LEADERSHIP AND

SUPERVISORY BEHAVIOR
What is Supervision?
• Supervision is the process of
overseeing the ability of the
people to meet the goals of the
organization in which they
work

• It is a process

• It is not a specific professional

role
 What is Leadership?
• The exercise of command,
direction and control by a
leader over an organization and
its members.
 LEADER
• A person who commands, directs
and/ or controls the actions of others
usually with responsibility for
coordinating and integrating the
works of others so as to direct the
organization towards its goals.
 What is a Leadership Roles?

• A leadership role is one where you are

responsible to manage a situation, a
team or an entire organisation
ethically and effectively.
• Leaders have the skills to influence
and guide their team in a shared
strategy.
• They are also responsible for building
and maintaining employee morale,
helping employees reach their full
potential and inspiring employee
loyalty.
 Leadership Roles

• Coach

 as a leader in the workplace, you must also be

a coach.
 In a coaching role, you can provide the
support your employees may need to succeed
in their roles.
 A coach-leader gives their employees the
opportunities to showcase their work and
have others in the workplace acknowledge
their skills.
 A coach meets with individual team members
to give feedback and constructive criticism.
 They guide employees through obstacles and
celebrate their victories.
 Leadership Roles

• Networker
 A leader should be able to connect with
people both outside and within the
organisation. It will help strengthen the
relationships with the colleagues, different
teams, suppliers and customers of the
organisation, helping the business to grow.
 To be a successful networker, you can
attend seminars, corporate events and
conferences to get access to different
people, resources and information.
 Leadership Roles

• Communicator
 It is important that, as a leader, you are a
good communicator.
 As a leader, you may need to communicate
with different people, such as your team
members, subordinates, clients or suppliers.
 You also need to share different meeting
details, sales strategies, policies and team
goals with your team members and in a
way that motivates and inspires them.
 You may also need to give presentations to
a larger group of people and prepare
reports for the higher management. Thus,
as a leader, you should be good at both
verbal and written communication.
 Leadership Roles
• Delegator
 A delegator is someone who assigns tasks
or asks others to take on more
responsibilities, often based on business
needs.
 To be an effective leader, you must be able
to determine your team member's unique
strengths and delegate responsibilities
accordingly for improved productivity.
 Leaders also delegate additional
responsibilities to employees to give them
opportunities to learn new skills and prove
themselves.
 Leadership Roles
• Strategist
 Your role as a leader also means you
should be able to strategize ways to tackle
a project or help the company succeed.
 As a strategist, you determine the
overarching goals of the team and develop
the best processes to reach those goals.
 A strategist also shares their vision with
their team. When a leader is a strong
strategist, their team will look to them for
guidance and the entire business will
benefit.
 Leadership Roles
• Role Model
 A role model is one who inspires others by
setting examples of their values,
personality or actions.
 Others want to emulate their role models.
Thus, a leader of the team or an
organisation should conduct themselves as
they expect employees to behave in the
workplace, from adhering to corporate
policy to interacting with customers,
colleagues and clients.
 Leadership Roles
• Motivator
 For many leaders, being a source of
motivation to the team comes naturally, as
they want to see their team succeed.
 As a leader, you should know how to
encourage your team, inspire them to
action and help them realise their potential.
 When a leader can serve as a mentor to
their team, it encourages employees to
work hard, produce better work and strive
for greater responsibility in the workplace.
 Leadership Roles
• Adaptor
 As a leader, you must be flexible. Even if
you have a planned schedule, there is
always the potential for the unexpected to
take place and you must be able to adapt as
needed. For instance, a leader may need to
be adaptable if an employee calls in sick
for work, if a client changes their mind on
a project or if the company goes through
budget cuts. When a leader is adaptable, it
also sets the tone for the rest of the group
to be flexible and change course as
needed.
 Leadership Roles
• Trainer
 Training new or existing employees is very
important for the organisation.
 As a trainer-leader, you may need to make
employees understand the importance of
learning new skills, help them understand
new procedures of the department or train
team members with tips to increase their
productivity.
 When you will be a good trainer as a
leader, employees will be comfortable and
also eager to learn new things.
 Leadership Roles
Innovator
 A good leader always tries to find out
ways to improve the existing process of
work and bring value to the business. They
also encourage other employees of the
company to bring new ideas and discuss
with them to work on the best one.
 Leaders understand that pleasant change
is good for the growth of the organisation,
encourages employees to come out of their
comfort zones and helps them grow as
well.
 Functions of Leadership
Setting goals
 A leader's most important function
is to set goals for team members to
encourage them to work
confidently and enthusiastically.
 They also then make strategies to
achieve those goals.
 Their motive is to create a roadmap
for their team members to how to
direct them on the right path and
help them achieve the set goals.
 Functions of Leadership
Organizing
 A leader's other important function
is to organise the group of people
into a task which they can perform
effectively.
 They should know how to assign
the roles to the individuals as per
their ability to bring out the best
from them. Thus, this function is
vital to increase the team's and
individual's productivity.
 Functions of Leadership
Take initiatives
 One of the important functions of
leaders is to take initiatives in the
team's interest or the organisation.
 Leaders should be confident to
share their new ideas and also
encourage others to do the same.
They should also ensure that each
individual in the group feels
comfortable sharing their
innovative ideas with them.
 Functions of Leadership
Cooperation among
employees
 Leaders have to work to align the
interests of the individuals with the
organisation.
 A leader's approach plays a vital
role in doing the same.
 They have to ensure the
individuals of the group voluntarily
cooperate to work towards the
common objectives.
 Functions of Leadership
Motivation and Direction
 Motivating and showing the right
direction to the team or the
individual is the primary function
of the leader.
 They need to motivate the team
members to work towards
achieving their goals and guide
them when they face difficulties
during working in that direction.
 They also constantly encourage
them by appraising their work and
supporting them when required.
 Functions of Leadership
Liaison between workers and
management
 A leader plays a very important role in
acting as a link between workers and
the management.
 They explain the policies and rules
created by management to their team
members and help them understand
how these policies will be beneficial
for them.
 Also, a good leader represents the
expectations and interests of its
subordinate in front of the
management.
 Functions of Leadership
Policy Making
 Policy making is a very important
function of a leader for the smooth
functioning of the work. The
policies leaders make include the
rules to follow for effective
delivery of operations of the work.
 By creating policies, leaders also
devise the mechanism to be
followed by all team members to
work towards the organisation's
goals.
 Activities of a Leader
Arbitrator
 Often members disagree on the best
decision for an organizational
matter
 An effective leader often will
resolve such disagreement by
arbitrating on making the decision
on the course of action to be taken.
 Activities of a Leader
Suggesting
 Suggesting are often employed by
an adroit leader for a long –term
 Suggestions are likely to be
powerful tool in the manager’s kit
 Activities of a Leader
Supplying Objectives
 A manager often personally
supplies the objectives for the
organization.
 The manager must see that the
organization is always supplied
with suitable objectives.
 Activities of a Leader
Catalysing
 In an organization some force is
required to start or accelerate
movement.
 A leader expected to provide such a
force
 Activities of a Leader
Providing Security
 In an organizations personal
security is often a significant factor.
A leader provide a large measures
of security by maintaining a
positive and optimistic attitude
even at the face of adversities
 Activities of a Leader
Representing
 A leader is usually treated as the
representative of the organization
 Activities of a Leader
Inspiring
 Many persons work more
productively in an organization
when their leaders keeps them
known that the work they do is
worthwhile and important
 Activities of a Leader
Praising
 Managers can help to satisfy the
need of their sincere praise.
TYPES OF LEADERSHIP
Autocratic or Dictatorial
Leadership
Autocratic or Dictatorial
Leadership
Autocratic or Dictatorial
Leadership
Autocratic or Dictatorial
Leadership
Bureaucratic Leadership
Bureaucratic Leadership
Bureaucratic Leadership
Democratic Leadership
Democratic Leadership
Democratic Leadership
Democratic Leadership
Democratic Leadership
Democratic Leadership
Laissez- Faire Leadership
Laissez- Faire Leadership
Laissez- Faire Leadership
VARIABLES THAT AFFECT
LEADERSHIP
 The influence of Leader’s
Personality
• Leader’s Interpersonal skills
have a direct impact on the way
they act and react to different
work situations.
• At work, leader’s personal
traits can affect critical
organizational success factors
such as motivation,
performance, and effectiveness.
 The influence of Leader’s
Personality
• Leaders who have extrovert
personality trait are seen to be
good at organizing effective
meetings and dealing with
presentations. 
• Leaders who have less
agreeableness often take more
time to be skilled at team
building, directing and
mentoring.
 The influence of Leader’s
Personality
• Leaders who have positive
personal traits such as openness
and agreeableness are good at
managing larger teams and
mediating conflicts among team
members.
• Leaders, who have candidness and
high emotional stability, are
usually capable of driving a
positive attitude towards his or her
work responsibilities. 
 The influence of Leader’s
Personality
• Leaders who have self-
efficacy and
conscientiousness are
capable to making effective
decisions even when they
are under severe pressure.
 The influence of Leader’s
Personality
• Leaders who have self-
efficacy and
conscientiousness are
capable to making effective
decisions even when they
are under severe pressure.
 The influence of Leader’s
Mentoring
• How the leader was mentored could affect his
leadership style.
• A manager who comes up through the ranks
of the company in a coaching environment
with a mentor who took him to meetings or
reviewed calls and appointments for ways to
improve may approach his team in the same
manner.
• If that same manager was cultivated in a
more democratic environment where
management sought the opinions of the team,
the manager might see this as the key to
success, since it was a key to his rise to
leadership
 Employees’ Personality and
Responses to Leadership Styles

• Not everyone responds to leadership styles in the

same way. Someone who is timid might be
overwhelmed by a coercive or even a pacesetting
leader. This person might constantly wonder if
his job is in jeopardy or feel he will never be
able to measure up to the greatness shown by the
pacesetter.

• Business leaders have started employing

personality tests for both managers and
employees to understand better how they mix.
This way managers can understand things like
how a competitive employee should be pushed in
peer comparisons to find his highest levels of
success
 Types of task requiring
Leadership Styles
• Some tasks require a certain type of leadership style, says
Forbes. It doesn't behove a manager to take on a democratic
leadership style if he is conducting a meeting for
insubordination with an employee.

• He may need to use a coercive style depending on the severity

of the infraction.

• While the democratic approaches may work for brainstorming

and creative tasks, these could hinder the leader from
establishing a clear vision and direction for the company.

• This situation would benefit from an authoritative approach.

Managers should look at the normal tasks of daily operation
and determine what styles work best for what situations and
develop methods and processes that can be implemented to
alter dominant leadership qualities.
LEADERSHIP AND
FELLOWERSHIP
 Followership
• Followership is characterized by
active participation in the pursuit of
organizational goals

• In many cases, this means working

independently, being accountable for
your actions, and taking ownership
of necessary tasks
Importance of Followers
• Without followers there are no
leaders.

• For any project or organization to

succeed, there must be people who
willingly and effectively follow, just
as there must be those who willingly
and effectively lead.
 Role of Followers
• Good followership is characterized
by active participation in the pursuit
of organizational goals. In many
cases, this means working
independently, being accountable for
your actions, and taking ownership
of necessary tasks
An individual might relish being a
follower because they :
• Enjoy participating in a team

• Want to deeply understand the leadership role that

they someday might step into.

• Prefer to step back from leadership in some

contexts

• Understand the value of their contributions to the

overall success of the organization

• Regardless of the motivation, a good follower sees

that their role is indeed essential, and good leaders
should gain a clear understanding of the role of
followers as well.
Types of Followers
• A researcher at Harvard Business
Review developed a system for
categorizing followers using two
metrics:
active versus passive, and
independent critical thinking versus
dependent uncritical thinking.
• Based on where an individual falls
on each spectrum, there are five
categories of followers:
Categories of Followers

• The Sheep
 are passive in their thinking and
engagement and are motivated by their
leader rather than themselves.
Categories of Followers

• The Yes -People

 also allow their leader to do most of the
thinking and acting for them but are
generally positive and always on the
leader's side.
Categories of Followers

• The Alienated
 are predominantly negative but think more
independently.
 They think for themselves but do not
contribute to the positive direction of the
organization.
Categories of Followers

• The Pragmatic
 exhibits a minimal level of independent
thinking and engagement as they are
more willing to exert energy and get
involved when they see where the
direction of the situation is headed.

 The pragmatics lack in demonstrating

critical thinking and are motivated by
maintaining the status quo.
Categories of Followers

• The Star Follower

 think for themselves, have positive
energy, and are actively engaged.
 They agree with and challenge their
leaders.
Categories of Followers

• The Survivor
 Right in the middle of the scale, these
people are adept at surviving change.
 They are able to adapt and conform to
the situations around them, whether this
means stepping up to take on an
important task or quietly staying in the
background.
Categories of Followers

• The Effective Followers

 These are independent critical thinkers
who follow through enthusiastically.
 Effective followers can succeed without
leadership but respond to it well, making
them ideal independent employees who
also work well in teams.
The Effective Followers

• Courage to assume Responsibility

 means the effective follower feels a sense of
personal responsibility and ownership in the
organization and its mission.

 The follower assumes responsibility for his or her

own behavior and its impact on the organization.

 Effective followers do not presume that a leader

or an organization will provide them with
security, permission to act, or personal growth.
Instead, they initiate the opportunities through
which they can achieve personal fulfilment,
exercise their potential, and provide the
organization with the fullest extent of their
capabilities.
The Effective Followers

• Courage to Challenge
 means the effective followers don't
sacrifice their personal integrity or the
good of the organization in order to
maintain harmony.

 If a leader's actions and decisions

contradict the best interests of the
organization, effective followers take a
stand.
The Effective Followers

• Courage to participate in a
transformation
 means effective followers view the struggle
of change and transformation as a mutual
experience shared by all members of the
organization.

 When an organization undergoes a difficult

transformation, effective followers support
the leader and the organization.

 They are not afraid to confront the changes

and work toward reshaping the
organization.
The Effective Followers

• Courage to serve and be

subservient
 means an effective follower understands
the needs of the organization and
actively seeks to serve those needs. Just
as leaders can serve others so can
followers.

 A follower can provide strength to the

leader by supporting the leader and by
contributing to the organization in areas
that complement the leader's position.
The Effective Followers

• Courage to leave
 Sometimes organizational or personal
changes create a situation in which a
follower must withdraw from a particular
leader–follower relationship.

 People might know they need new

challenges, for example, even though it is
hard to leave a job where they have many
friends and valued colleagues.

 If followers are faced with a leader or an

organization unwilling to make necessary
changes, it is time to take their support
elsewhere.
 What leaders needs from
followers
• A can do attitude
  Leaders don't want results no excuses.

 A leader's job becomes smoother when he or

she has followers who are positive and self-
motivated, who can get things done, who accept
responsibility, and who excel at required tasks.

 Leaders value those people who take

responsibility when they see something that
needs to be done or a problem that needs to be
solved.

 Leaders depend on the ideas and actions of

followers.
 What leaders needs from
followers

• A collaborative Approach
  Leaders are responsible for much more
in the organization than any individual
follower's concerns, feelings, and
performance.

 Each follower is a part of the leader's

larger system and should realize that his
or her actions affect the whole
 What leaders needs from
followers

• A personal drive to stay current

  Leaders need followers to know what is
happening in the organization's industry
or field of endeavor.

 In addition, they want people to

understand their customers, competition,
and culture and how changes in
technology or world events might affect
the organization.
 What leaders needs from
followers
• The passion to drive Personal Approach
 Leaders want followers who seek to enhance their
own growth and development rather than depending
solely on the leader to do it.

 Improvement efforts might include taking classes or

seminars, but there are many other ways people can
drive their professional growth.

 Anything that exposes an individual to new people and

ideas can enhance personal and professional
development. One example is when followers actively
network with others inside and outside the
organization.

 Another is when followers take on difficult

assignments, which demonstrates a willingness to face
challenges, stretch their limits, and learn.
 What followers needs from
Leaders
• Clear goals and directions
 followers need leaders to clearly communicate where the
team, project, or organization is going and why.

 Creating an inspiring image is only one aspect of setting

direction.

 Followers also need specific, unambiguous goals and

objectives, on both an individual and team level.

 Having clear goals lets people know where to focus their

attention and energy and enables them to feel a sense of pride
and accomplishment when goals are achieved. Providing
clarity of direction enables followers to manage their own
behaviors and track their own progress. In addition, it
provides a basis for understanding leader decisions regarding
bonuses, salary increases, or promotions. Another aspect of
clarifying direction is helping followers see how their own
individual project role jobs fit in the larger context of the
team, project, and the enterprise.
What followers needs from
Leaders

• Frequent, specific and immediate

feedback
 Effective leaders see feedback as a route
to improvement and development, not as
something to dread or fear.

 When a leader provides feedback, it

signals that the leader cares about the
follower's growth and career
development and wants to help the
person achieve his or her potential.
 What followers needs from
Leaders
• Coaching to develop potentials
 coaching takes feedback a step further to help followers
upgrade their skills and enhance their career
development.

 Coaching is a method of directing or facilitating a

follower with the aim of improving specific skills or
achieving a specific development goal, such as
developing time management skills, enhancing personal
productivity, or preparing for new responsibilities.

 Rather than telling followers what to do, directing and

controlling their behavior, and judging their
performance, which is a traditional management role,
coaching involves empowering followers to explore,
helping them understand and learn, providing support,
and removing obstacles that stand in the way of their
ability to grow and excel.