Leadership

Group number : 6

MMS - 1
Old Roll Number New Roll Number Name
006 20-S-007 Pranchit Battulwar
023 20-S-032 Sourabh Garade
041 20-S-051 Sanket Joshi
058 20-S-067 Prayag Mane
075 20-S-093 Kapil Patil
092 20-S-114 Pradyumna Sadgir
110 20-S-140 Ankit Thakker
127 20-S-014 Shaswat Chaube
149 20-S-122 Pranay Sayam
Leadership Theories

041 20-S-051 Sanket Joshi

 Approaches to Leadership Theories

The
The The The
The Trait Power-
Behavior Situational Integrative
Approach influence
Approach Approach Approach
Approach

- Personality - Conflicts - Satisfaction - Work Involves more

- Motives - Demands - Effort Performed than one type of
- Values - Opportunities - Performance - Nature of leadership
- Skills - Constraints (of Subordinates) external variable
environment

Reference – “Leadership in Organizations” by Gary Yukl, Page no – 11,12,13

 Level of Conceptualization for Leadership Theories

Individual - Personality traits, values, skills, motivation, and

cognition

Dyadic - Leader influence over the follower

Group - Influence of leaders on collective processes that

determine the team performance

Organization - Organizational structures, authority relationships,

operations co-ordination

Reference – “Leadership in Organizations” by Gary Yukl, Page no – 14 to 17

Examples of Leadership Theories

006 20-S-007 Pranchit Battulwar

 Leadership Theories

• Path-Goal Theory of Leadership • Leader Member Exchange Theory

Path-Goal Theory of Leadership

Directive Supportive
leadership leadership

Achievement-
Participative
oriented
leadership
leadership

Reference: Organizational Behavior (12th ed.) by Fred Luthans (The McGraw-Hill) , page no: 426-427
 Leader Member Exchange (LMX) Theory

• Leader Member Exchange (LMX) Theory says that Leaders create in-groups and out-
groups.

• LMX theory suggests that early on in the relationship between a leader and a given
follower, a leader will categorize as an “in” or “out”.

• Leaders encourage LMX by rewarding those employee with whom they want a closer
linkage and punishing those with whom they do not.

• Followers with in-group status will have higher performance rating, less turnover, and
greater job satisfaction.

Reference - “ Management” by Stephen . P . Robbins, Mary Coulter, Page no- 469

Individual Attributes of Leadership

023 20-S-032 Sourabh Garade

 Skills for Development of Leadership

• Learning from Experience

• Building Technical Competence

• Building Effective Relationships with Superiors

• Building Effective Relationships with Peers

• Development Planning

Reference :Leadership by Richard L Hughes, Robert C Ginnett, Gordon J Curphy (Page 87)
 Specific Traits for Effective Leadership

• High energy level and stress tolerance

• Emotional maturity

• Personal integrity

• Moderately high achievement orientation

• Moderately low need for affiliation

Reference : Leadership in organizations by Gary Yukl (Page 139)

 OCEAN Model of Personality

Openness to
Conscientiousness Extraversion
experience

Agreeableness Neuroticism

Reference : Leadership by Richard L Hughes, Robert C Ginnett, Gordon J Curphy (Page 192
Situational Factors affecting
Leadership

092 20-S-114 Pradyumna Sadgir

 Situational Factors affecting Leadership

● Internal Factors
○ Forces or coalitions internal to the organisation (relative influence of CEO and the Board)
■ Founder/Dominant Owner/Philosophy of the Board
■ Organisational Culture (bureaucratic vs. agile)
○ Surplus Financial Reserves (to fund new ventures or innovations)
○ Perception of current performance (peacetime vs. crisis; innovation vs. stability)
● External Factors
○ Nature of the products and the type of markets (differentiation, demand)
○ Nature of the industry (growth vs. traditional)
○ External stakeholders (large clients, key suppliers)
○ Governmental Policies (environmental regulations, labor laws, safety standards, legal
obligations)

Reference: Leadership in Organisations (8th ed.) by Gary Yukl (Pearson) , page no: 284-286
 Fiedler Contingency Model

● Core Idea: Effective group performance depends on the proper match between a leader’s style
and the degree to which the situation allows the leader to control and influence
● Leadership style: task-oriented or relationship-oriented and fixed
○ Least-preferred co-worker (LPC) questionnaire
● Situational factors in leader effectiveness:
○ Leader–member relations
○ Task structure
○ Position power

Reference: Management (14th edition) by Stephen P. Robbins, page no: 559-561

Reference: Management (14th edition) by Stephen P. Robbins, page no: 561
Situational Leadership

058 20-S-067 Prayag Mane

 Situational Leadership Model

• Developed by Paul Hersey and Ken Blanchard

• Focuses on leadership style and readiness of followers

• Based on the nature of the situation, the leadership style should be enacted

• Uses 2 dimensions for the leadership styles –

1. Tasks

2. Relationship

• Readiness - ability and willingness to accomplish a specific task

Reference - Management by Stephen Robbins and Mary Coulter, Page 561 - 562
 High
Leadership styles in SLT
Participating Selling
1. Telling - Define roles and tell each step

Relationship
2. Selling - Get followers to ‘buy into’ leader’s
Delegating Telling
desires

3. Participating - Share in decision making Low Task High

4. Delegating - Provide little direction

Unwilling

R1 R3
Readiness types in SLT
(unable and (able but
unwilling)
1. R1 (unable and unwilling)
unwilling)
Unable Able
2. R2 (unable but willing)
R2 R4
(unable but (able and 3. R3 (able but unwilling)
willing) willing)
4. R4 (able and willing)
Willing
Reference - Management by Stephen Robbins and Mary Coulter, Page 561 - 562
 SLT Implementation

Readiness Leadership Style

R1 (unable and unwilling) Telling (Define roles and tell each step of task)

R2 (unable and willing) Selling (Both directive and supportive behaviour)

R3 (able and unwilling) Participating (To gain their support)

R4 (able and willing) Delegating (Not do much)

Strengths: Useful in the market, training leaders, practical, sensible,

easy to apply in variety of situations

Reference 1 - Management by Stephen Robbins and Mary Coulter, Page 561 - 562
Reference 2 - Leadership - Theory and Practice by Peter Northouse, Page 174 - 175
Transformational Leadership

110 20-S-140 Ankit Thakker

 Transformational Leadership

• Transformational leaders inspire followers to transcend their own self- interests

• This style of leadership is most effective when followers can see the positive impact of their work

• Followers respond with increased commitment for the good of the organization

• It results in higher productivity, better morale, lower turnover and lower absenteeism

Reference: Organizational Behaviour (17th ed.)- Stephen P. Robbins, Timothy A. Judge, Page No. 433, 435
 Four I’s of Transformational Leadership

Idealized Providing vision and sense of mission, instilling

Influence pride and gaining respect and trust

Inspirational Communicating high expectations, expressing

Motivation important purposes in simple ways

Intellectual Promoting intelligence, rationality and careful

Stimulation problem solving

Individualized Giving personalized attention, advising each

Consideration employee on a one-to-one basis

Reference: Organizational Behaviour (17th ed.)- Stephen P. Robbins, Timothy A. Judge, Page No. 433
 Characteristics of Transformational Leaders

Belief in
people

Identify as
Courageous change
agents

Characteristics

Visionaries Value driven

The transformational leadership of

Netflix CEO Reed Hastings has helped
Ability to
the company grow from a small DVD
Lifelong
deal with
learners rental service to an Internet streaming
ambiguities
service with 53 million customers in 50
countries
Reference: Organizational Behaviour (12th ed.)- Fred Luthans, Page No. 431
Reference: Organizational Behaviour (17th ed.)- Stephen P. Robbins, Timothy A. Judge, Page No. 435
Transactional Leadership

075 20-S-093 Kapil Patil

 Transactional Leadership

• Transactional leadership occurs when the leader rewards or disciplines a

follower depending on the adequacy of the follower's performance.
• It can be stated as a type of leadership where leader tends to
• Recognize what their associates want to get from their work, and try to see that they get
it, if their performance so warrants
• Exchange rewards and promises of reward for appropriate level of support
• Respond to the needs and desires of associates as long as they are getting the job done

Developing a Potential across a Full Range of Leadership, Bernard M. Bass, Bruce J. Avolio, Page No. 3
True Leadership, David P. Peltz, John H. Wilson, Page No. 51
 Characteristics of Transactional Leaders

• Contingent Reward

• Management by Exception (active)

• Management by Exception (passive)

• Laissez-Faire

Developing a Potential across a Full Range of Leadership, Bernard M. Bass, Bruce J. Avolio, Page No. 3-5
Effective Leadership

149 20-S-122 Pranay Sayam

 Effective Leadership

The researches conducted by behavioral scientists to find out what makes a leader effective, for this
they had given theories:

Traits of an effective leader

• Good Personality
• Intellectual Ability
• Initiative
• Imagination
• Maturity
• Desire to accept responsibility
• Self Confidence
• Flexibility
• Fairness and Objectivity

Principles and Practices of Management by Dr. Preety Bhalla pg. 250

Task and Relations Behaviors

Leader in Organizations - Gary yukl (pg. 50)

 Examples of Task-Oriented Behaviors

• Organize work activities to improve efficiency

• Plan short-term operations
• Assign work to groups or individuals
• Clarify what results are expected for a task
• Explain priorities for different task objectives
• Set specific goals and standards for task performance

Examples of Relations-Oriented Behaviors

• Provide support and encouragement to someone with a difficult task

• Socialize with people to build relationships
• Provide coaching and mentoring when appropriate
• Consult with people on decisions affecting them
• Keep people informed about actions affecting them
• Help resolve conflicts in a constructive way

Leader in Organizations - Gary yukl (pg. 52)

 University of Michigan Studies

a) Employee oriented:
• emphasized interpersonal relationships and taking care of employees’ needs
• approach followers with a strong human relations emphasis.
• interest in workers as human beings, value their individuality, and give special attention to their
personal needs
• similar to the cluster of behaviors identified as consideration in the Ohio State studies.

b) Production oriented:
• emphasized technical or task aspects of job
• consists of leadership behaviors that stress the technical and production aspects of a job
• workers are viewed as a means for getting work accomplished
• parallels the initiating structure cluster found in the Ohio State studies.

Conclusion: Employee-oriented leaders were associated with high group productivity and higher job
satisfaction.

Peter G. Northouse - Leadership_ Theory and Practice-Sage Publications, Inc (2018) pg 139
INSTRUMENTAL LEADERSHIP

127 20-S-014 Shaswat Chaube

 Definition & Meaning

Instrumental Leadership can be defined as the application of leader expert knowledge on

monitoring of the environment and of performance, and the implementation of strategic and
tactical solutions.

Instrumental Leadership, essentially pivots on the enactment of leader expert knowledge to

ensure organizational goal attainment

Reference: Instrumental leadership: Measurement and extension of transformational–transactional leadership theory(Page 11-
12)
 Qualities Factors

● Emotionally Laden ● Environmental monitoring

● Ideologically Laden ● Strategy formulation and
● Functional Problem Solving implementation
● Verifying the Casual Links in the System ● Path-goal facilitation
● Outcome monitoring

Limitations Advantages

● Ignores Strategic Leadership Functions

● Individual Management
● Punitive
● Deals with Dynamic Environment
● Contingent Aversive

Reference: Instrumental leadership: Measurement and extension of transformational–transactional leadership theory(Page

6,8,12,18 & 19 )
 Interview

Varun Gandhi
Senior Consultant – KPMG
1. Do you follow a specific leadership style or change your style according
to the situation?

• I always analyze the problem and change my leadership style to adapt to the
situation
• I use the DACA approach for the same
• Detect- the first step is to identify the imperative to change
• Adapt- to adapt is to have a flexible mindset and to be prepared to put aside the
conventional approach and improvise based on the intent of the situation
• Choose- after analyzing the problem the most important aspect is choosing the right
leadership style and consider the impact it will create and will it be in accordance with
our intent
• Adopt- once the right style is chosen, it is the time to implement it into practice
• This helps to ease up the thought process and helps apply the right leadership style
to the right situation
2. What leadership lesson have you learnt from your managers?

• Patience is a quality that is very important when dealing with your team
• He had a senior manager who was quite patient with him when he had erred on one
or two occasions in a project
• She did not take away his opportunities of ownership during that phase which could
have dented his confidence, which helped him get back on track
3. To show effective leadership skills, is it important to be associated with organization for a
long time or someone newly introduced in organization will be more effective? Why?

• It does not matter to be associated with the organization or be newly introduced, to

show effective leadership skills. The important thing is he/she should be able to
build harmonious relationship with the people in the organization. This would also
help him/her deal with different situations.
• Also, the leadership skills are within a person and he/her should be able to use it at
the right time and right place.
4. With work-from-home Culture being adopted by various organizations across the
globe during the pandemic, what is the change in leadership style?

• Employees at KPMG have adopted the WFH culture very well.

• Change which happened in leadership styles at the start of pandemic was the shift
from being task-oriented to people-oriented.
• Physical as well as emotional well being of the employees was given the utmost
importance and dedicated helplines and forums were created to ensure well-
being for employees and their families.
• After this, once all facilities were in place, the leadership started taking steps to
strike balance between being task-oriented and being people-oriented.
 5. What are the most important attributes of successful leaders today ?

According to sir the Leadership is less about a strong or charismatic individual and more
about a group of people working together to achieve results and for that the most important
attributes are
• Integrity is a core quality that every leader must possess. You cannot run any business
successfully if you lack integrity because Integrity is the foundation of good leadership,
and one must stand for their beliefs.
• They should be innovative because Innovative people are always open to new ideas and
discussions. They listen to everyone actively and also motivate others to think out of the
box.
• They should be Strong Communicator because An effective leader knows how to put
across his message. They are good orators and communicate to get his/her work done.
They are not harsh; they choose words and expressions which suit the situation and
allow others to express their thoughts and ideas.
6. Between transformational and transactional leadership, which leadership style do you
feel is more suitable in a corporate setting?

• Sir believes that transformational and transactional leadership complement each

other and that one cannot be chosen above the other
• He says that the best leaders utilize both styles of leadership effectively
• Transformational leadership builds on transactional leadership and can produce
employee performance at a scale that is much higher
• It is important for people to be motivated to work for the organisation and
transcend beyond their self-interests
7. How can leaders keep improving their leadership abilities over long term?

• Sir suggested two ways in which a leader can keep improving himself/herself over
time.
• The first way is to be proactive in different activities and expand one’s horizon of
exposure. This will allow the leader to get varied experiences and also learn from
his/her own experiences.
• The other way to be a better leader is to learn from the best leaders throughout the
world, by going through their books, lectures, etc
8. What are the barriers one faces in any organization which will stop one wish from being
a good leader?

• Cooperating and Coordination is the most important thing in the organization. As

you have to deal with a diverse range of people. So, to accommodate all in one team
and then allow them for the project needs much more mental preparedness along
with the willingness to finish the project.
• Communication is the second barrier. If your team member is not communicating on
the issue and you don’t know what’s the problem is then it will make a huge
difference in the long run. So, you should be communicating effectively with all your
team members.
• Clear Vision about the project along with the team members' need for the project. If
your vision is not clear you will end up in something else besides the point where
you want to reach.
 Case Study

∙ Delight Steels, a steel manufacturing company is considering expansion of its production

capacity in association with W&W works, another steel manufacturing company. To do so, it
needed a larger facility.

∙ The CEO of Delight Steels, Mr. Shyam Shukla (since 2014) and his management staff spent
considerable time and resources researching all possible pros and cons of the expansion.

∙ After the study and W&W works consent, a thorough expansion plan was developed.
 Case Study

∙ During the board presentation for the expansion, one board member, who is known to be
politically connected, asked the CEO if he had considered vacant site in a particular area.

∙ The CEO replied that the management staff with the assistance of several consultants had
considered several sites and the one being recommended was the best choice.

∙ However, the board member had a history of objecting and not being very cooperative. He
insisted on establishing the new facility in that particular area or carrying out another study
for his satisfaction.
 Question 1

Should the CEO allow for another feasibility study on request of one board
member?
 Question 2:

The CEO as well as the other board members agreed to another study. This
forced the company to spend an additional Rs. 10,00,000 on research. The
results were the same as before and the company wasted Rs. 10,00,000 on
research.

What leadership qualities he should have displayed to avoid this loss?

 Question 3:

How could the remaining Board members have acted differently to avoid this
loss?