
personality. E
g Many great
world leaders
such as
Napoleon,
Churchill, M
Gandhi,
Informal
Leader

whose position
is carried out by
virtue of his
personality,
charisma,
expertise,
command of
resources, BUT
whose position
is not formally
legitimized by
rank,
Leadership and Management Styles
Autocratic Consultative Democratic/
(Benevolent/ Participative
Tyrannical) Decisions made by the
Leader makes all Leader makes
group-by consultation or
final decisions for decision after vote-1 vote/person
the group consultation with
Total communication All members bound
Close supervision
the group
between leader and by group decision
members and support it
No importance to Leader is supportive All members
member’s interests and developmental contributes to
Subordinates treated discussions
Leader is accessible Development of
without regard for and discursive coalition and cliques
their views
Great demands Questioning Leadership role is
placed on staff approach assumed by chair
encouraged
Questioning Ways of working
discouraged largely unspecified
Conformist/ coercive Leader retains
environment responsibility and
accountability for
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results
Boss- Subordinate-
centered centered
Leadership Leadership
Use of Authority by the
Manager Area of freedom for
subordinates

Manag
Manag Manager
er
Manag er permits
presen Manager
Manage er define subordin
ts presents
r Manag presen s ates to
tentati problem,
makes er ts limits; function
ve gets
decisio ‘sells’ ideas asks within
decisi suggesti
ns and decisi and group limits
ons ons,
announ ons invites to defined
subjec makes
ces it questio make by
t to decision
ns decisi superviso
chang
on r
e
Range of
10/17/08 17:10
behaviour
Dr Ashutosh N Misal
Leadership Continuum
14
 Blake and Mouton Managerial Grid

1:9 9:9
Country Production
Club Team

5:5
Balance
1:1 9:1
Poverty Task

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9:1 – Task/ Autocratic Management:
Authority compliance. Efficiency in operations results
from arranging conditions of work in such a way that
human elements interfere to a minimum degree
1:9 - Country Club: Thoughtful attention to need
of people for satisfying relationship leads to
comfortable, friendly organization and work tempo

1:1 – Poverty/ Impoverished

Management: Extension of minimum efforts to get
required work done is appropriate to sustain
organizational relationship
9:9 - Production Team/ Team
Management: Work accomplishment is from committed
people; interdependence through a common stake in
organization. Purpose leads to relationship of trust and
5:5
respect – Balance/ Middle of the Road
Management: Adequate performance through
balance of work requirements and maintaining
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satisfactory morale
 Functions of Leaders in
organizations
• Setting, agreeing and communicating
objectives
• Providing suitable equipment, resources
and environment to enable people to
meet objectives
• Monitoring, evaluating and reviewing
performance, appraisals of groups and
individuals
• Giving feedback
• Setting standards of attitudes,
behaviour and performance
• 10/17/08
Solving 17:10 problems, both
Dr Ashutosh N Misal operational and
17
 Functions of Leaders in
organizations
• Organizing and harmonizing resources
• Ensuring inward flows of materials
• Ensuring deadlines for outputs are met
• Taking effective decisions
• Developing capabilities and
performance of group and its members
• Developing efficiency and effectiveness
of group and its output
• Figurehead and representative roles
inside and outside the department
• Parenting role
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 Manager Leader
• Administers • Innovates
• Copy • Original
• Maintains • Develops
• Focuses on systems • Focuses on people
and structure
• Short range view • Long range view
• Relies on controls • Inspires trust
• Asks how and when • Asks what and why
• Eyes on the bottom • Eye on the horizon
line • Originates
• Imitates • Challenges
• Accepts the status • Own person
quo • Does right things
• Classic
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 Trait Theory / Attribution Theory/
Great Man’s Theory
• Physical Traits: height, appearance,
personality, aggressiveness, energy,
enthusiasm, confidence etc
• Intelligence Traits: degree of intelligence
than followers, technical and conceptual skills
• Social maturity and breadth Traits:
emotional maturity and broad range of
interests
• Inner motivation and achievement and
achievement Traits: accomplishment of
tasks, forces of motivation
• 10/17/08
Human 17:10 Relational
Dr Ashutosh N MisalAttitude Traits:
20
 Leadership Styles
• Autocratic Leadership:
Autocratic
Leader
Follow Follow Follow
er er er

• Democratic/ Participative Leadership:

Democratic
Leader

Follow Follow Follow

er er er
• Free Rein: Free Rein /
Laissez-faire
Leader
Follow Follow Follow
10/17/08 17:10 er er
Dr Ashutosh er
N Misal 21
 Likert’s 4
Systems of
Management
• Exploitative-Authoritative: autocratic,
fear and punishment, more downward
communication, decision making at top level
• Benevolent Authoritative: full trust and
confidence in subordinates, occasional rewards
but fear maintained, suggestions asked but
decision at the top
• Consultative: substantial trust and
confidence in subordinates. Ideas, opinions,
suggestions of subordinates are made use of,
more rewards less punishment
• Participative: Complete trust and
confidence in subordinates, rewards for
participation and involvement in decision making
 Contingency Approach to
Leadership

The approach focuses on

• Task requirements
• Peers’ expectations and
behaviour
• Employees characteristics,
expectations and behaviour
• Organizational culture and
policies
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 HIGH S3 S2
Low Task High Task
and and
High High
Relationship Relationship
S4 S1
Relationsh Low Task High Task
ip and and
Low Low
Behaviour Relationship Relationship
Task
Behaviour HIGH
LOW
10/17/08 17:10 Dr Ashutosh N Misal 24
 Path Goal Theory of Leadership

The theory is based on

situation factors
• Subordinate attributes like
ability and locus of control
• The work setting attributes
like task, formal authority
system in organization,
cohesiveness of work group
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• Transformatio • Transactional
nal Leadership Leadership
(Managing)
(In charge of what’s next)
• A leadership • A leadership
perspective that that helps
explains how organizations
leaders change achieve their
teams or current
organizations by
creating, objectives
communicating, more
and modeling a efficiently by
vision for the linking job
organization or performance
work unit, and
inspiring to valued
employees to rewards and
strive
10/17/08 17:10 ensuring that
for that Dr Ashutosh N Misal 26
 Communica
Creating a
ting the
vision
Transformati vision
onal
Building Leadership
commitme Creating a
nt to the vision
vision

10/17/08 17:10 Dr Ashutosh N Misal 27

 Effecti Fiedler’s Contingency Approach
ve to Leadership
Task - Oriented
Leadership

Relationship -
Oriented
Leadership
Ineffectiv
e G G G G P P P P
Leader member
Relations OOD OOD OOD OOD OOR OOR OOR OOR
Task High High Low Low High High Low Low
Structure STRO W STRO W STRO W STRO W
Position NG NG NG NG
EAK EAK EAK EAK
Power
 Scori
Least Preferred Co-worker Score ng
Pleasant 8 7 6 5 4 3 2 1 Unpleasant  
Friendly 8 7 6 5 4 3 2 1 Unfriendly  
Rejecting 1 2 3 4 5 6 7 8 Accepting  
Tense 1 2 3 4 5 6 7 8 Relaxed  
Distant 1 2 3 4 5 6 7 8 Close  

Cold 1 2 3 4 5 6 7 8 Warm  

Supportive 8 7 6 5 4 3 2 1 Hostile  
Boring 1 2 3 4 5 6 7 8 Interesting  
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious  
Gloomy 1 2 3 4 5 6 7 8 Cheerful  
Open 8 7 6 5 4 3 2 1 Guarded  
Backbiting 1 2 3 4 5 6 7 8 Loyal  
Untrustwort Trustworth  
1 2 3 4 5 6 7 8
hy y
Inconsidera
Considerate 8 7 6 5 4 3 2 1  
te
Nasty 1 2 3 4 5 6 7 8 Kind  
Disagreeabl  
Agreeable 8 7 6 5 4 3 2 1
e
Insincere 1 2 3 4 5 6 7 8 Sincere  
Kind 8 7 6 5 4 3 2 1 Unkind  
TOTAL 
Score: >= 64; Score: <=57; Score: 58 - 63; Mix of
Relationship Task Motivation and Goals
Motivated
10/17/08 17:10 Leader Dr Ashutosh N Misal
Motivated Leader
29