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Unit 1
Introduction to Leadership
Dr.Yogananthan
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Learning Outcomes
Define leaderand explain the difference
between mangers and leaders
Discuss the qualities that characterize
charismatic leaders
Describe the skills that visionary leaders exhibit
Explain the specific roles of effective team
leaders Summarize the conclusions of various theories
of leadership
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The Place of Leadership
Can Anyone Be a Leader?
Some people dont have what it takes to be a
leader
Some people are more motivated to lead than
others
Is Leadership Always Necessary?
Some people dont need leaders
Leaders need to be aware of followers needs
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Manager Vs. Leader
May Have
Managerial
Authority andInfluence Others
Appointed and
Have Formal
Authority
Manager Leader
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Prentice Hall, 2000 Chapter 10 5
Managers and Leaders1. Administers
2. A copy
3. Maintains
4. Focuses on system and structure
5. Relies on control
6. Short-range view
7. Asks how and when
8. Eye on the bottom line
9. Imitates
10. Accepts the status quo
11. Classic good soldier
12. Does things right
1. Innovates
2. An original
3. Develops
4. Focuses on people
5. Inspires trust
6. Long-range perspective
7. Asks what and why
8. Eye on horizon
9. Originates
10. Challenges the status quo
11. Own person
12. Does the right thing
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Manager Vs. Leader
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Definitions of leadership.
"Leadership" according toAlford and Beatty "is the abilityto secure desirable actions from a group of followersvoluntarily, without the use of coercion".
According to Chester I Barnard, "It (leadership) refers tothe quality of the behaviour of the individual wherebythey guide people on their activities in organized efforts".
According to Terry, "a leader shows the way by his ownexample. He is not a pusher, he pulls rather thanpushes".
According to Koontz and O'Donnell - Managerialleadership is "the ability to exert interpersonal influenceby means of communication, towards the achievement ofa goal. Since managers get things done through people,their success depends, to a considerable extent upontheir ability to provide leadership".
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In the words ofR.T. Livingston - Leadership is "the abilityto awaken in others the desire to follow a commonobjective".
According to Peter Drucker- Leadership "is not making
friends and influencing people i.e., salesmanship.Leadership is the lifting of man's vision to higher sights,the raising of man's performance to higher standards,the building of man's personality beyond its normallimitations".
According to Louis A Allen - "A leader is one who guidesand directs other people. He gives the efforts to hisfollowers a direction and purpose by influencing theirbehaviour".
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Roles .
1. Leadership im pl ies the existence of fol lowers:We appraisethe qualities of leadership by studying his followers. In anorganization leaders are also followers for e.g.:- Supervisor worksunder a branch head. Thus, in a formal organization a leader has tobe able to be both a leader as well as a follower, and be able torelate himself both upward and downward.
2. Leadership involves a communi ty o f interest between th eleader and his fo l lowers:In other words, the objectives of both theleader and his men are one and the same. If the leader strives forone purpose and his team of workers work for some other purpose,it is no leadership.
3. Leadership involves an unequal distr ib ut ion of author i ty
among leaders and group members:Leaders can direct some ofthe activities of group members, i.e., the group members arecompelled or are willing to obey most of the leader's directions. Thegroup members cannot similarly direct the leader's activities, thoughthey will obviously affect those activities in a number of ways.
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4. Leadersh ip is a process o f Inf luence:Leadership implies that leaders can influencetheir followers or subordinates in addition tobeing able to give their followers or subordinates
legitimate directions. 5. Leadership is the funct ion of st imulat ion:
Leadership is the function of motivating peopleto strive willingly to attain organizationalobjectives. A successful leader allows hissubordinates (followers) to have their individualgoals set up by themselves in such a way thatthey do not conflict with the organizationalobjectives.
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6. A leader must be exemplary:In the words of GeorgeTerry - "A Leader shows the way by his own example.He is not a pusher, he pulls rather than pushes". Fromthe above explanation it is clear that a leader must set
an ideal before his followers. He must stimulate hisfollowers for hard and sincere work by his personalbehaviour. In other words a leader must set anexemplary standard before his followers.
7. A Leader ensures abso lute just ice:A leader must
be objective and impartial. He should not follow unfairpractices like favouritism and nepotism. He must showfair play and absolute justice in all his decisions andactions.
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Functions
To take the init iat ive:A leader initiates all the measuresthat are necessary for the purpose of ensuring the healthand progress of the undertaking in a competitiveeconomy. He should not expect others to guide or directhim. He should lay down the aims and objectives,
commence their implementation and see that the goalsare achieved according the predetermined targets.
He ident i f ies g roup goals:A leader must always helpthe group identify and attain their goals. Thus, a leader isa goal setter.
He represents the organizat ion:A leader representsthe organization and its purpose, ideals, philosophy andproblems to those working for it and to the outside world.In other words, leaders is true representative of theentire organization.
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He acts as a arbitrato r:When groups experienceinternal difference, whether based on emotional orintellectual clashes, a leader can often resolve thedifferences. He acts as an arbitrator to prevent seriousgroup difference.
To assign reasons fo r his act ion:It is a delicate task ofleaders to assigns reason to his every command. He hasto instruct things in such a way that they are intelligible toall concerned and their co-operation is readilyforthcoming.
To interpret:He interprets the objectives of theorganization and the means to be followed to achievethem; he appraises his followers, convinces them, andcreates confidence among them.
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To guide and direct :It is the primary function ofthe leader to guide and direct the organization.He should issue the necessary instructions andsee that they are properly communicated.
To encourage team work:A leader must try towin the confidence of his subordinates. He mustact like the capital of a team.
He manages the organizat ion:Last, but not
the least, he administers the undertaking byarranging for the forecast, planning,organization, direction, coordination and controlof its activities.
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Leadership styles
The Manager makes decision and announces it :It is an extremeform of autocratic leadership whereby decisions are made by theboss who identifies the problem, considers alternative solutions,selects one of them and then reports his decision to hissubordinates for implementation.
The Manager sells his d ecisions :It is a slightly improved form of
leadership wherein the manager takes the additional step ofpersuading the subordinates to accept his decision.
The Manager presents h is ideas and invi tes quest ions :There isgreater involvement of the employees in this pattern. The bossarrives at the decision, but provides a full opportunity to hissubordinates to get fuller explanation of his thinking and intentions.
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The manager presents a tentat ive decision sub ject to change:Herein the decision is tentatively taken by the manager but he isamenable to change and influence from the employees.
The manager may p resent the prob lem , get the suggest io nsand then take his own decis ion:Herein sufficient opportunity isgiven to the employees to make suggestions that are coolly
considered by the Manager. The Manager may define the limits and request the group to
make a decision :A manager of this style of management lets thegroup have the right to make the decision. The subordinates areable to take the decision to the limits defined by the manager.
The Manager may perm it ful l involvement of the subo rdinates
in the decis ion making p rocess:It is often designated as'Democratic' leadership.
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Leadership skills
(a) Human skill
(b) Conceptual skill
(c) Technical skill and(d) Personal skill.
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Three basic competences, Katz
(1955)
Level ofmanagement
Technical skills Interpersonal skills Conceptual skills
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Human skills
Empathy
Objectivity
Communication skills Social skills
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Interpersonal Skills
4. Communication
supportively
5. Gaining power
and influences
7. Management
conflict
6. Motivating others
Gaining power
Exercise influence
Empowering others
Coaching
Counseling
Listening
Identifying causes
Selecting appropriate strategies
Resolving confrontations
Diagnosing poor performance
Creating a motivating environment
Rewarding accomplishment
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Personal Skill
Intelligence
Emotional maturity
Personal motivation Integrity
Flexibility of mind
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Personal Skills
1.Developing
Self-awareness
3. Solving
Problems
creatively
2.Managingstress
Determining values
and priorities
Identifying cognitive style
Assessing attitude toward change
Coping with stressors
Managing time
Delegating
Using the rational approach
Using the creative approach
Fostering innovation in others
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Conceptual skill
In the words of Chester Barnard -"the essential aspect of
the executive process is the sensing of the organization
as a whole and the total situation relevant to it".
Conceptual skills include -
(a) The understanding of the organization
behaviour,
(b) Understanding the competitors of the firm, and
(c) Knowing the financial status of the firm.
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Technical Skill
A leader should have a thorough knowledge of,
and competence in, the principles, procedures
and operations of a job.
Technical skill involves specialized knowledge,analytical skill and a facility in the use of the
tools and techniques of a specific discipline.
Technical competence is an essential quality of
leadership.
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Importance of leadership
1. Leadership is the process of influencing the activities ofan individual or a group towards the achievement of agoal.
2. An effective leader motivates the subordinates for higher
level of performance.3. Leadership promotes team - spirit and team - work which
is quite essential for the success of any organization.
4. Leadership is an aid to authority. A leadership helps inthe effective use of formal authority.
5. Leadership creates confidence in the subordinates bygiving them proper guidance and advice.
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LeadershipPerspectives
1- TraitPerspective
2-BehaviorPerspective
3-ContingencyPerspective
5-RomancePerspective
4-TransformationalPerspective
i i
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1- Trait Perspective
Historic findings reveal that leaders and followers vary by- intelligence (Emotional intelligence)- dominance- self-confidence- level of energy and activity (Drive and Leadership motivation)
- task-relevant knowledge- Honesty and Integrity
Contemporary findings show that- people tend to perceive that someone is a leader when he orshe exhibits traits associated with intelligence, masculinity, and
dominance- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, andcompetent
Leadership Traits:represent the personal characteristics thatdifferentiate leaders from followers.
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1- Trait Perspective Gender and leadership
men were seen as displaying more overall and task leadership andwomen were perceived as displaying more social leadership.
- women used a more democratic or participative style than men, and
men used a more autocratic and directive style than women
- men and women were equally assertive
- women executives, when rated by their peers, managers and direct
reports, scored higher than their male counterparts on a variety of
effectiveness criteria
Past evidence that women rated less favorably than equivalent maleleaders due to stereotyping
Recent evidence that women rated more favorably than men,
particularly on emerging leadership styles (coaching, participating)
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2 - Behav ior Perspective
The Iowa Leadership Studies1. Authoritarian2. Democratic3. Laissez-faire Ohio State Studies identified two critical dimensions of leader behavior.
1. Consideration:creating mutual respect and trust with followers
2. Initiating Structure:organizing and defining what groupmembers should be doing
University of Michigan Studies identified two leadership styles that weresimilar to the Ohio State studies- one style was employee centered
- and the other was job centered
Blake and Moutons Managerial Grid represents four leadership styles foundby crossing concern for production and concern for people
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2 - Behav ior Perspec t ive
People-oriented Behaviors
Showing mutual trust and respect
Concern for employee needs
Desire to look out for employee welfare
Task-oriented Behaviors
Assign specific tasks
Ensure employees follow rules
Push employees to reach peak performance
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Prentice Hall, 2000 Chapter 10 31
The Managerial Grid
1
2
3
4
5
6
7
8
9
1 2 3 4 5 6 7 8 9
Concernfor
People
Concern for Production
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
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The Managerial Grid
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team managementWork accomplishment is from
committed people, interdependence
through a common stake in organization
purpose leads to relationship
of trust and respect
1,1
Impoverished Management
Exertion of minimum effort to get
required work done is appropriate
to sustain organization membership
5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level9,1
Authority-Obedience
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
1
2
3 4 5 6 987
1
2
3
4
5
6
7
8
9
Concern for productionLow High
Low
High
Concernforp
eople
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3 - Con t ingency Perspec t ive
Fiedlers Contingency Model
The Path-Goal Theory
H. & B. Situational Leadership Theory
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Prentice Hall, 2000 Chapter 10 34
Findings of the Feidler Model
Category
Leader-Member
Relations
Task Structure
Position Power
I
Good
High
Strong
II
Good
High
Weak
III
Good
Low
Strong
IV
Good
High
Weak
V
Poor
High
Strong
VI
Poor
High
Weak
VII
Poor
Low
Strong
VII
Poor
Low
Weak
High
Low
Per
formance
People-Oriented
Task-Oriented
Favorable Moderate Unfavorable
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Houses Path-Goal TheoryEmployee Characteristics- Locus of control
- Task ability- Need for achievement- Experience- Need for clarity
Environmental Factors- Employees task- Authority system- Work group
Leadership Styles- Directive- Supportive- Participative- Achievement oriented
Employee Attitudesand Behavior
- Job satisfaction- Acceptance of leader- Motivation
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Directive Supportive Participative AchievementEmployeeContingencies
Path-Goal Contingencies
Skill/Experience low low high high
Locus of Control external external internal internal
Task Structure nonroutine routine nonroutine ?
Team Dynamics ve norms low cohesion +ve norms ?
EnvironmentalContingencies Directive Supportive Participative Achievement
Hersey and Blanchards
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SellingS2
Explain decisions andprovide opportunity for
clarification
Hersey and Blanchard sSituational Leadership Theory
ParticipatingS3
Share ideas andfacilitate in
decision making
Follower-Directed Leader-Directed
Low
Low
High
High
Leader Behavior
Task Behavior
Follower ReadinessHigh Moderate LowR4 R3 R2 R1
Relation
shipBehavior
(supportivebehavior)
DelegatingS4
Turn overresponsibility for
decisions andimplementation
TellingS1
Provide specificinstructions and closelysupervise performance
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Prentice Hall, 2000 Chapter 10 38
1 2 3 4 5
Increased Employee Involvement
Increased Leader Control
Employee Involvement Continuum
Leader Participation Model
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Prentice Hall, 2000 Chapter 10 39
Goals That AreFormalized or
Rules That Are Rigid
Jobs That Are
Unambiguous or
Highly Satisfying
Workgroups
That Are Cohesive
Workers That Are
Experienced or
Highly-Trained
Is LeadershipAlways Relevant?
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Servant and Superleadership
Servant Leadership represents a philosophy inwhich leaders focus on increased service toothers rather than to oneself.
A superleader is someone who leads others tolead themselves by developing employees self-management skills.
Superleadersattempt to increase employees
feelings of personal control and intrinsicmotivation.
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Characteristics of the Servant-Leader
1. Listening Servant-leaders focus on listening toidentify and clarify the needs and desires ofa group.
2. Empathy Servant-leaders try to empathize withothers feelings and emotion. An individuals
good intentions are assumed even when heor she performs poorly.
3. Healing Servant-leaders strive to make themselvesand others whole in the face of failure orsuffering.
4. Awareness Servant-leaders are very self-aware or theirstrengths and limitations.
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Characteristics of the Servant-Leader (continued)
5. Persuasion Servant-leaders rely more on persuasionthan positional authority when makingdecisions and trying to influence others.
6. Conceptualization Servant-leaders take the time and effortto develop broader based conceptualthinking. Servant-leaders seek anappropriate balance between a short-term, day-to-day focus and a long-term,conceptual orientation.
7. Foresight Servant-leaders have the ability to foreseefuture outcomes associated with a currentcourse of action or situation.
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Characteristics of the Servant-Leader (continued)
8. Stewardship Servant-leaders assume that they arestewards of the people and resources theymanage.
9. Commitment to Servant-leaders are committed to people
the growth of beyond their immediate work role. Theypeople commit to fostering an environment that
encourages personal, professional, andspiritual growth.
10. Building Servant-leaders strive to create a sense ofCommunity community both within and outside the
work organization.
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Prentice Hall, 2000 Chapter 10 44
Authentic Leadership1. Confident
2. Hopeful
3. Optimistic
4. Resilient
5. Transparent
6. Moral / ethical
7. Future oriented
8. Associate building
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Leadership style - theories
Bipolar: (Ohio State)
Consideration vs initiating structure
Tripartite: (Michigan)
Task oriented behaviour
Relationship oriented behaviour
Participative Leadership
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Leadership style - theories
Tripartite: (Lewin)
Autocratic
Democratic
Laissez-fair
Quadruple: (Likert)
Exploitive authoritative
Benevolent authoritative
Consultative
Participative
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4 - Trans fo rmational Perspective
.
Transformational leaders
Leading -- changing the organization to fit the environment
Develop, communicate, enact a vision
Transactional leaders
Managing -- linking job performance to rewards
Ensure employees have necessary resourcesApply contingency leadership theories
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Transformational
Leadership
Creatinga Vision
Communicatingthe Vision
BuildingCommitment
Modelingthe Vision
Transformational Leadership Elements
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Prentice Hall, 2000 Chapter 10 49
Extendthe Vision
Livethe Vision
Expressthe Vision
Visionary Leadership
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Prentice Hall, 2000 Chapter 10 50
CharismaticLeadership
Self-confidence
A compelling
vision
Strong
convictions
Extraordinary
behavior
Image as
a change agent
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Summary
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Reference
Fiona Elsa, The leadership- pocketbook.
Bolden et al, a review of leadership theory and competencyframeworks, University of Exeter, June 2003.
Bill Miles, analysis of leadership theories, Web article,
pdf version.
Tom Peters, workshop on leadership, Web article,ppts.
Basic Ideas of Management and Leadership, Lecturepresentation, IOWA university, Feb-2005.