'LEADERSHIP' for impact in our daily lives.

It is informative

1. LEADERSHIP 1

2. DEFINITIONS “Leadership is the exercise of authority and making of decisions” -Dubin.R “Leadership is a process of influence on a group in a particular situation at a given point of time,and in a specific set of circumstances that stimulate people to strive willingly to attain organisational objectives and satisfaction with the type of leadership provided.” -James J Cribbin 2

3. LEADERSHIP STYLES Based on attitude and behaviour 1.Autocratic or Authoritarian Style Leader Yields absolute power All decision making power centralised in the leader No suggestions or initiatives from subordinates are entertained Generally disliked by subordinates 3

4. 2.Laissez-faire or Free-rein Style Leader Maximum freedom allowed to subordinates Free to decide their own policies and methods and to make independent decisions Leader provide help only when required Creates self confidence in workers and provide them an opportunity to improve their talents Workers should be competent,sincere and self disciplined 4

5. 3.Democratic or Participative Style Leader Acts according to the mutual consent Subordinates are encouraged to make suggestions and take initiatives Mutual trust and confidence resulted in job satisfaction Improved morale of workers Reduced complaints,employees’grievances,industrial unrest and strikes 5

6. 4.Paternalistic Style Leader Based upon and sentiments and emotions of people Like a father to his subordinates Helps,guides and protects his subordinates but under him no one grows 6

7. II.Based on official recognition/relationship 1.Formal leaders Formlly appointed or elected Person created by the formal structure,enjoys organisational authority Has two fold responsibility: i)fulfill the demads of an organisation ii)help,guide and protect his subordinates in satisfying their needs and aspirations 2.Informal leaders 7

8. 2.Informal leaders Not formally recognised Person who command respect and who are approached to help,guide and protect the interests of the people Help their followers in acheiving their individual and group goals Created to satisfy those needs which are not satisfied by formal leaders 8

9. III.Based on concern for production v/s concern for people Proposed by Robert.R.Blake and Jane Mouton Developed Managerial grid for managerial training and of identifying various combinations of leadership Five representative styles of leadership are: 1.Improverished Management 2.Country Club Management 3.Task Management 4.Team Management 5.Middle of the Road 9

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11. IV.Based on decision making Proposed by Rensis Likert Likerts treat organisation as a complex system based on the principle of supporting relationships,in which decision making,leadership,motivation,communication and control move together Four Leadership styles: 1.Exploitative Autocratic 2.Benevolent Autocratic 3.Participative 4.Democratic 11

12. Leadership variable System1 (Exploitative autocratic) System 2 (Benevolent autocratic) System 3 (Paticipative) System 4 (Democratic) Confidence and trust in subordinates Has no confidence and trust in subordinates Has condescending confidence and trust,such as master has to servant Substantial but not complete confidence and trust;still wishes to keep control of decisions Complete confidence and trust in all matters Suborddinates feeling of freedom Subordinates do not feel at all to discuss things about the job with their superior Subordinates do not feel very free to discuss things about the job with their superior Subordinates feel rather free to discuss things about the job with their superior Subordinates feel completely free to discuss the job with their superior Superiors seeking involvement with subordinates Rarely gets ideas and opinions of subordinates in solving job problems Sometimes gets ideas and opinions of subordinates in solving job problems Usually gets ideas and opinions and usually make constructive use of them Always ask subordinates for ideas and opinions and always tries to make constructive use of them Likerts’s system of management leadership 12

13. THEORIES 1.TRAIT THEORY “Leaders are born,not made” Peoples are born with some inherited traits People who make good leaders have the right (or sufficient)combination of traits Important traits possessed by many of the successful leaders are: Intelligence Physiological factors 13

14. Intense inner motivational traits Human relation attitude Vision and Foresight Empathy Fairness and objectivity Technical skill Open mind and adaptability Art of communication and social skills 14

15. 2.BEHAVIOURAL THEORY Leadership involves an interpersonal relationship between leader and subordinates Behaviour of the leader towards the subordinates constitute the most critical element The good behaviour of the leader raises the morale,build up confidence and spirit among the team members and lack of good behaviour will discard him as a leader 15

16. Michigan Studies Developed two dimensions of leadership behaviour: Production Oriented Employee oriented Emphasizes the technical or task aspects of the job Rigid work standards,procedures and rules Show concern for employees’ needs,welfare,advancement etc Encourage employee participation in goal setting and in other decisions 16

17. ii.Ohio state university leadership studies 17

18. iii)IOWA Studies Proposed by Kurt Lewin He identified three main leadership styles 1)Autocratic style 2)Democratic style 3)Laissez-faire / Free rein style 18

19. 3. CONTINGENCY THEORIES Leadership is greatly affected by a situation and to maintain that leadership pattern is the product of a situation at a particular time Emphasis not on person qualities or traits of a leader,but upon a situation which he operates A good leader is one who moulds himself according to the needs of a given situation 19

20. I.Fiedler’s contingency model Developed by Fred Fiedler Two types of leaders are discussed in this theory: 1)Task oriented 2)Relationship Oriented Three major situational variables suggested by Fiedler are: i)Leader-member relations ii)Task structure iii)Position power 20

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22. II.Hersey-Blanchard situational model Also known as Life cycle theory of leadership Based on interaction among three factors: i)Task behaviour ii)Relationship behaviour iii)Maturity level 22

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24. III.House’s path goal theory Proposed by Robert House Leaders are effective based on their impact on (followers’) motivation,ability to perform effectively and satisfactions. Major concern is how the leader influences (followers’) perceptions of their work goals,personal goals and paths to goals attainment. Leader’s behaviour is motivating or satisfying to the degree that the behaviour increases (followers’) goal attainment and clarifies the paths to these goals 24

25. Path-goal theory proposed four leadership behaviours: 1)Directive 2)Supportive 3)Participative 4)Achievement-oriented 25

26. IV.Vroom-Yetton and Jago’s contingency model Developed by Victor Vroom and Philip Yetton and later joined by Arther Jago Model focuses on the degree to which employees shoulde be allowed to participate in decisions Three factors considered for this purposes are i)Decision quality ii)Decision acceptance iii)Decision timing 26

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28. 4.EMERGING LEADERSHIP THEORIES I.Leader Member Exchange (LMX) Theory Leaders do not treat all their subordinates in equitable manners Leaders have some ‘ingroups’ and some ‘outgroups’ People in ingroup establish a close interpersonal relationship over a period of time They enjoy a relationship of trust,loyalty and a sense of common fate with the leader Leaders keep distance from the outgroup people 28

29. II.Charismatic leadership theory Interpersonal attraction of a leader that inspires support and acceptance from others Charismatic leadership and high performance are positively correlated Subordinates are motivated to work extra because they like their leader and enjoy greater satisfaction Charismatic leaders are impatient with present conditions and push their organisations to continuosly improve 29

30. III.Transformational leadership It is all about “leading change” Transformational leaders are referred as agents of change who energize and direct employees to new set of behaviours According to Barnard.M.Bass,four behavioural components are i)Charisma ii)Individualised consideration iii)Inspiration iv)Intellectual stimulation 30

31. IV.Transactional Leadership Referred to as “managing” Main pupose of leader is to ensure that the follower’s carry on their work smoothly and to provide guidance as and when required 31

32. V.Transactional vs Transformational leadership Transactional leadership involves an exchange relationship between leaders and followers Tansformation leadership is based more on leader’s shifting the values,beleifs and needs of the followers 32

33. VI.Leading change leadership John.P.Kotter defines 8 steps to manage change in this model 33

34. VII.Visionary Leadership Ability of the leader to create an attractive vision of the future for the organisation Vision has to be clear and compelling so that it can offer new and innovative ways of improvement Qualities of a successful leader in visionary leadership are: i) ability to express the vision to others ii) continually convey and reinforce the vision iii) extend the vision to variety of activities such as HR,marketing,finance etc 34