DEFINITIONS

• Leadership is defined as the process through which one member of a group (the leader) influences other group members toward attainment of shared group goals.

• A leader is a man who has the ability to get other people to do what they don’t want to do, and like it.

APPROACHES TO THE STUDY OF LEADERSHIP

• Leader Qualities

• Leader Behavior

• Leader & The Situation

• Leader & The Follower

• Some New Approaches

LEADERSHIP TRAITS• Great Person Theory• Important leader traits1. Drive2. Intelligence3. Self-Confidence4. Creativity 5. Self- confidence6. Leadership motivation.7. Flexibility.8. Cognitive ability9. Honesty & Integrity10.Knowledge of the business

LEADERSHIP & BEHAVIOREffective leadership requires three broad types

of skills:• (a) Technical skill: Technical skill refers to “a

person’s knowledge of and ability in any type of process or technique.”

Technical skills involve things.• (b)  Human skill: Human skill refers to the

ability to work with, understand and motivate other people, both individually and in groups.

Human skills are concerned with people. • (c)  Conceptual skill: Conceptual skill is the

ability to analyze and diagnose complex situations.

Conceptual skills deal with ideas.

Blake and Mouton’s Managerial Grid

Blake and Mouton identified two behavioral dimensions of leadership:

(a) Concern for people and (b) Concern for production.

Blake & Mouton…..contd

• Depending on the level of concern managers show for people and production, Blake and Mouton identified five leadership styles:

Authority Obedience Impoverished managementCountry Club managementOrganization –man managementTeam management

The Managerial Grid

1,9Country club management

Thoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization

atmosphere and work tempo

9,9Team management

Work accomplishment is from committed people, interdependence

through a “common stake” in organization purpose leads to relationship

of trust and respect

1,1Impoverished Management

Exertion of minimum effort to get required work done is appropriate

to sustain organization membership

5,5Organization Man Management

Adequate organization performance possible through balancing the necessity to

get out work with maintaining morale of the people at a satisfactory level

9,1Authority-Obedience

Efficiency in operations results from arranging conditions of

work in such a way that human elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Con

cern

for p

eopl

e

(Blake and Mouton)

CONTINGENCY APPROACH

FRED FIEDLER’S CONTINGENCY MODEL According to Fiedler, the style of

leadership that should be used is dependent (contingent) upon the situation. As the situation varies, leadership requirements also vary.

Fielder identified two styles of leadership —

a) The Task Oriented Style b) The Human Relations Style:

Fiedler…..contdEffectiveness (use) of the task oriented style or

relationship oriented style is dependent on the favorability or unfavorability of the situation.

The favorability or unfavorability of the situation depends on three considerations:

• (1)    Leader-member relationship• (2)    Degree of task• (3) Leaders position power• Fielder stated that the task oriented leader was

most effective for very favorable and very unfavorable situations.

• Fielder stressed the need for the human relations style of leadership when the situation is moderately favorable or unfavorable.

The Situational Model of Hersey and Blanchard

Leadership is not a one-way affair.The most important feature of the

Situational Leadership theory proposed by Hersey and Blanchard is that it takes into account the role of the followers.

Leadership is an interplay of the following three dimensions:

(1) Task style(2) Relationship style(3) Maturity of followers ( Job &

Psychological Maturity)

• According to Hersey and Blanchard, the key to effective leadership is to match the situation with the appropriate style. There are four leadership styles —

• (a) Telling Style• (b) Selling Style• (c)  Participating Style• (d) Delegating Style

Leadership Styles and Follower Readiness(Hersey and Blanchard)

WillingUnwilling

Able

UnableDirective /Directive /

TellingTelling

Ht-LRHt-LR

Selling StyleSelling Style

HT-HRHT-HR

Supportive / Supportive / ParticipativeParticipative

LT-HR LT-HR

Monitoring / Monitoring /

DelegatingDelegating

LT-LRLT-LR

Follower Readiness

LeadershipLeadershipStylesStyles

TRANSFORMATIONAL LEADERSHIP

• Transformational leaders are leaders who bring remarkable changesin their organizations and societies.

• CHARACTERISTICS• (1) Idealized influence – Serve as role models• (2) Inspirational motivation – create a sense of

purpose and excitement, transcend self-interest)• (3) Intellectual stimulation - Encourage to be

innovative and creative) • (4) Individual consideration – Pay attention to

each individual follower’s need for growth and advancement

TRANSACTIONAL LEADERSHIP

• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment

• 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

CHARISMATIC LEADERSHIP• Charismatic leadership is a result of the

followers perception of the unique and larger than life characteristics that they think their leader possesses.

• Some of the notable features of the relationship between charismatic leaders and their followers are:

• (1) Followers believe that their leader possesses divinely inspired qualities.

• (2) The followers worship the leader as a superhuman hero.

• (3) Unquestioned obedience and acceptance of the beliefs

• (4)  Charismatic leaders paint a picture of a future that promises a better and more meaningful life to their followers.

Charismatic Leaders….contdSome of the traits of charismatic leaders are:• (1)      A strong need for power.• (2)      A high level of self-confidence.• (3)      Strong convictions.• Some typical behaviors of charismatic leaders are: • (1)  Very good at impression management. • (2)  High expectations of their followers.• (3) Build follower commitment by creating an

appealing and attractive vision. • (4)  Charismatic leaders build their followers

self-confidence by expressing confidence in them.• A “dark side” of charismatic leaders:• (1)   Unrealistic projects• (2)  Poor implementation• (3) No successors

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