Leadership: Chapter # 15

LEADERSHIP
Chapter # 15
INTRODUCTION
 Leadership comprises of three, people, influence and
goals.
 Leadership is the ability to influence people towards
attainment of goals.
 Bossless doesn’t mean leaderless.
 A significant influence on leadership styles currently is

turbulence and uncertainty.
 Leadership practices are affected by ethical and
economic difficulties, corporate governance,
globalization, technology, changes in employee
expectations etc.
 Four leadership approaches are practiced in current
turbulent times.
Level 5 leadership:
 It refers to highest level in a hierarchy of manager
capabilities.
 Level 5 leaders build excellence through dedication and
humility i.e unpretentious and modest.
Servant leadership:
 A servant leader transcends self interest to serve others,
organization and society.
 They work for fulfillment of their sub ordinates goals and
needs or mission of organization.
 Servant leaders give away power, ideas, information,
recognition, credit for accomplishments and even money.
 They often work in non profit organizations.
Authentic leadership:
 It refers to individuals who know and understand
themselves, who promote and act consistent with higher
order ethical values.
 They empower and inspire others with openness and
authenticity.
 Authenticity means being “real”, staying true to beliefs
and values and acting based on one’s true self.
Interactive leadership:
 A leader favors consensual and collaborative process,
and influence derives from relationships rather than
position power and formal authority.
POWER AND INFLUENCE
 Both followers and leaders use power and influence to
get things done in organizations.
 Power is potential ability to influence behavior of others.
 Influence is the effect that a person’s actions have on

attitudes, values, beliefs or behavior of others.
 There are two types of power, hard position power and
personal soft power.
Hard position power:

 The traditional power comes from the organization.
 Legitimate power: Power coming from management position

in an organization and the authority granted to is called
legitimate power.
 Reward power: Power stems from authority to reward other

people.
 Coercive
power: it refers to the authority to punish or
recommend punishment.
Personal soft power:
 The power comes from internal sources of a leader.
 Expert power: Power resulting from a person’s special knowledge

or skill regarding the task being performed is called expert power.
 Referent Power: the power comes from an individual’s personal

characteristics.
Other sources of power:

 There are additional sources of power that are not linked to a
particular person or position but rather to the role that an
individual plays in functioning of organization.
 Personal effort
 Network of relationships
 information
FROM MANAGEMENT TO
LEADERSHIP:
LEADERSHIP TRAITS
 Traits are distinguishing personal characteristics of a
leader such as intelligence, honesty, self-confidence and
even appearance.
 In addition to personality traits, physical, social and
work related characteristics of leaders have been studied.
BEHAVIORAL APPROACHES
 The inability to define effective leadership based solely
on traits led to an interest in looking at the behavior of
leaders and how it may contribute to leadership success
or failure.
 Two types of behavior have been identified for effective
leadership in variety of situations are task oriented
behavior and people oriented behavior.
 Ohio State University identified two major behaviors
they called consideration and initiating structure.
 Consideration is the extent to which the leader is mindful
of subordinates, respect their ideas and feelings, and
establishes mutual trust.
 Initiating structure is the extent to which the leader is task
oriented and directs subordinate work activities towards
goal attainment.
 Research at University of Michigan at same time also
considered task and people oriented behavior by
comparing the behavior of effective and ineffective
supervisors.
 The most effective supervisors were called employee
centered leaders who established high performance goals
and displayed supportive behavior toward subordinates.
 The less effective leaders were job centered leaders who
were less concerned with goal achievement and human
needs in favor of meeting schedules, keeping cost low and
achieving efficiency.
THE Leadership Grid:
 Robert R. Blake and Jane S. Mouton worked further on

the work of Ohio state and Michigan studies.
 They proposed a two dimensional theory called

Managerial grid.
 This grid presents five major management styles.
 Each axis on grid is a nine point scale, with 1 meaning

low concern and 9 meaning high concern.
CONTINGENCY APPROACHES
 Denise Morrison, CEO of Campbell soup company is a
strong proponent of empowerment and employee
engagement.
 She has been referred to as “tough on issues but tender
on people”. She is known to be patient and supportive,
even though she can make difficult operational
decisions.
 Pamela Frobes, president of TruServ Corporation called
as “the dragon lady” by employees at former job.
 She embraced the name and hung a watercolor of a fire
breathing dragon on her office wall to let people know
that she didn’t mind being known as hard nosed
manager.
 People with different styles can be effective leaders?
 Contingency approaches to leadership explore that how
the organizational situation influences leader
effectiveness.
The Situational Model of Leadership:
 Hersey and Blenchard extended work on leadership grid
and focused attention on characteristics of followers in
determining appropriate leadership behavior.
 The point of situational model is that subordinates vary
in readiness, which is determined by the degree of
willingness and ability that a subordinate demonstrates
while performing a specific task.
 Willingness refers to a combination of confidence,
commitment and motivation in follower
 Ability refers to amount of knowledge, experience and
demonstrated skills in subordinates.
Fiedler’s Contingency Theory:
 Fiedler and his associates focused on some other
elements of organizational situation to assess when one
leadership style is most effective than another.
 Fiedler considered that a person’s leadership style to be
relatively fixed and difficult to change.
 Therefore the basic idea is to match the leader’s style
with the situation most favorable for his/her
effectiveness.
 The favorability of leadership situation can be analyzed
in term of three elements.
 The quality of leader-member relationship.
 The degree of task structure.
 The leader’s position power.

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LEADERSHIP

 A significant influence on leadership styles currently is

 Influence is the effect that a person’s actions have on

Hard position power:

 Legitimate power: Power coming from management position

 Reward power: Power stems from authority to reward other

 Expert power: Power resulting from a person’s special knowledge

 Referent Power: the power comes from an individual’s personal

Other sources of power:

 Robert R. Blake and Jane S. Mouton worked further on

 They proposed a two dimensional theory called

 This grid presents five major management styles.

 Each axis on grid is a nine point scale, with 1 meaning

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