Leadership

Some quotes on
leadership
Role of a leader is to release the potential of the
organizationit is not to take my brain and replicate it
into the brains of other people but to release their
potential to work towards an agreed upon direction
Inventories can be managed, but people must be led.
Management is doing things right; leadership is doing
the right things.
Management is how efficiently you climb the ladder of
success, leadership determines whether this ladder is
leaning against the right wall
Leadership in the present context means aligning the
individuals towards a goal and empowering them to
achieve that goal

Leadership is an ability of a person to

motivate a group of people to achieve as a
team all that is beyond the realm of
individual accomplishment

Some Perspectives on
leadership
Trait Theory
Behavioral Approaches
Contingency Approaches
Contemporary Approaches to leadership

Trait Theory
Assumptions
1. Leaders are born not made (great
person theory)
2. Some traits are particularly suited to
leadership.
3. People who make good leaders have the
right (or sufficient) combination of
traits.

Big Five
Trait

Description (People high on this

dimension)

1. Conscientiousness

Careful, dependable, and self

disciplined

2. Agreeableness

Courteous, good natured,

empathetic and caring

3. Emotional Stability

Calm, Secure, happy, unworried

4. Openness to experience

Sensitive, flexible, creative,

curious

5. Extroversion

Outgoing, talkative, sociable and

assertive

Behavioral Perspective
on Leadership

Studies
Iowa Studies (Lippit and White, 1930s)
Ohio state University studies- Bureau of
Business Research
Michigan state University survey
research center

Managerial Grid Model by

Mouton and Blake

Contingency
Perspective on
leadership

Fiedlers Contingency
Model
Fred Fiedler and his associates
As per this model leader effectiveness
depends upon whether the persons
natural leadership style is appropriately
matched to the situation
Leadership Style can be: people oriented
and task oriented
Situational variables: whether favorable
or unfavorable

Whether situation is
favorable or unfavorable???
Leader-member relations
Task Structure
Position Power
High task structure, high position power and better leadermember relations result in a favorable situation. Low position
power, low task structure and bad leader-member relations
result in unfavorable situation
In case of extremely favorable or extremely unfavorable
situation the task oriented leader will be more effective
and for moderately favorable or unfavorable conditions
relationship oriented leader will be more effective

Situational Leadership
Model
Paul Hersey and Ken Blanchard
This model suggests that effective
leaders vary their style with the
readiness of followers
Readiness readiness refers to the
employees or teams ability and
willingness to accomplish a specific task
Leadership Styles: telling, selling,
participating and delegating

1- low on ability as well as willingness

2- Low on ability but high on willingness
3 High on ability but low on willingness
4 High on both ability and willingness

Path-Goal Theory
Robert House and Martin Evans
The degree or extent to which the leader makes
the journey of the follower along the path
towards the goal easier by reducing roadblocks
As per this theory a leaders style will only be
acceptable to a subordinate only if he/she
perceives it as either the immediate source of
satisfaction or as instrumental to future
satisfaction

Leadership
Style

Characteristics

Suitable situation

Directive

Specific directions by the

Task is unstructured,
leader, no participation by the locus of control is
follower.
external

Supportive

Friendly, approachable, shows While working on a

a genuine concern for his
stressful, frustrating
people
or dissatisfying task

Participative

Leader invites and uses the

suggestions from the
subordinates

When subordinates
are engaged in ego
involving tasks

Achievement
Oriented

Sets challenges and goals for

the subordinates and shows
confidence in them

Ambiguous task

Contemporary Theories
of Leadership

Transformational
Leadership
Concept By Burns
Creating a strategic Vision
Communicating the Vision
Modeling the vision
Building commitment in the vision

Characteristics of transformational and

transactional Leader
1.
2.

3.
4.

Transformational
Provides a mission, a sense
of vision, instills pride and
gains respect
Communicates high
expectations, uses symbols
to express important
purposes
Intellectual stimulation i.e.
promotes rationality and
careful problem solving
Individual consideration;
gives personal attention,
treats each employee
individually, coaches and
advises

Transactional
1. Contingent rewards
2. Management by exception
3. Intervenes only if standards
are not met
4. Abdicates responsibility and
avoids making decisions

Charismatic Leadership
Charismatic Leaders are those who by
force of their personal abilities are
capable of having a profound effects on
the followers
Some characteristics of such a leader
include
Self Confidence
Confidence in the subordinates

Ethical Charismatic

Unethical Charismatic

Uses power to serve others

Uses power for personal gains

Aligns vision with the follower

needs

Promotes personal vision.

Considers and learns from

criticism

Censures criticism

Stimulates followers to think

critically and independently

Fosters dependence and demands

acceptance of his/her decisions

Two way open communication

One way communication

Coaches, supports and develops

followers

Is insensitive to followers needs