LEADERSHIP

AN OVERVIEW
LEADERSHIP AND MANAGEMENT
• Leader and Managers - some
differences:
– Managers administer; leaders innovate.
– Managers maintain; leaders develop.
– Managers control; leaders inspire.
– Managers imitate; leaders originate.
– Managers accepts the status quo;
leaders challenge it.
A Thought
Lives of great men all remind us
We can make our lives sublime
And, departing leave behind us
Footprints on the sands of time.

Henry Longfellow
SOME DEFINITIONS
• The creative and directive force of morale (Munson, 1921)
• The process by which an agent induces a subordinate to
behave in a desired manner (Bennis, 1959).
• The presence of a particular influence relationship
between two or more persons (Hollander & Julian, 1969).
• Directing and co-ordinating the work of group members
(Fiedler, 1967).
• The leader’s job is to create conditions for the team to be
effective (Ginnett, 1996).
COMMON DEFINITION

… the process of influencing an

organized group toward accomplishing
its goals.
LEADERSHIP IS AN ART:
SOME VIEWS
• Leadership is more a condition of the
heart than a set of things to do.
• Leadership has to be looked from the eyes
of the followers, and you have to live the
message…. People become motivated
when you guide them to the source of
their own power and when you make
heroes of employees who best personify
what you want to see in the organization.
SOME VIEWS...
• Leadership is helping people develop,
‘become something.’
• The secret of Leadership is in serving, in
being a servant-leader, in a feeling that
one wants to serve and to serve first.
• Leadership involves challenging the
status quo, inspiring a shared vision,
enabling others to act, modeling a way
through personal example and
encouraging the heart.
LEADERSHIP...
• People excel in performance when
they have the confidence to do what
is right in an environment that
supports a strong code of morality.
• Leadership is liberating the best in
people, infusing spirit, character,
human values and decency in the
workplace and life.
VIEWS...

Leadership involves transformation

of the self to lead a virtuous life, trust
and faith in and emotional
attachment to external values, and
putting the interests of others before
one’s own.
 THEORIES

• GREAT MAN THEORY

• THE TRAIT APPROACH
• THE BEHAVIOURAL APPROACH
REVIEW...
STOGDIL’S REVIEW LED HIM TO
CONCLUDE THAT

LEADERS DO NOT HAVE

DISTINGUISHING TRAITS BUT THEY
DIFFER IN BEHAVOUR IN GROUPS.
THE BEHAVIOURAL APPROACH

• Does a leader emerge as a result of

his qualifications, skills etc. and what
are the processes of his being
accepted by others?
• Is leaders style linked to the
situation?
• Is any particular leadership style
more successful than other?
BRIEFLY THE FINDINGS...
A person assumes a leader’s
position when,
– he helps group to accomplish their
assigned task
– helps people to stay on course
– helps to reach the goal by providing
useful knowledge.
Studies Also Found...
• Groups were more effective if they had
two kinds of leaders: TASK LEADER &
MAINTENANCE LEADER.
• Studies by Lewin & Lippit (1930) on effects
of democratic and authoritarian styles of
leader behaviour concluded that
democratic style is more effective both for
task performance and feelings members
hold for the leader.
WHEREAS SOME...
• …the style depended on the
particular situation and
circumstances. The effectiveness of
a style also depended on the
expectations of members from the
leaders in that culture.
 BLAKE & MOUTON
H
P 9 1,9 9,9
E
O
P 5,5
L
E
1,1 9,1
L 1 CONCERN FOR PRODUCTION 9
 MANAGERIAL GRID

R
E H
L RELATED INTEGRATED
A
T
I SEPARATED DEDICATED
O
N L TASK BEHAVIOUR H
 SEPARATED
LESS EFFECTIVE (D) MORE EFFECTIVE (B)
• Work to rules – gives • Follows orders – rules –
up minimum output procedures
• Avoids involvement – • Reliable – dependable
responsibility • Maintains system and
commitment going concern
• Uncreative – • Watches details –
unoriginal- narrow- efficient
minded • Rational – logical – self
• Hinders others – make controlled
things difficult
 RELATED
LESS EFFECTIVE(M)
 Avoids conflict
 Pleasant – kind – warm
 Seeks acceptance of
himself – dependent
 Avoids initiation – passive
– gives on direction
 Unconcerned with output
standards
 Controls
MORE EFFECTIVE (D)
• Maintains open
communication channel –
listens
• Develops talents of others
– cooperates
• Understands others –
supports
• Works well with others –
cooperates
• Trusted by other - trusts
 DEDICATED
LESS EFFECTIVE (A) MORE EFFECTIVE (BA)

•  Decisive – shows initiative

Critical – threatening
 Industrious – energetic
• Makes all decisions
 Finisher – committed
• Demands obedience  Evaluative of quantity –
• Wants action – results quality waste – time
immediately  Cost – Profit – sales
• Downward conscious
communication only  Obtains results
gets without
consultation
• Feared - disliked
 INTEGRATED
LESS EFFECTIVE (C)
 Over see participation
 Yielding – weak
 Avoids decisions – produces
grey acceptable decisions
 Emphasizes task and
relationships when
inappropriate
 Idealist – ambiguous -
distrusted
MORE EFFECTIVE (E)
 Uses teamwork in
decision making
 Uses participation
appropriately
 Induces Commitment to
objective
 Encourages higher
performance
 Coordinate with others
in work
CONTINGENCY APPROACHES

• TASK REQUIREMENTS
• PEERS’ EXPECTATIONS AND
BEHAVIOUR
• EMPLOYEES’ CHARACTERISTICS,
EXPECTATIONS, AND BEHAVIOUR
• ORGANIZATIONAL CULTURE AND
POLICIES.
FIEDLER’S MODEL
• TASK ORIENTED LEADERS ARE MORE
EFFECTIVE IN FAVOURABLE AND
UNFAVOURABLE SITUATIONS. His
measuring instrument was LPC
• Fiedler identified 3 leadership situations:
– Leader-member relations
– Task structure
– Position Power
 HERSEY AND BLANCHARD’S SITUATIONAL
LEADERSHIP MODEL

R LEADER BEHAVIOUR

E H Participating Selling
L HIGH (R) HIGH (R)
LOW (T) HIGH (T)
A
T Delegating Telling
I LOW (R) LOW (R)
LOW (T)
O HIGH (T)

N TASK BEHAVIOUR
L PROVIDING GUIDANCE H
 THE FOUR LEADERSHIP STYLES & THE
DEVELOPMENTAL LEVEL OF THE TEAM
N
REGULATING BEHAVIOUR
U H
R Consulting (S3) Supportive (S2)
HIGH (N) HIGH (R)
T LOW (R) HIGH (N)
U
Delegating (S4)
R Directive (S1)
LOW (R) LOW (N)
I LOW (N) HIGH (R)
N REGULATING BEHAVIOUR
L PROVIDING GUIDANCE H
G
PATH-GOAL APPROACH
MARTIN G. EVANS & ROBERT J. HOUSE
A leadership theory emphasizing the
leader’s role in clarifying for subordinates
how they can achieve high performance and
its associated rewards.
LEADER BEHAVIOUR

• Directive
• Supportive
• Participative
• Achievement Oriented
 LEADERSHIP
EFFECTIVENESS

• PERSONAL
• CONTEXT-RELATED
• BEHAVIOURAL STYLES
 Leadership Effectiveness &
Developmental Theory

Leadership effectiveness and

delegation in addition to the style of
leadership are key elements of a
dynamic process of making
individual members of a team more
effective and competent to achieve
organizational goals.
DEVELOPMENTAL LEVELS
• Raising competence levels
• Raising commitment levels
• Raising teamwork levels
• Raising developmental levels
through delegation
 STEPS FOR DELEGATION
• Jointly define role boundaries.
• Provide needed competencies.
• Provide needed resources.
• Monitor but do not supervise closely.
• Reward direction and initiative.
• Respect role boundaries.
• Jointly analyze mistakes to plan for the future.
• Review delegation down the line.
LEADERSHIP AND FOLLOWERSHIP
A LEADER IS BEST
When people barely know that he
exists
NOT SO GOOD
when people obey and acclaim him,
WORST OF ALL
when they despise him.

Lao Tzu
SOURCES OF FOLLOWER COURAGE
The courage to accept risk derives from several
sources:
– Strength from personal philosophy/religious
beliefs.
– A vision of the future can provide courage to
follow difficult course of action.
– Past event that tested individual courage can
make future courageous behaviour easier.
– Personal values can give one the courage to
act.
– Commitment to peers, deep concern for
others, and outrage at injustice can foster
change.
FINALLY...

THE TRUE LEADER MUST

SUBMERGE HIMSELF IN THE
FOUNTAIN OF THE PEOPLE.

V.I.Lenin