LEADERSHIP

ALFORD AND BEATTY defined

Leadership is the ability to secure


desirable actions from a group of

followers voluntarily, without the use
of coercion.

KOONTZ AND O’DONNELL DEFINED

Managerial Leadership is the ability to
use inter-personal influence by means
of communication, towards the
achievement of a goal.
Characteristics of leadership
Leadership implies the existence of
followers.
Leadership involves a community of interest
between the leader and his followers
Leadership involves an unequal distribution
of authority among leaders and group
members
Leadership is a process of influence
Leadership is the function of stimulation
A leader must be exemplary
A leader ensures absolute justice.
Leadership styles and patterns
Characteristics of leadership
 Leadership implies the existence of followers:
 We appraise the qualities of a leader by studying
his followers.
 Leader has to be able to be both a leader as well
as a follower, and be able to relate himself both
upward and downward.

 Leadership involves a community of interest between
the leader and his followers:
 Objectives of both the leader and his men are
one and the same.

 Leadership involves an unequal distribution of
authority among leaders and group members:

 Leadership is a process of influence:
 Influence their followers or subordinates and able
to give legitimate directions.
Leadership is the function of stimulation:
 Motivating people to attain
organizational objectives.
A leader must be exemplary:
 Leaders shows the way by his own
example.
A leader ensures absolute justice:
 Leader must be objective and impartial.
Leadership styles and patterns:
 Degree of authority of boss and degree
of freedom available to his
subordinates.



Charismatic Leadership theory:
Charisma is a special characteristics.
Followers trust the correctness of the
leader’s believes.
Followers feel attention to the leader
and obey the leader willingly.
Followers feel an emotional
involvement in the mission.
Leader should have a compelling
vision or sense of purpose.
Leader should be able to
communicate that vision effectively.
Leader should be able to demonstrate
consistency and know their own
strengths and capitalize on them.
 Leadership Styles:
 Leadership style refers to the behavior pattern adopted by
a leader to influence the behavior of his subordinates for
attaining the organizational goals.
 Manager makes decision and announce it.
 Manager sells his decisions.

 Manger presents his ideas and invites

questions.
 Manager presents a hesitant decision
subject to change.
 Manager may present the problem, get the
suggestions and then take his own
decision.
 Manager may define the limits and request
the group to make a decision.
 Manager may permit full involvement of the
subordinates in the decision making
process.
 Leadership Skills:
 Human Skills
• Empathy
• Objectivity
• Communication Skills
• Teaching Skills
• Social Skill
 Conceptual Skills
• Understanding of the organizational
behavior.
• Understanding the competitors of the firm.
• Knowing the financial status of the firm.
 Technical Skills
• Principles, procedures and operations of a
job.
 Personal Skill:
• Intelligence
• Emotional Maturity
• Personal Motivation
• Integrity
• Flexibility of Mind
 Human Skills
• Empathy:
 Leader should respect the beliefs, beliefs
and sentiments of others.
 Leader should be empathetic towards his
followers so that he can judge their
strengths, weaknesses and ambitions.
• Objectivity:
 His approach to any issue or problem
should be objective and not based on
any pressure, prejudice. Objectivity is a
vital aspect of analytical decision making.
• Communication Skills:
 Leader should be able to persuade, to
inform, stimulate, direct and convince his
subordinates.
• Teaching Skills:
 Leader should have the ability to
demonstrate how to accomplish a
particular task.
• Social Skill:
 He should be helpful, sympathetic and
friendly.
 Personal Skill:
 Intelligence:
• Leaders generally have somewhat higher
level of intelligence than the average of
their subordinates.
 Emotional Maturity:
• Leader should act with self-confidence,
avoid anger, take decisions on a rational
basis and think clearly and maturely.
 Personal Motivation:
• Leaders have relatively intense
achievement type motivational drive.
 Integrity:
• Integrity is the straight forward honesty of
purpose which makes a man truthful, not
only to others but to himself.
 Flexibility of Mind:
• A leader should have a flexible mind, so
that he may change in obedience to the
change in obedience to the change in
flexible mind.
•
 Functions of a Leader:
 To take the initiative
 He identifies group goals

 He represents the organization

 He acts as an arbitrator

 To assign reasons for his action

 To interpret

 To guide and direct

 To encourage teamwork

 He manages the organization



 Theories of Leadership:
1. Trait Theory of Leadership
2. Behavioral Theory of Leadership
3. Management Grid or Leadership Grid
4. Situational Theory of Leadership
5. Great Man Theory of Leadership
6. Path-Goal Theory
7. Participation Theory of Leadership


 Trait Theory of Leadership:

Trait theory try to find personal
characteristics of effective leaders.
It points out that the personal traits or

personal characteristics of a person

make him an effective or successful
leader.
 TRAITS ASSOCIATED WITH EFFECTIVE LEADERSHIP

Drive High Level of effort; relatively high desire for

achievement; ambition; high energy;
persistence; initiative.
Desire to Lead Strong desire to influence and lead others;
willingness to take responsibility
Honesty and Trusting relationships with followers;
Integrity truthfulness; high consistency between words
and actions.
Self-confidenceAbsence of self-doubt; self-assurance that
convinces followers of the rightness of the
leader’s goals and decisions
Intelligence Ability to gather; synthesize; and interpret large
amounts of information; ability to create visions;
solve problems, and make good decisions.
Job-relevant High level of knowledge about the
Knowledge organization’s, industry, and technical matters
related to the group’s activities
 Persons who possess the following
traits could become successful
leaders:
Good Personality
Intellectual ability

Initiative
Imagination
Maturity
Desire to accept responsibility

Self-Confidence
Flexibility
Fairness and objectivity
Good Personality


• Physical characteristics
• Level of maturity
Intellectual ability


• Analyzing and taking decisions

accordingly.
Initiative


• Initiate suitable activities at a

proper time.
Imagination


• Ability to imagine
• Visualize trends and apply his
policies and programmes.
Maturity


• Emotionally mature
• Balanced temperament
Desire to accept responsibility


• Accept full responsibility for his

actions.
Self-confidence


• To motivate the followers and

boost up their morale.
Flexibility


• Open mind, adopt new ideas

Fairness and objectivity


• Honesty, fairplay, justice,

integrity
 Behavioral Theory of Leadership:
Task-Centered Leader Behavior

• Lead employees by focusing on

work, how well employees
perform,
• close attention to employees
work,
• work procedures, interested in
their performance.
Employee-centered Leader Behavior
• Lead employees by developing a
cohesive work group and
ensuring employee satisfaction,
• Emphasizes employees well
being rather than tasks they
  Situational Theory of Leadership:

Leader’s
Leader’s
Hierarchical
characteristics
position

Leader’s Leadership Group

behavior effectiveness performance

SITUATIONAL FACTORS

Subordinate’s Leader’s Group Organizational

characteristics situation factors factors
  Black andMouton Managerial Grid:


 High


.  (1, 9)9 .   (9, 9)



   Country club     Team
8
 8
Concern for Employee

7

6

5 .   (5, 5)
    Middle Road
4

3

2

1 .  (1, 1) .   (9, 1)
    impoverished      Task
Low 0
1 2 3 4 5 6 7 8 9 High
Concern for Production
 Impoverished (1, 1):
Minimum concern for production or
people.
Uses delegate and disappear
management style.
Since leaders are not committed to
either task accomplishment or
maintenance; they allow their team
to do whatever it wishes.
 Task oriented (9, 1):
Much task oriented and hard on
their workers.
Little allowance for co-operation.
High concern for production and low
concern for people.
 Country club (1, 9):
Rewards power to maintain
discipline and to encourage them to
accomplish goals.
Employees feel comfortable.
Low concern for production, high
concern for people.
 Team (9, 9):
Person leads by positive example
Team members reach their highest
potential, both as team members
and as people.
Encourage the team to reach team
goals.
Strengthen the bonds among the
various members.
 Middle road of the management (5, 5):
Management balances needs
through compromise, resulting in
adequate performance.
  Path Goal Theory of Leadership:

Leader identifies
Appropriate goals are established
Leader connects rewards with goals
Subordinate needs

Effective performance
assistance
Employee
on employee
becomespath
satisfied
towardsand
goals
Both
accepts
employee
the leader
and organization are better
occurs
 Leadership styles based on situation
Leadership styles exists four types according to the situation:


1. Directive:
 Leader gives specific orders and makes it
clear what is expected of them.
2. Supportive:
 Friendly behavior to the employees; he shows
concern for their needs and welfare;
creates pleasant organizational climate.
3. Participative:
 Makes the decision with active participation of
the employees; share information with
them and seeks suggestions.
4. Achievement-Oriented:
 Leader sets challenging goals, seeks
improvement of performance by displaying
confidence in the abilities of the subordinates.
Leadership styles based on power
orientation
1. Autocratic:
 Leader gives orders
 He should be obeyed
 Authority is centralized
 Dictator by nature
 His actions must produce result
 He controls the entire planning


2. Democratic or Participative:
 Leader consults and invites his subordinates
to participate in the decision making
process.
 Manager largely avoids using the power
 He assigns a fair workload to his personnel
and accordingly due recognition to jobs
that are well done.
Leadership styles based on power
orientation
3. Free-rein:
 Leaves the group entirely to itself.
 Give the subordinates complete freedom
 Group of members work independently
and provide their own motivation.
4. Paternalistic:
 Leader assumes that his function is fatherly.
He treats the relationship between the
leader and his groups as that of family.
 Leader works to help, guide, protect and keep
his followers happily working together as
members of a family.
 Contingency Models

Fiedler’s Model: effective leadership is



contingent on both the characteristics of the

leader and the situation.
 Leader style: the enduring, characteristic
approach to leadership a manager uses.
 Relationship-oriented: concerned with
developing good relations with workers.
 Task-oriented: concerned that workers perform
so the job gets done.
Fiedler’s Model
Situation characteristic: how favorable a
given situation is for leading to occur.
 Leader-member relations: determines how
much workers like and trust their leader.
 Task structure: extent to which workers tasks
are clear-cut.
 Clear issues make a situation favorable for

leadership.
 Position Power: amount of legitimate, reward, &
coercive power a leader has due to their
position.
 When positional power is strong, leadership

opportunity becomes more favorable.

Fiedler’s Contingency Model

Leader­
Member GOOD                                                 POOR
Relations

Task HIGH           LO W           HIGH           LOW 
Structure

Position S W S W S W S W
Power

Kinds of I
1 II III IV V VI VII VIII
Leadership Very Very
Situations Favorable Unfavorable

Relationship­oriented managers most effective in IV, V, VI, VII.
Task­oriented managers most effective in I, II, III or VIII.
Using Fiedler’s Model

 Can combine leader-member relations, task

structure, and position power to identify
leadership situations.
 Identifies situations where given types of managers
might perform best.
 Leader style is a characteristic managers
cannot change. Thus, managers will be most
effective when:
 1) They are placed in leadership situations that
suit their style.
 2) The situation can be changed to fit the
manager.
LEADERSHIP AS A CONTINUUM