Professional Documents
Culture Documents
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.
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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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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.
A leader must always help the group identify and attain their goals. Thus, a leader is a goal setter.
3.
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.
5.
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.
leader must try to win the confidence of his subordinates. He must act like the capital of a team.
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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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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.
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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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
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
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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