LEADERSHIP

-Definition-

The Leader is a part of the group

distinct from the group
and
can influence the behaviour of the
group

Leadership is defined as influence, that

is, the art or process of influencing
people so that they will strive Willingly
and enthusiastically towards the
achievement of group goals. Leading
involves influencing and interacting with
people to attain goals

The leadership can be defined as

the act of making an impact on other
in a desired direction

The ability of a person to persuade

others to seek achievement of the group
goals efficient/y & effectively '.
(Keith Davis)

Leaders envision the future; they

Inspire organization members and
chart the course of the organization.
Leaders must instill values whether
they are concern for quality, honesty
and calculated risk taking or concern
for employees and customers.

LEADERSHIP STYLE
Psychologists, sociologists, political scientists
and certainly, management scientists have
become
increasingly
interested
in
leadership. There have been spurts of
research on this topic from time to time. The
more we research leadership, the more
complexity comes to light. Leadership is
broader than management. Managers can
effectively run organizations but only
leaders can build them.

Essential of Leadership

An organisation requires management to achieve the

organisational goal including the economic performance
A manager must be a good leader since he has to get
work done by his people.
Leadership in the manager plays a very important role.

Essential of Leadership

Some of the major factors of importance of leadership in

business organisations may be summarised as follows :
It helps to build of the group
It helps to create confidence among the members
It motivates the group members
It inculcates discipline
It helps to build work teams
It helps to improve the organisational efficiency

Theories of Leadership
Various theories of leadership have been developed by
different management experts.
The major theories of leadership are as follows :
Traits Theory
Behavioural Theories
Contingency Theories
Leader-Member Exchange Theory
Managerial Grid

The Traits Theory

(Ordway Tead & Chester Bernard)
In the early stages of organisational development, it was
believed that 'Leaders are born' This theory is based on the
assumption that leadership depends upon the traits of the
successful leaders. Some of the major features of this approach
are as follows :
It is a traditional theory
It is based on the belief that 'Leaders are born & not made'
It is based on the assumption that physiological &
psychological traits of the leaders determine the success or
failure of the leadership

The Traits Theory

Strengths
It banks upon the
personal qualities of the
leader
It draws on the influence
of the charisma of the
leader
There is an emotional
bond between the leader &
the followers.
There is loyalty by the
followers
Inter-personal
relationships among the
members of the group are

Weaknesses
The traits are not exhaustive or
universal
There is a lack of scope for
development of the followers
There is a possibility of
exploitation of the followers

Some traits of effective leadership

Knowledge of the job/task

Intelligence.
Self-respect
Self-confidence.
Courage
Logical thinking
Rational judgment
Decision-making
Communication ability

Creativity
Initiative & drive
Problem-solving ability
High morale & motivation
Positive attitude
Authority & Responsibility
Flexibility in approach
Conviction & Commitment
Impressive Personality

THE FOUR LEADERSHIP STYLES

The four leadership style can be stated as
Directive
Supportive
Consulting
Delegating

A combination of high and low

regulating and nurturing behaviour
will give four quadrants, each
representing four different leadership
styles.

THE FOUR
LEADERSHIP
STYLES

N
U
R
T
U
R
I
N
G
B
E
H
A
V
I
O
U
R

REGULATING BEHAVIOUR
Style 3
CONSULTING
LOW REGULATING
HIGH NURTURING

Style 2
SUPPORTIVE
HIGH REGULATING
HIGH NURTURING

Style 4
DELEGATING
LOW REGULATING
LOW NURTURING

Style1
DIRECTIVE
HIGH REGULATING
LOW NURTURING

The Managerial Grid

The Managerial Grid is developed by

Robert Blake and Jane Mouton.
The grid has been used throughout the
world as a means of training managers
and of identifying various combination of
leadership styles.

The Grid Dimensions

The grid has two dimensions1. Concern for People
2. Concern for Production
Concern for is meant to convey how and to what
extent managers are concerned about production
and how and to what extent they are concerned
about people, and not such things as how much
production they are concerned about getting out of a
group.

Concern for production includes the attitude of a

manager towards wide variety of things, such as
1.
2.
3.
4.
5.
6.

Quality of Policy Decision

Procedure and Processes
Creativeness of Research
Quality of Staff Services
Work Efficiency
Volume of Output

Concern for people is interpreted in a broad

way and includes1. Degree of Personal Commitment toward
Goal Achievement
2. Maintenance of the Self Esteem of
Workers
3. Placement of Responsibility on the basis
of Trust rather than Obedience
4. Provision of Good Working Conditions
5. Maintenance of Satisfying Interpersonal
Relations

The Managerial Grid

Country club
management

Concern for People

1.9

Team
managers

5.5

1.1 Impoverished

9.9

Middle of
the Road

Task
Managers

Concern for production

9.1

The 1.1 Style

In this style the managers concern themselves
very little with either people or production and
have minimum involvement in their jobs. They
abandon their jobs and only mark time or act
as messengers communicating information
from superior to subordinates.
This style is referred to as Impoverished
Management

The 9.9 Style

In this style the manager display in their actions
the highest possible dedication both to people
and to production. They mesh the production
needs of the enterprise with the needs of
individuals.
This style is referred to as Team Managers

The 1.9 Style

In this style the manager display in their actions
little or no concern for the production but are
only concerned for people. They promote an
environment in which everyone is relaxed,
friendly, and happy and no one is concerned
about putting forth coordinated effort to
accomplish organisational goals.
This style is referred to as Country Club
Management

The 9.1 Style

In this style the manager display in their actions
the highest possible dedication only to
production and developing an efficient
operation. They have no concern for people, and
they are autocratic in leadership style.
This style is referred to as Autocratic Task
Managers

The 5.5 Style

In this style the manager display in their actions
the adequate performance through balance of
work requirements and maintain satisfactory
morale.
This style is referred to as Middle of the Road
Managers

SITUATIONAL THEORY OF LEADERSHIP

OR
LIFE CYCLE THEORY OF LEADERSHIP

The theory is devised by Paul Heresy and Kenneth

Blanchard who in this approach shows how well
managers can match the appropriate style with
the maturity level of the group being led. It
focuses on followers maturity.
The approach identifies two major styles1. Task Style: The leader organises and define roles
for subordinates. The leader explain the task so
that each subordinate does it effectively.
2. Relationship Style: The leader have close
personal relationship with the members of the
group
with
open
communication
and
psychological support.

Four style of leadership

1. Telling Style: high task low relationship style and is very
effective when followers are at very low level of maturity
2. Selling Style: high task high relationship style and is very
effective when followers are at low level of maturity.
Directive and supportive behaviour are provided by the
leader
3. Participating Style: low task high relationship style and
is very effective when followers are at high level of
maturity
4. Delegating Style: low task low relationship style and is
very effective when followers are at very high level of
maturity

Path-Goal Theory

The theory that it is the leaders job to

assist followers in attaining their goals
and to provide the necessary
direction and/or support to ensure
that their goals are compatible with
the overall objectives of the group or
organization.

Path-Goal Theory of
Leadership
Leader
Behavior Styles Follower Path Perception
Directive
Supportive
Participative
Achievement Oriented

Follower
Efforts-Performance-Reward Motivation and
linkages
Satisfaction

Situational Factors

Follower Characteristics

Work Place Characteristics

Ability Level
Authoritarianism
Locus of Control

Task Structure
Work Group
Authority System

Path-Goal Theory
Environmental Contingency Factors
Task Structure
Formal Authority System
Work Group

Leader Behavior Styles

Outcomes
Performance
Satisfaction

Directive
Supportive
Participative
Achievement Oriented

Subordinates Contingency Factors

Locus of Control
Perceived Ability
Experience

Leader Directiveness

Letting subordinates know whats expected

Providing specific guidance as to what
should be done and how.
Making leaders part in the group
understand
Scheduling work to be done
Maintaining
definite
standards
of
performance.

Leader Supportiveness

Showing concerns for status and wellbeing of subordinates

Doing little things to make the work more
pleasant
Treating members as equals
Being friendly and approachable

Leader Participativeness

Consulting with subordinates

Soliciting subordinate suggestions
Taking these suggestions seriously
Maintaining
definite
standards
performance

of

Leader AchievementOrientedness

Setting challenging goals

Expecting subordinates to perform at their
peak levels
Showing a high degree of confidence in
subordinates
Constantly emphasizing excellence in
performance

BOSS AND LEADER

BOSS:
1.
Drives his men
2.
Depends
on
authority
3.
Creates 'fear'
4.
He knows
5.
"Do it" is his slogan
6.
Says "I"

LEADER :
1. Leads his men
2. Depends on goodwill
3. Inspires confidence'
4. He knows and shows
5. Takes the "Let us do it"
approach
6, Says - "We".