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Leadership : An Introduction and Styles
C.I.A 1
Yudhvir Saund. 1424503Medha Bhattacharjee 1424517Varsha Chandrashekar 1424529
04/15/2023
Defining Leadership/Leader
• “We define leadership as the ability to influence a group toward the achievement of a vision or set of goals.” (Stephen P. Robbins 15th Eds)
• “Organizational Behavior is the study of individuals and their behavior within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication and management.” (University of Cornell).
• We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions.
• Finest Example being Narayana Murthy; rose from being an average software engineer thereby challenging the status quo to become an inspiration to all by being co-founder of software giant ‘Infosys’.
04/15/2023
Leadership and Management : Different but Complimentary
• Leadership and management must go hand in hand. They
are not the same thing. But they are necessarily linked, and
complementary. Any effort to separate the two is likely to
cause more problems than it solves.
• Still, much ink has been spent delineating the differences.
The manager’s job is to plan, organize and coordinate. The
leader’s job is to inspire and motivate.
04/15/2023
Leadership ManagementSetting
out to do
Delivering Results
Process
Outcome
Establishing Direction Planning and Budgeting
Aligning People Organizing And Staffing
Motivating, Inspiring, Mentoring Controlling and Problem Solving
Producing Change Producing Predictability and
Order
04/15/2023
Managerial Grid
•Devised by Blake and Mouton (1964), the managerial grid
makes use of small face to face groups as a learning
mechanism.
• The theoretical design that forms the foundation of the grid
is what is called the managerial grid.
• It expresses underlying theories regarding the manner in
which people should be managed or governed in an
organization.
04/15/2023
Phases of Managerial Grid
Phase 1 : Studying the
managerial grid
Phase 2: Team work
development
Phase 3: Intergroup
development
Phase 4: Development of ideal strategic
model
Phase 5: Implementation
of the model
Phase 6: Systematic
evaluation of progress
04/15/2023
Types of Leadership
• Laissez Faire Leadership
• Autocratic Leadership
• Participative/ Democratic leadership
• Situational Leadership
• Transformational Leadership
• Transactional Leadership
• Charismatic Leadership
• Innovative Leadership
04/15/2023
Charismatic Leadership
•The most important early research on charismatic leadership was completed by Max Weber, who maintained that societies could be identified in terms of one of three types of authority systems: traditional, legal-rational, and charismatic.• Charismatic giants• Charismatic luminaries• Charismatic failures• Charismatic aspirants
04/15/2023
Charismatic Leadership
• Traditional Authority System
• Legal-Rational Authority System
• Charismatic Authority System
• Follower Characteristics :
• Identification with the Leader and the Vision
• Heightened Emotional Levels
• Willing Subordination to the Leader
• Feelings of Empowerment
04/15/2023
Situational Leadership
• Situational leadership is a leadership style that has been
developed and studied by Kenneth Blanchard and Paul
Hersey.
• Situational leadership refers to when the leader or manager
of an organization must adjust his style to fit the
development level of the followers he is trying to influence.
04/15/2023
S3
S1S4
S2
Low Supportive and Low Directive
Behavior
High Directive and Low Supportive
Behavior
High Directive and High Supportive
Behavior
High Supportive and Low Directive
Behavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
S4 S1S2S3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVE BEHAVIOR
04/15/2023
1. Directing
•High Directive, Low Supportive
• Leader Defines Roles of Followers
• Problem Solving and Decision Making Initiated by the
Leader
•One-way Communication
04/15/2023
2. Coaching
•High Directive, High Supportive
• Leader Now Attempts to Hear Followers Suggestions,
Ideas, and Opinions
• Two-way Communication
• Control Over Decision Making Remains With the Leader
04/15/2023
3. Supporting
•High Supportive, Low Directive
•Focus of Control Shifts to Follower
•Leader Actively Listens
•Follower Has Ability and Knowledge to Do the
Task
04/15/2023
4. Delegating
• Low Supportive, Low Directive
• Leader Discusses Problems With Followers
• Seeks Joint Agreement on Problem Definitions
•Decision Making Is Handled by the Subordinate
• They “Run Their Own Show”
04/15/2023
Laissez Faire Leadership
•Also known as the “hands-off¨ style
•Little or no direction
•Gives followers as much freedom as possible
•All authority or power is given to the followers
•Followers must determine goals, make decisions,
and resolve problems on their own.
04/15/2023
Autocratic Leadership
•Autocratic leadership is a leadership style
characterized by an individual’s absolute control
over group members.
•Autocratic leaders typically make choices based on
their own ideas and judgments and rarely accept
advice from followers.
04/15/2023
Characteristics of Autocratic Leadership
•Little or no input from group members •Leaders make the decisions •Group leaders dictate all the work methods and processes •Group members are rarely trusted with decisions or important tasks 1. Good fits for Autocratic Leadership: •Military •Manufacturing •Construction
04/15/2023
Autocratic Leadership• Situations where Autocratic Leadership works best
• When decisions need to be made quickly without consulting with a large
group of people.
• Some projects require strong leadership in order to get things accomplished
quickly and efficiently.
• In situations that are particularly stressful, such as during military conflicts,
group members may actually prefer an autocratic style.
• It allows members of the group to focus on performing specific tasks
without worrying about making complex decisions.
• This also allows group members to become highly skilled at performing
certain duties, which can be beneficial to the group.
04/15/2023
Autocratic Leadership
•Downsides of Autocratic Leadership•Abuse an autocratic leadership is often viewed as
tyrannical or dictatorial, which can lead to resentment among group members.•Autocratic leaders make decisions without consulting
the group, people in the group may dislike that they are unable to contribute ideas.• Results in a lack of creative solutions to problems,
which can ultimately hinder the performance of the group.•Autocratic leaders for example Monarchs often let the
power get to them, which has led to anarchy. This is fact that has repeated itself through history.
04/15/2023
Participative or Democratic Leadership
• In this type of leadership the ideas of the members of a group member is valued, but the responsibility of making the final decision rests with the participative leader. • Participative leadership boosts employee morale
because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. •When a company needs to make changes within the
organization, the participative leadership style helps employees accept changes easily because they play a role in the process.
04/15/2023
• Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation• Consultative: process of consultation before decisions are
taken• Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct•May help motivation and involvement•Workers feel ownership of the firm and its ideas• Improves the sharing of ideas
and experiences within the business• Can delay decision making
04/15/2023
Democratic Icon Leaders
• An employee oriented leader, a nature enthusiast and he is
the Managing Partner and Owner of Ahmedabad Nature
Lovers Association (ANALA). He takes interest in the
needs of his employees, cheerful, optimistic , has respect for
his employees, invests great deal of time supervising them
at work and being a friend to them outside the workplace.
• He serves as a leader, trainer, role model and advisor and
also provides his employees with a number of opportunities
within the organization
MADHU MOHAN
04/15/2023
Transformational Leadership
• The transformational leadership style depends on high levels
of communication from management to meet goals.
• Leaders motivate employees and enhance productivity and
efficiency through communication and high visibility.
• This style of leadership requires the involvement of
management to meet goals. Leaders focus on the big picture
within an organization and delegate smaller tasks to the team
to accomplish goals.
04/15/2023
Transformational Icon Leader• The president of Ingersoll Rand India, a 140-year-
old industrial products enterprise was faced with a challenge of diminished growth and profitability after the US based parent company sold most of their construction equipment business in the rest of the world. With creative and collaborative problem-solving approaches, he was able to build unique business models for the existing and newly acquired product lines. His leadership skills drawn from his extensive knowledge of the products and the market. He created a strategy for technology , innovation, and business convergence and established new market segments, which allowed the company to continue to grow profitably at double - digit rates even during the economic downturn in India.
VENKATESH VALLURI
04/15/2023
Transactional Leadership
1. Leaders who guide or motivate their followers in
the direction of established goals by clarifying
role and task requirements.
2. Builds on man’s need to get a job done and make
a living.
3. Is preoccupied with power and position, politics
and perks.
4. Is mired in daily affairs.
5. Is short-term and hard data oriented.
6. Focuses on tactical issues.
7. Relies on human relations to lubricate human
interactions.
8. Follows and fulfils role expectations by striving
to work effectively within current systems.
9. Supports structures and systems that reinforce the
bottom line, maximize efficiency, and guarantee
short-term profits.
Transformational Leadership
1. Leaders who inspires followers to transcend their own self –interest and who are capable of having a profound and extraordinary effect on followers.
2. Builds in a man’s need for meaning.
3. Is preoccupied with purposes and values, morals and ethics.
4. Transcends daily affairs.
5. Is oriented toward long-term goals without compromising human values and principles.
6. Focuses more on missions and strategies.
7. Releases human potential- identifying and developing new talent.
8. Designs and redesigns jobs to make them meaningful and challenging.
9. Aligns internal structures and systems to reinforce overarching values and goals.
04/15/2023
Innovative Leadership• This type of leadership involves synthesizing different leadership
styles in organizations to influence employees to produce creative ideas, products, services and solutions.
• It includes three different stages, which are all dynamic and iterative (constant):
1. Idea Generation2. Evaluation3. Implementation
• The two types of innovation include exploratory innovation, which involves generating brand new ideas, and exploitative innovation, which involves modifying and improving ideas that already exist
• The type of leadership most strongly associated with innovation is transformational leadership.
04/15/2023
Innovative Icon Leader
• Richard Branson
• Launched his first business at 16, founder of Virgin Group, comprising more than 400 companies in fields ranging from music to space tourism. He recently described his philosophy to Inc.magazine: "Dream big by setting yourself seemingly impossible challenges. You then have to catch up with them."
• Grasps the entire situation and goes beyond the usual course of action
• Can see what is not working and brings new thinking and action into play
• When to Use It• To break open entrenched, intractable issues• To create a work climate for others to apply innovative
thinking to solve problems, develop new products and services• Impact on Others• Risk taking is increased for all• Failures don't impede progress• Team gains job satisfaction and enjoyment• Atmosphere of respect for others' ideas is present
RICHARD BRANSON
04/15/2023
Factors Affecting Style
• Leadership style may be dependent on various factors:• Risk - decision making and change initiatives
based on degree of risk involved• Type of business – creative business
or supply driven?•How important change is –
change for change’s sake?•Organisational culture – may be long embedded
and difficult to change•Nature of the task – needing cooperation? Direction?
Structure?
04/15/2023
References
• French, Ray. (2011). Organizational Behaviour. John Wiley and Sons. Retrieved from http://books.google.co.in/books?id=pONh39DERCsC&dq=organizational+behaviour&source=gbs_navlinks_s• Singh, Kavita. (2009). Organizational Behaviour: Text and
Cases. Pearson Education India. Retrieved from http://books.google.co.in/books?id=LszCxHx5HpEC&dq=organizational+behaviour&source=gbs_navlinks_s•Mills, Helm C. Jean, Bratton, Jhon, Forshaw. (2006).
Organizational Behaviour in a Global Context., University of Toronto Press. Retrieved from http://books.google.co.in/books?id=LszCxHx5HpEC&dq=organizational+behaviour&source=gbs_navlinks_s
04/15/2023
References
•Miner, B. John. (2006).,Organizational Behaviour., 31(4), 1102-1108. Retrieved from http://www.jstor.org/discover/10.2307/20159273?uid=3738256&uid=2&uid=4&sid=21104615785101•Longenecker, G. Justin.(1965). Principles of Management and Organizational Behaviour. 16(3), 398-403. Retrieved from http://www.jstor.org/discover/10.2307/3006966?uid=3738256&uid=2&uid=4&sid=21104615785101•Robbins, S. P. (1995). Organizational Behaviour. New Delhi: Printice- Hall India.• Robin, S.K. (1980). Introduction to Organizational Behaviour, Virginia Reston.