OB- MODULE 4

Motivation and Leadership

Topics to be covered
◦ Motivation: Meaning, theories of motivation-needs theory
◦ Two factor theory, Theory X and Y, application of motivational theories
◦ Leadership: Meaning, styles of leadership, leadership theories, trait theory, behavioural theories
◦ Managerial grid, situational theories-Fiedler’s model
◦ SLT, transactional and transformation leadership

Dr.Meera Uday 2
 MOTIVATION

TOPICS TO BE COVERED

Motivation and motivators

The carrot and stick approach
Basic theories of motivation
Needs hierarchy theory by Abraham Maslow
Theory X and theory Y by Douglas McGregor
Two factor theory by Frederick Hertzberg
What is motivation?
◦ The psychological instinct, (individual nature, gut feeling, make up, sense, impulse, desire, objective)
that cause a certain behaviour.

Dr.Meera Uday 4
 WHAT IS MOTIVATION?

Inner desire to fulfill an unfulfilled need

The desire has a motive( reason, cause
purpose, aim)
The desire along with motive stimulates a behaviour
The behaviour may lead to fulfilment of the desire.

Need Motive Behaviour consequences

FEEDBACK
 MOTIVATION
The processes that account for an individual’s intensity, direction, and
persistence of effort toward attaining a goal.

Key Elements of motivation

1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Dr.Meera Uday 7
Dr.Meera Uday 8
Carrot and Stick approach-What does this picture
convey?
◦ simultaneously
rewarding good
behaviour and
◦ punishing bad
behaviour
◦ encouragement is
constant for good
behaviour
◦ Perform for reward or
face punishment
Dr.Meera Uday 9
Carrot and Stick approach to motivation

What motivates people

to perform?
◦ the expectation of
reward or
◦ the threat of
punishment
◦ both or
◦ none?

Dr.Meera Uday 10
Jeremy Bentham
◦ The Carrot and Stick approach of motivation is based on the principles of reinforcement and is given by
a philosopher Jeremy Bentham, during the industrial revolution. This theory is derived from the old
story of a donkey, the best way to move him is to put a carrot in front of him and jab him with a stick
from behind.
◦ Jeremy Bentham was an English philosopher, jurist, and social reformer 

Dr.Meera Uday 11
Hierarchy of needs theory by Abraham Maslow
◦ A Psychologist
◦ Born April 1, 1908 in
Brooklyn, New York
◦ received his BA in
1930, MA in 1931, and
PhD in 1934

Dr.Meera Uday 12
MASLOW’S HIERARCHY OF
NEEDS
Needs hierarchy

Dr.Meera Uday 14
What are these needs?
◦ 5. Self actualisation needs: The drive to become what one is capable of becoming (personal growth, self fulfilment, potential utilization)

◦ 4. Esteem needs:
◦ Internal factors like self respect, autonomy and achievement.
◦ External factors like status, recognition and attention
◦

◦ 3. Social needs: affection, belongingness, acceptance and friendship

◦ 2. Safety needs: protection from physical and emotional harm

◦ 1. Physiological needs- like hunger, thirst, shelter, sex and other bodily needs
◦ AFTER SATISFYING LOWER ORDER NEEDS THE INDIVIDUAL MOVES UP TO HIGHER ORDER NEEDS

Dr.Meera Uday 15
Lower Order Needs

Needs that are satisfied externally;

Example: physiological and safety
needs.

Dr.Meera Uday 16
Higher Order Needs
Needs that are satisfied internally;
Example social, esteem, and self-
actualization
needs.

Dr.Meera Uday 17
Theory X and theory Y by Douglas McGregor

◦ Douglas McGregor
(1906 - 1964)
psychology professor at
Massachusetts Institute
of Technology.
◦ 1960 wrote Human
Side of Enterprise

Dr.Meera Uday 18
Theory X and theory Y by Douglas McGregor
MANAGERS HAVE TWO KINDS OF BELIEFS ABOUT THEIR EMPLOYEES
Theory Y is more valid than theory X

◦ Theory Y
◦ Theory x
◦ Employees can view work as
◦ Employees dislike and avoid
natural as like rest or play
work
◦ Employees exercise self control
◦ Thus they need to be coerced,
and direction
controlled and threatened extract
work ◦ Employees seek and accept
responsibility
◦ Employees avoid responsibilities
and seek directions ◦ Employees are endowed with
innovativeness
◦ Employees have little ambition at
work and concerned more with
their safety
Dr.Meera Uday 19
Two-Factor Theory
(Frederick Herz berg)
◦ Frederick I. Herzberg
(1923-2000)
◦ born in Lynn, Massachusetts
on April 18, 1923.
◦ studied at University of
Pittsburgh.
◦ most influential management
teachers

Dr.Meera Uday 20
 TWO-FACTOR THEORY
(FREDERICK HERZ BERG)

Intrinsic factors OR motivating factors (challenge, recognition, achievement etc)

are related to job satisfaction
Extrinsic factors OR maintenance (hygiene) factors (job security, pay,
promotions etc) are associated with dissatisfaction.
Participation, empowerment, challenge, recognition etc should be built within
the job.
SUMMARY
Better service conditions may avoid dissatisfaction but will not lead to
satisfaction on the job.
Jobs enriched with autonomy, challenge and recognition will bring satisfaction.
HYGIENE AND MOTIVATING FACTORS
CONTRIBUTING TO JOB SATISFACTION
 RELATIVE ANALYSIS OF
MOTIVATION THEORIES

Abraham Maslow’s Needs Hierarchy theory

People are motivated to work for fulfilling their needs starting with basic needs
Douglas McGregor’s Theory X and Theory Y
People are positively inclined to work
Fredrick Hertzberg's Two factor theory
Extrinsic motivation factors like pay and promotion may only avoid
dissatisfaction which does not mean satisfaction
Satisfaction can come only through the internal characteristics of the job like
empowerment, challenge and recognition.
Organizations are social system
◦ An organization as a system is a combination of interrelated parts operating as a whole. It becomes a
social system when it relates to people. The subject of business and society covers relationships to the
broader social system outside its own organization.
◦ The notion of "Organization as Systems" refers to an approach to conceptualizing organizations as
systems based on systems thinking and theory, in order to give clarity and perspective to study and
analyze the organization. ​
◦ The term system, implies an orderly arrangement, an interrelationship of parts. In the arrangement, every
part has a place and plays a definite role. The parts are hound by interaction. A system is defined by its
boundaries - the limits that identify its components, processes, and interrelationships when it interfaces
with another system. 
◦ To understand the functioning of a system you have to analyze and identify its subsystems and
understand how these various subsystems enter into specific relations in the fulfillment of the system's
intended mission.
◦ For example, the human body conceptualized as a organic system is comprised of subsystems such as
circulatory, nervous, digestive, excretion systems, etc. and their specific relations in the fulfillment of the
organic functions of the body. 
Dr.Meera Uday 24
Systems theory  of Management & OB
◦ Systems theory likens the enterprise to an organism with interdependent parts, each with its own specific
function and interrelated responsibilities. 
◦ To ascertain certain subsystems requirements properly and to design appropriate organization form
(structure), functions, and sub-systems, it is of primary importance to understand
the purpose and mission of the organization as a whole, and the relationship to its environment. 
◦ These subsystems include: production system and other subsystems built around the production
subsystem. 
​

Dr.Meera Uday 25
Systems theory  of Management & OB
1. Production Subsystems - These are the components that transform inputs into outputs.
2. Supportive Subsystem - These perform acquisition and distribution functions within the organization. Acquisition
activities include securing resources such as employees and raw materials from the external environment. Human
resources and purchasing functions would typically be included in this group. Distribution activities encompass
efforts to transfer the products or services outside of the organization. Supportive subsystems of distribution type
includes sales and marketing functions, public relations departments and lobbying efforts.  
3. Maintenance Subsystem - These systems maintain the social involvement of employees in the organization.
Activities in this group includes providing employee benefits and compensation that motivate workers, creating
favorable work conditions, empowering employees, and other forms of satisfying human needs.
4. Adaptive Subsystems - These subsystems serve to gather information about problems and opportunities in the
environment then respond with innovation that allow the organization to adapt. A firm's research lab and product
development departments would be part of an adaptive subsystem.
5. Managerial Subsystems - These direct the activities of other subsystems in the organization. These management
systems set goals and policies, allocate resources, settle disputes, and generally work to facilitate the efficiency of
the organization.

Dr.Meera Uday 26
Organisation as a system
◦ Organizations viewed as systems, are composed of smaller interrelated subsystems serving specialized
functions.
◦ Each of these subsystems receives inputs from the other subsystems and turns them into outputs for use by
other subsystems. 
◦ F
​ rom a systems perspective an organization is an adaptive whole with constituent elements and emergent
properties, making it more than the sum of its parts. 
◦  ​The structure of the organization defines how each of the subsystems (organizational units) relate to each
other in terms of reporting (who reports to whom), and communication through out the organization. 
◦ A well designed organization ensures appropriate levels of energy is generated and maintained in the
organization as system.

Dr.Meera Uday 27
Organisation as a system
◦ Using systems overlay to understand organizations allows for the acknowledgement of the idea of the
organization as a system composed of subsystems, their inter-relatedness and  interdependence; the
existence of boundaries that allow or prevent the interaction between various organization units and
elements of other subsystems and environments. 
◦ Systems thinking is integral thinking of analysis and synthesis. Systems thinking looks at things by
looking at the whole system (organization), where the parts (organization units) should always work to
benefit the whole organization.
◦ Systems thinking is concerned with how things work and fit together.
◦ Systems thinking informs strategic thinking which is concerned with where the organization should go
and how to get there. 

Dr.Meera Uday 28
stress

◦ Stress is a feeling of emotional or physical tension. It can come from any event or thought that makes
you feel frustrated, angry, or nervous. Stress is your body's reaction to a challenge or demand. In short
bursts, stress can be positive, such as when it helps you avoid danger or meet a deadline.
◦ Stress isn’t always bad. A little bit of stress can help you stay focused, energetic, and able to meet new
challenges in the workplace. It’s what keeps you on your toes during a presentation or alert to prevent
accidents or costly mistakes. But in today’s hectic world, the workplace too often seems like an
emotional roller coaster. Long hours, tight deadlines, and ever-increasing demands can leave you feeling
worried, drained, and overwhelmed. And when stress exceeds your ability to cope, it stops being helpful
and starts causing damage to your mind and body—as well as to your job satisfaction.

Dr.Meera Uday 29
Common causes of workplace stress include:

◦ Fear of being laid off

◦ More overtime due to staff cutbacks
◦ Pressure to perform to meet rising expectations but with no increase in job satisfaction
◦ Pressure to work at optimum levels—all the time!
◦ Lack of control over how you do your work

Dr.Meera Uday 30
work stress model
◦ The work-related stress model indicates that, stress
and its reactions occur as a result of the relationship
between individual characteristics such as age,
education, gender, personality, experience and
coping profiles, working conditions such as high or
low job demands, irregular or long working hours,
time pressure,
Dr.Meera Uday 31
Dr.Meera Uday 32
Stress Management Techniques
◦ Stress management is a wide spectrum of techniques and psychotherapies aimed at controlling a
person's level of stress, especially chronic stress, usually for the purpose of and for the motive of
improving everyday functioning.

Dr.Meera Uday 33
Stress Management Techniques
1. Re-balance Work and Home.
2. Build in Regular Exercise.
3. Eat healthy food and avoid junk food, unhealthy food & beverages
4. Connect with Supportive People./ Meet Counselors if required
5. Carve out Hobby Time.
6. Practice Meditation, Stress Reduction or Yoga.
7. Sleep Enough.
8. Bond with Your Pet.
9. Listen to relaxing music
10. Spend time with your friends & family

Dr.Meera Uday 34
Stress at work warning signs

◦ When you feel overwhelmed at work, you lose confidence and may become angry, irritable, or withdrawn.
Other signs and symptoms of excessive stress at work include:
◦ Feeling anxious, irritable, or depressed
◦ Apathy, loss of interest in work
◦ Problems sleeping
◦ Fatigue
◦ Trouble concentrating
◦ Muscle tension or headaches
◦ Stomach problems
◦ Social withdrawal
◦ Using alcohol or drugs to cope

Dr.Meera Uday 35
stress and performance Group and team dynamics

◦ Job stress makes employees more prone to error, poor work performance, mental health issues,
burnout, and conflict in the workplace. If job stress goes unaddressed, organizations pay the price in
higher rates of turnover, disengagement, and absenteeism.
◦ Stress has always been present in the workplace. HR teams know that most employees experience job
stress at some point in their careers. However, new challenges and recent changes to the way we work
and live have increased employee stress. A new study from Pathways found that nearly a third of
employees are very concerned about their stress levels. 
◦ If not checked, stress has profound effects on our biology, leading to physical and mental health
challenges. In addition, stress negatively impacts work productivity, company culture, and an
organization’s ability to meet its business goals. Job stress makes employees more prone to error, poor
work performance, mental health issues, burnout, and conflict in the workplace. 

Dr.Meera Uday 36
stress and performance Group and team dynamics

◦ Productivity depends on employees’ time management skills and ability to focus on the task at hand.
Unfortunately, when job stress comes into play, employees find it difficult to concentrate, meet deadlines,
and utilize their creativity. More significantly, stress can trigger other mental health concerns that impact
job productivity— including burnout, anxiety, depression, and conflict. 
◦  One employee’s stress can impact how well the whole team collaborates: a phenomenon most HR
departments know all too well. Collaboration becomes more challenging when employees are stressed—
leading to ineffective communication that can cause workplace conflict. 
◦ Every member of an organization has an emotional threshold when it comes to stress. If an employee’s
stress levels are low, their capacity to navigate difficult conversations is greater. Conversely, when stress
consumes an employee’s emotional capacity, they have limited “emotional bandwidth” to dedicate to
thoughtful communication.

Dr.Meera Uday 37
How HR manager can reduce stress of
employees and increase productivity
◦ HR professionals are at the heart of a company’s quest to attract and retain high-quality employees, and
it often falls on these professionals to find ways to increase worker morale and minimize workplace
stress.
◦ Fortunately, there are a number of things HR can do to help reduce the stress of their employees, such
as:
1. Develop a wellness program.
2. Allow for flexible hours and/or remote work.
3. Provide fitness opportunities.
4. Encourage open and honest communication.
5. Stress importance of a healthy work/life balance.
6. Hold team-building exercises.
Dr.Meera Uday 38
How HR manager can reduce stress of
employees and increase productivity
1. Creating a positive climate and culture that results in a psychologically healthy
workplace is a multifaceted, ongoing project.
2. It takes more than just knowing employment laws around mental health. It takes
a consistent and concerted effort to give employees the tools they need to
maintain a better emotional and mental balance for work and life.
3. From providing benefits packages that address mental health issues to offering
practical tactics employees can use every day to relieve stress.
4. HR professionals are uniquely positioned to provide real assistance and make a
difference during Mental Health Awareness Month, and every other month of
the year.
Dr.Meera Uday 39
Dr.Meera Uday 40
Dr.Meera Uday 41
Distress and Eustress
◦ Distress is stress that negatively affects you
◦ and eustress is stress that has a positive effect on you.
◦ Eustress is what energizes us and motivates us to make a
change.
◦ It gives us a postive outlook and makes us capable of
overcoming obstacles and sickness.

Dr.Meera Uday 42
Dr.Meera Uday 43
 What Is Leadership?
• The ability to
influence a group
toward the
achievement of goals.
• What is management?
• Use of authority
inherent in designated
formal rank to obtain
compliance from
organizational
members.

MEERA UDAY 44
Definition and meaning of Leadership
• Harold and Heinz Weihrich have defined leadership as “the art or
process of influencing people so that they will strive willingly and
enthusiastically toward the achievement of group goals”.
• In other words, leadership is the ability to persuade others to seek
defined objectives enthusiastically.
• It is the human factor, which binds a group together and motivates
it toward goals
• Leaders act to help a group attain objectives through the maximum
application of its capabilities
 Importance of leadership
• Directive styles are
becoming ineffective.
• People expect
participation,
consultation,
delegation from
leaders.
• Working together has
become order of the
day.

MEERA UDAY 46
What makes a person successful leader?

• Traits
• Behavior
• Education
• Experience
• Heredity
• Any other factors ?

MEERA UDAY 47
 Role/Functions of a Leader
1. Achieving the task
2. Developing the individual
3. Building and maintaining the team
Role/Functions of a Leader-Achieving
the task
1. Defining the task
2. Making a plan
3. Allocating work and resources
4. Controlling quality and tempo of work
5. Checking performance
6. Adjusting the plan
 Role/Functions of a Leader-
Building and maintaining the team
1. Setting standards
2. Maintaining discipline
3. Building team spirit
4. Encouraging, motivating, giving a sense of purpose
5. Appointing sub leaders
6. Ensuring communication within group
7. Training the group
 Dealing with subordinates
• Deadwood: Persons with low potential and low
performance
• Workhorses: Persons with low potential and high
performance
• Problem children: Persons with low performance
and high potential
• Stars: Persons with high potential and high
performance
 World's Most Respected Leaders
(according to PriceWaterhouse Coopers & Financial Times study)

1. Bill Gates (Microsoft)

2. Jack Welch (GE)
3. Carlos Ghosn (Nissan)
4. Warren Buffett (Berkshire Hathaway)
5. Michael Dell (Dell Computer)
6. Hiroshi Okuda (Toyota)
7. Jeff Immelt (GE)
8. Carly Fiorina (HP)
9. Steve Jobs (Apple)
10. Fujio Mitarai (Canon)

According to the survey, the qualities most often cited in successful business leaders are:
leadership, motivation, genius, inspiration, vision, innovation and boosting shareholder value.
 Questions About
Leadership
• What is leadership?
• What’s the difference between
managers and leaders?
• Should all managers be leaders?
• Should all leaders be managers?
 Managers
Versus Leaders
Managers Leaders
•Appointed •Can be appointed
•Have formal
or emerge
authority
•Ability to influence
•Ability to influence
based on formal goes beyond
authority formal authority
 Leadership vs.
Management
Manager Leader
Administers Innovates

Is a copy Is an original

Maintains Develops

Focuses on systems and structure Focuses on people

Relies on control Inspires the truth

Has a short-range view Has a long-range perspective

Asks how and when Asks what and why

Has an eye on the bottom line Has an eye on the horizon

Initiates Originates

Accepts the status quo Challenges the status quo

Does things right Does the right thing

 Traits Theories of Leadership
• Theories that • Leadership Traits:
consider • Ambition and energy
personality, • The desire to lead
social,
• Honesty and integrity
physical, or
intellectual • Self-confidence
traits to • Intelligence
differentiate • High self-monitoring
leaders from • Job-relevant
non leaders. knowledge

MEERA UDAY, 56 56
 Limitations Of trait theories

• No universal traits found, that predict leadership in all

situations.
• Traits predict behavior better in “weak” than “strong”
situations.
• Unclear evidence of the cause and effect of relationship
of leadership and traits.
• Better predictor of the appearance of leadership than
distinguishing effective and ineffective leaders.

MEERA UDAY, 57 57
Behavioral Theories of Leadership

Theories proposing • Trait theory:

that specific Leaders are born,
behaviors not made.
differentiate • Behavioral theory:
leaders from non Leadership traits
leaders. can be taught.

MEERA UDAY, 58 58
 Ohio State Studies
• Initiating Structure • Consideration
• The extent to • The extent to which a
which a leader is leader is likely to have
likely to define and job relationships
structure his or her characterized by mutual
role and those of trust, respect for
sub-ordinates in subordinate’s ideas, and
the search for goal regard for their feelings.
attainment.

MEERA UDAY 59 59
 Ohio State Studies
HIGH Low Structure and High High structure and
Consideration High Consideration

Consideration

Low structure and Low High structure and

Consideration Low Consideration

LOW

LOW Initiating structure HIGH

MEERA UDAY 60 60
University of Michigan Studies
• Employee-Oriented • Production-
Leader Oriented Leader
• Emphasizing • One who
interpersonal emphasizes
relations; taking a technical or task
personal interest in aspects of the job.
the needs of
employees and
accepting
individual
differences among
members.
61
 Scandinavian Studies
• Development- Researchers in Finland and
Oriented Leader Sweden question whether
there are only two
• One who values dimensions (production-
experimentation, orientation and employee-
seeking new ideas, orientation) that capture
and generating and the essence of leadership
implementing behavior. Their premise is
that in a changing world,
change.
effective leaders would
exhibit development-
oriented behavior.

MEERA UDAY 62 62
Managerial Grid

MEERA UDAY, GAT-MBA 63

 Likert’s Four systems of management
• Exploitive authoritative
• In this style, the leader has a
low concern for people and
uses such methods as threats
and other fear-based methods
to achieve conformance.
Communication is almost
entirely downwards and the
psychologically
distant ,concerns of people are
ignored.

MEERA UDAY 64
Likert’s Four systems of management
• Benevolent authoritative
• When the leader adds
concern for people to an
authoritative position, a
'benevolent dictatorship' is
formed. The leader now uses
rewards to encourage
appropriate performance and
listens more to concerns
lower down the organization,
although what they hear is
often rose-tinted, being
limited to what their
subordinates think that the
boss wants to hear. Although
there may be some delegation
of decisions, almost all major
decisions are still made
centrally.

MEERA UDAY 65
 Likert’s Four systems of management
• Consultative
• The upward flow of
information here is still
cautious and rose-tinted to
some degree, although the
leader is making genuine
efforts to listen carefully to
ideas. Nevertheless, major
decisions are still largely
centrally made.

MEERA UDAY 66
 Likert’s Four systems of management
• Participative
• At this level, the leader
makes maximum use of
participative methods,
engaging people lower
down the organization in
decision-making. People
across the organization
are psychologically
closer together and work
well together at all levels.

MEERA UDAY 67
 Situational (Contingency) Theories
1. Fiedler Model
2. Hershey & Blanchard Situational Leadership
theory
 Fiedler Model

 The Fiedler contingency model proposed that effective

group performance will depend upon a proper match
between the leader’s style and the extent to which the
situation gives control to the leader.
 As per the model, the most important thing is to identify an
individual’s basic leadership style which is the key factor in
the leader’s success.
 For this purpose, Fiedler developed the Least Preferred Co-
worker questionnaire (LPC).
 This questionnaire measures whether a person is task
oriented or relationship oriented.
 Fiedler had opinion that was based on the respondent’s
responses to the LPC questionnaire, hence it was possible
to identify the basic leadership style.
 LPC questionnaire
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
....1 2 3 4 5 6 7 8....
Guarded 1 2 3 4 5 6 7 8 Open
 Fiedler Model
 The LPC questionnaire measures whether a person is task
oriented or relationship oriented.
 This LPC questionnaire contains 16 contrasting adjectives such
efficient-inefficient, open-guarded, pleasant-unpleasant and so
on.
 The respondents who are given this questionnaire are asked to
think of all the employees with whom they have worked and then
describe one person as the least preferred coworker (LPC) by
rating him on 16 different sets of contrasting adjectives on a
scale of 1-8.
 Fiedler had opined (expressed) that was based on the
respondent’s responses to the LPC questionnaire it was possible
to identify his basic leadership style.
 If the least preferred coworker of an employee is described in a
positive way displayed by a high LPC score, it can be inferred
(as per Fiedler) that the leadership style portrayed is
Relationship Oriented.
 On the other hand if one assigns a low LPC score and describes
the co-worker in negative terms, a Task Oriented leadership style
is indicated.
 Fiedler Model Variables
Task-oriented
Leadership
Relationship-oriented
Style
(fixed) G (Good)
Leader-member
P (Poor)
relations
H (High)
Task structure
Situation L (Low)

Position power S (Strong)

W (Weak)
 Findings of the Fiedler Model

Effective group Task oriented

performance Task Oriented Leader Relation Oriented leader
Leader
achieved by (Low LPC) (High LPC)
(Low LPC)

Favourable Most favourable Least favourable

For leader situation is #1 situation is #8
 Hersey and Blanchard’s Situational Leadership Theory (SLT)

This model deals with the interplay between

• The amount of guidance and direction (task behaviour) a leader
provides.
• The amount of socio emotional support (relationship behaviour) a
leader gives
• The readiness level that followers display while performing a specific
task, function or objective.

 Thus the situational leadership on the one hand provides leaders with
some understanding on the relationship between an effective style of
leadership and the readiness level of their followers.

 And on the other hand, this model also emphasizes that the followers
in any situation are important because individually they may accept or
reject the leader while as a group they will determine the personal
power held by the leaders.
 Hersey and Blanchard’s Situational Leadership Theory (SLT)

• Situational leadership model was developed to help people attempting

leadership, irrespective of their role, to be more effective in their
interactions with others.

BASIC CONCEPTS USED IN SITUATIONAL LEADERSHIP:

• As per the situational leadership model, there is no one best way to influence
people. The type of leadership style a person should use with individuals or
groups will be dependent upon the readiness level of the people, the leader is
attempting to influence.
• Leadership style will be the behaviour displayed by the leader (includes)
identifying of task and relationship behaviour as perceived by the followers.
• Task behaviour can be defined as the extent to which the leader engages in
spelling out the duties and responsibilities of an individual or group. These
behaviours including telling people what to do, how to do it, when to do it and
who is to do it.
• Relationship behaviour is defined as the extent to which the leader engages in
two-way or multiway communication. The behaviours include listening,
facilitating and supportive behaviours.
Hersey and Blanchard’s Situational Leadership Theory (SLT)

 Task behaviour and relations behaviour are separate and

distinct dimensions.
 They can be placed on separate axis of a two
dimensional graph and the four quadrants can be used
to identify the four leadership styles.
 Plotting task behaviour from low to high on the
horizontal axis and relationship behaviour from low to
high on the vertical axis, it is possible to describe leader
behaviour in four ways or styles.
 The four quadrants can be used as the basis for
assessing effective leader behaviour.
 This model reiterates that no one style can be said to be
effective in all situations and that each style can be said
to be approximate and effective depending upon the
situational requirement.
Hersey and Blanchard’s Situational Leadership Model

confident insecure confident

The following descriptions apply to the four styles:

• Style1 (S1) This leadership style is characterized by above-average amounts

of task behaviour and below-average amounts of relationship behaviour.
• Style2 (S2) This leadership style is characterized by above average amounts
of both task and relationship behaviour
• Style3 (S3) This style is characterized by above average amounts of
relationship behaviour and below average amounts of task behaviour
• Style4 (S4) This style is characterized by below average amounts of both
relationship behaviour and task behaviour
The important information presented by this model is in the operational
definitions of task behaviour and relationship behaviour.
 Readiness of the followers
• The relationship between leaders and followers is very crucial in the leadership situation.
Leadership cannot exist without someone following.
• The leader after determining the basis for follower readiness will decide on the usage of
the specific behavioural style for that level of readiness.
• Readiness in situational leadership is defined as the extent to which a follower
demonstrates the ability and willingness to accomplish a specific job.
• i.e., Readiness is based on how ready a person was to perform a particular job and will
be in relation to specific situations.
• There are two major components of readiness:

Ability and Willingness.

• Ability is the knowledge, experience and skill that an individual or group brings to a particular
task or activity.
• Willingness refers to the extent to which an individual or group has the confidence, commitment
and motivation to accomplish a specific task
 KEY TERMS RELATED TO ABILITY AND WILLINGNESS

• Knowledge - is demonstrated understanding of a task.

• Skill - is demonstrated proficiency in a task.
• Experience - is demonstrated ability gained from
performing a task.
• Confidence- is demonstrated assurance in the ability to
perform a task
• Commitment is demonstrated duty to perform a task
• Motivation - is demonstrated desire to perform a task.
 CONTINUUM OF FOLLOWER READINESS

High Moderate Low

R4 R3 R2 R1

Able and willing Able but Unable but Unable and

or Confident Unwilling or willing or unwilling or
Insecure Confident Insecure

The continuum of follower readiness can be divided in four

levels, with each representing a different combination of follower
ability and willingness
 Maturity of Followers-(According to the
situational leadership model)

High Moderate Low

Immature
Mature
M4 M3 M2 M1

Low levels of task relevant maturity are referred to as maturity

level M1; low to moderate as maturity level M2; moderate to
High as maturity level M3; and high levels of task relevant
maturity as maturity level M4
 Determining the appropriate style

To determine what leadership style is

appropriate to use in a given
situation, one must first determine
the maturity level of the follower in
relation to a specific task that the
leader is attempting to accomplish
through the follower’s efforts.
 Transactional Leader

•Gives rewards in exchange

for performance
•Manages by looking for
deviations from rules
•Intervenes only if standards
aren’t met
•Abdicates responsibilities
 Transformational Leader

•Charismatic/Inspirational
•Focuses On Vision
•Isn’t As Concerned With Day-
to-day Issues
 Transactional/Transformational

•Transformational
Not identify shared
leadervaluesTransactional leader (traditional manager)

•• Focus on common
Identifies management tasks
values
•• Caretaker
Is committed
• Inspires others
• Uses trade-offs to meet goals
• Long term vision
• Looks at results
• Empowers others
GUIDELINES FOR BECOMING A TRANSFORMATIONAL LEADER

Suggestions Explanations

Develop a vision that is both clear A clear vision will guide followers toward
and highly appealing to followers achieving organizational goals and make
them feel good about doing so.

Articulate a strategy for bringing don’t present an elaborate plan; rather,

that vision to life. state the best path towards achieving the mission.

State your vision clearly and promote Visions must not only be clear, but made
it to others. compelling, such as by using anecdotes.

Show confidence and optimism about If a leader lacks confidence about success,
your vision followers will not try very hard to achieve
that vision.

Express confidence in followers’ capacity Followers must believe that they are capable
to carry out the strategy. of implementing a leader’s vision. Leaders
should build followers’ self-confidence
 What is a Transformational
Leader?
• Someone Who:
– Inspires others to transcend their own
self-interests and work for the larger
good of the organization.
– Articulates a vision that convinces
subordinates to make major changes.
– Possesses charisma.
– Can have a profound belief on
followers’ beliefs and values – actually
change you (goes beyond charisma)
 Examples of Transformational Leaders

• Bill Gates (Microsoft)

• Steve Jobs (Apple)
• Michael Dell (Dell Computer)
• Jeff Bezos (Amazon.com)
• Lou Gerstner (IBM)
• Jack Welch (GE)
 What is a Visionary Leader?
• Someone who can create and articulate a realistic,
credible, and attractive vision of the future that
improves on the present situation
 What is a Charismatic Leader?
• An enthusiastic, self-confident leader whose strong
personality and actions influence people to behave in
certain ways. Often visionary. Will often take risks to
achieve vision, and exhibit behavior that is out of the
ordinary.
 Can Leadership Be Taught?
• Leadership training is big business!
• Most successful with high “self-monitors”
• Highly motivated individuals more successful at leadership training
• People can be taught how to:
– Be “charismatic” (eye contact, gesture, voice)
– Analyze situations and learn about different leadership styles
– Implement
– Build trust
– Mentor
• But hard to “teach”:
– Visioning, strong personality, passion, walk the talk, risk-taking
 The New Leadership Approach

• A move away from trait, style and contingency modes

• Leadership as a socially constructed process
• Depict leaders as mangers of meaning rather than in terms of
an influence process
• Revived interest in leader’s personal characteristics
• Role of leadership traits
key traits are not enough to make a leader - they are a
precondition for effective leadership:
• Experience, correct choices and exposure to right situations
are also key to allow talents to develop
THANK YOU