MANAGERS AS

LEADERS

(Chapter – 16)

Nigah Buland, Sukhan Dilnawaz, Jan Pursoz;

Yahee hai Rakhte Safar Mire Karwan Keliyai
 What is Leadership?
• Leadership is a process of influencing a group to achieve
goals. It is the ability to influence a group toward the
achievement of goals.
• Leader is a person who can influence others and who has
managerial authority. A person may assume a leadership
role simply because of his/her position or he/ she can
emerge from within a group.
• Leadership is about coping with change. A Leader must
challenge the status quo, create vision of the future, align
people by communicating this vision and then inspire them
to overcome hurdles & achieve the target.
• People who are high self-monitors are much more likely to
emerge as leaders in groups than low self-monitors. Neither
all leaders are managers, nor all managers are leaders.
 Leadership Theories
• Early theories of leadership
 Trait Theories
 Behavioral Theories

• Contingency theories of leadership

 Situation leadership theory
 Goal setting theory

• Neo-charismatic theories of leadership

 Charismatic leadership
 Transformational-Transactional leadership
 Visionary leadership
Trait Theories

Trait theories advocate that

leaders are born, not made.

The cumulative findings from a half of a century of

research show that some traits increase the likelihood of
success as a leader, but none guarantee success.
 Trait Theories
• Proponents of trait theories of leadership identify leaders
by focusing on personal qualities and characteristics such
as charismatic, enthusiastic, and courageous.
•A search to identify traits that were consistently
associated with leadership has better results.
• Six traits on which leaders tend to differ from non-leaders
are:
• Ambition and energy
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job-relevant knowledge.
 Behavioral Theories

Behavioral theories advocate

that leadership can be taught
& that leaders are not born.

• Behavioral theories identify behaviors that differentiate

effective leaders from ineffective leaders.
• Important behavioral theories are, University of Iowa
studies, Ohio State Studies, University of Michigan
Studies.
 University of Iowa Studies

These studies explored three leadership styles to find

which is the most effective:

• Autocratic style – described a leader who dictated work

methods, made unilateral decisions, & limited employee
participation.

• Democratic style – described a leader who involved

employees in decision-making, delegated authority and
used feedback as an opportunity for coaching employees.

• Laisses-faire style – described a leader who lets the

group to make decisions and complete work in whatever
way it considers fit.
 Ohio State Studies
Research at Ohio State University (in the late 1940s)
sought to identify independent dimensions of leader
behavior. Researchers down narrowed over a thousand
dimensions into two dimensions - initiating structure and
consideration.
1. Initiating structure:
It refers to the extent to which a leader is likely to define and
structure his/her role and those of employees in the search for
goal attainment.

It includes attempts to organize work, work relationships, and

goals.
The leader high in initiating structure could be described as
someone who “assigns group members to particular tasks,
“expects workers to maintain definite standards of performance,”
and “emphasizes the meeting of deadlines.”
 Ohio State Studies (cont’d)

2. Consideration:
Consideration is described as “the extent to which a
person is likely to have job relationships that are
characterized by mutual trust, respect for employees’
ideas, and regard for their feelings.”

The leader shows concern for followers’ comfort, well-

being, status, and satisfaction.

A leader high in consideration could be described as one

who helps employees with personal problems, is friendly
and approachable, and treats all employees as equals.
 University of Michigan Studies
Researchers at this university discovered two
dimensions of leadership behavior- employee-oriented
and production-oriented.

1. Employee-oriented leaders emphasize on interpersonal

relations. They took a personal interest in the needs of
their employees and accepted individual differences
among members. Employee-oriented leaders were
associated with higher group productivity and higher job
satisfaction.
2. Production-oriented leaders tend to emphasize on the
technical or task aspects of the job- group members are a
means to that end. They tend to be associated with low
group productivity and lower job satisfaction.
 Contingency Theories

Contingency theories have proposed two moderating

variables, i.e. “degree of structure” and leader-
member relationship, which affect leadership
effectiveness. Following are the five Contingency
theories:

• Situational leadership theory

• Path-Goal theory
 Hersey and Blanchard’s Situational
Leadership Theory
Situational Leadership Theory (SLT). A contingency
theory that focuses on followers’ readiness.
• Successful leadership is achieved by selecting the right
Behavior/style, which is contingent on the level of the
followers’ readiness. The term readiness refers to “the extent
to which people have the ability and willingness to
accomplish a specific task.”
• The emphasis on the followers in leadership effectiveness
reflects the reality that it is the followers who accept or reject
the leader.
• SLT views the leader-follower relationship as analogous to
that between a parent and child. Just as a parent needs to
relinquish control as a child becomes more mature and
responsible, so too should leaders.
 Hersey and Blanchard’s Situational
Leadership Theory – Specific Behaviors
According to SLT theory, role & relationship dimensions
have been combined with following specific behaviors:

• Telling (high task – low relationship). The leader defines

roles and tells people what, how, when, and where to do
various tasks. It emphasizes directive behavior.
• Selling (high task– high relationship). The leader provides
both directive behavior and supportive behavior.
• Participating (low task– high relationship). The leader and
follower share in decision making, with the main role of the
leader being facilitating and communicating.
• Delegating (low task– low relationship). The leader
provides little direction or support.
 Hersey and Blanchard’s Situational
Leadership Theory – Followers Readiness
The final component of this theory refers to four stages of
followers readiness:
• Stage-R1. People are neither competent nor confident
(both unable and either unwilling or too insecure to take
responsibility).
• Stage-R2. People are unable but willing to do the
necessary job task. They are motivated but lack appropriate
skills.
•Stage-R3. People are able but unwilling or too
apprehensive to do what leader wants.
• Stage-R4. People are both able and willing to do what is
asked of them.
 Path - Goal Theory (by Robert House)

• It is the leader’s 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 firm.

• The term path-goal is derived

from the belief that effective
leaders clarify the path to help
their followers achieve their
work goals.

It is one of the most respected approaches to leadership.

 The Path-Goal Theory (cont’d)

House identified four leadership behaviors:

 The directive leader lets followers know what is

expected of them, etc.

 The supportive leader is friendly and shows concern

for the needs of followers.

 The participative leader consults with followers and

uses their suggestions before making a decision.

 The achievement-oriented leader sets challenging

goals and expects followers to perform at their highest
level.
 CONTEMPORARY
VIEWS ON LEADERSHIP
 Charismatic Leadership

According to this theory, followers make attributions of

heroic or extraordinary leadership abilities when they
observe certain behaviors. The five best documented
characteristics of such leaders are:

• They have a vision.

• They are willing to take risks to achieve that vision.
• They are sensitive to both environmental constraints
and follower needs.
• They exhibit behaviors that are out of the ordinary—
that differentiate charismatic leaders from non-
charismatic ones.
 Charismatic Leadership (cont’d)
Charismatic leaders actually influence followers through
a four-step process:

1. The leader first articulates an appealing vision. This

vision provides a sense of continuity for followers by
linking the present with a better future for the organization.
2. The leader then communicates high performance
expectations and expresses confidence that followers can
attain.
3. The leader conveys, through words and actions, a new
set of values and, by his or her behavior, sets an example
for followers to imitate/replicate.
4. Finally, the charismatic leader makes self-sacrifices and
engages in unconventional behavior to demonstrate
courage and convictions about the vision.
 Transformational Vs Transactional
Leadership
Transformational Leaders. Leaders who provide
individualized consideration and intellectual stimulation,
and who possess charisma. They inspire followers to
transcend their own self-interests for the good of the
organization.
• They change followers’ awareness of issues by helping
them to look at old problems in new ways; and they are able
to excite, arouse, and inspire followers to put out extra
efforts to achieve group goals.
• Evidence indicates that transformational leadership is
more strongly correlated with lower turnover rates, higher
productivity, and higher employee satisfaction.
 Transformational Vs Transactional
Leadership
Transactional leaders. Leaders who guide or motivate
their followers in the direction of established goals by
clarifying role and task requirements.
• The transactional leader works through creating clear
structures whereby it is clear what is required of their
subordinates, and the rewards that they get for following
orders. Punishments are not always mentioned, but they
are also well-understood and formal systems of discipline
are usually in place.
• When the transactional leader allocates work to
subordinates, they are considered to be fully responsible
for it, whether or not they have the resources or capability
to carry it out.
 Visionary Leadership
Visionary leaders:
• Leaders who have the ability to create and articulate a
realistic, credible, attractive vision of the future for an
organization or organizational unit that grows out of and
improves upon the present.

• This vision is so energizing that it “in effect jump-starts

the future by calling forth the skills, talents, and resources
to make it happen.”

• A vision has clear and compelling imagery that offers an

innovative way to improve. Vision taps people’s emotions
and energy. A vision creates the enthusiasm that people
have for sporting events and other leisure-time activities,
bringing this energy and commitment to the workplace.
 Visionary Leadership (cont’d)
Qualities/ Properties of a Vision:

• The key properties of a vision seem to be inspirational

possibilities that are value centered, realizable, with
superior imagery and articulation.

• Desirable visions fit the times and circumstances and

reflect the uniqueness of the organization.

• People in the organization must also believe that the

vision is attainable. It should be perceived as challenging
yet doable.

• Visions that have clear articulation and powerful imagery

are more easily grasped and accepted.
THANKS
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