LeadershipLeadershipAn effective manager is one who has ability An effective manager is one who has ability to effectively lead his people towards the to effectively lead his people towards the accomplishment of organizational goals.accomplishment of organizational goals.

Leadership is the ability to influence a Leadership is the ability to influence a group toward the achievement of goals.group toward the achievement of goals.

The main theme of leadership is follower The main theme of leadership is follower ship. ship.

It is the willingness of people to follow that It is the willingness of people to follow that makes a person leader.makes a person leader.

Leaders must have a good number of Leaders must have a good number of followers. Leadership is follower ship.followers. Leadership is follower ship.

Leadership is the ability to influence Leadership is the ability to influence people’s behaviors so that they will people’s behaviors so that they will work willingly toward the achievement work willingly toward the achievement of group goals. of group goals.

Leader provides direction towards goal Leader provides direction towards goal accomplishment.accomplishment.

Leadership involves other people- Leadership involves other people- employees or followers. employees or followers.

People tend to follow those whom People tend to follow those whom they see as providing a means of they see as providing a means of achieving their own needs and wants. achieving their own needs and wants.

According to Griffin, leadership os According to Griffin, leadership os both a process and property. As a both a process and property. As a process leadership is the use of process leadership is the use of non-coercive influence to shape non-coercive influence to shape the group goal.the group goal.

As a property leadership is a set As a property leadership is a set of characteristic attributed to of characteristic attributed to individuals who are perceived to individuals who are perceived to be leader.be leader.

Ingredients of leadershipIngredients of leadership Leadership has some basic ingredients. Leadership has some basic ingredients.

Among the important these are: Among the important these are: The ability to use power effectively and in The ability to use power effectively and in

a responsible manner, a responsible manner, The ability to comprehend that human The ability to comprehend that human

beings have different motivation forces at beings have different motivation forces at different times and in different situations. different times and in different situations.

The ability to inspire, The ability to inspire, The ability to act in a manner that will The ability to act in a manner that will

develop a climate conducive to develop a climate conducive to responding to and arousing motivation. responding to and arousing motivation.

Qualities of a leaderQualities of a leader Time consciousness : Time consciousness : An An

implementation of a decision, implementation of a decision, depends on specific time. A leader depends on specific time. A leader should utilities his time properly.should utilities his time properly.

Flexible attitude .Flexible attitude . Mentality of taking responsibility .Mentality of taking responsibility . Ability to understand others.Ability to understand others. Ability to take decisionAbility to take decision Communication skill.Communication skill.

Ability to control emotion: Ability to control emotion: A successful A successful leader must control his emotion over leader must control his emotion over logical and real fact.logical and real fact.

Education and experience : Education and experience : A leader A leader should have enough educational ability should have enough educational ability and experience such ability and and experience such ability and experiences are can increase the experiences are can increase the personality of the leader to subordinatespersonality of the leader to subordinates

Organizational knowledge: Organizational knowledge: A successful A successful leader should be a good organizational leader should be a good organizational knowledgeknowledge

Honesty and sincerity : Honesty and sincerity : A leader must be A leader must be honest and sincere to his work. honest and sincere to his work. Deviations of work lead man to the Deviations of work lead man to the pinnacle of glorypinnacle of glory..

PersonalityPersonality : :A leader should have A leader should have attractive and strong personality.attractive and strong personality.

Patience Patience : : patience is an important patience is an important part of a good leader. In an odd part of a good leader. In an odd situation a leader can not lead without situation a leader can not lead without patience.patience.

Energy & ability Energy & ability : : A successive leader A successive leader never be self-centered. A leader must never be self-centered. A leader must have physical and mental abilities.have physical and mental abilities.

Courage and determinateCourage and determinate : : A leader A leader without courage and determinate can without courage and determinate can not leadnot lead the right things. the right things.

Leaders and Managers: A Leaders and Managers: A ComparisonComparisonExperts argue that leadership and management Experts argue that leadership and management

are different but they are related. are different but they are related. A person can be a manager, a leader both or A person can be a manager, a leader both or

neither.neither.Abraham Zaleznik (1986) argues that leaders are Abraham Zaleznik (1986) argues that leaders are

different from managers and they are very different from managers and they are very different kind of people. They differ in different kind of people. They differ in motivation, personal history and how they think motivation, personal history and how they think and act. and act.

Managers tend to take impersonal attitudes Managers tend to take impersonal attitudes toward goals, whereas leaders take a personal toward goals, whereas leaders take a personal and active attitude towards goals. and active attitude towards goals.

Managers tend to take moderate risk and Managers tend to take moderate risk and establish strategies and make decisions. establish strategies and make decisions. Leaders work from high-risk positions. Leaders work from high-risk positions.

Managers are appointed to their Managers are appointed to their positions. Their ability to positions. Their ability to influence employees is base don influence employees is base don the formal authority inherent in the formal authority inherent in that position.that position.

Leaders are appointed or merge Leaders are appointed or merge from within a work group and are from within a work group and are able to influence others for able to influence others for reasons beyond formal authority.reasons beyond formal authority.

Managers prefer to work with people; Managers prefer to work with people; they avoid solitary activity because it they avoid solitary activity because it makes them anxious. Leaders, who are makes them anxious. Leaders, who are concerned with ideas, relate to people in concerned with ideas, relate to people in more intuitive and emphatic ways. more intuitive and emphatic ways.

John Kotter (1990), in his article “What John Kotter (1990), in his article “What leaders really do” published in HBR, also leaders really do” published in HBR, also tries to distinguish between a leader and tries to distinguish between a leader and a manager. He argues that management a manager. He argues that management is about coping with complexity. is about coping with complexity.

Good management brings about order and Good management brings about order and consistency by formulating plans, designing consistency by formulating plans, designing organization structure and monitoring results organization structure and monitoring results against the plans.against the plans.

Leadership, in contrast, is coping with change. Leadership, in contrast, is coping with change. Leaders establish vision of the future and Leaders establish vision of the future and articulate this vision and inspire people to articulate this vision and inspire people to overcome hurdles. overcome hurdles.

Managers use the authority inherent in their Managers use the authority inherent in their designated formal rank to obtain compliance from designated formal rank to obtain compliance from organizational members.organizational members.

Motivational skills are a critical component of Motivational skills are a critical component of leading whereas the focus of management is leading whereas the focus of management is planning and directing (Stoner, 1996).planning and directing (Stoner, 1996).

Kotter believes that organizations need both Kotter believes that organizations need both strong leadership and organization.strong leadership and organization.

All managers should be leaders. But not All managers should be leaders. But not all leaders have the skills of effective all leaders have the skills of effective managers and thus, all leaders should be managers and thus, all leaders should be managers. managers.

An individual can influence others does An individual can influence others does not means that he can also plan, organize not means that he can also plan, organize and control. and control.

Leader is someone who can influence Leader is someone who can influence others and who has managerial authority.others and who has managerial authority.

Example: when executing plans, Example: when executing plans, managers focus on monitoring results, managers focus on monitoring results, comparing them with goals and correcting comparing them with goals and correcting deviations.deviations.

In contrast, the leader focuses on In contrast, the leader focuses on energizing people to overcome hurdles to energizing people to overcome hurdles to reach goals.reach goals.

Theories of leadershipTheories of leadership Leaders are born, not made. Leaders are born, not made. Examples are Thatcher, Nelson Mandela, Examples are Thatcher, Nelson Mandela,

Clinton. Martin Luther King.Clinton. Martin Luther King. Leaders share certain inborn personality Leaders share certain inborn personality

traits- physical, mental and personality and traits- physical, mental and personality and because of these traits, leaders are different because of these traits, leaders are different from non-leaders. from non-leaders.

Main traits are drive, self-confidence, Main traits are drive, self-confidence, honesty, integrity, intelligence, above honesty, integrity, intelligence, above average height, good vocabulary, average height, good vocabulary, attractiveness, ambition, interpersonal skill attractiveness, ambition, interpersonal skill and willingness to cooperate. and willingness to cooperate.

Main limitations areMain limitations are:: No universal traits that predict No universal traits that predict

leadership in all situations.leadership in all situations. It is unclear in separating cause from It is unclear in separating cause from

effect. For example, does self effect. For example, does self confidence create leadership, or does confidence create leadership, or does success as a leader build self success as a leader build self confidence?confidence?

Politicians are often elected on the Politicians are often elected on the basis of personal appearance, basis of personal appearance, speaking ability and self-confidence.speaking ability and self-confidence.

Leaders are made, not bornLeaders are made, not born.. Leaders are made, not born. It is Leaders are made, not born. It is

possible to acquire leadership possible to acquire leadership qualities by training and qualities by training and education. We could teach education. We could teach leadership, we could design leadership, we could design programs that implanted programs that implanted behavioral patterns in individuals behavioral patterns in individuals who desired to be effective who desired to be effective leaders.leaders.

Styles based on use of Styles based on use of authority.authority.

A leader has different sources of A leader has different sources of power. The use of power differs power. The use of power differs due to types of style. There are due to types of style. There are mainly three styles: mainly three styles:

Autocratic, Autocratic, Democratic and Democratic and Free--rein.Free--rein...

Autocratic leadershipAutocratic leadership. This type of . This type of leadership is based on the use of acrcive leadership is based on the use of acrcive power .an autocratic leader gives orders power .an autocratic leader gives orders and expects compliance .and expects compliance .

Democratic leadershipDemocratic leadership: this type of : this type of leadership that uses legal power can be leadership that uses legal power can be called democratic leadership. A called democratic leadership. A democratic leader usually consult with democratic leader usually consult with subordinates on proposed actions and subordinates on proposed actions and decision perticipition from them.decision perticipition from them.

Free rain leadershipFree rain leadership : the leadership style : the leadership style with allows maximum freedom to with allows maximum freedom to followers may be called freedom followers may be called freedom leadership . a freedom leadership gives leadership . a freedom leadership gives workers a high degree of independence workers a high degree of independence in their operationsin their operations

Ohio state StudiesOhio state Studies Ohio state Studies Ohio state Studies Researchers tried to study the effectiveness of two types of Researchers tried to study the effectiveness of two types of

leadership behaviors what they called leadership behaviors what they called initiating structure initiating structure (task oriented) and consideration (employee (task oriented) and consideration (employee oriented). oriented).

The leaders who were rated low in consideration and high in The leaders who were rated low in consideration and high in initiating structure had high grievance and turnover rates initiating structure had high grievance and turnover rates among their employees. among their employees.

A leader with high initiating structure clearly defines and A leader with high initiating structure clearly defines and structures his roles and those of his subordinates in order to structures his roles and those of his subordinates in order to attain organizational goals. attain organizational goals.

A leader high in consideration is one who have strong A leader high in consideration is one who have strong confidence in subordinates, respect for subordinates’ ideas confidence in subordinates, respect for subordinates’ ideas and regard for their feelings. He is friendly and and regard for their feelings. He is friendly and approachable and treats all subordinates as equalsapproachable and treats all subordinates as equals..

Michigan University StudiesMichigan University Studies Researchers at the University of Michigan Researchers at the University of Michigan

distinguished between production-centered and distinguished between production-centered and employee centered managers. employee centered managers.

Production-centered managers set rigid work Production-centered managers set rigid work standards, clarified task and roles of employees, standards, clarified task and roles of employees, prescribed work methods to be followed, and prescribed work methods to be followed, and closely supervised employees’ works. closely supervised employees’ works.

Employee-centered managers encouraged Employee-centered managers encouraged employee participation in goal setting and other employee participation in goal setting and other work decisions and helped ensure high work decisions and helped ensure high performance by inspiring trust and respect. performance by inspiring trust and respect. Managers with an employee oriented style put Managers with an employee oriented style put more emphasis on motivating rather than more emphasis on motivating rather than controlling subordinates. They seek friendly, controlling subordinates. They seek friendly, trusting and respectful relationships with trusting and respectful relationships with subordinates. subordinates.

Managerial GridManagerial Grid

Black and Mouton developed the Black and Mouton developed the managerial grid.managerial grid.

The grid is based on the The grid is based on the leadership dimensions of leadership dimensions of

concern for people and concern for people and concern for production. concern for production.

The 1,9 leaders are high in concern for The 1,9 leaders are high in concern for people but very low in concern for production people but very low in concern for production that output is low. They are country- club that output is low. They are country- club leaders.leaders.

In 9,1 leaders are highly concern for In 9,1 leaders are highly concern for production but very low concern for people. production but very low concern for people. The 9, 1 leaders tend to be authoritarian The 9, 1 leaders tend to be authoritarian bosses. bosses.

A 1,1 leader does not place adequate A 1,1 leader does not place adequate emphasis on either dimension. He tends to be emphasis on either dimension. He tends to be a free-rein boss. a free-rein boss.

The 5,5 leaders give adequate concern both The 5,5 leaders give adequate concern both for people and production. They are called for people and production. They are called middle of the road management.middle of the road management.

The 9,9 leaders give maximum concern both The 9,9 leaders give maximum concern both for people and production. They are called for people and production. They are called team management.team management.

Contingency approach to leadershipContingency approach to leadership

It is based on the belief that leaders are the It is based on the belief that leaders are the products of given situations.products of given situations.

Leadership effectiveness depends on the situation.Leadership effectiveness depends on the situation. So it is important to isolate the situational So it is important to isolate the situational

conditions. conditions. This approach recognizes that there is an This approach recognizes that there is an

interaction between the group and the leader.interaction between the group and the leader. It supports the follower that people tend to follow It supports the follower that people tend to follow

those whom they perceive as offering them as a those whom they perceive as offering them as a means of accomplishing their own personal means of accomplishing their own personal desires. desires.

Fielder’s contingency approach to Fielder’s contingency approach to leadershipleadership

Fred Fielder Fred Fielder developed one of the contingency developed one of the contingency models of leadership. models of leadership.

This model proposes that effective group performance This model proposes that effective group performance depends on the proper match between leader's style depends on the proper match between leader's style and situation.and situation.

He assumed that it is quite difficult for mangers to alter He assumed that it is quite difficult for mangers to alter the management styles that made them successful.the management styles that made them successful.

It is assumed that an individual’s leadership style is It is assumed that an individual’s leadership style is fixed.fixed.

This theory holds that people become leaders not only This theory holds that people become leaders not only because of the attributes of their personalities but because of the attributes of their personalities but also because of various situational factors and the also because of various situational factors and the interactions between leader and group membersinteractions between leader and group members. .

He suggests that the most appropriate He suggests that the most appropriate leadership style depends on whether leadership style depends on whether the overall situation is the overall situation is

favorable, favorable, unfavorable or unfavorable or moderately favorable or moderately moderately favorable or moderately

unfavorable. unfavorable.

He described three critical dimensions of He described three critical dimensions of the leadership situations that help the leadership situations that help determine what style of leadership will determine what style of leadership will be most effective:be most effective:

Position power.Position power.

Some positions, such as the managing Some positions, such as the managing director of a bank, carry a great deal of director of a bank, carry a great deal of power and authority. It may be strong or power and authority. It may be strong or weak. High position power simplifies the weak. High position power simplifies the leader’s task of influencing others. If the leader’s task of influencing others. If the leader can reward and punish employees, leader can reward and punish employees, position power is assumed to be strong.position power is assumed to be strong.

Task structure. It is the degree to Task structure. It is the degree to which the task of the group is well which the task of the group is well defined. Task structure may be clear defined. Task structure may be clear or unclear. Task may be structured or or unclear. Task may be structured or unstructured.unstructured.

A highly structured task is one for A highly structured task is one for which step-by-step procedures or which step-by-step procedures or instructions are available.instructions are available.

Employees know clearly what they are Employees know clearly what they are expected to do. Group member roles expected to do. Group member roles are more ambiguous when tasks are are more ambiguous when tasks are unclear or unstructured. unclear or unstructured.

Leader-member relations. Leader-member relations. It may be good or poor. It may be good or poor. The subordinates may have high or low The subordinates may have high or low

confidence, trust and respect in their leader. confidence, trust and respect in their leader. If there is little trust and respect and if leader and If there is little trust and respect and if leader and

members do not like each other, relations are members do not like each other, relations are poor. poor.

Good relations are more favorable.Good relations are more favorable.

Leadership styles. Leadership styles. Fielder set forth two major types of Fielder set forth two major types of

leadership: leadership: Task-oriented and Task-oriented and Relationship oriented. Relationship oriented. Task oriented leaders are those who give Task oriented leaders are those who give

more emphasis on getting the job done than more emphasis on getting the job done than employees’ growth or satisfaction. They employees’ growth or satisfaction. They closely supervise the employees to be sure closely supervise the employees to be sure that the task is performed satisfactorily.that the task is performed satisfactorily.

Leaders with a relationship oriented put more Leaders with a relationship oriented put more emphasis on motivating rather than emphasis on motivating rather than controlling subordinates. They seek friendly controlling subordinates. They seek friendly trusting and respectful relationships with trusting and respectful relationships with subordinates. subordinates.

When leader position power is strong, the When leader position power is strong, the task structure is clear and leader-members task structure is clear and leader-members relations are good, the situation is favorable relations are good, the situation is favorable for the leader and the most effective leader for the leader and the most effective leader will be one who is task-oriented. will be one who is task-oriented.

The task-oriented leader will also be most The task-oriented leader will also be most effective in s situation in which position effective in s situation in which position power is weak, the task structure is unclear power is weak, the task structure is unclear and the leader-member relations are poor. and the leader-member relations are poor.

Task oriented leader tends to perform better Task oriented leader tends to perform better in situations that were very favorable and in in situations that were very favorable and in situations that were very unfavorable.situations that were very unfavorable.

However, if the situation is only However, if the situation is only moderately unfavorable or moderately unfavorable or moderately favorable, the moderately favorable, the relationship-oriented leader will relationship-oriented leader will be most effective. In other words, be most effective. In other words, relationship-oriented leaders relationship-oriented leaders perform best in moderate control perform best in moderate control situations.situations.

Matching the leadership styleMatching the leadership style Fielder assumes that it is quite difficult for Fielder assumes that it is quite difficult for

mangers to alter the management styles mangers to alter the management styles that made them successful. that made them successful.

He believes that most managers are not He believes that most managers are not very flexible. Fielder assumes that very flexible. Fielder assumes that leadership style of a person is fixed and leadership style of a person is fixed and cannot be changed; leaders cannot change cannot be changed; leaders cannot change their behavior to fit a given situation their behavior to fit a given situation because it is linked to their particular traits.because it is linked to their particular traits.

So there are two ways to improve the So there are two ways to improve the effectiveness of leadership:effectiveness of leadership:

Changing the leader to fit the Changing the leader to fit the situation, and situation, and

For example, if the group situation is For example, if the group situation is highly unfavorable but is led by a highly unfavorable but is led by a relationship oriented manger, the relationship oriented manger, the group’s performance could be group’s performance could be improved by replacing that manager improved by replacing that manager with one who is task oriented. with one who is task oriented.

Changing situation to fit the Changing situation to fit the leader.leader. That could be done by That could be done by restructuring tasks or increasing or restructuring tasks or increasing or decreasing the power that the leader decreasing the power that the leader has to control factors such as salary has to control factors such as salary increases, promotions.increases, promotions.