Leadership

What is leadership?

The ability to influence a group toward the achievement of goals.

Leadership is the process of encouraging and helping others to

work enthusiastically towards objectives.

Leadership is a group phenomenon

It involves interaction between two or more people

Leadership is the ability to inspire confidence and support for

those trying to achieve goals

An effective manager is one who has ability to effectively lead his

people
towards the accomplishment of organizational goals.
Leadership is the ability to influence a group toward the
achievement of goals.
The main theme of leadership is follower ship.
It is the willingness of people to follow that makes a person
leader.
Leaders must have a good number of followers. Leadership is
follower ship.
 Leadership is the ability to influence people’s behaviors so that
they will
work willingly toward the achievement of group goals.
 Leader provides direction towards goal accomplishment.
 Leadership involves other people- employees or followers.
 People tend to follow those whom they see as providing a
means of achieving their own needs and wants.

Ingredients of leadership
Leadership has some basic ingredients. Among the important
these are:
1. The ability to use power effectively and in a responsible
manner,
2. The ability to comprehend that human beings have different
motivation forces at different times and in different situations.
3. The ability to inspire,
4. The ability to act in a manner that will develop a climate
conducive to responding to and arousing motivation.

Qualities of a leader
1. Time consciousness: An implementation of a decision depends
on specific time. A leader should utilities his/her time properly.
2. Flexible attitude.
3. Mentality of taking responsibility.
4. Ability to understand others.
5. Ability to take decision
6. Communication skill.
7. Ability to control emotion: A successful leader must control his
emotion
over logical and real fact.
8. Education and experience : A leader should have enough
educational
ability and experience such ability and experiences are can
increase the
personality of the leader to subordinates
9. Organizational knowledge: A successful leader should be a
good
organizational knowledge
10. Honesty and sincerity : A leader must be honest and sincere
to his work.
Deviations of work lead man to the pinnacle of glory.
11. Personality :A leader should have attractive and strong
personality.
12. Patience : patience is an important part of a good leader. In
an odd situation a leader can not lead without patience.
13. Energy & ability : A successive leader never be self-centered.
A leader must have physical and mental abilities.
14. Courage and determinate: A leader without courage and
determinate can not lead the right things.
What leaders do?

 Sight--Direction
  Insight--Vision
 Inspiration--Motivation.

Direction setting
 Challenging Task
 View things broadly
 Create Different Alternatives-contingency mapping
 No Rigidity
 Create Vision and Strategies

Vision
 Clear vision
 Communicate to everyone
 Easy Communication
 Repeat the Message
 Allow Challenges
 Recognize the size of task
 Credibility
How they Motivate to achieve the vision

 Empowerment
 Encourage
 Optimistic/ positive Thinking
 Respect Individual
 Recognize and Reward
 Controlling and Problem Solving
Great Leaders
a Live with integrity, lead by example
a develop a winning strategy or “big idea”
a build a great management team
a inspire employees to greatness
a create a flexible, responsive organization
a use reinforcing management systems

SIGNIFICANCE OF LEADERSHIP
• It translates vision into reality
 • It is a group phenomenon, It is a process of encouraging &
helping others to work enthusiastically towards the
objectives
• Without leadership, organizations move too slowly, stagnate,
and lose their way.
• Leadership is crucial in implementing decisions successfully.

Leaders and Managers: A Comparison

Experts argue that leadership and management are different.

Abraham Zaleznik
(1986) argues that leaders are different from managers and they
are very
different kind of people. They differ in motivation, personal history
and how thy
think and act.
1. Managers tend to take impersonal attitudes toward goals,
whereas leaders
take a personal and active attitude towards goals.
2. Managers tend to take moderate risk and establish strategies
and make
decisions. Leaders work from high-risk positions.
3. Managers are appointed to their positions. Their ability to
influence
employees is base don the formal authority inherent in that
position.
4. Leaders are appointed or merge from within a work group and
are able to
influence others for reasons beyond formal authority.
5. Managers prefer to work with people; they avoid solitary
activity because
it makes them anxious. Leaders, who are concerned with ideas,
relate to
people in more intuitive and emphatic ways.
6. John Kotter (1990 ), in his article “What leaders really do”
published in
HBR, also tries to distinguish between a leader and a manager. He
argues
that management is about coping with complexity.
7. Good management brings about order and consistency by
formulating
plans, designing organization structure and monitoring results
against
the plans.
8. Leadership, in contrast, is coping with change. Leaders
establish vision of
the future and articulate this vision and inspire people to
overcome
hurdles.
9. Managers use the authority inherent in their designated formal
rank to
obtain compliance from organizational members.
 Motivational skills are a critical component of leading whereas
the focus
of management is planning and directing (Stoner, 1996).
 Kotter believes that organizations need both strong leadership
and
organization.
 All managers should be leaders. But not all leaders have the
skills of
effective managers and thus, all leaders should be managers.
 An individual can influence others does not means that he can
also plan,
organize and control.
 Leader is someone who can influence others and who has
managerial authority.
 Theories of leadership

Theories of leadership
 Leaders are born, not made.
 Examples are Thatcher, Nelson Mandela, Clinton. Martin Luther King.
 Leaders share certain inborn personality traits- physical, mental and
personality.
 Main traits are drive, self-confidence, honesty, integrity, ambition,
interpersonal skill and willingness to cooperate.
Main limitations are:
1. No universal traits that predict leadership in all situations.
2. It is unclear in separating cause from effect. For example, does self
confidence create leadership, or does success as a leader build self
confidence?
Leaders are made, not born.
 Leaders are made, not born. It is possible to acquire leadership qualities
by training and education. We could teach leadership, we could design
programs that implanted behavioral patterns in individuals who desired
to be effective leaders.

1. Trait Theory
A. Leadership Traits: represent the personal characteristics
that differentiate leaders from followers.

• Historic findings reveal that leaders and followers

vary by
- intelligence
- dominance
 - self-confidence
- level of energy and activity
- task-relevant knowledge
• Contemporary findings show that
- people tend to perceive that someone is a leader when he
or
she exhibits traits associated with intelligence, masculinity,
and
dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and
competent
Key Leadership Traits to Develop
 Self-Confidence
 Trustworthiness
 Assertiveness
 Emotional Stability
 Sense of Humor
 Self-Awareness and Self-Objectivity
 Cognitive Skills
 Emotional Intelligence
 Passion and Enthusiasm
B. Gender and leadership

- men and women were seen as displaying more task and

social leadership, respectively
- 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

STYLES OF LEADERSHIP
Leadership style is the manner and approach of providing
direction, implementing plans, and motivating people.
There are many ways to lead and every leader has his or her own
style

Autocratic leadership style

• Leaders take decisions without reference to anybody else
• Rely on threats and punishment to influence employees
• Do not trust employees
• It often results in de-motivation and alienation of staff
• It is valuable in some types of business where decisions
need to be made quickly

Laissez faire leadership style

 In this type of leadership style, the leadership responsibilties
are shared by all i.e. by employees also.
 It is important in those businesses where creative ideas are
required.
 Highly motivational as people have control over their work
life.
 It give rise to good team work and interpersonal
relationships
Democratic leadership style
 This style involves the leader including one or more
employees in the decision making process.
 The leader maintains the final decision.
 It is used when leaders have some part of information and
employees have other parts.
 Hence it is a style of mutual benefit.

Bureaucratic leadership style

 Leader act according to the policies and procedures.
 In this style, the leader enforces the rules.
 This style can be effective when employees are required to
understand certain standards or procedures.
 This is a very appropriate style for work involving serious
safety risks (such as working with machinery, with toxic
substances or at heights) or where large sums of money are
involved.
PATERNELISTIC LEADERSHIP STYLE
• Under this leadership style the leader acts
as a “ father figure”
• He takes the important decisions himself but in certain
cases he may even consult the people working with him .
He even believes in the need to support staff as the role of this
kind of leader is more or less likely to that of a father figure
TRANSACTIONAL LEADERSHIP STYLE
 It is an ancient way of leadership style
 Focus is on completion of short term tasks.
 Team leader have right to punish the members
TRANSFORMATIONAL LEADERSHIP STYLE
 Creates the feeling of team spirit
 Has a vision of future & spent time for communicating with
each other

CHARISMATIC LEADERSHIPP STYLE

 Leader believes in his or her capabilities rather than team’s
capabilities
 Under any circumstance if the leader leaves the organization
members in crisis
Developing Charisma
 Communicate a Vision
 Make frequent use of metaphors and analogies
 Inspire trust and confidence
 Be highly energetic and goal oriented
 Be emotionally expressive and warm
 Make ample use of your true stories
 Smile frequently, even if you are unhappy
 Be candid
 Make everyone feel that he/she is important
 Make non-verbal signals of self-confidence
 Be willing to take risks
SITUATIONAL LEADERSHIP STYLE
 Sometimes differential model is helpful in leading
 A good leader may switch on his duty from event to event

Developing your own Leadership Potential

 Acquire broad experience

 Model effective leaders
 Self-develop leadership traits
 Become an integrated human being (know thyself)
 Practice a little leadership
 Help your leader lead

CONCLUSION
 leadership is the ability to influence a group towards the
achievement of goals
 Organizations need strong leadership and strong
management for optimal effectiveness
 True leadership effectiveness may be a result of exhibiting
the right behaviors at the right time