Leadership

Nature of Leadership travel the globe solving

problems

 The ability to influence people toward the attainment

of organizational goals.
 Leadership is reciprocal, occurring among people.
 Leadership is a “people” activity, distinct from
administrative paper shuffling or problem-solving
activities.
 Leadership is dynamic and involves the use of
power.

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2
 Leadership versus Management
Management Leadership

Promotes Promotes
stability, order vision,
and problem creativity, and
solving within change
existing
organizational M L
structure and
systems

Takes care of where you are Takes you to a new place

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3
 Leader versus Manager Qualities
Leader Qualities Manager Qualities
SOUL MIND
Visionary Rational
Passionate Consulting
Creative Persistent
Flexible Problem solving
Inspiring Tough-minded
Innovative Analytical
Courageous Structured
Imaginative Deliberate
Experimental Authoritative
Initiates change Stabilizing
Personal power Position power

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4
 Leadership Traits
Traits = personal characteristics
 Traits - early efforts to understand
leadership success focused on leader’s
personal characteristics
 Great man approach - early research
focused on leaders who had achieved a level
of greatness
– Find out what made them great
– Find people with same traits

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5
 Personal Characteristics of Leaders
Physical Characteristics Personality Social Characteristics
Energy Self-confidence Sociability, interpersonal skills
Physical stamina Honesty & integrity Cooperativeness
Enthusiasm Ability to enlist cooperation
Desire to lead Tact, diplomacy
Social Background Independence
Education
Mobility

Intelligence and Ability Work-related Characteristics

Judgment, Achievement drive
decisiveness Drive to excel
Knowledge Conscientiousness in pursuit of goals
Intelligence, cognitive Persistence against obstacles, tenacity
ability
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet,
Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

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6
 The Leadership Grid
Blake and Mouton
 Two-dimensional leadership theory that
measures the leader’s concern for people
and for production

 Builds on the work of Ohio State and

Michigan studies

Experiential Exercise: T-P Leadership Questionnaire

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7
 The Leadership Grid

Leadership Grid
High 1,9
Country Club Management Team Management
9,9

Thoughtful attention to the Work accomplishment is from

needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
atmosphere and work tempo.
Concern for People

relationships of trust and respect.

5,5 5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale
of
Impoverished people at a satisfactory level. Authority-Compliance
Management Efficiency in operations results
Exertion of minimum effort from arranging conditions of
to get required work done work in such a way that
is appropriate to sustain human elements interfere to a
organization membership. minimum degree.
Low 1,1 9,1

Low Concern for Production High

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8
 The Role of a Leader in
Team Processing

 Coordinator- information clearing, contact person with outsiders

 Facilitator- Helping in identifying problems, defining issues,
summarizing progress, working together
 Trainer- Teaching ways of approaching problems, providing
methods of learning, coach, arranging outsider to train the group
 Observer- Alert how the group is functioning, describing the
group process
 Gap filler- Identifying and assigning functions missed
 Monitor- Reminding responsibilities, providing agendas & other
resources to complete the task on schedule, managing time.

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 Team Members’ Roles

 Shaper-outgoing & dominant-task leader

 Coordinator- Coordinator of efforts- social leader
 Plant- Creative, intelligent, ideas person
 Resource investigator- Sales person, customer oriented, diplomat,
curious
 Monitor evaluator- analytically intelligent, prudent
 Implementer- hard worker, cautious, self disciplined
 Team worker- supportive, mediator, sociable
 Motivator & fun generator- generates celebration & honors individual
& group accomplishments
 Completer finisher- orderly, deadliness

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 Helpers in the Group

 Initiators idea planters, gifted, generators

 Shapers organize ideas of initiators
 Harmonizers peace makers
 Summarizers articulators, finalizes

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11
 Hinderers in the Group

 Sleepers & Absentee

 Aggressors pick an idea simply and fight for
it
 Withdrawers know every thing but do not
involve, make fun of mistakes deliberately
 Dominators Finalizes articulators,

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12
 Types of Groups
Groups

Formal Informal
Groups Groups

Command Task Force Friendship Interest

(Committee
Teams
Groups Groups
Groups

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Factors of Group Formation

 Psychological factors – interest, attitude,

personality, perception
 Social factors – social class, culture, religion
 Security factors – new place, termination of job, etc.
 Economic factors – shortage of money for house
construction, medical care & other needs.
 Proximity, interaction, interest & influence

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 Characteristics of Informal Groups

 Norms - A norm is an informal rule - stated or unstated ­regarding how

members of a group should or should not behave. Group members
expect one another to conform to group norms.
 Informal leader - In contrast to the formal leader, informal leader is not
appointed or elected. As informal group functions together, members
tend to look more & more to one or more persons in the group for
guidance, that group members look more and more to an individual for
guidance.
 Cohesiveness - Cohesiveness is defined as the extent to which
members desire to remain members of the group - that is, how
important the group is to its members. We find it easier, however, to
think of cohesiveness as how “close knit” the group is how much group
members “stick together”. A basic principle of group control over
members' attitudes and behavior is: the more cohesive the group, the
more members conform to group norms.
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Stages of Team Growth and
Development
 Stage 1: Forming- Competent individuals
Confusion, testing, defining goals, getting acquainted, setting rules
 Stage 2: Storming- Competitive individuals
Tension, hostility, clique formation, struggle for leadership
 Stage 3: Norming- Competent team
Consensus, leadership accepted, standards set, new stable roles, cooperation
 Stage 4: Performing- achieving team
Flexible task roles, openness, helpfulness, acceptance
 Stage 5: Adjourning- appreciating/ mourning team
Disengagement, Anxiety about separation & ending, positive feeling
towards the leader, self evaluation
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Johai Window of Self-awareness &
Understanding Others
My Own Perceptions
Things I Know Things I Do not
About Myself Know About Myself

Things Others The Open Self The Blind Self

Know About
Me Characteristics Characteristics
Apparent to me not Apparent to
Other Persons’ Perceptions

& to Others me

The Concealed
Self The Unknown
Self
Things Others Characteristics
Do not Know Known to me but The Blind Area
About Me Kept Hidden from
Others
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