Leadership

1. Leadership

2. Leadership • “Leadership is process of directing & influencing the task related activities of group members.” • “Leadership essentially as a relationship through which one person influences the behavior of action of other people.” • “Leadership is the process of influencing the behavior of others in the direction of a goal or set of goals or ,more broadly ,towards a vision of the future.” -Wendell French • “Leadership is the process of encouraging & helping others to work enthusiastically towards objectives.” -Keith devis • Leadership is the art or process influencing people so that they will strive willingly towards the achievement of group goal. - Koontz

3. Characteristics of leadership • Leadership is process of influence • Leadership tries to influence the behavior of individuals around him to fulfill certain pre determined objectives. • Leadership is the function of stimulation • Leadership is the function of motivating people • Leader guides his subordinates to have their individuals goals set by themselves • Leadership gives an experience of helping attain the common objectives • Employee must be satisfied with the type of leadership provided • Leadership is continuous process of influencing behavior. • Leadership gives the individuals , a vision for future. • The main function of leadership to achieve group goal & help to hold group together .

4. Importance of leadership • Determination of goals • Orgenisation of activities • A leader divide orgenisation activities among the employee in systematic manner • Representation of workers • A leader is representative of his group • Achieving coordination • A leader integrate the goal of individual with organizational goal • Providing guidance • A leader guide the subordinate towards the achievement of organizational objectives. • Inspiration of employees • a good leader inspire the subordinate for better performance • Building employees moral • The leader shape the thinking & attitude of the group • Facilitating change • An effective leader is able to overcome resistance to change on the part of worker • Leader should act as a link between the work group & force outside the orgenisation

5. Manager Vs leader

6. Leadership Styles • Kurt lewin (1951) & white & lippitt(1960) isolated four common leadership style • Leadership style can define as the behaviour which the leader exhibits during guiding , supervising & controlling the subordinates . • Autocratic leadership • Democratic leadership • Bureaucratic leadership • Laissez-fair leadership

7. 1.Autocratic leadership • The leaders retains all or most of the authority with himself. very little is delegated to the follower • Tells employees what they want do and how to do it (without getting the advice from others). • Generally, this style is not a good way to get the best performance from a team • Characteristics • Leader have most authority & control in decision making • Consultation with other is minimum & decision making becomes a solitary process. • Benefits • Effective supervision • Less time consuming for decision making • Disadvantage • Staff become tense, fearful • Staff expect their opinion heard • Low staff moral, absenteeism

8. 2. Democratic leadership/ participative style • The leader involves one or more employees in the decision making process (to determine what to do and how to do it). • Leader maintains the final decision making authority • Allows everyone to be part of a team—everyone feels that they have participated and contributed • Encourages participation, delegates wisely, values group discussion • Motivates by empowering members to direct themselves and guides w/a loose reign. • Characteristics • Leader seeks consultation on all major issues & decision • Manager delegate task to subordinate & give them full control & responsibility for those tasks. • Encourage others to become leader • Benefits • The free flows of ideas & positive work environment is the perfect for creative thinking • Consultation & feedback naturally results in better decision making & more effective operations • Disadvantages • Time consuming • conflict

9. 3.Bureaucratic leadership • This styles is concerned with ensuring workers follow rules & procedures accurately & consistently • Characteristics • Leaders impose strict and systematic discipline on the followers, and demand business-like conduct in the workplace • Leaders are empowered via the office they hold:  position power • Followers are promoted based on their ability to conform to the rules of the office • Follower should obey leaders because authority is bestowed upon the leader as part of their position in the company • Benefits • Staff perform routine tasks • Safety or security training conducted • disadvantage • Staff lose their interest in their job • Staff do only what is expected from them no more

10. 4.laissez-faire leadership/free-rein style • In this the group consist of very highly talented ,committed & motivated persons. In this style ,the leader retains the bare minimum authority with himself. he provide only general guideline • Leader depends upon subordinates • Leader give all responsibility his subordinate • Benefits:- • Staff highly skilled ,experienced & educated • Staff has pride in their work & the drive to do it successfully on their own • Outside expert ,such as staff specialists or consultation used • Disadvantage • Staff feels insecure at the unavailability of manager

11. Leadership theories • Trait theories • Trait theory of leadership differentiate leader from nonleaders by focusing on personal qualities & characteristics. • Later research on the leadership process identified following traits associated with successful leadership: • Physical traits.(energy ,stamina, looks ,height , physical build) • Intelligence & ability traits( basic memory, reasoning ability , problem solving skills) • Personality traits( adaptability, assertiveness ) • Task –related characteristics (achievement , ability to work under pressure ,initiative) • Social characteristics ( cooperativeness ,spirit of accommodation, tolerance )

12. Assumptions • People are born with inherited trait • Some traits as particularly suited to leadership • People who make good leader have the right combination of trait. • Trait Theories Limitation • 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.

13. Seven Traits Associated with Leadership

14. Great man theories • “leaders are born ,not made” • According to theory of leadership certain qualities like commanding personality, charm ,courage ,intelligence, persuasiveness & aggressiveness. These qualities are such of nature that they cant be taught or learnt in a formal sense • Implication of this approach as follows • leaders in general & great leaders in particular are born & not made certain inborn leadership qualities which are given be the divine power . • This inborn leadership qualities alone are necessary & sufficient for leader to be successful. • Leadership qualities cannot be acquired through formal education • Assumption • Leader are born not made • Great leader will arises when there is great need • According modern theories such qualities could be learnt also through training & experience .

15. Group & exchange theory of leadership • In 1969 Hollander & Julian states that there must be positive exchange between the leader & follower in order for group goals to accomplished . • The rewards given by the leader in form of prize ,increase in pay ,promotion ,etc helps in accomplishment of group goals . • Rewards have positive impact on attitude ,satisfaction & performance of the follower • If exchange between leaders & followers is positive , it leads to mutually beneficial relationship

16. Behavioral Theories • The behavioral approach based on the basis that effective leadership is the result of effective role of behaviour . • success of leadership is based on what the leader does than on his traits • There is dynamic interaction between the leader & follower ,leader produce different styles while dealing with the workers • Assumptions:- • Leaders can be made, rather than are born • Successful leadership is based in definable ,learnable behaviour • There are a number of studies that looked at the behavioral styles ,these are following • Ohio state leadership studies • University of Michigan studies on leadership • Managerial grid

17. Ohio State Studies • Identified two dimensions of leader behavior – Initiating structure: • Refers to the leader behaviour in defining the relationship between himself & members of the group • The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment – Consideration: • the leader’s mutual trust and respect for group member side as and feelings. • The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feeling • Research findings: mixed results – Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

18. University of Michigan Studies • Identified two dimensions of leader behavior/style • –Employee oriented: • emphasizing personal relationships • The leader have personal interest in the needs of their subordinates & accepted individuals differences among the member • –Production oriented: • emphasizing task accomplishment

19. 3.Managerial grid • It is developed in 1990by Robert Blake & Jane moulton • It helps in evaluating management behaviour by looking at different leadership style • It provide 9*9 grid consisting two separate dimension .a total 81 possible style of leader behaviour • Managerial grid is based on two behavioral dimensions • Concern for people:- it includes such elements as degree of personal commitment towards goal achievement , maintance of the self-esteems of worker & maintance of satisfying interpersonal relations. • Concern for production:- it include attitude of supervisor towards a wide variety of things, such as quality of policy dimensions procedures & process.

21. Five managerial behaviour styles: • Impoverished management(1,1):- • Managers concern themselves very little with people or production have minimum involvement in their job • He is in expert passing on blames to others for failures in such way that he release from responsibilities • Task management(9,1):- • Autocratic style of leadership , human relation & interaction are minimized • Focus wholly on production, Failures in dealing with people • Middle-of-the-road management(5,5):- • Style is balance of two competing concern • Settle for average performance • A basic assumption of this style is that people will work –freely & so as they told • Country club management(1,9):- • No concern for production but concerned only for people • The aim is to achieve friendliness & harmony in among the member of the orgenisation • Team management(9,9):- • The highest dedication both to people & to production • This style brings about the kind of term spirit that leads to high orgenisation accomplishment

22. Contingency theory • Theories that seek to define leadership style and answer: ‘if’ this situation, ‘then 'this is the best style to use. • According to this theory ,no leadership style is best in all situations .success depends upon a number of variables, including the leadership styles ,qualities of the follower & aspect of the situation • Fiedler model • Path-goal theory • Hersey & Blanchard's theory

23. Contingency Theories of Leadership • The Fiedler Model (cont’d) • Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. • Least-preferred co-worker (LPC) questionnaire • Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. • High score: a relationship-oriented leadership style • Low score: a task-oriented leadership style • Following Situational factors that determine leadership effectiveness: • Leader-member relations • The degree of confidence ,trust & others • Task structure • The degree to which the group task has been described as structured or unstructured • Position power • The degree if influence a leader has a over power variable such as hiring , firing discipline ,promotion & salary increase

24. Contingency Theories… (cont’d) 2. Path-Goal Model • It is developed by martin Evans & Robert house • Theory says that a leader can motivate subordinate by influencing their expectation. • States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. • This model identifies four kind of leader behaviour : • Directive leader • Supportive leader • Participative leader • Achievement oriented leader • The leader sets challenging goal & encourage employee to reach their peak performance . • According to this model manager can adjust their behaviour style according to situation

25. Exhibit 17–7 Path-Goal Theory

26. Environmental characteristic & personnel characteristics are two contingencies that moderate leadership behaviour • Environmental factor determine the type of leader behaviour required • Conclusion • Directive leadership leads to greater satisfaction when task are stressful than when they are highly structured & well laid out • Supportive leadership result in high employee performance & satisfaction when employee performing structure task • Employee with an internal locus of control will be more satisfied with participative style. • Achievement –oriented leadership will increase employees expectation that effort will lead to high performance

27. 3.Hersey & Blanchard's situational theory • This theory also called as contingency theory that focuses on the followers. • Successful leadership achieved by selecting the right leadership style which depend on level of the follower. • He given four leadership style as 1) Telling 2) selling 3) participating 4) delegating • Telling –( high task –low relationship) • Leader define role & tell people what ,how , when & where to do task • Selling –(high task-high relationship) • Leader provide directive behaviour & supportive behaviour • Participating-( low task-high relationship) • Leader & follower share in decision making • Delegating ( low task-high relationship) • It provide little direction or support s

28. Types of leader • Transactional Leader • Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. • A transactional leader focuses more on a series of "transactions". This person is interested in looking out for oneself, having exchange benefits with their subordinates and clarify a sense of duty with rewards and punishments to reach goals. • Transformational Leader • Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. • Leaders who also are capable of having a profound and extraordinary effect on their followers.

29. Charismatic Leader • It is defined as “a certain qualities of individuals personality by virtue of which he or she is set apart from ordinary people & treated as endowed with supernatural ,superhuman, or at least specifically exceptional powers or qualities. ” • He is enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. • Characteristics of charismatic leaders: • Have a vision. • Are able to articulate the vision. • Are willing to take risks to achieve the vision. • Are sensitive to the environment and follower needs. • Exhibit behaviors that are out of the ordinary

30. Visionary Leader • A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. • Visionary leaders have the ability to: • Explain the vision to others. • Express the vision not just verbally but through behavior. • Extend or apply the vision to different leadership contexts. • Integration leader • He having medium –term perspective • His main function is to develop orgenisation system & process • He develops a strong culture • He ensure effective running of whole orgenisation by using innovating skill