Leadership.pptx for students at graduation level

Leadership Functions/Features/Qualities/Styles

1. LEADERSHIP

2. MEANING OF LEADERSHIP  Leadership is an important element of directing function of management. A manager as a leader needs to inspire his subordinates to achieve organisational goals. Leadership is the driving force which gets the things done by others. The essence of leadership is ‘followership’. It is the followers who make a person a leader. Leadership is the ability to build up confidence and zeal among people and to create awareness in them to be led. An individual who possesses the attributes of leadership is known as ‘Leader’. A leader plays an important role in the success of an organisation . According to Koontz and O’Donnell, “ Leadership is the ability of a manager to induce subordinates to work with confidence and zeal.”

3. CHARACTERISTICS OF LEADERSHIP 

4. LEADERSHIP FUNCTIONS 

5. DIFFERENCE BETWEEN MANAGER AND LEADER   Basis Manager Leader 1. Basis A manager is always a leader because he has to influence the behaviour of subordinates. A leader may not be a manager, leaders may lead informal groups also. 2. Authority A manager has formal authority to influence the behaviour of others. Leaders have informal authority, it is the authority of trust and faith shown by followers. 3. Objective Managers aim to achieve the goals of the organisation by influencing the behaviour of subordinates. A leader aims to achieve group goals and satisfy the group members. 4. Function A manager performs various functions such as planning, organising, staffing, directing, co-ordinating. A leader performs the function of directing only.

6. Theories of Leadership THE TRAIT THEORY According to this theory, there are certain personal qualities and traits which are essential to be a successful leader. The advocates of this theory are of the opinion that persons who are leaders are psychologically better adjusted to display better judgement and to engage themselves in social activities. They seek more information, give more information and take lead in interpreting or summing up a situation. Most of the Trait Theories believe that leadership traits are inherited or in-born or are acquired by learning.

7. CHARISMATIC LEADERSHIP THEORY Charisma is a leadership trait that can influence employees to take early and sustained action. It is a form of interpersonal attraction of a leader that inspires support and acceptance from others. Charismatic leadership theory, also called great man theory by some, can be traced back to ancient times. Plato’s Republic and Confucius’ Analects dealt with leadership. These authors provided some insights of leadership. Further studies on these insights have suggested that ‘a leader is born and is not made’ charisma is a greek word which means gift. So charisma is a God given gift to a person which makes him a leader irrespective of the situation in which he is placed. Charismatic leaders are those who inspire followers and have a major impact on their organisations through their personal vision and energy.

8. THE BEHAVIOURAL THEORY According to this approach, leadership involves an interpersonal relationship between a leader and subordinates in which the behaviour of the leader towards the subordinates constitutes the most critical element. The good behaviour of the leader raises the morale, builds up confidence and spirit among the team members and the lack of good behaviour will discard him as a leader. The important functional behaviours of a successful leader are : (i) Determining goals (ii) Motivating employees for achieving the goals (iii) Ability to interact effectively (iv) Building team spirit The leader will be able to motivate employees for improving their performance and achieving the goals. This theory emphasises that favourable behaviour of a leader provides greater satisfaction to the followers and they recognise him as their leader. However, a particular behaviour and action of a leader may be effective at a particular point of time, while at other times it may be ineffective.

9. THE SITUATIONAL THEORY The situational theories emphasise not on personal qualities or traits of a leader, but upon the situaion in which he operates. The advocates of this approach believe that leadership is greatly affected by a situation and maintain that leadership pattern is the product of situation at a particualr time. A good leader is one who moulds himself according to the needs of a given situation.

10. THE FOLLOWER THEORY According to this theory, the essence of leadership is followership and it is the willingness of people to follow that makes a person a leader. The members of a group tend to follow only those whom they recognise as providing means for achieving their personal desires, wants and needs.

11. PROCESS OR TECHNIQUES OF EFFECTIVE LEADERSHIP  1. The leader should consult the group in framing the policies and lines of action and in initiating any radical change therein. 2. He should attempt to develop voluntary co-operation from his subordinates in realizing common objectives. 3. He should exercise authority whenever necessary to implement the policies. He should give clear, complete and intelligible instructions to his subordinates. 4 . He should build-up confidence and zeal in his followers. 5 . He should listen to his subordinates properly and appreciate their feelings. 6 . He should communicate effectively. 7 . He should follow the principle of motivation.

12. IMPORTANCE OF LEADERSHIP 

13. QUALITIES OF A GOOD LEADER 

14. LEADERSHIP STYLES/TYPES OF LEADERS 

15. LIKERT’S SYSTEMS OF LEADERSHIP   Organisation of Variable System 1 Exploitative Authoritative System 2 Benevolent Authoritative System System 3 Consultative System 4 Democratic 1. Extent to which superiors have confidence and trust in subordinates. Has no trust and confidence in subordinates. Has condescend-ding confidence and trust such as master has on servant. Substantial but not complete confidence and trust, still wishes to keep control of decisions. Complete confidence and trust in all matters. 2. Extent to which superiors behave so that subordinates feel free to discuss important things about their jobs with their immediate superior. Subordinates do not feel at all free 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 things about the job with their superior. 3. Extent to which immediate superior generally tries to get subordinates’ ideas and opinions and make constructive use of them. Seldom 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 tries to make constructive use of them. Always gets ideas and opinions and always tries to make constructive use of them.