MILITARY LEADERSHIP

•MILITARY LEADERSHIP UNDERGOING CONSTANT

CHANGE
•STYLE INHERITED FROM COLONIAL MASTERS NO LONGER
APPLICABLE
•NEED FOR A LEADERSHIP STYLE WHICH IS
PSYCHOLOGICALLY INDIGENOUS
•CHOSEN STYLE SHOULD BE RESPONSIVE TO CURRENT
REALITIES
•NON IMMUNITY OF MILITARY FROM THE INFLUENCE OF
SOCIETY
 FACTORS
•INDIANS AWARE OF COMPARITIVE DEPRIVATIONS
•ASPIRATIONAL LEVELS ON THE RISE
•ECONOMIC DISPARITY BETWEEN OFFICERS AND
OTHER RANKS ON THE WANE
•SOCIAL AND EDUCATIONAL DIFF DIMINISHING
LEADING TO EROSION OF POSITIONAL POWER
•INCREASING TENDENCY TO CHALLENGE THE LEGAL
AUTHORITY OF THE LEADER
•‘CONDITIONED RESPONSE’ – BECOMING OBSOLETE
 TRANSACTIONAL /
TRANSFORMATIONAL
LEADERSHIP
•PROBLEM HAS TO BE ADDRESSED IN TERMS OF
MOTIVATING MEN
•EACH LEADER HAS HIS OWN UNIQUE STYLE OF
MOTIVATING MEN
•BASED ON THE TECHNIQUE OF MOTIVATING
MEN BERNARD BASS CARRIED OUT RESEARCH
AND DIVIDED LEADERS INTO TRANSACTIONAL
AND TRANSFORMATIONAL LEADERS
 TRANSACTIONAL LEADERSHIP

•CONSIDERS RELATIONSHIP AS A TRANSACTION

•RECOGNISES ORGANISATIONAL OBJECTIVES AND

ACTIONS REQUIRED TO ACHIEVE THEM

•SPECIFIES ROLE AND TASK OF SUBORDINATES

•MAKES SUBORDINATES NEEDS AND WANTS

CONTINGENT ON ACHIEVEMENT OF ORGANISATIONAL

OBJECTIVES
 MOTIVATIONAL TECHNIQUES OF A
TRANSACTIONAL LEADER

CONTINGENT REWARD AND PUNISHMENT

EXPLOITS THE PSYCHOLOGICAL AND SECURITY
NEEDS OF SUBORDINATES. USES MATERIAL
REWARDS, WELFARE REWARDS / MEASURES AND
APPRAISAL METHODS
MANAGEMENT BY EXCEPTION
INTERVENES ONLY WHEN THINGS GO WRONG
NO PRAISE FOR JOB WELL DONE BUT PULLLED UP
WHEN MISTAKE IS COMMITTED
 MOTIVATIONAL TECHNIQUES OF A
TRANSACTIONAL LEADER

DIFFFIDENT STYLE
UNSURE ABOUT EFFICACY OF HIS METHODS
LACKS GENUINE AND SPONTANEOUS
INTERACTION
MOLLYCODDLES SUBORDINATES
INEFFECTIVE COMMUNICATION
FEEDBACK IS MORE IN GENERAL TERMS THAN
SPECIFIC
LAISSEZ FAIR
ABDICATES RSPONSIBILITIES
AVOIDS DECISION MAKING
 TRANSACTIONAL LEADER

•RELIES ON EXTERNAL REINFORCEMENT TO

MOTIVATE
•PERCEIVED AS BEING CAPABLE OF
DELIVERING ENHANCEMENTS
•INABILITY TO DELIVER ON A REGULAR BASIS
(DUE TO ORGANISATIONAL CONSTRAINTS)
LEADS TO LEADER BEING CONSIDERED AS
INEFFECTIVE
 TRANSFORMATIONAL LEADER
•RELIES ON INTRINSIC REWARDS TO MOTIVATE
SUBORDINATES
•USES SUBTLE AND INDIRECT METHODS – TAKES MORE
TIME
•LEADERS ARTICULATE A VISION-DEFINE VISION IN
VIVID EMOTION PROVOKING TERMS
•DEFINE THE PURPOSE OF THEIR ORGANISATION IN
UNIQUE WAYS
•DISPLAY GREATER THAN AVERAGE WILLINGNESS TO
TAKE RISKS AND OFTEN ENGAGE IN UNCONVENTIONAL
ACTIONS
TRANSFORMATIONAL LEADER
•SITUATIONAL SENSITIVITY AND STYLE
FLEXIBILITY
APPROACH TO WORK IS BASED ON A
BALANCED MIX OF RATIONAL AND EMOTIONAL
FACTORS. AWARE THAT A HIGHLY PROGRAMMED
WORK ROUTINE IS A DEMOTIVATOR. PROVIDES
SCOPE FOR SUBORDINATES INVOLVEMENT

•INSPIRATIONAL LEADERSHIP
BELIEVES THAT EVERYONE STRIVES FOR
EXCELLENCE PROVIDED THAT AWARENESS IS
ENHANCED AND FREEDOM IS GIVEN
 TRANSFORMATIONAL LEADER
•INDIVIDUALISED ATTENTION AND CONSIDERATION
UNDERSTANDS THE IMPORTANCE OF EGO IN AN
INDIVIDUAL. PROMOTES EGO THROUGH PERSONAL
INFLUENCE AND ONE-TO-ONE RELATIONSHIP.
ENHANCES INDIVIDUALISM BY GIVING RESPONSIBILITY
AND DELEGATING AUTHORITY

•ROLE MODEL
ACTS AS A ROLE MODEL. FEATURES IMBIBED
FROM SENIORS. SUBORDINATES INSPIRED TO EMULATE
THE LEADER AND PRODUCE HIGH QUALITY WORK
 TRANSFORMATIONAL LEADER

MANAGEMENT BY HUMAN VALUES

GUIDED BY A MORAL CODE AND CERTAIN

ETHICAL VALUES. CARES FOR HUMAN DIGNITY AND

EQUAL RIGHTS. DOES NOT AROUSE FALSE HOPES AND

DOES NOT MAKE TALL PROMISES. AIMS TO SERVE THE

REAL NEED. SAVES SUBORDINATES FROM SUBSEQUENT

DELUSIONS. CODE OF ETHICS ACCEPTABLE TO SOCIETY

AND PROFESSION. MORAL LEADERSHIP SERVES

OBJECTIVES OF THE ORGANISATION IN THE LONG RUN

 TRANSFORMATIONAL LEADER

CHARISMATIC LEADERSHIP

EASILY ACQUIRES THE CHARISMA. HAS HIGH

PERSONAL POWER. PROVIDES ENCOURAGEMENT AND

SUPPORT IN TIMES OF STRESS-WINS OVER TRUST AND

CONFIDENCE. CAPABLE OF AROUSING MEN

EMOTIONALLY AND URGING THEM TO PUT IN THEIR

BEST
 TRANSFORMATIONAL LEADER
TRANSFORMATIONAL LEADERSHIP BASED ON THE
RELATIONSHIP BETWEEN THE LEADERS AND
FOLLOWERS. DEPENDS ON THE SPECIFIC TYPE OF
REACTION OF THE FOLLOWERS THAN ON LEADERS
PERSONAL TRAITS
- ENHANCED LEVELS OF PERFORMANCE
- HIGH LEVEL OF DEVOTION, LOYALTY AND
REVERENCE
- ENTUSIASM FOR LEADER AND HIS IDEAS
- WILLINGNESS TO SACRIFICE OWN PERSONAL
INTEREST
 TRANSFORMATIONAL LEADER
•VISION ARTICULATION
•ABILITY TO DEFINE PURPOSE OF ORGANISATION
•WILLINGNESS TO UNDERTAKE RISKS AND ENGAGE IN
UNCONVENTIONAL ACTIONS TO ACHIEVE GOALS
•HIGH LEVEL OF SELF CONFIDENCE
•INCREASED CONCERN FOR FOLLOWERS NEEDS
•GOOD COMMUNICATION SKILLS
•STIRRING PERSONAL STYLE
 BEST METHOD?
•SUBTLE METHODS MORE EFFECTIVE THAN DIRECT
METHODS
•PROCESS OF MOTIVATION MAY ACT AS A SELF
PROPELLING FORCE
•TRANSACTIONAL LEADERSHIP METHODS CANNOT
BE IGNORED AND MAY WELL BE THE LAST RECOURSE
•NEED FOR THE LEADER TO BE FLEXIBLE AND
SENSITIVE TO THE SITUATION
•ABILITY TO MOLD BEHAVIOUR TO MEET
REQUIREMENTS- CRUX OF EFFECTIVE LEADERSHIP
THE PATH OF QUALIFICATION FOR LEADERSHIP IS
A LONG HARD ROAD TO TRAVEL. IT IS THE PATH
OF LIFE. IT ENVISAGES ALL OF A MAN’S
CHARACTER, HIS THOUGHTS, AIMS AND
CONDUCT OF LIFE. IT REQUIRES THE WISDOM
AND JUDGEMENT OF THE STATESMAN, MUCH OF
THE KNOWLEDGE OF THE SCHOLAR, THE KEEN
PERCEPTION OF THE STRATEGIST AND THE
TACTICIAN, THE EXECUTIVE ABILITY OF THE
SEAMAN, BUT ABOVE ALL IT REQUIRES STERLING
WORTH OF CHARACTER AND GREAT HUMAN
UNDERSTANDING AND SYMPATHY

R ADM WILLIAM V PRATT

IF ANYTHING GOES BAD I DID IT IF
ANYTHING GOES SEMI GOOD
THEN WE DID IT BUT IF ANYHTING
GOES REAL GOOD THEN
YOU ALL DID IT
THAT IS ALL IT TAKES TO GET
PEOPLE TO WIN FOOT BALL
GAMES FOR YOU