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LEADERSHIP
ALFORD AND BEATTY DEFINED
Leadership is the ability to secure desirable actions from a group of followers voluntarily, without the use of coercion.
KOONTZ AND O’DONNELL DEFINED
Managerial Leadership is the ability to use inter-personal influence by means of communication, towards the achievement of a goal.
CHARACTERISTICS OF LEADERSHIP Leadership implies the existence of
followers. Leadership involves a community of
interest between the leader and his followers
Leadership involves an unequal distribution of authority among leaders and group members
Leadership is a process of influence Leadership is the function of stimulation A leader must be exemplary A leader ensures absolute justice. Leadership styles and patterns
CHARACTERISTICS OF LEADERSHIP Leadership implies the existence of followers:
We appraise the qualities of a leader by studying his followers.
Leader has to be able to be both a leader as well as a follower, and be able to relate himself both upward and downward.
Leadership involves a community of interest between the leader and his followers:
Objectives of both the leader and his men are one and the same.
Leadership involves an unequal distribution of authority among leaders and group members:
Leadership is a process of influence: Influence their followers or subordinates and able to
give legitimate directions.
Leadership is the function of stimulation:
Motivating people to attain organizational objectives.
A leader must be exemplary: Leaders shows the way by his own
example.A leader ensures absolute justice:
Leader must be objective and impartial.Leadership styles and patterns:
Degree of authority of boss and degree of freedom available to his subordinates.
Charismatic Leadership theory: Charisma is a special characteristics. Followers trust the correctness of the
leader’s believes. Followers feel attention to the leader and
obey the leader willingly. Followers feel an emotional involvement in
the mission. Leader should have a compelling vision or
sense of purpose. Leader should be able to communicate that
vision effectively. Leader should be able to demonstrate
consistency and know their own strengths and capitalize on them.
Leadership Styles:Leadership style refers to the behavior pattern
adopted by a leader to influence the behavior of his subordinates for attaining the organizational goals.
Manager makes decision and announce it. Manager sells his decisions. Manger presents his ideas and invites
questions. Manager presents a hesitant decision subject
to change. Manager may present the problem, get the
suggestions and then take his own decision. Manager may define the limits and request
the group to make a decision. Manager may permit full involvement of the
subordinates in the decision making process.
Leadership Skills: Human Skills
• Empathy• Objectivity• Communication Skills• Teaching Skills• Social Skill
Conceptual Skills• Understanding of the organizational behavior.• Understanding the competitors of the firm.• Knowing the financial status of the firm.
Technical Skills• Principles, procedures and operations of a job.
Personal Skill:• Intelligence• Emotional Maturity• Personal Motivation• Integrity• Flexibility of Mind
Human Skills• Empathy:
Leader should respect the beliefs, beliefs and sentiments of others.
Leader should be empathetic towards his followers so that he can judge their strengths, weaknesses and ambitions.
• Objectivity: His approach to any issue or problem should be
objective and not based on any pressure, prejudice. Objectivity is a vital aspect of analytical decision making.
• Communication Skills: Leader should be able to persuade, to inform,
stimulate, direct and convince his subordinates.• Teaching Skills:
Leader should have the ability to demonstrate how to accomplish a particular task.
• Social Skill: He should be helpful, sympathetic and friendly.
Personal Skill:Intelligence:
• Leaders generally have somewhat higher level of intelligence than the average of their subordinates.
Emotional Maturity:• Leader should act with self-confidence, avoid
anger, take decisions on a rational basis and think clearly and maturely.
Personal Motivation:• Leaders have relatively intense achievement type
motivational drive.Integrity:
• Integrity is the straight forward honesty of purpose which makes a man truthful, not only to others but to himself.
Flexibility of Mind:• A leader should have a flexible mind, so that he
may change in obedience to the change in obedience to the change in flexible mind.
Functions of a Leader:To take the initiativeHe identifies group goalsHe represents the organizationHe acts as an arbitratorTo assign reasons for his actionTo interpretTo guide and directTo encourage teamworkHe manages the organization
Theories of Leadership:1. Trait Theory of Leadership2. Behavioral Theory of Leadership3. Management Grid or Leadership
Grid4. Situational Theory of Leadership5. Great Man Theory of Leadership6. Path-Goal Theory7. Participation Theory of Leadership
Trait Theory of Leadership:Trait theory try to find personal characteristics of effective leaders.
It points out that the personal traits or personal characteristics of a person make him an effective or successful leader.
TRAITS ASSOCIATED WITH EFFECTIVE LEADERSHIP
Drive High Level of effort; relatively high desire for achievement; ambition; high energy; persistence; initiative.
Desire to Lead Strong desire to influence and lead others; willingness to take responsibility
Honesty and Integrity
Trusting relationships with followers; truthfulness; high consistency between words and actions.
Self-confidence Absence of self-doubt; self-assurance that convinces followers of the rightness of the leader’s goals and decisions
Intelligence Ability to gather; synthesize; and interpret large amounts of information; ability to create visions; solve problems, and make good decisions.
Job-relevant Knowledge
High level of knowledge about the organization’s, industry, and technical matters related to the group’s activities
Persons who possess the following traits could become successful leaders:Good PersonalityIntellectual abilityInitiativeImaginationMaturityDesire to accept responsibilitySelf-ConfidenceFlexibilityFairness and objectivity
Good Personality• Physical characteristics• Level of maturity
Intellectual ability• Analyzing and taking decisions accordingly.
Initiative• Initiate suitable activities at a proper time.
Imagination• Ability to imagine• Visualize trends and apply his policies and programmes.
Maturity• Emotionally mature• Balanced temperament
Desire to accept responsibility• Accept full responsibility for his actions.
Self-confidence• To motivate the followers and boost up their morale.
Flexibility• Open mind, adopt new ideas
Fairness and objectivity• Honesty, fairplay, justice, integrity
Behavioral Theory of Leadership:Task-Centered Leader Behavior
• Lead employees by focusing on work, how well employees perform,
• close attention to employees work, • work procedures, interested in their performance.
Employee-centered Leader Behavior• Lead employees by developing a cohesive work group and ensuring employee satisfaction,
• Emphasizes employees well being rather than tasks they perform.
Situational Theory of Leadership:
Leader’s characteristics
Leader’s Hierarchical
position
Leader’s behavior
Leadership effectiveness
Groupperformance
SITUATIONAL FACTORS
Subordinate’scharacteristics
Leader’s situation
Groupfactors
Organizational factors
Black and Mouton Managerial Grid:
High
9
88
7
6
4
5
3
2
1
1 3 4 5 6 7 8 920 HighLow
Concern for Production
Con
cern
for
Em
plo
yee
. (9, 1) Task
. (9, 9) Team
. (5, 5) Middle Road
. (1, 1) impoverished
. (1, 9) Country club
Impoverished (1, 1):Minimum concern for production or people.
Uses delegate and disappear management style.
Since leaders are not committed to either task accomplishment or maintenance; they allow their team to do whatever it wishes.
Task oriented (9, 1):Much task oriented and hard on their workers.
Little allowance for co-operation.High concern for production and low concern for people.
Country club (1, 9):Rewards power to maintain discipline and to encourage them to accomplish goals.
Employees feel comfortable.Low concern for production, high concern for people.
Team (9, 9): Person leads by positive exampleTeam members reach their highest potential, both as team members and as people.
Encourage the team to reach team goals.
Strengthen the bonds among the various members.
Middle road of the management (5, 5):Management balances needs through compromise, resulting in adequate performance.
Path Goal Theory of Leadership:
Leader identifiesSubordinate
needs
Appropriate goals are
established
Leader connects rewards with
goals
Leader provides
assistance on employee
path towards goals
Employee becomes
satisfied and accepts the
leader
Effective performance
occurs
Both employee and
organization are better able to
reach the goals
LEADERSHIP STYLES BASED ON SITUATION
Leadership styles exists four types according to the situation:
1. Directive: Leader gives specific orders and makes it clear
what is expected of them.
2. Supportive: Friendly behavior to the employees; he shows
concern for their needs and welfare; creates pleasant organizational climate.
3. Participative: Makes the decision with active participation of the
employees; share information with them and seeks suggestions.
4. Achievement-Oriented: Leader sets challenging goals, seeks improvement of
performance by displaying confidence in the abilities of the subordinates.
LEADERSHIP STYLES BASED ON POWER ORIENTATION
1. Autocratic: Leader gives orders He should be obeyed Authority is centralized Dictator by nature His actions must produce result He controls the entire planning
2. Democratic or Participative: Leader consults and invites his subordinates to
participate in the decision making process. Manager largely avoids using the power He assigns a fair workload to his personnel and
accordingly due recognition to jobs that are well done.
LEADERSHIP STYLES BASED ON POWER ORIENTATION
3. Free-rein: Leaves the group entirely to itself. Give the subordinates complete freedom Group of members work independently
and provide their own motivation.
4. Paternalistic: Leader assumes that his function is fatherly.
He treats the relationship between the leader and his groups as that of family.
Leader works to help, guide, protect and keep his followers happily working together as members of a family.
CONTINGENCY MODELS CONTINGENCY MODELS
Fiedler’s Model: effective leadership is contingent on both the characteristics of the leader and the situation. Leader style: the enduring, characteristic
approach to leadership a manager uses.Relationship-oriented: concerned with developing good relations with workers.
Task-oriented: concerned that workers perform so the job gets done.
FIEDLER’S MODEL FIEDLER’S MODEL
Situation characteristic: how favorable a given situation is for leading to occur.Leader-member relations: determines how much workers like and trust their leader.
Task structure: extent to which workers tasks are clear-cut. Clear issues make a situation favorable for leadership.
Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.When positional power is strong, leadership opportunity becomes more favorable.
FIEDLER’S CONTINGENCY MODELFIEDLER’S CONTINGENCY MODEL
GOOD POOR
HIGH LO W HIGH LOW
S W S W S W S W
Leader-MemberRelations
TaskStructure
PositionPower
Kinds ofLeadershipSituations
VeryFavorable
VeryUnfavorable
I II III IV V VI VII VIII1
Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.
USING FIEDLER’S MODELUSING FIEDLER’S MODEL
Can combine leader-member relations, task structure, and position power to identify leadership situations.
Identifies situations where given types of managers might perform best.
Leader style is a characteristic managers cannot change. Thus, managers will be most effective when:
1) They are placed in leadership situations that suit their style.
2) The situation can be changed to fit the manager.
LEADERSHIP AS A CONTINUUM