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LEADERSHIP

WHO IS A LEADER?

A leader is one who-

• Guides and directs other people.• Provides direction for achievement of

objectives.• Gives direction and purpose.

WHAT IS LEADERSHIP?

• “Leadership is a process of influence on a group in a particular situation at a given point of time and in a specific set of circumstances that stimulates people to strive willingly to attain organizational objectives, giving them the experience of helping attain the common objectives and satisfaction with the type of leadership provided.”

-James Gibbon

LEADERSHIP vs. MANAGERSHIP

BEING A LEADER MEANS BEING A MANAGER MEANSMotivating, influencing and changing behaviour.

Practicing stewardship, directing and being held accountable for resources.

Inspiring, setting the tone and articulating a vision.

Executing plans, implementing and delivering goods and services.

Managing people. Managing resources.Being charismatic. Being conscientious.Being visionary. Planning, organizing, directing and

controlling.Understanding and using power and influence.

Understanding and using authority and responsibility.

Putting people first; the leader knows, responds to and acts for his or her followers.

Putting customers first; the manager knows, responds to and acts for his or her customers.

Leaders can make mistakes when:-•They choose the wrong goal, direction or inspiration due to incompetence or bad intentions;•They over lead;•They are unable to deliver or implement the vision due to incompetence or a lack of follow through commitment.

Managers can make mistakes when:-•They fail to grasp the importance of people as the key resource;•They under lead; treat people like other resources, numbers;•They are eager to direct and control but are unwilling to accept accountability.

FUNCTIONS OF LEADERSHIP

Setting Goals

Organizing

Motivation

Coordination

Representation

Control

ROLE AND IMPORTANCE OF LEADERSHIP

Providing inspiration to

employeesSecuring

Cooperation

Creation of confidence

Providing conducive

environment

Building higher morale

Facilitation of change

TYPES OF LEADERS

INTELLECTUAL LEADERS

Intellectual leaders are those who win the confidence of their followers by their superior intellect or knowledge. Nearly in all big organisations, there are experts whose advice is sought on matters in which they are an expert. He may be a purchase specialist, job analyst etc.

AUTOCRATIC LEADERS

Autocrat leader dominates and drives his group through coercion, command and instilling of fear in his followers.

DEMOCRATIC LEADERS

A democratic leader is one who acts according to the wishes of his followers. He follows the majority opinion as expressed by his group.

CHARISMATIC LEADERS

Charisma is a leadership trait that can help influence employess to take early and sustained action. Charismatic leadership is a type of influence based on the lead-er's personal charisma.

TRANSFORMATIONAL LEADERS A transformational leader is one who inspires organisational success by profoundly affecting follower's beliefs in what an organisation should be as well as their values, such as justice and integrity.

CHARACTERISTICS

• They develop confidence among followers.

• They promote problem solving skills in the followers.

• They take personal interest in the growth of the followers.

• They facilitate organisational changes that support the vision.

TRANSACTIONAL LEADERS

A transactional leader is one who guides and motivates his followers in the direction of established goals by claifying role and task requirements.

CHARACTERISTICS

They set goals for the subordinates and motivate them to achieve the same • They lay down work standards and

evaluate subordinates on the basis of work standards.

• They offer rewards to the subordinates for their good performance.

AUTOCRATIC, DEMOCRATIC AND LAISSEZ FAIRE LEADERSHIP

STYLES COMPARED

THE TRAIT THEORY

TRAITS OF A GOOD LEADER

Intelligence

Maturity

Vision and foresight

Inner motivation

Sense of responsibility

Empathy

Emotional balance

Human relation attitude

CRITICISM OF TRAIT APPROACH

The list of personality traits is very long.

It is difficult to define traits.It is difficult to measure traits.There have been many people

with the traits specified for leaders, but they could not prove to be effective leaders.

THE BEHAVIORAL

THEORY

ACCORDING TO THE MICHIGAN STUDIES

Two general types of behavior exhibited by the leaders-

concern for people i.e. maintaining the self esteem of workers, responsibility based on trust, and satisfying interpersonal relations.

Concern for production i.e. emphasizes on technical aspects of job such as quality of policy decisions, creativeness of research, quality of staff services, work efficiency.

MANAGERIAL GRID It is the widely known approach of

leadership style developed by Blake and Mouton. It identifies five leadership styles based upon the factors concern for people and concern for production found in an organisation.

The 9, 1 Managerial style (Task)The 1, 9 Managerial style (Country

club)The 9, 9 Managerial style (Team)The 5,5 Managerial style (Mid of the

Road)

The Managerial

Grid(Blake and Mouton)

SITUATIONAL THEORY OF LEADERSHIP

SITUATIONAL LEADERSHIP is a style in which the leader or the manager must adjust his style to match the development level of the followers he is leading. The situational leadership model views leaders as varying their emphasis on task & relationship behaviors to best deal with different levels of follower maturity.

TWO FUNDAMENTAL CONCEPTS: 1. Leadership styles 2. Maturity levels of individual or group

FIEDLER’S CONTINGENCY

THEORY

“This theory attempts to predict how style of leadership, leader member relations, the power vested in the position of leader, and the structure of the job or task harmonize to determine the leader's ability to achieve productive output."

FIEDLER'S CONTINGENCY MODEL

LEADER MEMBER RELATIONS- degree to which a leader is accepted and supported by the group members.

TASK STRUCTURE- extent to which the task is structured and defined with clear goals and procedures.

POSITION POWER- the ability of a leader to control subordinates through reward and punishment.

Leadership style and situational favourableness determined by three factors: