Professional Documents
Culture Documents
Learning Objectives
Define Leadership and explain its effectiveness and importance for organizations.
Familiarize with the 8 Dimensions of Leadership
Identify the different Leadership Styles and their advantages & disadvantages to
organizations.
Understand the various Leadership Theories/Approaches and their implications to
organizations.
Describe the Situational Theories of the Contingency Approach of Leadership,
specifically the Hersey and Blanchards Theory, Houses Path-Goal Theory, &
Fiedlers Contingency Model and its application to leaders participation.
Discuss the Leadership Grid.
Identify the Functions and Traits of an Effective Leader.
LEADERSHIP
The Meaning of Leadership
Process: what leaders actually do?
Using non coercive influence to shape the groups or organizations goals.
Motivating others behavior toward goals.
Helping to define organizational culture.
Property: who leaders are.
The set of characteristics attributed to individuals perceived to be leaders.
The process of influencing the behavior of others to work willingly and enthusiastically
for achieving predetermined goals.
Leader - a person who can influence others to be more effective in working to
achieve their mutual goals and maintain effective working relationships among
members.
Leadership Skills - sum total of your ability to help the group achieve its goals
and maintain an effective working relationship among members.
Nature of Leadership
Leadership is the continuous process of behavior.
Leadership may be seen in terms of relationship between a leader and his followers.
Leaders try to influence the behavior of individuals or group of individuals around
him to achieve common goals.
Leadership gives an experience of help to followers to attain common goals.
Leadership is exercised in a particular situation, at a given point of time, and under
specific set of circumstances.
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Importance of Leadership
Initiates action - Leader is a person who starts the work by communicating the
policies and plans to the subordinates from where the work actually starts.
Motivation - A leader proves to be playing an incentive role in the concerns
working. He motivates the employees with economic and non-economic rewards
and thereby gets the work from the subordinates.
Providing guidance - A leader has to not only supervise but also play a guiding
role for the subordinates. Guidance here means instructing the subordinates the
way they have to perform their work effectively and efficiently.
Building morale - A leader can be a morale booster by achieving full co-operation
so that they perform with best of their abilities as they work to achieve goals.
Builds work environment - An efficient work environment helps in sound and
stable growth. Therefore, human relations should be kept into mind by a leader.
Co-ordination - Co-ordination can be achieved through reconciling personal
interests with organizational goals. This synchronization can be achieved through
proper and effective co-ordination which should be primary motive of a leader.
Leadership Effectiveness
DETERMINANTS OF LEADERSHIP
The effectiveness of an individual as a leader can be determined by two variables:
1. Quality of Subordinates - The quality of subordinates is a primary indicator of
effective leadership. An effective leader always builds a strong term consisting of
people who are independent and self-motivated.
2. The Nature of the Situation - Different individuals are effective in different
situations. An individual who has the background and knowledge relevant to a
given situation will come forward by himself to lead the group when that situation
arises.
Leadership effectiveness is fundamentally the practice of the following principles:
1. Build a collective vision, mission, and set of values that help people focus on their
contributions and bring out their best.
2. Establish a fearless communication environment that encourages accurate and
honest feedback and self-disclosure.
3. Make information readily available.
4. Establish trust, respect, and peer-based behavior as the norm.
5. Be inclusive and patient, show concern for each person.
6. Demonstrate resourcefulness and the willingness to learn.
7. Create an environment that stimulates extraordinary performance.
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8 Dimensions of Leadership
No matter how good one-dimensional leaders are, they cant provide the kind of
leadership that leads to innovation, social change, and business transformation.
Multidimensional leaders understand that great leadership requires a range of
competencies and skills and know that their own personality traits can work both for
and against them.
1. The Pioneering Leader
a. At their best: Bold and passionate, they inspire others to take chances on new
directions.
b. At their worst: Impulsive and overconfident, they use their charm to gain support for
poorly thought-out ideas.
2. The Energizing Leader
a. At their best: Upbeat and eager, they take chances on colorful new ideas.
b. At their worst: Scattered and erratic, they see little need for consistency.
3. The Affirming Leader
a. At their best: Kind and supportive, they create a respectful and positive
environment.
b. At their worst: Indirect and conflict-averse, they fail to hold others accountable.
4. The Inclusive Leader
a. At their best: Sincere and accommodating, they collaborate with others to make
win-win decisions.
b. At their worst: Passive and overly trusting, they let others take advantage of their
supportive, patient nature.
5. The Humble Leader
a. At their best: Modest and fair-minded, they provide reliable outcomes through
steadiness and consistency.
b. At their worst: Rigid and overly cautious, they are afraid to move beyond the status
quo.
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THEORIES OF LEADERSHIP
These are the main theories that attempt to explain Leadership:
I. Trait Theory
II. Behavioral Theory
III. Situational Theory
IV. Power-Influence Approach
I. Trait Theory
Trait theory is a major approach to the study of human personality.
Assumed that a basic set of personal traits that differentiated leaders from non-leaders
could be used to identify leaders and as a tool for predicting who would become
leaders.
The trait approach was unsuccessful in establishing empirical relationships between
traits and persons regarded as leaders.
II. Behavioral Theory
Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they
look at what leaders actually do.
The behavioral theorists concentrated on the unique behavioral aspects found in
leaders that enabled them to attain effective leadership.
Basic Assumptions of Behavioral Theories
Leaders can be made, rather than are born.
Successful leadership is based in definable, learnable behavior.
Various Behavioral Theories of Leadership
1. The Ohio State Studies
2. University of Michigan Studies
3. University of Iowa Studies
4. The Managerial / Leadership Grid
5. Scandinavian Studies
1.) The Ohio State Studies
In 1945, the research was based on a questionnaire called Leader Behavior
Description Questionnaire.
They narrowed down to two independent dimensions along which an individuals
leadership behavior could be studied.
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situations. Some people like to work under strong authority structure and they
derive satisfaction by this leadership.
c. INCOMPETENT AUTOCRAT - Sometimes superiors may adopt autocratic
leadership style just to hide their incompetence because in other styles, they may
be exposed before their subordinates. However, this cannot be used for a long
time.
ADVANTAGES:
Quick decision-making due to centralized authority.
Less competent and less skilled employees can also be hired.
Can prove to be successful in short-run.
Reduced stress due to increased control.
A more productive group while the leader is watching.
Improved logistics of operations
DISADVANTAGES:
Leadership may be negative because followers are uninformed, insecure, and
afraid of the leaders authority.
Negative impact on organizational productivity and efficiency due to strict
leadership and lack of motivation as frustration, low morale, dissatisfaction
amongst the members, and conflict develop in the organization.
There is more dependence and less individuality in the organization. As such,
future leaders in the organization do not develop.
When it is Effective?
Short term projects with a highly technical, complex or risky element.
Work environments where spans of control are wide and hence the manager has
little time to devote to each employee.
Industries where employees need to perform low-skilled, monotonous and
repetitive tasks and generally have low levels of motivation.
Projects where the work performed needs to be completed to exact specifications
and/or with a tight deadline.
Companies that suffer from a high employee turnover, i.e. where time and
resources devoted to leadership development would be largely wasted.
B.
PARTICIPATIVE LEADERSHIP
Participation is defined as mental and emotional involvement of a person in a group
situation which encourages him to contribute to group goals and share responsibility
in them.
This style is also known as consultative, or ideographic.
These leaders (one or more) do not centralize the decision making authority with
them; rather they decentralize it to their followers.
Though the ultimate responsibility continues to vest with the leaders, they take all
decisions in consultation with their followers and based on their followers suggestions
& ideas.
The followers thus develop a sense of involvement and contribute positively towards
the group goals.
The participation may be real.
ADVANTAGES:
Highly motivating technique to employees.
Employees productivity is high.
It provides organizational stability by raising morale and attitudes of employees
high and favorable.
Increase in followers job satisfaction and cooperation with management
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DEMOCRATIC LEADERSHIP
It is a step further than the participative leadership.
Democratic leadership is people oriented. It focuses on human aspects and builds
effective teamwork.
Democratic Leadership is the leadership style that promotes the sharing of
responsibility, the exercise of delegation and continual consultation.
Interaction between the leader and subordinates is open, friendly and trusting.
The decisions are made in groups through group discussions, by the formation of
various committees. It is also called as group dynamics approach to participation.
It can be most suitable where team working is essential, and quality is more important
than speed to market or productivity.
ADVANTAGES:
Positive work environment
Successful initiatives
Creative thinking
Reduction of office politics
Reduced employee turnover
Overall development of the subordinates
DISADVANTAGES:
Lengthy and boring Decision making
Suggestions given by subordinates may sometimes be better than what leaders
could have thought of. Leaders, in such cases, may not feel happy inviting
suggestions.
Danger of pseudo participation: Employees may not always be willing to
participate
Suggestions which are not acceptable to the entire group may invite resistance
from some of the group members.
When is Participative Leadership & Democratic Leadership Effective?
It is most successful when used with highly skilled or experienced employees or
when implementing operational changes or resolving individual or group problems.
It is applied to an extent in the manufacturing industry, to allow employees to give
their ideas on how processes can become leaner and more efficient.
It is effective in professionals organizations where the emphasis is clearly on
training professional & leadership development.
Non-profit organizations also tremendously benefit from drawing upon the creative
energies of all their staff to bring about cost cutting techniques or fund raising
ideas.
As previously mentioned, creative industries such as advertising and television
enjoy a lot of benefits from the free flow of ideas that democratic / participative
leadership brings.
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D. LAISSEZ-FAIRE LEADERSHIP
This French phrase means "leave it be," and it describes leaders who allow their
people to work on their own.
This style of leadership is also called Hands-Off, Free-Rein, Delegative or
Permissive.
The leader is ultra-liberal: It means giving complete freedom to subordinates. In this
style, the leader once determines policy, programmes and limitations for action then
the entire process is left to subordinates.
Group members perform everything and the leader usually an on-looker who plays a
minor role in affecting the group-goals and maintains contacts with outside persons to
bring the information and materials which the group needs.
ADVANTAGES:
Increases morale of employees and they strive for higher job satisfaction as they
hold the responsibility for framing and achieving their group-goals.
The employees satisfaction is exploited to the fullest possible extent.
The subordinates train their own group members and motivate them to work. The
results are likely to be more productive.
DISADVANTAGES:
It makes employees feel insecure at the unavailability of a leader.
The leader cannot provide regular feedback to let employees know how well they
are doing.
Leaders are unable to thank employees for their good work.
The leader doesnt understand his or her responsibilities and is hoping the
employees can cover for him or her.
When it is Effective?
This style of leadership is effective in highly motivated professionals (outside
experts, such as staffs or consultants) where independent thinking is rewarded. It
is not useful in organizations that are highly structured.
This type of style is suitable to certain where the leader can leave a choice to his
group. This helps subordinates to develop independent personality.
Employees are highly skilled, experienced, and educated.
Employees have pride in their work and the drive to do it successfully on their own.
Employees are trustworthy.
Visionary Leadership
Coaching Leadership
Paternalistic Leadership
Transactional Leadership
Transformational Leadership
Charismatic / Pace-Setting Leadership
Servant Leadership
Bureaucratic Leadership
1. Visionary Leadership
To build a rich picture of what is needed
Talk about future & not about the past
Share their ideas for the future
Think long term & beyond the current problem set
Communicate at all levels to get buy in
Tell stories & model for how they would like others to behave
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2. Coaching Leadership
Raises performance & develops people for the future
Listen to the needs of their people
Work at the pace of the individuals being coached rather than impose their own
pace
Demonstrate active listening & empathy
Ask tough questions to make the individual think for themselves
Challenge people to do things differently
Help people to set clear development goals
Give frequent feedback
Give regular praise & recognition
3. Paternalistic Leadership
Leader assumes that his function is paternal or fatherly.
Leader provides good working conditions & fringe benefits to his sub-ordinates.
Employees under such leadership will work harder out of gratitude.
It generates resentment in subordinates.
4. Transactional Leadership
This leadership style starts with the idea that team members agree to obey their
leader when they accept a job.
The "transaction" usually involves the organization paying team members in return
for their effort and compliance.
5. Transformational Leadership
Leaders are inspiring because they expect the best from everyone on their team
as well as themselves. This leads to high productivity and engagement from
everyone in their team.
Leaders transform the organization by developing vision, building commitment,
and empowering followers.
It has developed frameworks and measures that have led to a body of research on
transformational leadership.
6. Charismatic / Pace-Setting Leadership
This can resemble transformational leadership because these leaders inspire
enthusiasm in their teams and are energetic in motivating others to move forward.
This excitement and commitment from teams is an enormous benefit.
In that the leader injects huge doses of enthusiasm into his or her team, and is
very energetic in driving others forward.
The Leader can tend to believe more in him or herself than in their team.
Charismatic leadership carries great responsibility, and needs long-term
commitment from the leader.
Charisma - Charisma is a God gifted attribute in a person which makes him
a leader irrespective of the situations in which he works.
People enjoy leaders who enjoy life
Put a 10 on every persons head
Give people hope
How can you have charisma? Be more concerned about making others feel good
about themselves than you are making them feel good about you.
7. Servant Leadership
In many ways, servant leadership is a form of democratic leadership, as the whole
team tends to be involved in decision-making.
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LEADERS BEHAVIOR
Leaders behavior is further affected by two variables:
1.) Leaders Characteristics - The behavior of the individual is influenced by intelligence
and ability, his characteristics like his personality characteristics, attitudes, interest,
motivation, and physical characteristics such as age, sex, and physical features.
2.) Leaders Hierarchical Position - Leaders hierarchical position in the organization is
very important because persons at different levels face different kinds of problem
which affect the degree of participation between the superior and his subordinates in
arriving at decisions to solve the problems.
SITUATIONAL FACTORS
The various situational factors are grouped into four categories:
1.) Subordinate Characteristics - It includes personality characteristics, attitude,
interest, motivation, physical characteristics such as age, sex, physical features.
2.) Leaders Situation - The variables which determine the leaders situation are:
a. Leaders position power - It helps in influencing others. High position power
simplifies the leaders task of influencing others, while low position power makes
the leaders task more difficult.
b. Leaders Subordinate relation - It is based on the classic exchange theory which
suggests that there is two way influence in a social relationship. If the leader has
good subordinates, and good relation with them, he is likely to be more effective.
3.) Group Factors - Various group factors like task design, group composition, group
norms, and peer group relationship affect leadership effectiveness and performance.
If these factors are favorable, the leader will be effective.
4.) Organizational Factors - Organizational factors like organizational climate and
organizational culture affect leadership effectiveness. If these are conductive, the
leader will be effective.
SITUATIONAL THEORIES OF LEADERSHIP
1.) Tannenbaum and Schmidts Leadership Continuum
2.) Hersey and Blanchards Situational Theory
3.) Path-Goal Theory
4.) Fiedlers Contingency Model
Tannenbaum and Schmidts Leadership Continuum
There are a variety of styles of leadership behavior between two extremes of
Autocratic and Free rein. TANNENBAUM and SCHMIDT have depicted a broad
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LEADERSHIP STYLES
(S1) TELLING / DIRECTING
High-task, low-relationship style.
Work best in low-readiness situations.
Leader Defines Tasks of Followers and closely supervising work
Problem Solving and Decision Making Initiated by the Leader
One-way Communication
(S2) SELLING / COACHING / MENTORING
High-task, high-relationship style.
Work best in low-to-moderate readiness situations.
Leader emphasizes shared ideas and participative decisions on task directions.
Leader Now Attempts to Hear Followers
Suggestions, Ideas, and Opinions
Two-way Communication
Control Over Decision Making Remains With the Leader
(S3) PARTICIPATING / SUPPORTING
Low-task, high-relationship style.
Works best in moderate-to-high readiness situations.
Leader explains task directions in a supportive and persuasive way.
Focus of Control Shifts to Follower.
Leader Actively Listens.
Follower Has Ability and Knowledge to Do the Task.
(S4) DELEGATING
Low-task, low-relationship style.
Works best in high readiness situations.
Allowing the group to take responsibility for task decisions.
Leader Discusses Problems With Followers.
Seeks Joint Agreement on Problem Definitions.
Decision Making Is Handled by the Subordinate.
They Run Their Own Show
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FUNCTIONS OF A LEADER
1. Establishing direction - Giving the proper direction to the followers where
determining the destination.
2. Aligning people - Keeping the followers within the control of leader.
3. Motivating and inspiring - Motivate them and try to be inspired by the leader.
4. Change management - Manage any type of organizational change convincing the
followers, creating trust to the management.
5. Coordination - Coordinate where necessary
6. Determining goal - Determine both long and short-term goals and objectives to be
achieved.
7. Representing organization - Leader represents on behalf of the organization.
8. Making quick and rational decision -Leaders should be able to make immediate
and rational decisions.
9. Environmental adaptation - Make the change according to the environmental
change to it.
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LEADERSHIP STYLES
Leadership Style is a manner and approach of providing direction, implementing plans
and motivating people.
Leadership Style is the way in which a leader influences followers.
No matter what their traits or skills, leaders carry out their roles in a wide variety of
styles.
Leadership style may be dependent on various factors:
Risk - decision making and change initiatives based on degree of risk involved
Type of business - creative business or supply driven?
Organizational culture - may be long embedded and difficult to change
Nature of the task - needing cooperation? Direction? Structure?
How important change is change for changes sake?
Two (2) Major Styles of Leadership
1.) Task-Oriented Leadership
Leaders focus only on getting the job done, and can be quite autocratic.
Leaders will actively define the work and the roles required, put structures in
place, plan, organize and monitor.
However, as task-oriented leaders spare little thought for the well-being of their
teams, this approach can suffer many of the flaws of autocratic leadership, with
difficulties in motivating and retaining staff.
2.) People-Oriented / Relation-Oriented Leadership
This style of leadership is the opposite of task-oriented leadership.
A participative style, it tends to lead to good teamwork and creative
collaboration.
Leaders are totally focused on organizing, supporting, and developing the
people on their teams.
The leader does not push the boundaries of achievement resulting in average
performance for organization.
Here neither employee nor production needs are fully met.
4. TEAM MANAGEMENT (9, 9) High Production / High People
This style is based on the McGregors Theory Y and has been termed as most
effective (pinnacle) style.
The leader feels that empowerment, commitment, trust, and respect are the key
elements in creating a team atmosphere which will automatically result in high
employee satisfaction and production.
The premise here is that employees are involved in understanding organizational
purpose and determining production needs.
II.
4.) Enthusiasm
A Leader must possess a higher degree of interest and sensitivity in
responding the needs of the organization and performance of all duties.
5.) Loyalty
It is the quality of faithfulness to superiors, subordinates and to the ideals
organization where the leaders belong.
6.) Dependability
A Leader must demonstrate a higher degree of initiative in the performance of
his duty even with or without supervision.
7.) Integrity
It is uprightness of moral character and the quality of honesty and truthfulness.
8.) Courage
It is the physical and mental ability which recognizes but enables the individual
to accept or meet challenges with calmness and fearlessness.
9.) Knowledge
A leader must have a thorough knowledge of the capabilities and limitations of
his subordinates.
A leader should be endowed with superior intelligence and have the necessary
professional know-how of the job.
10.) Bearing
A Leader dignified in appearance and behavior to earn respect.
It is the act of creating a favorable impression in personal conduct at all times.
11.) Initiative
It is the quality of seeing what needs to be done and initiating a course of
action.
A Leader should have the ability to start or originate an idea or a work concept
leading to action when others are absent or passive.
12.) Tact
It is the ability to deal with others without giving offense. This is a keen feeling
and a sense of what is appropriate, tasteful, and aesthetically pleasing.
13.) Endurance
A Leader must have a physical and mental endurance to continue relentlessly
in pursuing the goals and objectives of the organization for the common good.
It is the leaders mental and physical stamina moved by the ability to stand pain
or hardships.
14.) Justice
It is the ability to be impartial and consistent in dealing with subordinates.
A Leader must be able to render judgement which conforms to principles of
reason, to genarally accepted standards of right and wrong, and to the stated
terms of laws, policies, and rules.
A Leader should be impartial in rendering punishment and giving credit where
credit is due.
15.) Humility
A Leader must possess the virtue of humility the state of being reasonably
modest and not proud, assuming, arrogant, and boastful.
16.) Sympathy
A Leader must be able to understand and to share the feelings of another,
especially in time of sorrow or adversity.
17.) Empathy
A Leader must show some intellectual and emotional identification with
feelings, thoughts, and attitudes to the employees affected by pain because of
misfortune.
18.) Force
A Leader must be able to demonstrate efficacious power within the bounds of
law to compel obedience among his subordinate.
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19.) Humor
A Leader must possess a good sense of humor which is a mental disposition to
appreciate and narrate amusing incidents of everyday life in a comical way.
20.) Wit
A Leader must possess a keen perception and appropriate expression of
amusing words and ideas which awaken amusement and pleasure.
IMPLICATIONS OF LEADERSHIP
Varying leadership styles
While the proper leadership style depends on the situation, there are other
factors that also influence which leadership style to use.
The Leaders personal background - What personality, knowledge, values,
ethics, and experiences does the leader have. What does he or she think will
work?
The Members (employee) being supervised - Members of an organization
are individuals with different personalities and backgrounds. The leadership
style manager use will vary depending upon the individual and what he or she
will respond best to.
A good leader uses all three styles, depending on what forces are involved between
the followers, the leader, and the situation. Some examples include:
Using an authoritarian style on a new employee who is just learning the job. The
leader is competent and a good coach. The employee is motivated to learn a new
skill. The situation is a new environment for the employee.
Using a participative style with a team of workers who know their job. The leader
knows the problem, but does not have all the information. The employees know
their jobs and want to become part of the team.
Using a delegative style with a worker who knows more about the job than you.
You cannot do everything! The employee needs to take ownership of her job. Also,
the situation might call for you to be at other places, doing other things.
Forces that influence the style to be used included:
How much time is available?
Are relationships based on respect and trust or on disrespect?
Who has the information - you, your employees, or both?
How well your employees are trained and how well you know the task.
Internal conflicts?
Stress levels?
Type of task. Is it structured, unstructured, complicated, or simple?
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CONCLUSION
1.) Effectiveness of leadership depends upon matching leadership behavior style with
the maturity of the group in a specific situation.
2.) Remember knowing and doing are different things.
3.) Leaders must develop flexibility to change style.
4.) Matching style and situation is not the only leadership role; group development is
another important role, that is, moving the group to readiness and responsibility is
also an leadership role.
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