LEADERSHIP

- Harish Belagali

Planning

Organizing

Leading

Management Function

Controlling Staffing

Leadership begins with Self-knowledge

“Management is doing things right, leadership is doing

the right things”

(Warren Bennis and Peter Drucker)

“Self-knowledge is the basis for character… Character is the

root of integrity… Integrity provides the foundation for

leadership”

Definition of LeadershipLeadership is the art of motivating a group of

people to act towards achieving a common goal.

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

- Warren Bennis "The only definition of a leader is

someone who has followers.“

- Peter Drucker

Leadership is all about:» Listening

» Motivating

» Inspiring

» Trust

» Competitive spirit

» Collaboration

» Action

» Taking people to greater heights

» Working with participants on the how and helping them figure out the what and why

» Walking the walk and Talking the talk... walking alongside

“Leadership that pulls together people with diverse talents, backgrounds, experiences and

interests, encourages them to step up to responsibility and continued achievement, and

treats them as full scale partners and contributors.

Leadership is not about memorising techniques or devising the perfect game plan. It is about really

paying attention to people – really believing them, really caring about them, really involving

them.”

DIFFERENCE BETWEEN A LEADER AND A BOSS

BOSS LEADERTells what to do Relies on authorityDrives his men,Delegates responsibility

Shows who is wrongDemands respect,Production orientedBlames others for failures

Believes in “I”.

Tells why to do and how to do.

Depends on goodwill. Inspires his menDelegates authority only

Shows what is wrongCommands respectPeople orientedGives all credit for all successes.

Believes in “WE”

Door number 1 Door number 2 Door number 3

Three Styles Approach

Who put him in charge?

Who makes the decisions?

Does anyone get a say?

Door Number 1: Autocratic

Leader makes decisions without reference to anyone else

High degree of dependency on the leaderCan create de-motivation and alienation of staff

May be valuable in some types of business where decisions need to be made quickly and decisively

What do YOU think?

Wow! That was a really good idea!

Thank you all for working together!

Door Number 2: Democratic

Encourages decision making from different perspectives

May help motivation and involvementWorkers feel ownership of the firm and its ideas

Improves the sharing of ideas and experiences within the business

Can delay decision making

Door Number 3: Laissez-faire

Bored and unresponsive

Whatever attitude

Nothing gets accomplished

When the team is highly capableWhen team members are able to analyze the situation

When close monitoring of a decision is not needed

When there is full trust and confidence in the team members

Not suitable for lesser experienced employees

Lack of motivationPoor productivity

Leadership Traits

Physical

Social

Personality

Physical

Make a good first impression

Flexible Analytical ability Appearance isn’t everything

Social

Charismatic Charming Tactful Popular Cooperative Diplomatic

Personality

Self confidence Ambition Taking the initiative

Responsible

Leadership theories

There are three main theories that attempt to explain Leadership.

Personality Trait Theories Behavior theories Contingency Theories

Trait theoryEarlier researchers believed that there were certain unique characteristics in people that made them leaders . According to them , a person must possess certain unique personality traits that are essential for effective leadership.

One of the trait theories is the “Great Person “ theory which emphasized that leaders might not be born with the desired leadership traits but can be acquired by learning and experience.

Researchers also tried to study the relationship between physical traits and leadership, but were unsuccessful to establish a valid relationship.

Behavior traitsThe behavioral theorists concentrated on the unique behavioral aspects found in leaders that enabled them to attain effective leadership. Following are the our main behavior theories of leadership

1. The Ohio State studies

2. Universities of Michigan studies

3. The Managerial Grid

4. Scandinavian studies

The Ohio State studies In 1945 researchers from various fields conducted studies on

leadership at Ohio State university. The research was based on a questionnaire called ‘Leader Behavior

Description Questionnaire’. They narrowed down to two independent dimensions along which an

individual’s leadership behavior could be studied.

1. Initiating Structure – Individual’s ability to define his own task as well as the subordinates tasks and also accomplish them in time. People who score high in this dimension put pressure on subordinates to meet deadlines and maintain certain level of performance.

2. Consideration – This refers to the extent to which a leader cares for his subordinate, respects their ideas and feelings and establishes work relations which are characterized by mutual trust and respect.

The studies revealed that the people who scored high on both the dimensions were able to achieve higher performance as well as job satisfaction.

University of Michigan studies

A research was conducted at the Survey Research Centre at the University of Michigan. It was conducted on twelve pairs of sections, each section consisted on one high producing section and one low producing section.

During the study, researchers also interviewed 24 supervisors and 400 workers. And following was observed.

1. Employee-oriented dimension

2. Production-oriented dimension

Researchers concluded that leaders with an inclination towards employee-oriented dimension resulted in higher job satisfaction and greater productivity.

Hersey and Blanchard’s situational theory

The situational leadership model focuses on the fit of leadership style and followers maturity .

Hersey-Blanchard situational leadership model suggests that successful leaders do adjust their styles.

The situational leadership model views leaders as varying their emphasis on task and relationship behaviours to best deal with different levels of follower maturity.

The two-by-two matrix shown in the figure indicates that four leadership styles are possible.

1. Telling Style — giving specific task directions and closely supervising work; this is a high-task, low-relationship style.

2. Selling Style — explaining task directions in a supportive and persuasive way; this is a high-task, high-relationship style.

3. Participating Style — emphasizing shared ideas and participative decisions on task directions; this is a low-task, high-relationship style.

4. Delegating Style — allowing the group to take responsibility for task decisions; this is a low-task, low-relationship style.

e

Servant leadership

A leadership philosophy in which an individual interacts with others - either in a management or fellow employee capacity - with the aim of achieving authority rather than power. The authority figure intends to promote the well-being of those around him/her.

Ten Characteristics of Servant Leadership

ListeningEmpathyHealingAwarenessPersuasion

Conceptualization Foresight Stewardship Commitment to growth of people

Building Community

“When the effective leader is finished with his work,

the people say it happened naturally.”

- Lao Tse 604-531 B.C.