2. 2
Concept of Leadership:
Leadership is a process of influencing others to
achieve group or organizational goals.
an essential element of management.
the process of influencing others to work towards
the attainment of goal.
the ability to influence the activities of others
through communication, towards the
accomplishment of challenging goals.
3. 3
Definitions:
Robert Kreitner:
“Leadership is a social influence process in
which the leader seeks the voluntary
participation of subordinates in an effort to reach
organizational objectives.”
Koontz and Weihrich:
“Leadership is defined as influence, that is ,
the art or process of influencing people so that
they will strive willingly and enthusiastically
towards the achievement of group goals.”
Ivancevich, Donnelly and Gibson:
“Leadership is the ability to influence through
communication the activities of others
,individually or as a group, towards the
accomplishment of worthwhile, meaningful and
challenging goals.”
4. 4
Meaning :
Leadership is the use of non coercive influence to
shape the group or organizations goals, motivate
behavior towards the achievement of those goals,
and help define group or organizational culture.
leadership comprises of followers - the people to be
led.
the core of leadership is influence.
influence – ability to persuade and motivate others
for better performance and achieving common goal.
for exercising influence, the leadership involves 3
key elements:
process – of continuously directing, guiding,
motivating and coordinating the group
activities (by using position of leader ).
property – of continuously using personal and
special traits and characteristics
(actions, behaviors of leaders ) to change the
attitude of others for performance.
5. 5
Meaning (contd.):
power – ability to exert force in getting things
done or making things happen.
Leadership Versus Management :
Interrelationship between leadership and
management.
Leadership: a component of management.
Inclusion of planning, organizing, leading and
controlling functions for achieving goals.
leadership involves influencing people in
achieving the goals set by the management.
Use of formal authority in management to
making people work.
leadership : creating influence by the use of
personal traits (in motivating and inspiring
people) to give better performance.
6. Distinction
Leaders are concerned with doing the right thing,
whereas managers are concerned with doing things
right.
Leader- What should we be doing?
Manager- How can we do what we are doing better?
Leaders focus on vision, mission, goals and
objectives whereas managers focus on efficiency
and productivity.
Leaders are promoters of change whereas
managers maintain the status quo.
Leaders have long term perspective whereas
managers have short term perspective.
7.
8. 8
Functions of leadership :
for leader to get work done through others,
effective leadership includes:
Directing:
guiding and leading people.
vision for future and set strategies to achieve that
vision.
communicating others about the responsibility
in organization’s plan
includes sharing goals, defining targets, defining
plans, problem solving etc.
Supervising:
watching, coaching and examining the
subordinates
ensuring the execution of order in time
9. 9
Functions of leadership ( contd.) :
Supervising (contd.):
see that the performance is in accordance with
the target or plan
helps improve the performance of subordinates
Motivating:
creating willingness to work
making others work to achieve organization’s
objectives as a means to satisfy their needs.
can be giving challenging jobs, healthy
environment, sense of belongingness, building
confidence etc.
Communicating:
establishing understanding
formally and informally providing information.
10. 10
Functions of leadership ( contd.) :
Communicating (contd.):
interacting through channels to reduce conflict.
Commitment :
an agreement to do something
generated by providing healthy , safe and good
working environment for contributing to the goal
of organization
Mediating:
pleading or negotiating between two conflicting
parties
to solve problem or reduce and resolve conflict
11. 11
Importance of Leadership:
to make people work up to their potential
to direct people psychologically towards goal
accomplishment
for organizational effectiveness, effective task
performance and human satisfaction
to transform a dull group into strong, aggressive
and successful group
12. Qualities Of Leadership
1. Clear Sense: ability to define vision and mission,
should be clear with the objectives of an organization
2. Good judgment: ability to understand the effect of
one’s action on others
3. Self- knowledge: use of abilities
4. Emotional maturity: giving importance of individuals
and their opinion
5. Initiative: self starter
6. Desire for learning: professional development,
learning about organization
13. Qualities Of Leadership (contd.)
7. Co-operative ness: ability to work well with others
8. Adoptability: adoption of situation quickly
14. Leadership style is a typical behavior pattern
adopted by the leader to influence his followers or
lead his people.
An executive has to lead different types of
subordinates and has to adopt different styles for
leading them at the workplace according to
situation.
15. Autocratic or Authoritative
Style:
It is also known as leader centered style.
Under this style of leadership there is complete
centralisation of authority in the leader i.e.,
authority is centered in the leader himself
He has all the powers to take decisions. He
designs the work-load of his employees and
exercise tight control over them. The
subordinates are bound to follow his order and
directions.
16. Advantages:
(i) Autocratic leadership style permits quick
decision-making.
(ii) It provides strong motivation and satisfaction
to the leaders who dictate terms.
(iii) This style may yield better results when great
speed is required.
Disadvantages:
(i) It leads to frustration, low moral and conflict
among subordinates,
(ii) Subordinates tend to shirk responsibility and
initiative.
17. Democratic Style
Under this style, a leader decentralises and
delegates high authority to his subordinates.
He makes a final decision only after consultation
with the subordinates.
Two way communication channel is used.
While delegating a lot of authorities to
subordinates, he defines the limits within which
people can function.
Democratic leaders have a high concern for both
people and work.
18. Advantages:
(i) Exchange of ideas among subordinates and leader improves
job satisfaction and morale of the subordinates.
(ii) Human values get their due recognition which develops
positive attitude and reduces resistance to change.
(iii) Labour absenteeism and labour turnover are reduced.
(iv) The quality of decision is improved.
Disadvantages:
(i) Democratic style of leadership is time consuming and may
result in delays in decision-making.
(ii) It is less effective if participation from the subordinates is for
name sake.
(iii) Consulting others while making decisions go against the
capability of the leader to take decisions.
19. Free Rein or Laissez Fair style
Under this style, a manager gives complete freedom
to his subordinates.
The entire decision-making authority is entrusted to
them.
There is least intervention by the leader and so the
group operates entirely on its own.
There is free flow of communication.
In this style manager does not use power but
maintains contact with them.
Subordinates have to exercise self control.
This style helps subordinates to develop independent
personality.
20. Advantages:
(i) Positive effect on job satisfaction and moral of
subordinates.
(ii) It gives chance to take initiative to the subordinates.
(iii) Maximum possible scope for development of
subordinates.
Disadvantages:
(i) Under this style of leadership, there is no leadership at
all.
(ii) Subordinates do not get the guidance and support of
the leader.
(iii) Subordinates may move in different directions and may
work at cross purpose which may create problem for the
organisation.
Free rein style of leadership may be appropriate when the
subordinates are well trained, highly knowledgeable, self-
21. Approaches
1. The Trait Approach (Great-Man Theory)
“Leaders are born, not made.” This approach to
leadership analyzed the personal, psychological, and
physical traits of strong leaders.
Assumed that some basic set of traits exists that
separate leaders from non leaders.
Traits=Leaders
Intelligence, Self-Confidence, Dominance, Job-
Relevant Knowledge, Initiative, Decisiveness, Self-
Assurance, Maturity, Drive, Desire to lead, Honesty
and Integrity etc.
22. Traits alone do not sufficiently explain leadership.
It ignores leader behaviors and situational factors.
Traits only make it more likely that he will be a
good leader.
Successful leaders may begin to display traits
after they are in leadership position.
Still need to make right decision at the
23. 2. Behavioral Theories of Leadership
Theories that isolate behaviors that differentiate
effective leaders from ineffective leaders.
Focus on behaviors and actions of leaders.
Effective leaders behave differently than less
effective leaders.
24. Michigan Studies
(Rensis Likert)
Identified two forms of leader behavior
Job-centered behavior—managers who pay close
attention to subordinates’ work, explain work procedures,
and are keenly interested in performance.
Employee-centered behavior—managers who focus on
the development of cohesive work groups and employee
satisfaction.
These two forms of leader behaviors
were considered to be at opposite
ends of the same continuum
.
25. He argued that employee centered leader
behavior generally tends to be more effective.
Job centered ( Rigid, Mechanistic)
Employee Centered ( Organic, Flexible)
26. Ohio State Studies
The studies did not interpret leader behavior as
being one-dimensional as did the Michigan State
studies.
Identified two basic leadership styles that can be
exhibited simultaneously:
Initiating-structure behavior—the leader
clearly defines the leader-subordinate role
expectations, formalizes communications,
and sets the working agenda.
Consideration behavior—the leader shows
concern for subordinates and attempts to
establish a friendly and supportive climate.
27. Ohio State Studies (cont’d) Initial assumption of the research was that leaders
who exhibit high levels of both behaviors would be
most effective leaders. Subsequent research
indicated that:
Employees of supervisors ranked highly on initiating
structure were high performers, although they expressed
low levels of satisfaction and had higher absenteeism.
Employees of supervisors ranked highly on consideration
had low- performance ratings, but they had high levels of
satisfaction and had less absenteeism.
Other situational variables were making consistent leader
behavior predictions difficult.
There is no universal or “one best way” model of leadership.
28. Managerial Grid Model
The Managerial Grid model by Robert Blake and
Jane Mouton is a behavioral leadership model.
On the grid, concern for production is
represented on a one to nine scale on the
horizontal axis (x-axis). Concern for people is
represented on a one to nine scale on the vertical
axis (y-axis).
The concept distinguishes 5 different leadership
styles, based on the concern for people and the
concern for production:
30. Impoverished style
Low Production / Low People
A delegate-and-disappear management style.
A basically lazy approach.
Characteristics: The manager shows a low
concern for both people and production. He (or
she) avoids to get into trouble. His main concern
is not to be held responsible for any mistakes.
Results in: Disorganization, dissatisfaction and
disharmony due to lack of effective leadership.
31. Country Club style
Low Production / High People
One-sided, thoughtful attention to the needs of
employees.
Characteristics:
The relationship-oriented manager has a high concern
for people, but a low concern for production.
He pays much attention to the security and comfort of
the employees. He hopes that this will increase
performance.
He is almost incapable of employing the more punitive,
coercive and legitimate powers.
This inability results from fear that using such powers
could jeopardize relationships with the other team
members.
Results in: A usually friendly atmosphere, but not
necessarily very productive.
32. Produce or Perish style
High Production / Low People
Authoritarian or compliance leader.
Characteristics:
The task-oriented manager is autocratic, has a high concern
for production, and a low concern for people.
He finds employee needs unimportant and simply a means to
an end.
He provides his employees with money and expects
performance back.
There is little or no allowance for cooperation or collaboration.
He pressures his employees through rules and punishments
to achieve the company goals.
Heavily task-oriented people are very strong on schedules.
They are intolerant of what they see as dissent (it may just be
someone's creativity).
This hard style is based on Theory X of Douglas McGregor. It
is often applied by companies on the edge of real or perceived
33. Middle-of-the-road style
Medium Production / Medium People
The manager tries to balance between the
competing goals of the company and the needs
of the workers.
Characteristics:
The manager gives some concern to both people
and production, hoping to achieve acceptable
performance.
He believes this is the most anyone can do.
Results in: Compromises in which neither the
production nor the people needs are fully met.
34. Team style
High Production / High People
The ultimate. The manager pays high concern to both
people and production. Motivation is high.
Characteristics:
This soft style is based on the propositions of Theory Y
of Douglas McGregor.
The manager encourages teamwork and commitment
among employees.
This style emphasizes making employees feel part of the
company-family, and involving them in understanding
organizational purpose and determining production
needs.
Results in: Team environment based on trust and
respect, which leads to high satisfaction and
motivation and, as a result, high production.
35. Conclusion
The Blake Mouton Managerial Grid is a practical and
useful framework that helps you think about your
leadership style.
By plotting ‘concern for results’ against ‘concern for
people’, the grid highlights how placing too much
emphasis in one area at the expense of the other
leads to low overall productivity.
The model proposes that when both people and
results concerns are high, employee engagement and
productivity increases accordingly. This is often true,
and it follows the ideas of Theories X and Y, and other
participative management theories.
While the grid does not entirely address the
complexity of “Which leadership style is best?”, it
certainly provides an excellent starting point for
thinking about your own performance and improving
your general leadership skills.
36. Situational Approaches to
Leadership
Situational Models of Leader Behavior
Assume that:
Appropriate leader behavior varies from one situation to another.
Key situational factors that are interacting to determine appropriate
leader behavior can be identified.
Leadership Continuum (Tannenbaum and Schmidt)
Variables influencing the decision-making continuum:
Leader’s characteristics—value system, confidence in
subordinates, personal inclinations, and feelings of security.
Subordinates’ characteristics—independence needs, readiness for
responsibility, tolerance of ambiguity, interest in the problem,
understanding goals, knowledge, experience, and expectations.
Situational Characteristics—type of organization, group
effectiveness, the problem itself, and time pressures.
