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What is leadership ???????

It is the ability to build up confidence

& zeal among people & to create anurge in them to be led. To besuccessful leader, a manger must

possess the qualities of foresight,drive, initiative, self-confidence &

personal integrity. Differentsituations may demand differenttypes of Leadership


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Definitions

Koontz and O Donnel : Leadership is the ability of a

manger to induce subordinates to work with confidence

and zeal

Dubin .R : Leadership is the exercise of authority and

making of decisions.

Peter Drucker: Leadership is not making friends &

influencing people i.e., salesmanship. It is the lifting ofmans visions to higher sights, the raising of mans

personality beyond its normal limitations.


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So leadership is.

Leading people

Influencing people

Commanding people

guiding people

Leadership Management

Guiding Directing

Developing Instructing

Collaborating Competing

Using network Using hierarchy

Diversity & flexibility Consistency

Fast decision making Slow decision process

Risk taking Risk averse

Team player/ builder Individual contributors

Self-management Being managed

People as an assets People as expense


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Importance o leadership

Guiding & inspiring subordinatesSecuring cooperation of the members

Creating confidence among employees

Creating conductive work environment

Implementing change

Maintaining change

Maintaining discipline

Representing the members


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A leadership story

A group of workers & their leaders are set a task of

clearing a road through a dense jungle on a remote island

to get to the coast where an estuary provides a perfectsite for a port. The leaders organize the labor into efficient

units & monitor the distribution & use of capital assets-

progress is excellent. The leaders continue to monitor &

evaluate progress, making adjustments along the way to

ensure the progress is maintained & efficiency increased

wherever possible. Then, one day amidst all the hustle &

bustle & activity, one person climbs up a nearby tree. The

person surveys the scene from the top of the tree. And

shouts down to the assembled group below

wrong way!. Management is doing things right, leadership

is doing the right things


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Leader by the position achieved

Leader by the personality andcharisma

Leader by the moral example

Leader by the power held

Intellectual leader

Leader because of ability toaccomplish things


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Managers Leaders

1. Focus on things 1. Focus on people2. Do things right 2. Do the right

things

3.Plan 3. Inspire

4. Organize 4. Influence

5. Direct Motivate6. Control 6. Build

7. Follows the rules 7. Shape entities


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Forms of leadership

1. Formal leadership

The process of influencing relevant others topursue official organizational objectives

A person who has been elected or designated toengage in leadership activities by the group

members

A person who has been formally appointed or

recognized as the leader fro the group.


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2. Informal leadership

The process of influencing other to pursue un-

official objectives that may not serve the

organizational interest.

A person who engages in leadership activities but

whose right to do so has not been formally

recognized by the organization or group.

An informal leader, ideally may also be the formal

leader, ideally may supplement the formal leader

in fulfilling leadership roles.

Informal leaders draw on referent or expert power

to establish themselves as leaders.


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Leadership styles

1. Autocratic or Authoritarian style leader

An autocratic is also known as authoritarian style of leadership impliesyielding absolute power.

Under this style the leader expects complete obedience from hissubordinates & all decision-making power is centralized in the leader.

No suggestions or initiative from subordinates is entertained. The leaderforces the subordinates to obey him without questioning.

An autocratic leader is, in fact no leader. He is merely the formal head ofthe organization & is generally disliked by the subordinates.

The style of leadership may be practiced to direct subordinates who feelcomfortable to depend completely on the leader.


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Characteristics

1. Rely on threats & punishment to influenceemployees

2. Do not trust employees

3. Do not allow fro employee input

yet autocratic leadership is not all bad. Sometimes

it is the most effective style to use. Thesesituations can include:

1. New, unstrained employees who do not know

which tasks to perform or which procedures tofollow

2. Effective supervision can be provided onlythrough details orders & instructions.

3 l d d h l d hi


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3. Employees do not respond to any other leadershipstyle

4. There are high-volume production needs on a dailybasis

5. There is limited time in which to make a decision

6. A managers power is challenged by an employee

7. The area was poorly managed

8. Work needs to be coordinated with anotherdepartment or organization


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The autocratic leadership style SHOULD NOT BE

USED WHEN:

1. Employees become tense, fearful

2. Employees expect to have their opinions heard

3. Employees begin depending on their manger to

make all their decisions

4. When there is low employee morale, high

turnover & absenteeism & work stoppage


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Merits De-merits

1. It achieves short term

goals

1. It causes employee

frustration

2. It condition consistent

decisions

2. It provides little

opportunity for employee

3. It promotes consistent

decisions

3. It causes formation of

informal groups

4. It gives the perception of

a string leader

4. It leads to an atmosphere

of pressure, stress &

anxiety5. It works well in

emergency situations

5. It stifles creativity

6. It is profit cost conscious 6. It results in grievances,

slow downs


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2. Democratic or Participative style leader

Under this style the supervisor acts according to themutual consent & the decisions reached afterconsulting the subordinates.

Subordinates are encouraged to make suggestions &

take initiative. It provides necessary motivation to the workers by

ensuring their participation & acceptance of workmethods.

Mutual trust & confidence is reduces the number ofcomplaints, employees grievances, industrial unrest &strikes. But this style of leadership may sometimescause delay in decisions & lead to indiscipline inworkers.

D i l d hi d hi h i k f


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Democratic leadership can produce high quantity work fro

long period of time. Many employees like the trust theyreceive & respond with cooperation, team sprit & high

morale. Typically the leader are:

1. Develops plans to help employees evaluate their ownperformance

2. Allow employees to establish goals

3. Encourages to grow on the job & be promoted4. Recognizes & encourages achievement

The democratic leadership style is more effective when:

1. The leader wants employees informed about mattersthat affect them

2. The leader wants employees to share in decision-making

& problem solving duties


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3. The leader wants to provide opportunities fro employees

to develop a high sense of personal growth & job

satisfaction.

4. There is a large or complex problem that requires lots ofinput to solve.

5. Changes must be made or problems solved that affect

employees or groups of employees.

Democratic leadership should not be used when:

1. There is no enough time to everyones input

2. Its easier & more cost-effective fro the manager to make

the decision

3. The business cant afford mistakes

4. The manager feels threatened by this type of leadership

5. Employees safety is a critical concern


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Merits De-merits

1. It promotes improved

morale

It provides only general

guidelines fro

subordinates

2. It develops

subordinates

2. It may cause

inconsistent decision

3. It achieves open lines of

communication

3. It may result in

confusion & lack of control

4. It provides extensive

training fro subordinates

4. It may lead to empire

building

5. It enhances work

creativity

5. It may reduce

accountability

3 L i f i F l l d


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3. Laissez-faire or Free style leader

Under this type of leader hip maximum freedom isallowed to subordinates. They are given free had

in deciding their own policies & methods & tomake independent decisions.

The leader provides help only when required byhis subordinates otherwise he does not interfere intheir work.

The style of leadership creates self-confidence inthe workers & provides them an opportunity todevelop their talents.


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But it may not work under all situations. Such

leadership can be employed with success where &

under all situations, sincere & self-disciplined.

This is effective style to use when:

1. Employees are highly skilled. Experienced &

educated

2. Employees have pride in their work & the drive

to do it successfully on their work.

3. Outside experts, such as staff or consultant are

being used

4. Employees are trustworthy & experienced

Thi t l h ld t b d h


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This style should not be used when:

1. It makes employees feel insecure at theunavailability of a manager.

2. The manager cant provide regular feedback to letemployees know how well they are doing.

3. Managers are unable to thank employees frotheir good work.

4. The manger doesnt understand his or herresponsibilities & is hoping the employees cancover fro him or her.


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Merits De-merits

1. It enhances workcreativity

2. It develops worker

initiative

3. It results in employeeownership

4. It identifies self-starters

5. It promotes employee

initiative

6. It can lead to lack of

accountability

1. It is viewed as avoidancemanagement

2. It can lead to inadequate

direction

3. it can result in chaos &confusion

4. It can lead to

inconsistent decisions

5. It can viewed as not

learning leadership style

4 Ch i i l d hi


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4. Charismatic leadership

These leaders gathers followers through personality & charm rather

than any from of external power or authority because these

leaders inspire lots of enthusiasm in their teams and are very

energetic in driving others forward.

However, charismatic leaders can tend to believe more in

themselves than in their teams, and this creates a risk that a

project, or even an entire organization, might collapse if the leader

leaves. In the eyes of the followers, success is directly connected to

the presence of the charismatic leader. As such, charismatic

leadership carries great responsibility, and it needs a long-term

commitment from the leader.

5 P l i d l d hi l i i d


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5. People-oriented leadership or relations-oriented

leadership

This is the opposite of task-oriented leadership.

With people-oriented leadership, leaders are

totally focused on organizing, supporting, and

developing the people in their teams. It's a

participative style, and it tends to encourage

good teamwork and creative collaboration.

In practice, most leaders use both task-oriented

and people-oriented styles of leadership.

6 T k O i t d l d hi


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6. Task-Oriented leadership

Highly task-oriented leaders focus only on getting the job done, and

they can be quite autocratic.

They actively define the work and the roles required, put structures

in place, plan, organize, and monitor.

However, because task-oriented leaders don't tend to think much

about the well-being of their teams, this approach can suffer many

of the flaws of autocratic leadership, with difficulties in motivating

and retaining staff.

Leadership qualities


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Leadership qualities

1. Good communication skillCommunication is the key to be a great leader. The reason for this issimple: if he possesses the other nine leadership qualities but if hefails to communicate well, he will never be great leader.

What he can do is communicate with others in the organizationabout what IT can do to move the company forward. In otherwords, good communication is the key for developing good businessrelationships. If he cant establish a good business workingrelationship, he is not going to be that leader, that team player. Hewill not be able to communicate how IT can add long-term value to

the company. The modern leaders must therefore be equipped withgood communication skill and use new ways to do effectivecommunication.


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2. Honesty

The most valuable asset of a leader is honesty. He must behonest with both his employees and the managementcommittee. Another part of his features is integrity. Once aleader compromises his or her integrity, it is lost. That is perhapsthe reason integrity is considered the most admirable trait. The

leaders therefore must keep it "above all else."

3. Visionary outlookLeadership qualities are different for different position. For a CIOhe must be thinking for stabilizing the current business andalways looking for future scope of expansion. He has to be ableto look beyond where we are today, know where the business isgoing, and be able to use that vision to move the companyforward. Being able to do this is a rare skill indeed.


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4. Selecting a good teamA good CIO although he possesses sound technical skills he assures thatthe team he selects is efficient enough to back up any skill he lacks.

Choosing the best people for such team is a skill. A CIO after all is a humanbeing and does not have answer for everything. But by working togetherhe creates an atmosphere of mutual trust and respect; the team thenalways find the best solution.

5.Action speaks louder than wordsManagers must be able to put aside their concerns to listen to (andappear to listen to) those around them. As a result, they come know whatis going on, and know what is both said, and said between the lines. Theyhave the knack of appearing to know what people need even if thoseneeds are not expressed directly. However, knowing what is going on, and

identifying the needs of those around them is not sufficient. Theresponsive manager also acts upon that knowledge, attempting to helpfulfill the needs of employees, superiors, etc. Responsive managers wieldinfluence to solve problems for those around them, often before evenbeing asked.


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6. Ability to motivate people aroundA good leader must always keep motivating his team mates forgood work and should maintain healthy environment. He must givefirst priority to safety of workers and see that they are not exploitedby superiors.

7. ConsistencyLeadership effectiveness is impossible without consistency. Everyleader has an approach that is unique to them. Don't change yourpersonal style radically after all; it got you in a leadership position.Modify the rough spots but take care not to confound your staff by

displaying inconsistency. Your expectations, though subject tomodification based on ever-changing business needs, should remainas constant as possible. The business world is confusing enoughwithout you adding unwelcome surprises into the mix. Keep thingssimple and consistent.

8 Ability to stand against critics


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8. Ability to stand against critics

As the success rate increases your critics multiply and become

louder. Come to peace with the fact that you will always have a

camp of people who critique every decision you make. They are

generally the ones who are excellent problem-identifiers rather

than problem-solvers. Develop your skills of repelling such critics sothat they do not diminish your confidence or enthusiasm.

It takes focus and confidence not to be adversely affected by

criticism. Strong leaders learn the art of listening to critics, butultimately making decisions for the good of the department, not to

simply please the critics. The following quote sums it up nicely:

"Some of the most talented people are terrible leaders because

they have a crippling need to be loved by everyone

L d hi l


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Leadership roles

1. Setting goals

2. Organizing

3. Initiating action4. Co-ordination

5. Direction & motivation6. Link between management & workers

Leadership theories


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Leadership theories

Sl. No. Period Theory Contributors Focus of theory

1. 1920s to

1930s

Trait model or The Great

Man theory

Ralph Stogdill

McCall & Lombardo

Identifying

personality traits thatdifferentiated leaders

from non-leaders

2. 1930s to

1960s

Behavioral models Explaining leadership

in terms of behavior

that a person isengaged in.

1930 IOWA leadership

Studies

Kurt Lewin,

Ronald lippit &

Ralhp K White

1945 Ohio state studies C.L. Shartle

1947 Michigan studies Katz, Macooby,

& Morse

1960 Leadership grid Blake & Mouton AnneAdams


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Sl. No Period Theory Contributors Focus of theory

3. 1964 To

1973

Contingency models Tom burns,

G.W. Stalker,

JohanWoodward

Lawrence

Focus was on

situational

influences asleadership

success was

more complex

than isolating a

few traits of its

perfectiblebehaviors.

1964 Least preferred co-worker

(LPC) theoryEdward Fiedler

1969 Life cycle theory or

Situational leadership

Theory

Paul Hersey &

Ken

Blanchard


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Sl. No Period Theory Contributors Focus theory

4. 1970-

1990Contemporary approaches

Transactional leadershipTransformational leadership

Charismatic leadership

Resonance leadership

James

McGregor

Weber, Conger

& Kanungo,Musser

More recent

approaches to

leadership's

these theorieslook at

leadership

more the way

the average

person on the

street viewsthe subject.

h f l d h


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1. Trait theory of leadership

Research focused on identifying traits that differentiated leaders

from non-leaders. The earliest studies of leadership focused on

the traits of the person, sometimes called the Great man Theory. This approach assumes that great leaders were similar in

effective leaders. This theory was fueled by the relatively new

field of psychology & emerging research on personality,

intelligence & other traits that became so prevalent in the early

20th century.

Assumptions

People are born with inherited traits Some traits are popularly suited to leadership

People who make good leaders have the right or sufficient

combination of traits.


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Positive traits Negative traits

Power motive

Achievement motiveProblem-solving ability

Problem-finding ability

InitiativeIndividuality

Sense of humor

Vision

Internal locus of control

Self confidence

Insensitive to others

Cold, aloof, arrogant

Betrayal

Very ambitious

Playing politicsLacking strategic

thinking

Unable to adapt to

other styles\over

dependent on mentor

Criticisms


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Criticisms

1. The theory failed to discover any traits that would

guarantee leadership success, because the trait approach

focused exclusively on the leader & not on the followersor the situation.

2. Although a connection between personality traits &

leadership effectiveness was discovered, cause & effect

were not addressed.

3. The theory neglected to account fro why some individuals

might be effective leaders in certain circumstances yet not

in others.4. It presumes that personality traits are relatively stable

across time. It consequently fails to offer a guideline fro

leadership development.

2 Behavior theory of leadership


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2. Behavior theory of leadership

(a) The IOWA leadership studies-1930

Democratic-participation & delegation

Autocratic- dictating & centralized

Laissez-faire styles-group freedom in decision making

(b) The OHIO state leadership studies-1945

The main objective of the studies was to identify the major

dimensions of leadership & to investigate the effect of

leaders behavior on employee behavior & satisfaction.

Under this studies there are two dimensions:

Initiating structure

Consideration

1. Initiating structure


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1. Initiating structure

It refers to the leaders behavior in defining & organizing therelationship between himself & members of the group. Thepurpose of initiating structure is to:

Establish well defined patterns of organization

Develop channels of communication & methods or procedures

2. Consideration

Refers to the behavior which can be characterized by

Friendliness

Mutual trust

Respect Supportiveness

Openness

Concern fro the welfare of the employees

C. Michigan studies


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C. Michigan studies

The purpose of this study is to identify styles of leadership behavior

that results in higher performance & satisfaction of a group. These

studies distinguished between two distinct styles of leadership.

Production centered Employee centered

1. Emphasize technical

or task aspects ofthe job

1. Emphasize

interpersonal relations

2. Concentrated mainly

with accomplishing

groups goal

2. Take personal

interest in needs of

employees

3. Regard group

members as means

to an end

3. Accept individual

differences among

members

d. Managerial grid or leadership Grid-1960


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d. Managerial grid or leadership Grid 1960

based on:

1. Impoverished management

2. Authority-compliance or task management3. Country club management

4. Middle of the road management

5. Team management

3. Contingency theory-1964-1973

The leaders ability to lead is contingent upon

various situational factors, including the leaderspreferred style, the capabilities & behaviors of

followers & also various other situational factors.

a) Fiedlers Least preferred co-worker (LPC) theory-1964


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) p ( ) y

Assumptions

1. Leaders prioritize between task-focus & people-focus

2. Relationships, power & task structure are three key factors thatdrive effective styles.

b) Hersey & Blanchards Life cycle theory-1969

They categorized all leadership styles into 4 behavior types, which theynamed S1 to S4:

S1: Telling leaders define the roles & tasks of the follower &supervise them closely. Decisions are made by the leader &

announced. So communication is largely one-way. S2: Selling leaders still define roles & tasks, but seeks ideas &

suggestions from the follower. Decisions remain the leaders

prerogative, but communication is much more two-way.

S3: Participating leaders pass day-to-day decisions such as task


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S3: Participating leaders pass day to day decisions such as taskallocation & processes to the follower. The leader facilitates & takes

part in decisions but control is with the follower.

S4: Delegating leaders are still involved in decisions & problemsolving but control is with the follower. The follower decides when

& how the leader will be involved.

4. Contemporary apporaches to leadership---1970-1990a) Transactional leadership

1. People are motivated by reward & punishment

2. Social systems work best with clear chain of command

3. When people have regard to do job, a part of the deal is that theycede all authority to their manager

4. The prime purpose of subordinate is to do what their manager tells

them to do.

b) Transformational leadership


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b) Transformational leadership

1. People will follow a person who inspire them

2. A person with vision & passion can achieve great things

3. The way to get things done is by injecting enthusiasm &energy .

c) Charismatic leadership

d) Resonance leadership

It relates to self awareness, self management, socialawareness & relationship management but involves

intellectual aspects. They speak authentically about their

own value, direction & priorities & resonate with

emotions of surrounding people.

General personality leadership


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General personality leadership

urgency

Adjustment

Openness to experience

Agreeableness

Conscientiousness

1. Urgency includes leadership and extraversion traits. People strong


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in urgency like to lead and want to be in charge.

2. Agreeableness includes traits related to getting along with people.

People strong in this area are typically characterized as warm,easygoing, compassionate, friendly, and sociable.

3. Adjustment includes traits related to emotional stability. Peoplestrong in adjustment are characterized as being good underpressure, having self control, being calm, secure, and positive.

4. Conscientiousness includes traits related to achievement. Peoplethat are conscientiousness are hard working, go beyond the call of

duty, and have a strong desire to achieve success.

5. Openness to Experience includes traits related to being willing tochange and try new things. These individuals are risk takers free

thinkers, and creative.

Traits of Effective Leaders


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Dominance ability to take charge

High Energy drive, tolerate stress, and have enthusiasm

Self-confidence self assured in judgments, decisionmaking, and ideas

Locus of Control Control over your own destiny

Stability emotionally in control of themselves, secure,and positive

Integrity behavior that is honest, ethical, and trustworthy

Intelligence cognitive ability to think clearly

Flexibility ability to adjust to different situations

Sensitivity to Others understanding the difference

between handling individuals and groups

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