Leadership

• leading from the front

•Making followers leaders
•Influencing the behaviors of others towards the goal
achievement
•It is all about inspiring the people
•Getting things done or making things happen
•According to
•Stephen P Robbins- Leadership is the ability to
influence a group toward the achievement of goals
•Stoner, Freeman and Gilbert- Leadership is the
process of directing and influencing the task related
activities of group members
Leadership Styles
 Autocratic styles, Democratic, Free Rein Styles
◦ Autocratic
 Power and decision-making are centralized in the
leader
 Has three major features- dictator, centralization,
limiting the participation of follower
 Believe in rewards and punishments
 Information is controlled by the leader
◦ Democratic
 Based on theory ‘Y’ model of Mc Gregor
 Based on the Mc Gregor’s theory ‘X’ concept
 Power and decision making is decentralized
 Followers are motivated to co-operated to with leader
 ◦ Subordinates consults, discuss and participate in
decision making
◦ Enough authority is given to the followers
◦ Performance based rewards and punishment
 Free-Rein(Laissez-Faire Style)
◦ power and decision making is entrusted in the
followers
◦ Gives freedom to make decision and complete work
◦ Serves as information provider and has low authority
◦ Subordinates set their own goals
◦ Effective for research and creative job areas
 Managerial Grid Style of Leadership
 It is a nine-by-nine matrix outlining 81 different leadership styles,
more emphasis in five styles
 Has two behavioral dimensions “Concern for People” and
“Concern for Production ”
◦ 1.1 Improvised Style
◦ little concern for both people and production
◦ 9.1 Task Manager
High concern for production and low concern for people
◦ 1.9 Country Club Style
 High concern for people and low concern for production
◦ 9.9 Team Builder Style
 Concern for both people and production
◦ 5.5 Middle-of-the-Roader Style
 Balanced concern for people and production
 Situational Leadership Styles
 Focused on two orientation i.e Tasks and Relationship
orientation
 Leader defines roles for followers and the task done by them
in the task orientation and likewise the leader has close
personal relationship with the followers and open
communication as well
 leaders are born according to situation as specific style is
appropriate for all situations
according to this there are four- leadership styles
 High task- low relationship- more focus on task or job
 High relationship-low task- focus on the feelings of employees
 High task-high relationship- focus on both relationship & tasks
 Low task-low relationship- little focus on both relationship
and tasks
 Four system of Leadership
 System1: Exploitative-Authoritative
◦ Autocratic leaders
◦ Excessive use of power & high desire for control over others
◦ Has no confidence and trust in subordinates
◦ No freedom to followers
 System 2: Benevolent Authoritative
◦ Has some confidence and trust in subordinates
◦ Less freedom to work
◦ Leader sometimes gets ideas and opinion of followers
 System 3: Participative
◦ Substantial but not complete confidence and trust on
followers
◦ Subordinates feels free to discuss things about job
◦ Leader usually gets ideas and opinion of subordinates
System 4: Consultative
◦ Leader has complete confidence and trust on
followers
◦ Followers fells completely free to discuss job
related things
◦ Appreciate follower’s ideas and opinions
 Leadership Theories
 Trait approach to leadership
◦ Considered personal qualities and characteristics
differentiate leaders from non-leaders
◦ focuses on identifying different personality traits and
characteristics that are linked to successful leadership across
a variety of situations
◦ There are so many traits that leaders might posses
among them major six traits are associated with
leadership
 Achievement drive: High level of effort, high levels of
ambition, energy and initiative
 Leadership motivation: an intense desire to lead others
to reach shared goals
 Honesty and integrity: trustworthy, reliable, and open
Self-confidence: Belief in one’s self, ideas, and ability
Cognitive ability: Capable of exercising good judgment,
strong analytical abilities, and conceptually skilled
Knowledge of business: Knowledge of industry and
other technical matters
 Emotional Maturity: well adjusted, does not suffer from
severe psychological disorders.
 Others: charisma, creativity and flexibilit
Behavioral Theory
 a leader behavior as the best predictor of his leadership
influences and as a result, is the best determinant of his or
her leadership success
 According to this theory leader can be made through
teaching them the most appropriate behavioral response
for any given situation
 Two types of Behavioral Theory
Ohio State University (1940s)
 the primary purposes of the study was to identify common
leadership behaviors. After compiling and analyzing the
results, the two types of behavior were identified
 Initiating Structure (Task Oriented Leaders)
◦ leader focuses their behaviors on the organizational
structure, the operating procedures and they like to keep
control
Consideration (People Oriented behavioral Leader
◦ The people oriented leaders are focuses the inner needs
of the people
◦ seek to motivate their staff through the human relation,
Encouraging, Observing, Listening, Coaching and Mentoring
etc
The Michigan Studies
 Done by researchers at Michigan University
 Purpose of this research was to determine
the pattern of leadership behaviors that
results in effective group performance
 Job-centered leader behavior
◦ Pay close attention to the work of subordinates
◦ Main focus is on efficiency and task performance
 Employee-centered leader behavior
◦ Focus on human aspects of the group
◦ Concern is to build effective work groups
Situational Approach
 Effectiveness of leaders depends upon the
situations
 There is no one best way o be leader or to
exercise leadership
 If situation changes, leader needs to change
his or her style
 For example: when unskilled, untrained and
uneducated employees autocratic style
might work but if the employees are well-
trained, educated and skilled participative or
free style will appropriate
 Fiedler’s Contingency Model
◦ Group performance depends upon the leader’s style and
situation around him
◦ Classifies leadership styles into
 Task oriented- focus on task only
 Relations oriented- concern relationship with
subordinates
◦ Also identified three important situational factors
 Leader-member relations- whether or not the
subordinates like or trust leader
 Task structure- extent to which group’s tasks, goals,
performances are clearly defined
 Position power- extent to which leader uses controls,
rewards, and punish subordinates
Path-Goal Theory
 Developed by Robert House
 Leaders can enhance motivation by linking
rewards with performance
 Leaders have to clarify the subordinates the
goals they have to achieve and path they
have to follow to reach that goals
 Motivation is done through
◦ Clarifying goals
◦ Linkage between goals and rewards
◦ Directing path to goals
 Leader Behaviors
Subordinates’ Personal
Characteristics •Directive
•Supportive
•Perceived ability
•Locus of control •Participative
•Achievement Oriented
Environmental
Characteristics
•Task Structure
•Authority system
•Work group

Subordinates’ motivation to perform