Leadership
The ability to influence a group
toward the achievement of goals.
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members.
Leadership is generally viewed as a set of skills
and functions executed skillfully and not only as a
set of personality traits.
Accordingly to Venu Srinivasan, C M TVS
Motor Company
“Leadership is seen as a three-pronged situational
variable. It is as much dependant on the nature of
the people being led, their culture, background and
expectations, as on the task or situation at hand
and the leader as a person”.
Sam Pitroda
CEO, World Tel.
“Don’t have attachment to the outcome,
just do your job; don’t bother about what
they think of you”.
Brij Mohan Lall Munjal
Chairman
Hero Honda Motors Ltd
“I interact with people from my heart.
I build relationships of trust – they are my
biggest strength.
I am never arrogant. I care for my people,
they have made me successful”.
Jack Welch
Former CEO,GE
“Spent 60 per cent of time in
meeting, talking, identifying,
selecting and placing executives to
lead his/her businesses”.
Autocratic Democratic Laissez Faire
1. Also called Authoritarian or leader-centered Also called participative or group-centered Called as individual centered
2 The leader believes in Theory X The leader believes in Theory Y Absence of direct leadership
3 The leader is autocratic, task-oriented, restrictive He is democratic, employee-oriented, Leader avoids both power and
permissive to a great extent responsibility
4 Leader decides on structure of task and strives Leader is considerate, recognizes the needs Tasks are presented to a group which
for better methods of doing the task and keeps of subordinates and respects human dignity establish our goals
the employees busy with the task and also ways to accomplish them
5 Communication is only one way- top to bottom C is 2-way There are multiple channels of
communication
6 Decision Making is centralized and is quick Decentralized and slow Decisions always made by majority
7 Employees show great resistance to There is a minimum resistance to change. Such leadership may result in lack of
Change….also it is difficult to obtain the The employees are generally contentive cohesion and ultimate chaos
employees co-operation and commitment to task and act as a cohesive group
1)Where individually successful work groups exist
•Is useful when one subordinate lacks knowledge and
experience.
•When emergencies arise which require immediate
decision
•When the work group becomes complacent and needs
goading
•When discipline is poor
Not useful when;
1)Individuals are experienced and knowledgeable
2)When the job requires team work or cooperation
3)There is need to improve moral
4)Where individually successful work groups exist
is useful when
•Subordinate accepts the companies goal
•When rewards are looked upon as primary motivates
•When leader is generally interested in the subordinates
view
•When group is cooperative and efficient
Not useful when;
Where employees lack experience and the groups are
not cohesive
Useful when;
•When the goals of company and that of employees are
highly compatible
•When there is complete delegation of authority
•When leader has confidence in the abilities of
subordinates
•Subordinates are well trained and willing to assume
responsibility
•When errors in performance are acceptable
Not useful when;
•When some members of the group are not cooperative
•When group is unable to reach decisions
•Group is too large and lacks cohesion
Traits Theories of
Leadership Traits:
Leadership
• Ambition and energy
Theories that consider
personality, social, • The desire to lead
physical, or • Honest and integrity
intellectual traits to
• Self-confidence
differentiate leaders
from nonleaders. • Intelligence
• High self-monitoring
• Job-relevant knowledge
Limitations:
• No universal traits found that predict leadership in
all situations.
• Traits predict behavior better in “weak” than
“strong” situations.
• Unclear evidence of the cause and effect of
relationship of leadership and traits.
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders.
Behavioral Theories of Leadership
Theories proposing that specific
behaviors differentiate leaders from
nonleaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
Initiating Structure
The extent to which a
leader is likely to define and
structure his or her role and
those of sub-ordinates in
the search for goal
attainment.
Consideration
The extent to which a
leader is likely to have job
relationships characterized
by mutual trust, respect
for subordinate’s ideas,
and regard for their
feelings
Employee-Oriented Leader
Emphasizing interpersonal
relations; taking a personal
interest in the needs of
employees and accepting
individual differences among
members.
Production-Oriented Leader
One who emphasizes
technical or task aspects of
the job.
The Managerial
Grid
(Blake and
Mouton
1,9 - High on people oriented, Low on
task oriented.
HR, IR, Services.
9,9 - High on concern for people as
well as High on concern for task.
1,1 – Low on concern for people as
well as Low on concern for task.
9,1 – High on concern for task & Low
on concern for people.
R & D, Production, Software
5,5 – It’s balance situation.
Concern for both people as well as task.
Marketing, & other Functions.
Fiedler’s Contingency Model
The theory that effective groups depend on a proper
match between a leader’s style of interacting with
subordinates and the degree to which the situation gives
control and influence to the leader.
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports to
measure whether a person is task-
or relationship-oriented.
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
increases
Findings from Fiedler Model
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Unable and Able and Able and
Unable but willing
unwilling unwilling willing
Follower readiness: Ability and
willingness
Decreasing need for support and
supervision
High task and relationship Supportive Monitoring
DIRECTIVE
orientations participative
Unwilling Willing
Follower Readiness
Supportive
participative Monitoring
ABLE
Leadership styles
UNABLE High task
Directive relationship
orientation
The above theory is based on the followers.
Here the followers have been segmented into
four basic types:-
Unwilling and unable.
Unable but willing.
Able and unwilling.
Able and willing.
In this theory, we also discuss the strategies
or the types of leadership to be followed to deal
with such a followers.
Unwilling n Unable ----------) Telling concept to
be followed.
Willing n Unable --------------) Selling concept to
be followed.
Unwilling n able ----------) Participation concept
to be followed.
Willing n Able -----------------) Delegation
concept to be used.
Transactional Leaders • Contingent Reward
• Management by Exception
Leaders who guide or motivate
(active)
their followers in the direction of
established goals by clarifying • Management by Exception
(passive)
role and task requirements.
• Laissez-Faire
Transformational Leaders • Charisma
Leaders who provide • Inspiration
individualized consideration and
intellectual stimulation, and who • Intellectual Stimulation
possess charisma • Individual Consideration
Contingent Reward: Contracts exchange of
rewards for effort, promises rewards for good
performance, recognizes accomplishments.
Management by Exception (active): Watches
and searches for deviations from rules and
standards, takes corrective action.
Management by Exception (passive): Intervenes
only if standards are not met.
Laissez-Faire: Abdicates responsibilities, avoids
making decisions.
Charisma: Provides vision and sense of mission,
instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important
purposes in simple ways.
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving.
Individualized Consideration: Gives personal
attention, treats each employee individually, coaches,
advises.
POWER IS THE INFLUENCE
WHICH ONE EXCERCISE OVER
THE OTHER TO ACHIEVE HIS
PERSONAL AND
PROFESSIONAL GOAL.
The theory that it is the
leader’s job to assist
followers in attaining their
goals and to provide them
the necessary direction
and/or support to ensure
that their goals are
compatible with the overall
objectives of the group or
organization.
Directive – Rigid, Confident,
One man army, Semi
autocratic, Self dependent.
Participative – Friendly, Part of
a team, Encouraging.
Supportive – Lending
support but not encouraging
ideas from subordinates.
Achievement oriented –
Result oriented, Autocratic.
