Leadership in Indian Ethical

Perspective
UNIT -III
Content
1. Leadership, Pre-requisites of Leadership
2. Approaches to Leadership, Leadership Styles
3. Ethical Leadership
4. Values in Leadership
Leadership
“Be the servant while Leading” — Swami Vivekananda
•Leadership means many things to many people. This is due to
the changing environment of leaders in different roles in
different functions in different settings starting from leadership
of the family to the top positions in multinational
organizations. However, the essentials of leadership are the
same to all leaders in all positions.
Leadership Prerequisite
Due to the variation in the skills required, roles played, functions
performed, issues tackled and the relationships promoted,
different leaders have different perceptions of leadership.
As such, several attributes have been made both for the success
and failure of leadership in the form of properties and processes
or traits and styles of leaders.
Leadership is a necessary part of the social process. Any group,
association, organization or community functions the way its
leader leads it. It is moretrue in the collectivistic cultures like
India where people follow the path shown by the great people.
Definitions:-
The word ‘leader’ means ‘to travel’ or ‘show the way’. It has been derived from the
verb “to lead.” This also implies “to advance,” “to stand out,” to guide and govern
the actions of others. A leader is a person who leads a group of followers.

• Leadership is an attempt at influencing the activities of followers through the

communication process and toward the attainment of some goal or goals.
• Leadership is an influence process that enable managers to get their people to do
willingly what must be done, do well what ought to be done.(Cribbin, J.J.
‘Leadership: strategies for organizational effectiveness’)
• Leadership is defined as the process of influencing the activities of an organized
group toward goal achievement.(Rauch & Behling.)
Definitions:-
Contd.
•Leadership is discovering the company's destiny and having the courage to follow it.
( Joe Jaworski - Organizational Learning Center at MIT.).
• Leadership is interpersonal influence, exercised in a situation, and directed, through the
communication process, toward the attainment of a specified goal or goals.
( Tannenbaum, Weschler & Massarik)
• Leadership is not a person or a position. It is a complex moral relationship between
people, based on trust, obligation, commitment, emotion, and a shared vision of the good.
• Leadership is that process in which one person sets the purpose or direction for one or
more other persons and gets them to move along together with him or her and with each
other in that direction with competence and full commitment.
Definitions:- Contd.
• Leadership is the behavior of an individual when he is directing the activities of a group
toward a shared goal.(Hemphill )
• Leadership is the capacity to translate vision into reality. Warren G. Bennis

• Leadership is the incremental influence that a person has beyond his or her formal authority.
(Vecchio, 1988)
• Leadership is the influential increment over and above mechanical compliance with the
routine directives of the organization.( Katz & Kahn 1978, p. 528)
• Leadership is a process whereby an individual influences a group of individuals to achieve a
common goal (Northouse, 2004)
• Leadership is the influencing process of leaders and followers to achieve organizational
objectives through changes. (Lussier & Achua, 2004)
Some characteristic of Leaders
a)Adaptable of situations
b)Alert towards social situation
c)Cooperative
d) Significant
e) Dependable
f) Assertive (Positive, Decisive)
g) Confident and Persistent (Determined, Strong Headed)
h) Knowledge
Principle Role of Leaders-

•Negotiator
•Coach and Motivator
•Team Builder
•Friend
•Advisor
•Guide
•Mentor
Behavior and attitude of Trustworthy Leader

• Reliability • Confidence
• Truthfulness • Collaboration (brainstorming, group
discussions, reaching a consensus
• Consistency about processes or analyzing problems,

• Walking the talk (To do what one and finding solutions.)

said one could do, or would do, not just
• Cooperation
making empty promises)
• Communication
• Readiness to accept feedback
• Predictable
Key Elements in any Leadership Situation
•Leadership is an activity or a process
•The leadership process involves such things as influence,
exemplary behavior or persuasion (act or process of presenting
arguments to move, motivate, or change your audience)

•It involves actors who are both leaders and followers

•The leadership process has various outcomes – most
obviously the achievement of Goals, but also commitment
of individuals to such goals.
Leadership roles
A. Create an Inspiring Vision & Lead by Example

B. Empower, Inspire, and Energize People

C. Build and Lead a Team

Create an Inspiring Vision & Lead by Example
•Create an inspiring vision; establish shared values; give
direction and set stretch goals
•Manage change strategically, take risks, create change;
lead change; manage resistance to change. Lead by
example; practice what you preach; set an example, and
share risks or hardship
•Demonstrate confidence; win respect and trust without
courting popularity
Empower, Inspire, and Energize People

•Be enthusiastic; inspire and energize people; create a

positive work environment
•Empower people; delegate authority; be open to ideas;
have faith in the creativity of others
•Communicate openly and honestly; give clear
guidelines; set clear expectations
•Empathize; be willing to discuss and solve problems;
listen with understanding; support and help
Build and Lead a Team
•Use team approach; facilitate cooperation; involve everyone;
trust ones group; rely on their judgment
•Bring out the best in ones people; have common touch with
them; coach and provide effective feedback
•Permit group decision; help ones team reach better decisions
•Monitor progress, but don't micromanage, lead ones team;
avoid close supervision; do not over boss; do not dictate; lead
team self-assessment
Leadership Styles in business
• Autocratic Leadership Style
• Bureaucratic Leadership Style
• Democratic Leadership Style

Autocratic Leadership Style

• The classical approach
• Manager retains as much power and decision making authority as
possible
• Does not consult staff, nor allowed to give any input
• Staff expected to obey orders without receiving any explanations
• Structured set of rewards and punishments.
Bureaucratic Leadership Style
•Manages “by the book¨
•Everything done according to procedure or policy
•If not covered by the book, referred to the next level above
Democratic Leadership Style
• Also known as participative style
• Encourages staff to be a part of the decision making
• Keeps staff informed about everything that affects their work
and shares decision making and problem solving responsibilities
Types of Leadership
• Visionary Leader
• Integration Leader
• Fulfillment Leader
• Transactional Leader
• Transformational Leaders
• Charismatic Leader
Visionary Leader

It is the one who has a long-term perspective, who is

externally oriented and has a broad interest in industry,
economy, regulations, and politics. His tasks include
forming a mission statement, vision and values. He is
supposed to transform and structure the organization to
ensure survival and growth. Example of visionary
leader can be a director, senior executive, chair and
head of school, senior partner etc.
Integration Leader

It is the one who has medium-term perspective. He has

an inside out orientation where his main focus is on his
own organization. His main function is to develop
organization’s systems and processes. He reconciles
conflicting interests. He develops and champions a
strong culture. He ensures effective running of whole
organization by using and innovating corporate
knowledge and recruiting and retaining talent.
Fulfillment Leader
It is the one who has a short-term perspective. He
is a knowledge expert who is result oriented and
who has customer service thinking. He pleases the
customer by delivering results on time. He makes
continuous improvement by unlocking individual
potential and optimum usage of resources.
Transactional Leader

These are the ones who take the initiative in

offering some form of need satisfaction in return
for something valued by the employees, such as
pay promotion, improved job satisfaction or
recognition. The leader sets clear goals, and is
adept at understanding the needs of employees
and selects appropriate, motivating rewards.
Transformational Leaders

It is the process of engaging the commitment of

the employees in the context of the shared values
and the shared vision. It is particularly relevant in
the context of managing change. It involves
relationship of mutual trust between the leaders
and the followers.
Charismatic Leader

Till now we have read about different types of leaders

but sometimes it happens that we are awed by a leader
and follow him/her blindly. The personal charm of the
person influences us. These types of leaders are known
as charismatic leaders. Mahatma Gandhi was also an
example of charismatic leader. They have a great deal of
emotional appeal. Swami Vivekanand was another
charismatic leader.
Approaches to Leadership
Trait Approach
Behavioral Approach
Situational and Contingency Approach
Functional Approach
Relational Approach
Transformational Approach
Trait Approach
Theories that consider personal qualities and characteristics
that differentiate leaders from non-leaders.
Some traits increase the likelihood of success as a leader, but
none of them guarantee success.
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 Approach
• Behavioral leadership theory argues that the
success of a leader is based on their behavior
rather than their natural attributes. Behavioral
leadership theory involves observing and
evaluating a leader's actions and behaviors when
they are responding to a specific situation.
• This leadership theory focuses on the actions of
leaders, not on mental qualities or internal states.
According to this theory, people can learn to
become leaders through teaching and observation.
Situational and Contingency Approach

• Situational theory assumes that different situations

call for different characteristics; according to this
group of theories, no single optimal psychographic
profile of a leader exists.
• The contingency theory of leadership supposes that
a leader's effectiveness is contingent on whether or
not their leadership style suits a particular situation.
According to this theory, an individual can be an
effective leader in one circumstance and an
ineffective leader in another one.
Functional Approach
• Functional leadership theory is a particularly
useful theory for addressing specific leader
behaviors expected to contribute to
organizational or unit effectiveness.
• This theory argues that the leader’s main job is
to see that whatever is necessary to group needs
is taken care of; thus, a leader can be said to
have done their job well when they have
contributed to group effectiveness and cohesion.
Relational Approach
• The relationship theory of leadership focuses on leaders
who are mainly concerned about their interactions with
others. They are often mentors for employees,
scheduling time to talk to them and working to meet their
needs.
• Relational leaders empower others. They see the
strengths and weaknesses of each member of their
team, and work to build on strengths and improve
weaknesses. The professional growth of others is
important to a relational leader. Relational leaders have a
clear purpose, which they are able to communicate to
others.
Transformational Approach
• The transformational leader motivates its team to be
effective and efficient. Communication is the base for
goal achievement focusing the group on the final
desired outcome or goal attainment.
• This leader is highly visible and uses chain of
command to get the job done. Transformational
leaders focus on the big picture, needing to be
surrounded by people who take care of the details.
The leader is always looking for ideas that move the
organization to reach the company’s vision.
Ethical Leadership
Ethical leadership is a form of leadership in which
individuals demonstrate conduct for the common
good that is acceptable and appropriate in every
area of their life.  It is composed of the following
three major ethical traits.
• Be the Example
• Champion the Importance of Ethics
• Communicate
Be the Example
A noble quality of a leader is leading by example. As an
ethical leader, it’s important to remember that actions
often speak louder than words. People are more likely
to judge someone based on how they act, rather than
what they say. By practicing and demonstrating the use
of ethical, honest and unselfish behavior to
subordinates, ethical leaders may begin to earn the
respect of their peers. People may be more likely to
follow a leader who respects others and shows
integrity.
Champion the Importance of Ethics
One role of an ethical leader is focusing on
the overall importance of ethics, including
ethical standards and other ethical issues,
and how these factors can influence society.
As an ethical leader, it’s important to teach
peers about ethics, especially in cases where
they are faced with an ethical issue in the
workplace.
Communicate
Successful ethical leaders tend to be good communicators.
People communicate in different ways. Some may feel
comfortable speaking in public, regardless of personnel or
situation, while others may be hesitant to speak with a leader
because of fear, anxiousness or simply not knowing how to
articulate what they are trying to say. They might be better
talking via email, rather than in person. It’s an ethical leader’s
job to communicate with each member of the team, but also
allow for open conversation, as some people may have
questions and concerns that need addressed. It’s important for
leaders to build camaraderie with their team. Quality
relationships tend to be built on trust, fairness, integrity,
openness, compassion and respect.
Impacts of Ethical Leadership

Ethical leaders can help establish a positive

environment with productive relationships
over three levels: the individual, the team
and the overall organization. Nurturing the
relationships at each of these levels can lead
to positive outcomes and benefits for ethical
leaders.
The Well-Being of the Individual

Maintaining a positive working atmosphere is an important

responsibility of a strong ethical leader. Ethical leaders who lead by
example may influence others to do the same. Generally, people are
affected by the interactions that occur around them. Positive
communication among co-workers may help influence job productivity
and attitude.
The Energy of the Team

Ethical leadership can also involve the management of

conduct and collaboration within a team. Typically,
morale is higher in the workplace when people are
getting along with each other. When co-workers are
working as a team, it can help build relationships in
the workplace and help the overall performance of
the group. Generally, strong leaders lead by example.
The Health of the Organization

The importance of maintaining a positive attitude in the

workplace has a lot to do with improving the overall
health of the organization. When people can show respect
for one another and can value other’s opinions, it may
help create a productive working environment. An ethical
organization can occur when communities of people work
together in an environment of mutual respect, where they
can grow personally, build friendships and contribute to
the overall goal.
4-V Model of Ethical Leadership

The 4-V model helps align the internal beliefs and values
with the external behaviors and actions for the purpose of
the common good. The four V’s stand for Values, Vision,
Voice and Virtue, the characteristics that help create a
strong ethical leader. In the end, the main goal of an
ethical leader is to create a world in which the future is
positive, inclusive and allows the potential for all
individuals to pursue and fulfill their needs and meet their
highest potential.
leadership values

• Values are the underlying beliefs that guide our decisions and actions
and ultimately shape our days and careers.
• Leadership values are a subset of those values that positively influence
one’s ability to lead effectively or be a ‘good leader.’
• You can foster and develop leadership values with time. However, as
with many character traits, you will probably have a tendency toward
one specific leadership skill or another.
The importance of a leader with values
• Anyone in a leadership role should be aware of the values
they hold, their strengths, and the areas they can improve on
as they grow as a leader.
• Because your values determine how you execute leadership,
the team environment you create, and the success of your
company. The values you display as a leader will permeate
your entire organization and affect its performance.
• Leaders who adhere to their values earn respect and
commitment from their teams. Value-driven leadership can
inspire others not just to follow them but to adopt those
values as their own.  
Important values of a leader
• Empower and • Passion and commitment
development • Respect
• Vision • Patience
• Communication • Resilience
• Reinforcement and • Honesty and transparency
influence
• Accountability
• Empathy
• Integrity
• Humility
Empowerment and development
• As a leader, you are in a position of power.
• Instead of trying to keep all that power and
control for oneself, an effective leader empowers
others and amplifies their own impact as a result.
• This empowerment can come from formal
employee training, ongoing coaching, and
workforce development. Mentorship and the
delegation of responsibilities can also help.
Vision
• Leaders have the important responsibility of creating and
maintaining the organizational vision. When you center vision
as a leadership value, this means you keep the big picture at
the forefront of your decision-making.
• It also means employing foresight to plan for obstacles. Keep
an eye out for anything that may get in the way of your
company’s vision, and be ready to update the vision as you
gain more experience and information.
• Successful leadership also includes the leader’s ability to
communicate that vision to their team members. The message
must be shared in a meaningful, actionable, and engaging way.
Communication
• Communication is the foundation of any relationship.
• In a work setting, centering communication as a core
leadership value manifests in many ways. It can take
the form of conveying context to employees. Or it can
be setting clear expectations for individuals and teams.
• A leader may have a clear vision, but unless
communication is a driving value, others will not be
able to share it.
Reinforcement and influence
• Positive reinforcement and recognition to your team
members are important forms of communication.
• When things are busy, it can be all too easy to speed
along without making an effort to show that you noticed
someone’s contribution.
• However, positive reinforcement is a huge aspect of
improving employee motivation and engagement. Not
only that but in lifting your influence as a business leader.
• By demonstrating appreciative behavior, you encourage
others to reinforce each other too. This helps boost
morale across the organization.
Empathy
• Empathy is the ability to understand others, see from their
point of view, and feel what they are feeling. It is a value that
is held in high regard by many senior executives and good
business leaders.
• you can build a far stronger team by exercising empathy and
understanding each person’s motivations with whom you work.
• Empathy will help you match people’s strengths and skills to
roles where they can make the most impact. It will help you
build and sustain positive and productive relationships. It will
also help you recognize the core values of others on your team.
Humility
• Leaders must constantly be learning. To be in that
receptive state of mind requires humility.
• Opportunities to build wisdom can easily be lost if you
are not willing to recognize and process mistakes.
Humility also means knowing when to ask for input from
others.
• If you have a gap in knowledge in a certain area, seek
advice from those with more experience or from coaches.
If your strategy is not connecting with your audience,
consult the people closest to the work or your customers.
Passion and commitment
An extraordinary leader is not only capable of
commanding influence or communicating successfully.
They are also:
• committed to meeting organizational goals 
• passionate about the company and their leadership role
within it and demonstrate ferocious resolve when
faced with adversity
• A leader with this kind of mindset can motivate
everyone around them. Their passion and energy are so
infectious that it drives and uplifts the entire team.
Respect
As a leader, you can demonstrate
respect through many of the behaviors
already listed here:
• Empowering others
• Strong communication skills
• Recognition of employee abilities
• Empathizing with the situations of others
Patience
• Patience is a value that is often learned with time but is an
incredibly important skill for those in leadership roles. At its
heart, patience is about delayed gratification.
• Leaders need to be patient with new hires who aren’t up to
operating speed yet. They also require patience with existing
team members who are working out how to deal with
complex issues. This is especially true where the leader may
be able to tackle with greater ease.
• Patience also benefits leaders who have long-term goals, such
as quarterly or annual sales targets. These goals can only be
achieved incrementally through perseverance and patience.
Resilience
• A key nature of business is change, and as a
leader, you often take the brunt of big changes —
or even initiate them.
• You must be able to weather these times, not
only for yourself but for your team.
• This is not to say you can’t have human reactions
to challenges, but ultimately your team will
respond to how you handle hardship and
communicate the outcomes.
Honesty and transparency
• Employees want a coach and leader who is honest and
transparent about their performance, business objectives
and directives, and internal company politics.
• Nobody likes to feel like they are being lied to or deceived.
• Transparency does not mean telling everyone everything
as soon as you hear it — there is a time and a manner in
which to convey information.
• Valuing transparency, in this case, would mean
communicating why there is a reorganization and getting
other company leaders on board with how it affects them
and their teams.
Accountability
• One of the values that many employees admire in
a leader is accountability.
• Accountability means taking responsibility for
one’s duties and goals and, at times, owning
responsibility for the shortcomings of one’s team.
• However, strong leaders also need to be prepared
to hold their employees accountable for the tasks
they are responsible for, which helps to promote
personal growth with your team.
Integrity
• Integrity is a character trait that gains respect and
trust.
• As a leader, integrity means approaching all of
your work with consistency and coherently.
• Integrity means honoring commitments
(including to yourself) and doing what you say
you will do, as well as approaching challenges in
ways that are coherent with other values and
beliefs.