LEADERSHIP

DEFINITION
According to Koontz and o Donnell it is
the art of including the subordinates to
accomplish their assignments with zeal
and confidence. Zeal reflects ardour,
earnestness and intensity in execution
of work; confidence reflects experience
and technical ability.

CONCEPT OF LEADERSHIP
Managers are people who do things right, while leaders are people
who do the right thing.
'Leadership is all about courage to dream big.
Leadership is a complex process by which a person influences others
to accomplish a mission, task, or objective and directs the organization
in a way that makes it more cohesive and coherent
Leadership makes people want to achieve high goals and objectives,
while, on the other hand, bosses tell people to accomplish a task or
objective.
Leadership can be used for good or ill

Leadership skills can be perverted to pursue bad ends

ROLES & ACTIVITIES OF LEADERSHIP

1.Initiates action
2.Motivation
3.Providing guidance
4.Creating confidence
5.Building morale
6.Builds work environment
7.Co-ordination

Initiates action
Leader communicates the policies and
plans to the subordinates from where the
work actually starts.

Motivation

A leader motivates the employees

with economic and non-economic
rewards and thereby gets the work
from the subordinates.

Providing guidance
A leader guides by instructing the
subordinates the way they have to
perform their work effectively and
efficiently.

Creating confidence

Confidence is an important factor which

can be achieved through expressing the
work efforts to the subordinates,
explaining them clearly their role and
giving them guidelines to achieve the
goals effectively.
It is also important to hear the employees
with regards to their complaints and
problems.

Building morale

A leader can be a morale booster by

achieving full co-operation so that they
perform with best of their abilities as they
work to achieve goals.

Builds work environment

Management is getting things done
from people. An efficient work
environment helps in sound and
stable growth.He should listen to his
subordinates problems and solve
them.
He should treat employees on
humanitarian terms.

Co-ordination

Co-ordination can be achieved through

reconciling personal interests with
organizational goals. This synchronization
can be achieved through proper and
effective communication which should be
primary motive of a leader.

LEADERSHIP
THEORIES
1.TRAIT
APPROACH
2.BEHAVIOURAL
APPROACH
3.SITUATIONAL
APPROACH

Keith davis has summarized four of the

major traits which might have an
impact on successful organizational
leadership. They are:
Intelligence
Social maturity and breadth
Inner motivation and achievement
drives
Human relations attitude

Intelligence: Research has shown that

generally a leader has higher intelligence than
the average intelligence of the followers.
However the leader cannot be exceedingly much
more intelligent than his followers

Social maturity and breadth: Leaders tend to

be emotionally stable and mature and to have
broad interests and activities. They have an
assured, respectful self concept

Inner motivation and achievement drives:

Leaders have relatively intense motivational
drives of the achievement type. They strive for
intrinsic than extrinsic rewards.

Human relations attitude: Successful leaders

recognize the worth and dignity of their followers
and are able to empathize with them. According
to research studies leaders possess consideration
and are employee centered rather than
production centered.

Autocratic
Participative or supportive
Instrumental or instrumental
supportive

Autocratic:
An autocratic leader is one who
commands and expects compliance. He is
dogmatic and positive and leads by his ability to
withhold or give rewards and punishments.

Participative or supportive:The participative

or supportive leadership behaviour is based on
the assumption that people essentially want to
participate, want to accomplish and will work well
if general supervision is employed and where
they are allowed to use their own initiative and
support is given while accomplishing their task.

Instrumental or instrumental
supportive:Instrumental behaviour of leadership
emphasizes the leaders role as a manager in the
rational aspects of management namely
planning, organizing, controlling etc.

Stogdill and his associates research

findings revealed that leadership ability is
heavily affected by situational factors like
their job, the organizational environment in
which they operated history of the
enterprise, community in which the
organization operates, psychological
climate of the group their characteristics,
group member personalities and cultural
influences and so on. A famous example of
this leadership style is Dwight Eisenhower.

CONTIGENCY THEORIES:
THE FIEDLER MODEL:Fred E. Fiedler argued
that effectiveness depends on two interacting
factors: leadership style and the degree to which
the situation gives the leader control and
influence. Three things are important here:
The relationship between the leaders and
followers: If leaders are liked and respected
they are more likely to have the support of
others.
The structure of the task: If the task is clearly
spelled out as to goals, methods and standards
of performance then it are more likely that
leaders will be able to exert influence.
Position power: If an organization or group
confers powers on the leader for the purpose of
getting the job done, then this may well increase
the influence of the leader.

It is a contingency theory that focuses

on followers' readiness. Readiness
refers to the extent to which people
have the ability and willingness to
accomplish a specific task. There are
four stages of readiness: able and
willing, able and unwilling, unable
and willing and unable and
unwilling

THE PATH-GOAL THEORY:

Path-goal theory identifies four kinds of
leader behavior.
directive leader behavior - letting subordinates
know what is expected of them, giving guidance
and direction, and scheduling work.
supportive leader behavior - being friendly and
approachable, showing concern for subordinate
welfare, and treating members as equals.
participative leader behavior - consulting
subordinates, soliciting suggestions, and allowing
participation in decision making.
achievement-oriented behavior - setting
challenging goals, expecting subordinates to
perform at high levels, encouraging subordinates
and showing confidence in subordinates' abilities.

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

Transactional Leaders

Clarify the role and task requirements of

subordinates
Initiate structure
Provide appropriate rewards
Display consideration for subordinates
Meet the social needs of subordinates
A couple of famous examples of
transactional leaders are Sardar Patel and
Subhash Chandra Bose.

Charismatic Leaders
The ability to inspire
Motivate people to do more than they
would normally do
Tend to be less predictable than
transactional leaders
Create an atmosphere of change
May be obsessed by visionary ideas
Famous examples of charismatic leaders
are Winston Churchill, Bill Clinton, Mother
Teresa and Adolph Hitler.

Transformational Leader

Similar to charismatic leaders

Distinguished by their special ability to inspire
and bring about innovation and change by
Recognizing followers needs and concerns
Helping them look at old problems in new ways
Encouraging them to question the status quo
Famous transformational leaders include Dalai lama
and Walt Disney.

TEAM LEADER:
Leadership is increasingly taking place
within a team context. The role of team
leader is different from the traditional
leadership role. The challenge for most
managers is learning how to become an
effective team leader. There are four basic
team leadership roles: team leaders are
liaisons with external constituencies,
troubleshooters, conflict managers and
coaches

LEADERSHIP STYLES
Leadership styles refer to a leaders
behaviour.
It is the result of the philosophy,
personality and experience of the leader.

Kurt Lewin's Leadership styles

Autocratic
Democratic
Laissez Faire
Functional
Institutional
Paternalistic

An Autocratic leader will not entertain

any suggestions or initiative from
subordinates. Under this type of
leadership, one person decides for the
whole group. An autocratic leader does
not trust anybody.

Merits:

It helps to make quick decisions

Inefficient and insincere workers can
easily be identified

Demerits

It kills initiatives for work and results in

frustration among workers.
It often gives scope for conflicts between
the leader and his followers

A democratic leader can win the cooperation

of his group and can motivate them
effectively and positively. A famous example of a
participative leader is Donald Trump.

Merits

The decision finally made is mutually

accepted.

It improves the job attitudes of the subordinate staff.

Demerits

this leadership is suitable only if the

subordinates are all capable of making
worthwhile suggestions.

It may, sometimes be very difficult to evolve a

solution that is acceptable to everyone.

A free rein leader will leave the group entirely

to itself such as a leader allows maximum
freedom to subordinates.
Merits

The superior subordinate relationship is found

to be very good.

Highly efficient subordinates, can make use of

the freedom given to them to excel.
Demerits

Control may become difficult As the leader

does not involve himself at all in the activities.

The subordinates are deprived of the expert

advice and moral support of their leader.

A functional leader is one who is an expert in

a particular field of activity. Such a leader
always thinks of the task he has undertaken
and spends most of his time finding out ways
and means of doing it better.

Merits

The very presence of an expert is beneficial to the

followers and the organisation.

the subordinates can certainly enrich their job knowledge

and skill.
Demerits

The functional leader will not be able to go down to the level of

an average worker and offer any help.
Misunderstandings may also arise between the leader and his
followers.

An institutional leader is one who has become a

leader by virtue of his official position in the
organisational hierarchy. An institutional leader
may not be an expert in his field of activity.
Merits

He has official authority to act.

He may initiate action against a subordinate who is

shirking duties.
Demerits

He will not be in a position to offer proper guidance to his

followers because he may not be an expert in his field of
activity.

Although the leader has the official right to demand

performance from his followers, he may not have the
moral right

A paternalistic leader takes care of his

followers in the way the head of the
family takes care of the family members

Merits
He assumes a paternal role to protect his
sub-ordinates.

He is always ready to provide the necessary

physical amenities to the sub-ordinates
Demerits

He is not in a position to offer

intellectual help to his followers.

Understanding Group Needs and Characteristics

Knowing and Understanding Group Resources
Controlling the Group
Counseling
Setting the Example
Representing the Group
Planning
Evaluation
Sharing Leadership

1. DECISIVENESS IS KEY
(LALIT KHAITAN, Chairman and
Managing Director, Radico khaitan)
The most distinguished trait that
defines a good leader is the willingness
to make decisions that are need of the
hour no matter how difficult they may
be. And the most significant
component of such decision-making is
self-confidence.

2.VISIONARY LEADERSHIP
(B.MUTHURAMAN, Managing Director,
Tata steel)
The ability to create a shared vision
among team members is the primary
trait of a true leader.

3. RELATE AND RULE

(N.LAKSHMI NARAYAN, CEO AND
President, Cognizant Technology
Solutions)
Good leadership is the ability to
recognize all the factors that would
make the leader succeed in motivating
the group.

4. TAKE RESPONSIBILTY
(R.V.SHASTRI, Chairman and Managing
Director, Canara bank)
A leader is only as good as his team.
Leadership involves two steps: helping
subordinates take advantage of their
talents, and then fine tuning their
performance. Good leaders always take
responsibility for both the success and
failure of their teams