“ LEADERSHIP”

Definition: Leadership is the process of social influence

in which one person can enlist the aid and support of
others in the accomplishment of a common task.

Leadership & Management:

MANAGEMENT is a process of planning , organizing , leading &
controlling resources in an efficient & effective manner in
order to achieve goal.
LEADERSHIP is the process of influencing people for the
purpose of achieving shared goals.

Management
Managers Give Directions
Managers have subordinates
Managers use an authoritarian style
Managers tell what to do
Managers have good ideas
Managers react to change
Managers try to be heroes
Managers exercise power over people
Managers control risks
Leadership
Leaders ask questions
Leaders have followers
Leaders have a motivational style
Leaders show what to do
Leaders implement good ideas
Leaders create change
Leaders make heroes of everyone around them
Leaders develop power with people
Leaders take risks

“Theories of leadership”:
1-TRAIT THEORY: The Trait Approach arose from the
“Great Man” theory as a way of identifying the key
characteristics of successful leaders. It was believed that
through this theory critical leadership traits could be
isolated and that people with such traits could then be
recruited, selected and installed into leadership positions.
This theory was common in the military and is still used
as a set of criteria to select candidates for commissions.

Advantages: It is naturally pleasing theory.

It gives detailed knowledge and understanding of the

leader element in the leadership process.

Limitations: There is bound to be some subjective

judgment in determining who is regarded as a “good” or
“successful” leader.
There is also a disagreement over which traits are the
most important for an effective leader.

2- BEHAVIORAL THEORY: These theories of

leadership are based upon the belief that great leaders are
made not born.
Rooted in behaviorism , this leadership theory focuses on
the actions of leaders not on mental qualities or internal
states.
According to this theory , people can learn to become
leaders through teaching and observation.
The behavior approach says that anyone who adopts the
appropriate behavior can be a good leader.

Studies of Behavioral Theory:

>Ohio state leadership university studies.
>Managerial Grid.
>University of Michigan studies.

Ohio state studies: Ultimately, these studies narrowed the

description of leader behavior into two dimensions:

1. Initiating Structure Behavior: The behavior of leaders who

define the leader-subordinate role so that everyone knows what is
expected, establish formal lines of communication, and determine
how tasks will be performed.
2. Consideration Behavior: The behavior of leaders who are
concerned for subordinates and attempt to establish a worm,
friendly, and supportive climate.

The Ohio State Leadership Studies also showed that initiating structure
and consideration are two distinct dimensions and not mutually
exclusive. A low score on one does not require a high score on the other.
Hence, leadership behavior can be plotted on two separate
axes rather than on a single continuum, as shown in the
following diagram;
Michigan Studies: The studies identified two distinct styles of
leadership;

1. Job-centered Leadership: Managers using job-centered leader

behavior pay close attention to subordinates’ work, explain work
procedures and are keenly interested in performance.
2. Employee-centered Leadership: Managers using employee-
centered leader behavior are interested in developing a cohesive
work group and ensuring that employees are satisfied with their
jobs. The Michigan Leadership Studies found that both the styles
of leadership led to increase in production, but it was slightly more
in case of production of job-centered style.
Managerial Grid: Blake and Mouton of the University
of Texas proposed a graphical representation of a 2
dimensional view of leadership style , based on concern
for PEOPLE & concern for PRODUCTION.
Grid identifies 5 basic styles of leadership. Each axis on
the grid is a nine-point scale , with 1 meaning “low
concern” and 9 meaning “high concern”.
The indifferent (previously called impoverished) style (1,1): evade
and elude. In this style, managers have low concern for both people
and production. Managers use this style to preserve job and job
seniority, protecting themselves by avoiding getting into trouble.
 The accommodating (previously, country club) style (1,9): yield and
comply . This style has a high concern for people and a low
concern for production. Managers using this style pay much
attention to the security and comfort of the employees, in hopes
that this will increase performance.. The resulting atmosphere is
usually friendly, but not necessarily very productive.
 The dictatorial (previously, produce or perish) style (9,1): control
and dominate. With a high concern for production, and a low
concern for people, managers using this style find employee needs
unimportant; they provide their employees with money and expect
performance in return.
 The status quo (previously, middle-of-the-road) style (5,5):
balance and compromise. Managers using this style try to
balance between company goals and worker’s needs. By giving
some concern to both people and production, managers who
use this style hope to achieve suitable performance but doing
so gives away a bit of each concern so that neither production
nor people needs are met.
 The sound (previously, team) style (9,9): contribute and commit.
In this style, high concern is paid both to people and
production. Managers choosing to use this style encourage
teamwork and commitment among employees.
3-CONTINGENCY THEORY: In contingency theory of
leadership , the success of a leader is a function of various
contingencies in the form of subordinates , task & group
variables. The leaders who are very effective at one place
and time may become unsuccessful either when
transplanted to another situation or when the factors
around them change. It include the situational theory of
HERSEY and BLANCHARD , the leadership model developed
by FIEDLER and his associates and the substitutes for
leadership concept.

Hersey & Blanchard’s situational theory:

Hersey and Blanchard suggested that there are four primary
leadership styles:

 Telling (S1): In this leadership style, the leader tells people

what to do and how to do it.
 Selling (S2): This style involves more back-and-forth between
leaders and followers. Leaders "sell" their ideas and message
to get group members to buy into the process.
 Participating (S3): In this approach, the leader offers less
direction and allows members of the group to take a more
active role in coming up with ideas and making decisions.
 Delegating (S4): This style is characterized by a less involved,
hands-off approach to leadership. Group members tend to
make most of the decisions and take most of the
responsibility for what happens.
Fiedler’s contingency theory: Fiedler’s model
assumes that group performance depends on:
>LEADERSHIP STYLE , described in terms of task
motivation & relationship motivation.
>SITUATIONAL FAVOURABLENESS , determined by 3
factors.

1-LEADER MEMBER RELATIONS : Degree to which a

leader is accepted and supported by the group
members.

2-TASK STRUCTURE : Extent to which the task is

structured & defined with clear goals & procedures.

3-POSITION POWER : The ability of a leader to control

subordinates through reward and punishment.
Substitudes for leadership: According to Path-goal
theory the leader’s responsibility is to increase
subordinates motivation to attain personal & organizational
goal. A person may do these by adopting a certain
leadership style , according to the situation.
*DIRECTIVE LEADERSHIP : It tells subordinates exactly what
they are supposed to do , which includes planning , making
schedules , setting performance goals & behaviour standards.
*SUPPORTIVE LEADERSHIP : It shows concern for
subordinates well being & personal needs.
*PARTICIPATIVE LEADERSHIP : Decision making is based on
group consultation & information is shared with the group.
*ACHIVEMENT ORIENTED LEADERSHIP : Challenging goals
are set and high performance is encouraged while showing
confidence in the groups ability.
FOLLOWERSHIP: The process of being guided &
directed by a leader in the work environment.
>Refers to a role held by a certain individuals , teams or
groups.
>It is the capacity of an individual to actively follow a
leader.

TYPES OF FOLLOWERS
1-CONFORMIST FOLLOWER: Conformist followers
often say “yes” when they really want to say “no.” They
are eager to take orders and please others. They do not
question the social order and find comfort in structure.

2- ALIENTATED FOLLOWER : Think independently

& critically , but are not active in carrying out the role of a
follower. Might find themselves disengaging from the group
at times. May see themselves as a victim who has been
treated unfairly.

3-PRAGMATIC FOLLOWER : Stay in the middle of

the road. They question a leader’s decisions , but not too
often or too openly. Perform the required tasks , but
seldom do more than is asked or expected. They may live
by the slogan “BETTER SAFE THAN SORRY.”

4-PASSIVE FOLLOWER : Passive followers are the

exact opposite of exemplary followers. They look to the
leader to do their thinking for them. They do not carry out
their assignments with enthusiasm. They lack initiative & a
sense of responsibility.

5-EXEMPLARY FOLLOWER : Exemplary followers

exercise independent , critical thinking , separate from the
group or leader. Second they are actively engaged , using
their talents for the benefit of the organization , even when
confronted with bureaucracy or other non-contributing
members.
IMPORTANCE OF LEADERSHIP: Leadership
transforms potential into reality. Leadership is not mere
using people and their potential for realizing an
organization ’s goals. It has the ultimate aim of raising the
level of human conduct and ethical aspiration of both the
leader and the led.
In short , leadership skills training can help you achieve
your desired professional objectives.