LEADERSHIP

Prof. Jayashree Sadri

 DEFINITION
 “Leadership is the process of influencing and
supporting others to work enthusiastically
towards achieving objectives”.
 “Leadership is the catalyst that transforms
potential into reality”.
 “Leadership is the act that identifies,
develops, channels and enriches the
potential that is already present in an
organization and its people”.
 MANAGERS VS LEADERS
Managers Leaders
Administers Innovates
A copy An original
Maintains Develops
Focuses on Focuses on
systems and people
structure
Relies on Inspires trust
control
Short-range view Long range
..
perspective

Eye on the Bottom Line Eye on the horizon

Imitates Originates

Accepts the Status Challenges the

Quo Status Quo

Classic good soldier Own person

Does things right Does the right thing

Skills required for an effective Leader
 Technical Skill- refers to a person’s knowledge of
ability in any type of process or technique.

 Human Skill – is the ability to work effectively with

people and to build teamwork.

 Conceptual skill- is the ability to think in terms of

models, frameworks, and broad relationships, such
as long range plans. It becomes increasingly
important in higher managerial jobs.
Conceptual skill deals with ideas, technical skill
involves things while Human skill concerns people.
 LEADERSHIP STYLES
AUTOCRATIC LEADERSHIP STYLE
 Centralize power and decision
making in themselves.
 They structure the complete
work situation for their
employees.
 The leaders take full authority
and assume full responsibility.
 Autocratic leadership is
typically negative, based on
threats and punishments.
ADOLF HITLER
 PARTICIPATIVE LEADERSHIP STYLE

 Participative leaders decentralize authority.

 Participative decisions are not unilateral.
FREE-REIN (LAISSEZ-FAIRE) LEADERSHIP
STYLE

 Such leaders avoid power and responsibility.

 They depend largely on the group to establish its
own goals and work out its own problems.
 Free-rein leadership ignores the leader’s
contribution in approximately the same way that
autocratic leadership ignores the group.
 TRAITS OF EFFECTIVE LEADERS
 Personal Drive
 Desire to lead
 Self-Confidence
 Knowledge of business
 Creativity and originality
 Positive affectivity(warmth)
 Flexibility and Adaptivness
 Charisma
 Cognitive ability
 Honesty and Integrity
 CHARISMATIC LEADER
 Charismatic leadership involves influencing
followers primarily through developing their
emotional commitment to a vision and set of
shared values.
 Characteristics of Charismatic Leaders

 Self Confidence and confidence in subordinates..

 Impression Management skill.
 Social sensitivity and empathy
 Superior debating and persuasive skills.
 Fostering of attitudinal, behavioral and emotional
changes in their followers.
 TRANSACTIONAL LEADER
 Transactional leadership involves influencing
followers primarily through contingent reward-
based exchanges.
 Leaders attempt to identify clear goals for
followers, the specific paths for achieving the
goals, and the rewards that will be forthcoming
for achieving them.
Characteristics of Transactional
Leaders
 Contingent Reward: Contracts exchange of
rewards for effort, promises rewards for
good performance, recognizes
accomplishments.

 Contd.. (Transactional Leaders)
 Management by Exception: Watches and
searches for deviations from rules and
standards, intervenes only if standards are not
met and takes corrective action.
 Transactional leaders ..contd..
 Laissez-Faire: Abdicates responsibilities,
avoids making decisions.
 Transformational leader
 Transformational
leadership involves
influencing followers
through a complex
and interrelated set
of behaviors and
abilities.

JOHN. W. WELCH
 The components of transformational
leadership that primarily relate to
followers include inspirational motivation,
intellectual stimulation and individualized
consideration.
 Transformational leaders are both
challenging and empathetic – and are
people of integrity.
CHARACTERISTICS OF TRANSFORMATIONAL LEADERS

 They identify themselves as change agents.

 They are courageous.
 They believe in people.
 They are value driven.
 They are lifelong learners.
 They have the ability to deal with complexity.
ambiguity and uncertainty.
 They are visionaries.
 EMOTIONAL INTELLIGENCE AND LEADERSHIP
EFFECTIVENESS
 Emotional Intelligence has shown to be
positively related to job performance at all
levels. But it appears to be especially relevant
in jobs that demand a high degree of social
interaction, which is what leadership is all
about.
Five Key Components of Emotional Intelligence

 Self-awareness
 Self-management
 Self-motivation
 Empathy
 Social Skills
THREE MAJOR APPROACHES TO THE STUDY OF
LEADERSHIP
1. The Trait Approach

2. The Behavior Approach

- Leadership Function
- Leadership Styles

3. Contingency/Situational Approach
 THE TRAIT APPROACH
 The first systematic effort by psychologists
and other researchers to understand
leadership was the attempt to identify the
personal characteristics of leaders.

 This approach assumed that leaders share

certain inborn personality traits.

 Their view was “Leaders are born not

made”.
 Critics views

 However, they have largely failed to

uncover any traits that clearly and
consistently distinguish leaders from
followers.
 It is possible that individuals became more
assertive and self confident once they
occupy a leadership position.

 Some of the traits identified may be the

result of leadership experience rather than
the cause of leadership ability.
••Trait
Traittheory:
theory:
Leaders
Leadersareareborn,
born,not
notmade.
made.
••Behavioral
Behavioraltheory:
theory:
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Leadershiptraits
traitscan
canbe
betaught.
taught.
 THE BEHAVIOR APPROACH
 When it became evident that effective
leaders did not seem to have a particular
set of distinguishing traits, researchers tried
to isolate the behavior characteristics of
effective leaders.
 In other words, rather than try to figure out
who effective leaders are, researchers tried
to determine what effective leaders do –
how they delegate tasks, how they
communicate and try to motivate their
followers or employees, how they carry out
their tasks, and so on.
 TWO ASPECTS OF LEADERSHIP
BEHAVIOR
 These researchers have focused on two aspects of
leadership behavior:

1. Leadership Function( task-related

or group-maintenance / employee
employee oriented)

2. Leadership Styles (controlling or

Motivating)
 CONTINGENCY/SITUATIONAL
APPROACH
 The contingency theory of leadership was
developed to do justice to both the leader’s
personality and complexities of the situation.
 contd..

 The theory contends that a leader’s

effectiveness depends on the situation
and , as a result, some leaders may be
effective in one situation or organization
but not in another.
 Contingency theory became popular since it was
generally believed that

 “no one trait was common to all effective

leaders and no one style was effective in all
situations”.

 Each situation demanded a different leadership

style of a leader.
 LEADERSHIP THEORIES
1. The Blake and Mouton -
managerial Grid

2. Fiedler’s Contingency Model

3. Hersey and Blanchard’s model

4. Path Goal Theory - (Martin Evans and Robert

House)
Blake and Mouton Managerial Grid
 Explanation – Blake & Mouton Grid

9.1- Autocratic Leadership Style

1.9- Democratic Leadership style
1.1- Free-rein style
5.5- Practical Leadership Style
9.9- Meaningful Leadership Style
 PATH-GOAL LEADERSHIP THEORY
(Martin Evans and Robert House)
 According to path-goal theory, the leader’s roles are
to help employees understand what needs to be
done (goal) and how to do it (path).
 Further, leaders need to help employees see how
achieving the goals will be beneficial to them and to
the organization.
 Path-goal theory contd..
 Path-goal leadership states that the leader’s
job is to use structure, support and rewards to
create a work environment that helps
employees reach the organization's work.
 The two major roles involved are to create a
goal orientation and to improve the path
towards the goals so that they will be
attained.
 Path-goal theory contd…
 Leaders however, have to decide which
style to use with each employee. The path-
goal identified four alternatives:

1. Directive leadership
2. Supportive leadership
3. Participative leadership
4. Achievement-orientation leadership
THE PATH GOAL THEORY MODEL
 Directive Leadership
Subordinates know what is expected of them and
the leader gives specific directions. There is no
participation by the subordinates.
 Supportive Leadership
The Leader is friendly and approachable and
shows a genuine concern for subordinates.
 Participative Leadership
The Leader asks for and uses suggestion from
subordinates but still makes the decisions.

 Achievement –Orientation Leadership

The Leader sets challenging goals for
subordinates and shows confidence that they will
attain these goals and perform well.
 FIEDLER’S CONTINGENCY MODEL OF
LEADERSHIP
 Fiedler developed what he called a
contingency model of leadership
effectiveness.
 This model contained the relationship
between leadership style and favorableness of
the situation.
 Situational favorableness was described by
Fielder in terms of three empirically derived
dimensions:
 Contd..

1. The leader-member relationship.

2. The degree of task structure.
3. The leader’s position power.
 Situations are favorable to the leader if all the
three of these dimensions are high.
 If the opposite exists(if the dimensions are low),
the situation will be very unfavorable for the
leader.
 Fielder concluded through his research that the
favorableness of the situation in combination
with the leadership style determined
effectiveness.
 HERESEY AND BLANCHARD’S
SITUATIONAL LEADERSHIP MODEL
 One of the major contingency approaches to
leadership is Paul Hersey and K Blanchard’s
situational leadership model, which holds that
the most effective leadership style varies with
the ‘readiness’ of employees.
 H & B define readiness as desire for
achievement, willingness to accept
responsibility and task-related ability ,skills
and experience.
 The goals and knowledge of followers are
important variables in determining effective
leadership style.
 Contd..
 H & B believe that the relationship between a
manager and follower moves through four
phases as employees develop, and managers
need to vary their leadership style
accordingly.
HERSLEY BLANCHARD MODEL
 Four stages / styles
1. Telling Style: High Task-Low Relationship

2. Selling Style: High Task-High Relationship

3. Participating Style: Low task - High Relationship

4. Delegating Style: Low task and low relationship

 Style 1: High task and low relationship

 The telling style is directive because the leader

produces a lot of input but a minimum
amount of relationship behavior.
 The leader defines roles in an autocratic
manner and tells people what, how when, and
where to do tasks.
 Style 2: High task and high relationship

 The selling style is also directive, but in a more

persuasive, supportive and guiding manner.
 The leader provides considerable input about
task accomplishment but also emphasizes
human relations in a coaching style.
 Style 3: Low Task -High relationship
 In the participating leadership style, less
direction and more collaboration exist
between leader and group members.
 This is a consultative or consensus type of
leadership in which the leader concentrates
on facilitating shared decision making.
 Style 4: Low task – low relationship.
 In the delegating leadership style, the leader
delegates responsibilities for a task to group
members but is kept informed of progress.
 When is each leadership style most effective?
The answer is contingent on the specific
characteristics of the followers and the
situation.
 SUMMARY
• Definition
• Managers Vs Leaders
• Leadership Skills
• Leadership Styles
• Leadership Traits
• Charismatic Leaders
• Transactional Leaders
• Transformational Leaders
 Summary ..contd..
 Leadership Approaches-

a. Trait approach

b. Behavior Approach

c. Situational/Contingency
Approach
 Contd..
 Leadership Theories –

1. Blake and Mouton

Managerial Grid.

2. Path-Goal Leadership Theory.

3. Fiedler’s Model

4. Heresey ad Blanchard’s
model.