LEADERSHIP

Meaning: Leadership is the practice of influence that stimulates subordinates or followers to do their best towards the achievement of desired goals.

Styles of Leadership: Every leader develops a pattern in the way he handles his subordinates or followers in various situations .The leadership style is the result of philosophy, personality and experience of the leader. It also depends upon the types of followers and the conditions prevailing in an organization. 1. Autocratic or authoritarian style leader- An autocratic style of leadership implies yielding absolute power. Under this style, the leader expects complete obedience from his subordinates and all decision making power is centralized in the leader. No suggestions from subordinates are entertained. The style of leadership may be practiced to direct those subordinates who feel comfortable to depend completely on the leader. 2. Laissez-faire or Free-rein Style leader-Under this type of leadership, maximum freedom is given to subordinates. They are given free hand in deciding their own policies to make independent decisions. This style creates self confidence in the workers helps them to develop their talents. Such leadership can be employed with success where workers are competent, sincere and self-disciplined. 3. Democratic or Participative Style Leader-It is a combination of both autocratic and free rein leadership style. Under this, the supervisor acts according to the mutual consent and the decisions reached after consulting the subordinates. Subordinates are encouraged to make suggestions and take initiative. It reduces the number of complaints, industrial unrest and strikes. But this may sometimes cause delay in decisions and lead to indiscipline in workers.

Theories of Leadership: 1. TRAIT THEORY According to this theory, there are certain personal qualities and traits which are essential to be a successful leader. 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 and these cannot be acquired by learning. Leaders were classified by a wide variety of traits ranging all the way from neatness to dignity. Various trait theories have suggested these traits in a successful leader: Physical and constitutional factors, intelligence, self confidence, sociability, will power, dominance, supervisory ability, achievement inactivation, intelligence etc. Criticism of the trait approach: The list of traits is not uniform and different authors have given different lists of traits. No evidence has been given about the degree of the various traits because people have the various traits with different degrees. There are no definite tests for the measurement of these traits and hence no conclusions can be drawn.

Some of the qualities of the leaders are inborn, others can be developed by proper training, but various studies prove that the trait theory cannot hold good for all set of circumstances.

2. BEHAVIORAL THEORY: This shift began to focus attention on the actual behaviour and actions of the leaders as against personal qualities or traits of leaders. According to this, leadership involves an interpersonal relationship between a leader and subordinates in which the behaviour of the leader towards the subordinates constitute the most critical element. How behavioural approach differs from traits approach is that1) The traits approach emphasises some particular trait to e possessed by leader whereas this theory emphasized on particular behaviour by him. 2) The purpose of trait theory was to separate leaders from non leaders on the basis of traits, whereas the purpose of behavioural theory is to determine how various kinds of specific behaviour affect the performance and satisfaction of subordinates. Criticism of Behavioural Approach: This approach does not take into consideration the situational variables. This approach does not consider the time factor also.

MANAGERIAL GRIDRobert R Blake and J.S.Mouton developed the Managerial Grid which has been used as a means of managerial training. There are five representative style of leadership on the managerial grid: I. Impoverished Management-The 1st style is the one in which manager is least concerned with either people or production. Exertion of minimum effort to get required work done is appropriate to sustain organisation members. Country club Management -it is the one in which the management have great concern for their people but lack production orientation.

II.

III.

Task Management - Leaders with high concern for production fall under this style. Their concern for people, however, is minimum. Team Management - Leaders having high concern for production as well as people fall under this style.

IV.

V.

Middle of the road - Leaders of this style has medium concern for both people and production and try to maintain a balance in the two.

Managerial grid implies that the most desirable leader behaviour is team management in which leader has high concern for production as well as people. It is useful to identify various combinations of leadership styles but it is unable to point out the factors which lead the manager to such a style.

Managerial Grid Model High

Concern for people

9 8 7 6 5 4 3 2 1

(1,9)

(9,9)

(5,5)

(1,1)

(9,1)

Lo w 9 Low

8 High

Concern for Production (1,1)-IMPOVERISHED STYLE OF LEADERSHIP- Exertion of min effort to get required work done as appropriate to sustain organisation membership. (1,9)-COUNTRY CLUB STYLE OF LEADERSHIP- Thoughtful attention to needs of ppl for satisfying relationships leds to a comfortable organisation work tempo. (5,5)-MIDDLE OF THE ROAD STYLE OF LEADERSHIP- Adequate performance is possible through balancing the necessity to get work done with maintaining morale of ppl. (9,1)-TASK ORIENTED STYLE OF LEADERSHIP- Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a min degree. (9,9)-MANAGEMENT STYLE OF LEADERSHIP- Work accomplishment is from committed ppl.

SituationalTheory
1. TheFiedlerContingency Model
It proposes that effective group performance depends on the proper match between the leaders style and the degree to which the situation gives the leader control. Fiedler believed that a key factor in leadership is the individuals basic leadership style. To identify this basic leadership style he created LPC (Least Preferred Co-worker) questionnaire to measure whether a person is task oriented or relationship oriented. Defining the situation: After assessing the individuals basic leadership style through the LPC questionnaire, we match the leader with the situation. Fiedler has identified 3 contingency situations a. Leader member relations - It is degree of confidence, trust and respect members have in there leaders. b. Task structure-It is degree to which the job assignments are procedurised. c. Position power - It is the degree of influence a leader has over power variables such as hiring,firing,discipline,promotions etc. Good Performance Relationship Oriented Favourable Category Leader Mem Relation Task Structure Position Power I II III Moderate IV V VI Unfavourable VII VIII Task Oriented

Poor

G H S

G H

G L

G L W

P H S

P H W

P L S

P L W

W S

G GOOD: P POOR: H HIGH: L LOW: S STRONG: W WEAK Feidlers Contingency Model

 Combining the 3 contingency dimensions yield 8 possible situations in which leaders can be identified.Leaders LPC scores are matched with the 8 situations. Category I, II, III, VI or VIII indicate task oriented leaders perform better in these situations and moderately in other. Category IV to VI indicate relationship oriented leaders performs better and moderately in other. According to Fiedler there are only 2 ways to improve leader effectiveness: 1.You can change the leader to fit the situation, or 2.Change the situation to fit the leader.

2. SituationalLeadership Theory(SLT)
SLT focuses on the followers. It says successful leadership is achieved by selecting the right leadership style contingent on the followers readiness. The extent to which employees are willing and able to accomplish a specific task.

Followers maturity level 1. Unable and unwilling 2. Unable and willing 3. Able and willing 4. Able and willing

Leadership style to be adopted Telling or autocratic style Selling or benevolent style Participative style Delegative style

According to the maturity level of the followers the managers can adopt the respective style for their limited ability and motivation.

3.Path goal theory

Developed by Mr.Robert house, OhioState University. Path goal theory says, its the leaders job to provide followers with the information, support or other resources to achieve their goals Path goal implies effective leaders clarify followers paths to their work goals and make journey easier by reducing road blocks.

Path goal theory process 1) Identify the needs of the followers 2) Develop appropriate goals 3) Match reward with the goals 4) Show the path and support them 5) Employees are satisfied 6) They perform 7) Individual goals and organisational goals are achieved

According to this theory the leader should either be directive,supportive or should demonstrate some other behaviour depending on the situations. It predicts the following 1. Directive leadership yields greater results under stressful and unstructured lay out. 2. Supportive leadership results in high performance when employees are performing structured task.

4. Leader Member Exchange (LMX) Theory:

LMX theory argues that because of time pressure, leader establishes a special relationship with a small group of their followers. They become in group and attract more attention of leader than the other who falls under out group.

LMX Theory Followers In Group

Special attention, privileges and rewards

Out Group
Should listen to in group, and get punishments. No closeness towards the leaders More turnover and low job satisfaction

Closely communicate with the leader Less turnover & high job satisfaction

Therefore LMX Theory supports leaders creation of in-groups and out-groups; subordinates with in-group status will have high performance ratings, less turnover and greater job satisfaction.

5. Charismatic Leadership:
Leaders who inspire followers through their words, ideas and behaviours are known as charismatic leaders. According to charismatic leadership theory, followers attribute heroic or extraordinary leadership abilities when they observe certain behaviours.

Characteristics of Charismatic Leadership: 1. 2. 3. 4. They have a vision They are willing to take personal risks to achieve that vision They are sensitive to follower needs and They exhibit extraordinary behaviours.

Charismatic leaders are likely to be extraverted, self-confident and achievement oriented.

6.Transactional & Transformational Leadership

Transactional leaders guide their followers towards established goals by clarifying role and task requirements. Ex: Fiedlers model, Path goal theory Transformational leaders inspire followers to transcend their self interests for the good of the organisation and can have an extraordinary effect on their followers.
Transformational leaders 1. Pay attention to the concerns and needs of individual followers; 2. Solve followers issues by helping them look at old problems in new ways; 3. Excite and inspire followers to put out extra effort to achieve group goals.

Difference between Transactional & Transformational Leadership Transactional Leadership Transformational Leadership

Idealised influence Contingent Reward Provides mission, vision and instils Promises reward for good performance. pride. Management by exception (active) Watches and searches for deviations from rules and standards, takes correct action. Inspirational Motivation communicates high expectations, expresses important purposes in simple ways.

Management by exception (passive) - Intellectual Stimulation Intervenes only if standards are not Promotes intelligence, rationality and met. careful problem solving Individualised consideration Gives personal attention, treats each employee individually, coaches & advises.

Laissez faire Abdicates responsibilities, avoids decision making.

SUBMITTED BY: PRAGNA, MEGHA, MOHSIN & MUZAMIL