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LEADERSHIP

Chapter 3

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3.

LEADERSHIP
(i) (ii) Define Leadership ? What are the Different Styles of Leadership based on the use of Authority (iii) (iv) (v) (vi) (vii) Discuss the Abilities of a success Leader ? Leaders are born, they are not Made Comment Discuss the Managerial Gird Theory Discuss the Qualities of a Success Leader Distinguish between Manager and Leader.

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Define Leadership ?
Leadership is a great quality and it can create and convert anything. There are many definitions of leadership. Some of the definitions of leadership are reproduced below:-

"Leadership" according to Alford and Beatty "is the ability to secure desirable actions from a group of followers voluntarily, without the use of coercion".

According to Chester I Barnard, "It (leadership) refers to the quality of the behaviour of the individual whereby they guide people on their activities in organized efforts". According to Terry, "a leader shows the way by his own example. He is not a pusher, he pulls rather than pushes".

From the above definitions we can conclude that leadership is a psychological process of influencing followers (subordinates) and providing guidance, directing and leading the people in an organization towards attainment of the objectives of the enterprise.

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What are the Different Styles of Leadership based on the use of Authority
The different types of leadership styles are:-

1. 2. 3. 4.

Autocratic or task Management Leadership, Participative or democratic leadership, Laissez faire or Free-rein Leadership, and paternalistic Leadership.

Autocratic or Task Management Leadership


An autocratic leader is one who centralizes the authority in himself and does not delegate authority to his subordinates. He is dictatorial by nature, and has no regard for the subordinates. All decision-making power is centralized in the leader. The autocratic leader stresses his prerogative to decide and order and subordinates obligation to do what they are told to carry out. He does not give subordinates the freedom to influence his behaviour.

Types of autocratic leadership


Strict autocratic leaders: A strict autocratic relies on negative influence and gives orders which the subordinates must accept. He may also use his power to disperse rewards to his group. Benevolent Autocrat: The benevolent is effected in getting high productivity in many situations and he can develop effective human relationship. His motivational style is usually positive. Manipulative Autocrat: A manipulative autocratic leader is one who makes the subordinates feel that they are participating in decision making process even though he has already taken the decision.

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Participative or Democratic Leadership


A democratic leader is one who consults and invites his subordinates to participate in the decision making process. He gives orders only after consulting the group. He behaves that a desired organizational behaviour can be obtained if employees' needs and wants are satisfied. He recognizes human value for greater concern for his subordinates.

Laissez Faire or Free-rein Leadership


A free-rein leader does not lead, but leaves the group entirely to itself. The leader avoids using power and interest the decision making authority to his subordinates. He does not direct his subordinates and there is complete freedom for the subordinates. Group of members work themselves and provide their own motivation.

Paternalistic Leadership
His attitude is that of treating the relationship between the leader and his groups that of family with the leader as the head of the family. The leader works to help to work to help, guide, protect and keep his followers happily working together as members of a family. He provides them with good working condition, fringe benefits and employee services.

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Discuss the Abilities of a successful Leader ?


According to Peter Drucker - "An effective leader is one who can make ordinary men do extraordinary things, make common people do uncommon things. Leadership is a lifting of a man's sights to a higher vision, the raising of man's standard to a higher performance, the building of a man's personality beyond its normal limitations."

1.

To take the initiative: A leader initiates all the measures that are necessary
for the purpose of ensuring the health and progress of the undertaking in a competitive economy. He should not expect others to guide or direct him. He should lay down the aims and objectives, commence their implementation and see that the goals are achieved according the predetermined targets.

2.

He identifies group goals:

A leader must always help the group identify and attain their goals. Thus, a leader is a goal setter.

3.

He represents the organization:

A leader represents the organization and its purpose, ideals, philosophy and problems to those working for it and to the outside world .In other words, leaders is true representative of the entire organization.

4.

To assign reasons for his action: It is a delicate task of leaders to


assigns reason to his every command. He has to instruct things in such a way that they are intelligible to all concerned and their co-operation is readily forthcoming.

5.

To interpret: He interprets the objectives of the organization and the means to


be followed to achieve them; he appraises his followers, convinces them, and creates confidence among them.

6.

To guide and direct: It is the primary function of the leader to guide and
direct the organization. He should issue the necessary instructions and see that they are properly communicated.

7.

To encourage team work: A

leader must try to win the confidence of his subordinates. He must act like the capital of a team.
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Leaders are born, they are not Made Comment


Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we'll have to pay to achieve that goal, or any goal. Lombardi, Vince

A leader is the one who is capable enough to lead a team/group. The IQ plays an important role in leadership and IQ cannot be taught, it is set by birth. A person can be trained to some extant but if he has got no brain he cannot be turned to be a leader. Would like to quote the words of James L. Fisher The main characteristics of effective leadership are intelligence, integrity or loyalty, mystique, humor, discipline, courage, self sufficiency and confidence. So, Leaders are born.

Leaders are definitely made - not born. The environment determines the potential of various people to develop their talents. The nurture argument surrounding leadership states that leaders are made through experience, not born. Leaders can indeed be made or developed if one adopts a growth oriented mindset. Here are some specific suggestions to increase your leadership effectiveness: 1. 2. Pick the most important behaviors for change -- those you believe will enhance your effectiveness as a leader (i.e., "become a more effective listener" or "make decisions in a timely manner"). 3. Periodically ask co-workers for suggestions on how you can do an even better job in your selected behaviors for change. Listen to their ideas (don't promise to change everything) and make the changes that you believe will further increase your effectiveness. Follow-up and measure change in effectiveness over time. Get 360 feedback on your present level of effectiveness -- as judged by co-workers that you respect.

4.

5.

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Discuss the Managerial Grid Theory


Leaders may be concerned for their people and they also must also have some concern for the work to be done. This is a model defined by Blake and Mouton in the early 1960s.

Impoverished management
Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible.

Authority-compliance
Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible.

Country Club management


Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results.

Middle of the road management


A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible.

Team management
Firing on all cylinders: people are committed to task and leader is committed to people (as well as task).
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Discuss the Qualities of a Successful Leader


Good leaders have emotional maturity
Emotionally immature leaders feel that they have to have the answer to every situation, and that it isn't okay to not have the answer. However, Emotionally mature leaders understand that not only is it impossible to know everything about everything.

Good leaders are passionate about the organization


Any leader can be devoted to the organization. Crucially, a good leader boosts information coming from senior management. That is rather than filtering the signal that comes from senior management, they step it up and intensify it. When they do the latter, they reinforce that communication from leadership is important.

Good leaders exercise good judgment


Essential to having good judgment as a leader is to have a broad view in relation to the organisation. In other words, an effective leader must understand how all parts of the company are interconnected and what the business implications will be when they make a decision or a change. They achieve this by having 'well-ordered priorities'.

Good leaders have empathy


Empathy is a crucial quality to being an effective leader because it has such a profound impact on how well you can communicate. But when a leader puts in the effort to understand their team members, work becomes more collaborative and the manager creates a climate or environment in which natural motivation goes through the roof.

Good leaders are great communicators


Being a great communicator is a much more holistic approach than the common perception, and requires a lot of work and practice. It also requires being clear about the purpose of your communication: What outcome do you want? What do you want your employee(s) to do? And it requires that you listen to your team members and understand the difference between what they say and what they mean.

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Distinguish between Manager and Leader


Basis
Origin

Manager
A person becomes a manager by virtue of his position. Manager has got formal rights in an organization because of his status. The subordinates are followers of managers. the

Leader
A person becomes a leader on basis of his personal qualities.

Formal Rights

Rights are not available to a leader.

Followers

The group of employees whom the leaders leads are his followers. Leader influences people to work willingly for group objectives. A leader is required to create cordial relation between person working in and for organization. Leadership is temporary. All leaders are not managers.

Functions

A manager performs all five functions of management. A manager is very essential to a concern. It is more stable. All managers are leaders. Manager is accountable for self and subordinates behaviour and performance. A managers concern organizational goals. People follow manager virtue of job description. is

Necessity

Stability Mutual Relationship

Accountability

Leaders have accountability.

no

well

defined

Concern

A leaders concern is group goals and members satisfaction. People follow them on voluntary basis. A leader can maintain his position only through day to day wishes of followers.

Followers

by

Role continuation

A manager can continue in office till he performs his duties satisfactorily in congruence with organizational goals.

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