Executive Post Graduate Diploma in Management

Term : 1

Subject:OBHRM

FACULTY: DR. RAMESH M SWAMY

Alliance University: Executive PGDM
Chapter 7 Leadership

Dr.Ramesh M Swamy
Leadership & Followership

Leadership - the process of guiding & directing the behavior of

people in the work environment
Formal leadership - the officially sanctioned leader-ship based on the
authority of a formal position
Informal leadership - the unofficial leadership accorded to a person
by other members of the organization
Followership - the process of being guided & directed by a leader in
the work environment
Leadership vs Management

Leadership & management are distinct, yet complementary

systems of action

Effective leadership
Effective management controls
produces useful change
complexity

Effective leadership + good management = healthy

organizations
Management Process

 Reduces uncertainty
 Provides stability
 Components
 Planning & budgeting
 Organizing and staffing
 Controlling & problem
solving
 Leadership Process

 Creates uncertainty
 Creates change
 Components
 Setting organizational direction
 Align people with the direction via
communication
 Motivate people to action
 Empowerment
 Need gratification
Leadership Theory Typology

Degree of generalizability

Universal Contingent

Traits Type I Type III

Leader
attribute
Behaviors Type II Type IV

Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and

Research,” Management Science 22 (1982): 316. Copyright© 1982, The Institute of
Management Sciences (currently INFORMS), 901 Elkridge Landing Road, Suite 400,
Linthicum, Maryland 21090-2909 USA.
Type I Universal Trait
Theories of Leadership
 Universal Trait theories - attempt to identify the traits &/or
inherent attributes of leaders & the impact of these traits &/or
styles on followers
 Early Type I theories
 focused on a leader’s physical attributes, personality, & ability
 Current Type I theories
 focus attention on the distinctions between leaders & managers
 focus on charismatic leadership
Transactional &
Transformational Leadership
As a
transactional leader,
I use formal rewards
& punishments.

As a
transformational leader,
I inspire and excite
followers to high levels
of performance.
Leaders as Distinct Personalities

Leader - an advocate for change & Manager - an advocate for stability &
new approaches to problems the status quo

Do not rock
Leaders & Managers

Personality Manager Leader

Dimension
Attitude Impersonal, passive, Personal, active
toward goals functional
Work Enabling process- Looks for fresh
conceptions combines people, ideas & approaches to old
things problems
Relationships Prefers to work with Comfortable in solitary
others but avoids work, encourages
closeness & conflict closeness, not conflict
adverse
Sense of self Born once, Twice born, struggles for
straightforward life sense of life order,
adjustment questions life
Emergence of Women Leaders
Charismatic Leadership

 Charismatic leadership - the use, by a leader, of personal abilities &

talents in order to have profound & extraordinary effects on
followers
 Charisma - gift in Greek
 Charismatic leaders use referent power
 Potential for high achievement & performance
 Potential for destructive & harmful courses of action
Type II Universal Behavior
Theories of Leadership
 Universal behavior theories - discriminate the leaders’ actions
from the followers’ perspective
 Early Type II theories
 classified leaders by style: autocratic, democratic, or laissez-faire
 Current Type II theories
 examine common behavior dimensions of all leaders
 help organizations train & develop leaders rather than select
them
 Leadership Style &
Emotional Climate
Autocratic style -
the leader uses Democratic style -
strong, directive, the leader takes Laissez-fair style -
controlling actions collaborative, the leader fails to
to enforce the rules, reciprocal, accept the
regulations, interactive actions responsibilities of
activities, & with followers; the position;
relationships in the followers have high creates chaos in
work environment; degree of the work
followers have little discretionary environment
discretionary influence
influence
Leadership Behaviors
Initiating structure - leader behavior
aimed at defining & organizing
work relationships & roles, as well
as establishing clear patterns of
organization, communications, &
ways of getting things done
Consideration - leader behavior
aimed at nurturing friendly,
warm working relationships, as
well as encouraging mutual
trust & interpersonal respect
within the work unit
Leadership Styles in Japan

P-oriented behavior
M-oriented behavior
• encourages a fast
• sensitive to
work pace
employees’ feelings
• emphasizes good
• emphasizes comfort
quality & high
in the work
accuracy,
environment
• works toward high-
• works to reduce
quantity production
stress levels
• demonstrates
• demonstrates
concern for rules &
appreciation for
regulations
follower contributions
Source: Reprinted from “The Performance-Maintenance (PM) Theory of Leadership: Review of a Japanese Research
Program by J. Misumi and M. F. Peterson published in Administrative Science Quarterly 30 (1985): 207 by permission of
Administrative Science Quarterly © 1985.
Managerial Grid
High
9 1.9 9.9
Country club Team
8
management management
7
Concern
for 6
5.5
People 5 Organization man
4 management
3 Authority-
2 Impoverished obedience
management management
“The Leadership Grid” from Leadership Dilemmas -
Grid Solutions, by Robert R. Blake and Anne 1 1.1 9.1
Adams McCanse. Huston: Gulf Publishing
Company, p. 29. Copyright© 1991 by Scientific
Methods, Inc. Reproduced by permission of the
owners.
Low 1 2 3 4 5 6 7 8 9 High
Concern for production
 Type III Contingency
Theories of Leadership
 Contingency theories -
concerned with identifying the
situationally specific conditions
in which leaders with particular
traits are effective
 Central concern - how the
leader
leader’s traits interact with
situational factors in
determining team situation
effectiveness in task
performance
Fiedler’s Contingency Theory

Fiedler’s Contingency Theory - classifies the favorableness of the

leader’s situation
 leader’s position power - authority associated with the leader’s formal
position in the organization
 structure of the team’s task - degree of clarity, or ambiguity, in the
team’s work activity
 quality of the leader-follower (group members) interpersonal
relationships
 least preferred coworker (LPC) - the person a leader has least preferred
to work with over his or her career
 Leadership Effectiveness in
the Contingency Theory
High LPC 1.00
relations oriented .80
.60
Correlation .40
between leader .20
LPC & group 0
-.20
performance -.40
Low LPC -.60
task oriented -.80 Unfavor-
Favorable able for
for leader I II III IV V VI VII VIII leader
I II III IV V VI VII VIII
Leader-member G G G G MPoor MPoor MPoor Poor
relations
Task structure S S Uns Uns S Uns Uns Uns

Leader position power Strong Weak Strong Weak Strong Weak Strong Weak
F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted by
permission.
Path-Goal Theory of Leadership

Leader behavior styles

Follower path Follower goals
• Directive
perceptions • Satisfaction
• Supportive
Effort-Performance- • Rewards
• Participative
Reward linkages • Benefits
• Achievement oriented

Follower Workplace
Characteristics characteristics
• Ability level • Task structure
• Authoritarianism • Work group
• Locus of control • Authority system
 Hersey-Blanchard Situational
Leadership Model
Leader’s concern with task
Low High
P. Hersey and K. H. Blanchard,
Management of Organizational Behavior:
Utilizing Human Resources, 3d ed., 1977, p.
170. Englewood Cliffs: Prentice Hall.

High
Leader’s
concern
with
relationship
Low

Mature Willing/Able Unwilling/able Willing/unable Unwilling/unable Immature

Employees Employees
4 3 2 1
Guidelines for Leadership

 Unique attributes, predispositions & talents of each leader should

be appreciated
 Organizations should select leaders who challenge but not
destroy the organizational culture
 Leader behaviors should demonstrate a concern for people; it
enhances follower well-being
 Different leadership situations call for different leadership talents
& behaviors
 Good leaders are likely to be good followers
Five Types of Followers

Independent, critical thinking

Alienated Effective
followers followers

Survivors
Passive Active

Yes
Sheep people
Source: R. E. Kelley, “In Praise of
Followers,” Harvard Business Review
66 (1988): 145.

Independent, uncritical thinking

Dynamic Follower

 Responsible steward of his or

her job
 Effective in managing the
relationship with the boss
 Practices self-management