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LEADERSHIP

Leadership is an important element of the directing


function of management. Wherever, there is an organized
group of people working towards a common goal, some
type of leadership becomes essential. "The power of
leadership is the power of integrating.
Leadership is the ability to build up confidence and zeal
among people and to create an urge in them to be led. To be
a successful leader, a manager must possess the qualities of
foresight, drive, initiative, self-confidence and personal
integrity. Different situations may demand different types
of leadership.

DEFINITION OF LEADERSHIP

•Leadership is the process of influencing the activities of an


individual or group in efforts toward goal achievement in a
given situation. - Hersey and Blanchard

•Leadership is the art of influencing others to their maximum


performance to accomplish any task, objective or project. -
Cohen

•Leadership is the art of mobilizing others to want to struggle


for the shared aspirations. - Kouzes and Posner

•Leadership is the behavior of an individual when he is


directing the activities of a group toward a shared goal. -
Hemphill and Coons
DIFFERENCE BETWEEN LEADERSHIP AND
MANAGEMENT
One of the common misconceptions surrounding
leadership is to conflate it with management. People
CHARACTERISTICS, QUALITIES AND TRAITS OF LEADERSHIP
Leadership characteristics are not something mystical. The traits and qualities required for
leadership are also not something you either have or you don 't have. These
characteristics can be

• Personality: A pleasing personality always attracts people. A leader should also


friendly and yet authoritative so that he inspires people to work hard like him.
• Knowledge: A subordinate looks up to his leader for any suggestion that he needs. A
good leader should thus possess adequate knowledge and competence in order to influence
the subordinates.
• Integrity: A leader needs to possess a high level of integrity and honesty. He should
have a fair outlook and should base his judgment on the facts and logic. He should be
objective and not biased.
• Initiative: A good leader takes initiative to grab the opportunities and not wait for them and
use them to the advantage of the organization.
• Communication skills: A leader needs to be a good communicator so that he can
explain his ideas, policies, and procedures clearly to the people. He not only needs to be a
good speaker but also a good listener, counsellor, and persuader.

•Motivation skills: A leader needs to be an effective motivator who understands the needs
of the people and motivates them by satisfying those needs.
Self-confidence and Will Power: A leader needs to have a high level of self-confidence

and immense will-power and should not lose it even in the worst situations, else
employees will not believe in him.
• Intelligence: A leader needs to be intelligent enough to analyze the pros and cons of a
situation and take a decision accordingly. He also needs to have a vision and fore­
sightedness so that he can predict the future impact of the decisions taken by him.
• Decisiveness: A leader has to be decisive in managing his work and should be firm on the
decisions are taken by him.
• Social skills: A leader should possess empathy towards others. He should also be a
humanist who also helps the people with their personal problems.

LEADERSHIP STYLES
There are also plenty of different leadership styles. While leadership theories are focused
on understanding what makes leaders successful, the leadership styles focus specifically
on the traits and behaviors of leaders under a specific theory. Therefore, the
leadership theory often contains a number of different styles.

Psychologist Kurt Lewin developed his framework of leadership styles in the 1930s,
providing the foundation for many other styles following later. According to Lewin,
there are essentially three core leadership styles, each of which is shortly summarized below.

Autocratic leadership
Autocratic or authoritarian leadership style emphasizes the role of the leader in terms
of the decision-making process. The leader won 't involve or even consult the team when it
comes to deciding the next course of action.
The style is efficient in terms of making decisions, and can often be effective in crises or in
circumstances where the leader has access to knowledge the subordinates don 't.
Nonetheless, autocratic leadership style can also lead to high staff turnover.

Democratic leadership
Lewin's second leadership style was the democratic model. Lewin 's style saw leaders
under this framework still in charge of the final decisions, but instead of rejecting input from the
subordinates, the leader seeks and encourages engagement. Therefore, the subordinates
are more involved with the tasks or courses of action, even though they might not have
actual power to decide.
The democratic style can remove the issues of low morale and high turnover through the more
participative approach. On the other hand, decisions can take a long-time to
make and the subordinate' s ability to comprehend the intricacies of
certain circumstances might not be equal.

Laissez faire or Free-rein leadership


The final leadership style Lewin identified was the laissez faire leadership. Under this
framework, the subordinates are given the ultimate power to decide how they want to
achieve the vision set forward by the leader. The leader's role is essentially to provide the
subordinates with the right resources and advice, if needed.
Like the democratic leadership style, this can help increase job satisfaction, but the
lack of structure can create problems within the organization. It also needs experienced and
enthusiastic employees to work efficiently.

Leadership Functions:
Following are the important functions of a leader:

1.Setting Goals:
A leader is expected to perform creative function of laying out goals and policies to persuade
the subordinates to work with zeal and confidence.

2.Organizing:
The second function of a leader is to create and shape the organization on scientific lines by
assigning roles appropriate to individual abilities with the view to make its
various components to operate sensitively towards the achievement of enterprise goals.

3.Initiating Action:
The next function of a leader is to take the initiative in all matters of interest to the group. He
should not depend upon others for decision and judgment. He should float new ideas and his
decisions should reflect original thinking.
4. Co-Ordination:
A leader has to reconcile the interests of the individual members of the group with that of the
organization . He has to ensure voluntary co-operation from the group in realizing the

common objectives.

5. Direction and Motivation:


It is the primary function of a leader to guide and direct his group and motivate people to do their
best in the achievement of desired goals, he should build up confidence and zeal in the

work group.

6. Link between Management and Workers:


A leader works as a necessary link between the management and the workers. He interprets the
policies and programmes of the management to his subordinates and represents the
subordinates' interests before the management. He can prove effective only when he can act as the
true guardian of the interests of his subordinates.

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