LEADERSHIP

PREVIEW
WHAT IS LEADERSHIP & HOW IT DIFFERS FROM MANAGEMENT?

APPROACHES TO LEADERSHIP. TRAITS APPROACH BEHAVIOURAL APPROACH SITUATIONAL APPROACH

LEADERSHIP STYLES. CONTEMPORARY MODELS OF LEADERSHIP.

LEADERSHIP
LEADERSHIP IS THE ABILITY TO INFLUENCE AND GROUPS TO WORK TOWARDS ORGANISATIONAL GOALS. INDIVIDUALS ATTAINING

THERE IS A DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT. THE LEADER AND THE MEN WHO FOLLOW HIM REPRESENT ONE OF THE OLDEST, MOST NATURAL AND MOST EFFECTIVE OF HUMAN RELATIONSHIPS. THE MANAGER AND THOSE HE MANAGES ARE A LATER PRODUCT, WITH NEITHER SO ROMANTIC NOR SO INSPIRING A HISTORY. LEADERSHIP IS OF THE SPIRIT, COMPOUNDED OF PERSONALITY AND VISION ; ITS PRACTICE IS AN ART. MANAGEMENT IS OF THE MIND, MORE A MATTER OF ACCURATE CALCULATION, OF STATISTICS, OF METHODS, TIME TABLES AND ROUTINE ; ITS PRACTICE IS A SCIENCE.

MANAGERS ARE NECESSARY ;

LEADERS ARE ESSENTIAL.

MANAGE TO BRING ABOUT , TO ACCOMPLISH, TO HAVE CHANGE OF CONDUCT.

LEADING INFLUENCING, GUIDING IN DIRECTION, COURSE, ACTION OR OPINION.

MANAGERS DO THINGS RIGHT.

LEADERS DO RIGHT THINGS.

THE PROBLEM WITH MANY ORGANISATIONS AND ESPECIALLY THE ONES WHICH ARE FAILING IS THAT THEY TEND TO BE OVER MANAGED AND UNDER LED.

- PETER DRUCKER

Leading & Managing Involve the Following

Relationships

Sources of Influence

Sanctions

Role Continuance

Reasons For Following

Accountability

APPROACHES TO LEADERSHIP

TRAITS THEORY

What is a Trait?
Research on Traits Theory. Big 5 Factors.

ANALYSIS OF TRAITS THEORY.

LEADERSHIP TRAITS
1. ALERTNESS 2. COURAGE 3. DEPENDABILITY 4. ENTHUSIASM 5. INTEGRITY 6. JUSTICE 7. LOYALTY 8. TRUTHFULNESS 9. UNSELFISHNESS 10. SELF CONFIDENCE 11. HUMILITY 12. MENTAL STABILITY 13. BEARING 14. DECISIVENESS 15. ENDURANCE 16. INITIATIVE 17. JUDGEMENT 18. KNOWLEDGE 19. SENSE OF HUMOUR 20. ESPRIT-DE-CORPS 21. TACT 22. MATURITY 23. PATIENCE 24. HONESTY

BIG 5 FACTORS
TRAIT
EXTRAVERSION

PERSONALITY DIMENSION
SOCIABLE, GREGARIOUS, ASSERTIVE

RELEVANCE
GOOD IP SKILLS, EMOTIONALLY EXPRESSIVE

EFFECTS
HIGHER PERFORMANCE, ENHANCED LEADERSHIP, JOB & LIFE SATISFACTION

BIG 5 FACTORS
TRAIT
EXTRAVERSION

PERSONALITY DIMENSION
SOCIABLE, GREGARIOUS, ASSERTIVE

RELEVANCE
GOOD IP SKILLS, EMOTIONALLY EXPRESSIVE

EFFECTS
HIGHER PERFORMANCE, ENHANCED LEADERSHIP, JOB & LIFE SATISFACTION HIGHER PERFORMANCE, LOWER LEVELS OF DEVIANT BEHAVIOUR

AGGREEABLENESS

GOOD NATURED, COOPERATIVE, TRUSTING

BETTER LIKED, COMPLIANT, CONFORMING

TRAIT EXTRAVERSION

PERSONALITY DIMENSION SOCIABLE, GREGARIOUS, ASSERTIVE

BIG 5 FACTORS RELEVANCE

GOOD IP SKILLS, EMOTIONALLY EXPRESSIVE

EFFECTS HIGHER PERFORMANCE, ENHANCED LEADERSHIP, JOB & LIFE SATISFACTION HIGHER PERFORMANCE, LOWER LEVELS OF DEVIANT BEHAVIOUR HIGH PERFORMANCE, HIGH LEADERSHIP, LONGEVITY

AGGREEABLENESS

GOOD NATURED, COOPERATIVE, TRUSTING RESPONSIBLE, DEPENDABLE, & ORGANIZED

BETTER LIKED, COMPLIANT, CONFORMING PERSEVERENCE, DRIVE & DISCIPLINE, ORGANISED & PLANNING

CONSCIENTIOUSNESS

BIG 5 FACTORS
TRAIT
EXTRAVERSION

PERSONALITY DIMENSION
SOCIABLE, GREGARIOUS, ASSERTIVE

RELEVANCE
GOOD IP SKILLS, EMOTIONALLY EXPRESSIVE

EFFECTS
HIGHER PERFORMANCE, ENHANCED LEADERSHIP, JOB & LIFE SATISFACTION HIGHER PERFORMANCE, LOWER LEVELS OF DEVIANT BEHAVIOUR HIGH PERFORMANCE, HIGH LEADERSHIP, LONGEVITY

AGGREEABLENESS

GOOD NATURED, COOPERATIVE, TRUSTING RESPONSIBLE, DEPENDABLE, & ORGANIZED

BETTER LIKED, COMPLIANT, CONFORMING PERSEVERENCE, DRIVE & DISCIPLINE, ORGANISED & PLANNING

CONSCIENTIOUSNESS

EMOTIONAL STABILITY

CALM, SELF CONFIDENT, SECURE

LESS NEGATIVE, OPTIMISTIC, NOT HYPER

HIGHER JOB & LIFE SATISFACTION, LOWER STRESS LEVELS

BIG 5 FACTORS
TRAIT
EXTRAVERSION

PERSONALITY DIMENSION
SOCIABLE, GREGARIOUS, ASSERTIVE

RELEVANCE
GOOD IP SKILLS, EMOTIONALLY EXPRESSIVE

EFFECTS
HIGHER PERFORMANCE, ENHANCED LEADERSHIP, JOB & LIFE SATISFACTION HIGHER PERFORMANCE, LOWER LEVELS OF DEVIANT BEHAVIOUR HIGH PERFORMANCE, HIGH LEADERSHIP, LONGEVITY HIGHER JOB & LIFE SATISFACTION, LOWER STRESS LEVELS ADAPTABLE, TRAINING, HIGH PERFORMANCE

AGGREEABLENESS

GOOD NATURED, COOPERATIVE, TRUSTING RESPONSIBLE, DEPENDABLE, & ORGANIZED CALM, SELF CONFIDENT, SECURE

BETTER LIKED, COMPLIANT, CONFORMING PERSEVERENCE, DRIVE & DISCIPLINE, ORGANISED & PLANNING LESS NEGATIVE, OPTIMISTIC, NOT HYPER CREATIVE, FLEXIBLE, AUTONOMOUS

CONSCIENTIOUSNESS

EMOTIONAL STABILITY

OPENNESS TO EXPERIENCE

IMAGINATIVE, SENSITIVE, CURIOUS

TRAITS THEORY

What is a Trait?
Research on Traits Theory. Big 5 Factors.

ANALYSIS OF TRAITS THEORY.

ANALYSIS OF TRAITS THEORY

CAN DIFFERENTIATE LEADERS FROM NON-LEADERS BY FOCUSSING ON PERSONAL QUALITIES & CHARACTERISTICS. CAN BE USED TO PREDICT LEADERSHIP EFFECTIVENESS. NO CONSISTENT PATTERN BETWEEN TRAITS OF SUCCESSFUL LEADERS & LEADERSHIP EFFECTIVENESS. IRRELEVANCE OF PHYSICAL TRAITS IN CORPORATES. LEADERSHIP BEING COMPLEX, A STARIGHT APPROACH CAN NOT BE UNIVERSALLY APPLIED.

THE FACT THAT A PERSON EXIBITS LEADERSHIP TRAITS & OTHERS CONSIDER HIM A LEADER DOES NOT MEAN HE IS AN EFFECTIVE LEADER.

BEHAVIOURAL MODEL

ESSENTIALS OF BEHAVIOURAL MODEL

WHAT LEADERS ACTUALLY DO & HOW THEY DO. EFF ECTIVE LEADERS HELP INDIVIDUALS IN ACHIEVING THE GOALS AS UNDER: BUILD TASK CENTRED RELATIONS WITH EMPLOYEES SO AS TO FOCUS ON QUALITY & QUACOURAGENTITY. BE CONSIDERATE & SUPPORTIVE TO EMPLOYEES. WORK TOWARDS SETTLING DISPUTES, KEEPING EVERYONE HAPPY, ENCOUARGE THEM AND PROVIDE POSITIVE REINFORCEMENTS.

TASK ORIENTED VS CONCERN FOR EMPLOYEES. IMPLICATIONS OF BEHAVIORAL MODEL. MAIN LIMITATION OF BEHAVIOURAL MODEL IS LACK OF ATTENTION TO THE SITUATION.

OHIO STATE STUDY

C O N S I D E R A T I O N F O R

LOW ON TASK HIGH ON CONSIDERATION

HIGH ON CONSIDERATION HIGH ON TASK

LOW ON CONSIDERATION LOW ON TASK

HIGH ON TASK LOW ON CONSIDERATION

P E O P L E

CONCERN FOR TASK

MANAGERIAL GRID
9
8 7 1,9 COUNTRY CLUB (RELATED ) 9,9 TEAM

C P O NF E CO O E R P L R E N

(INTEGRATED )
9,5 MILITARY LEADER

6 5 4 5,5 MIDDLE PATH

3 IMPOVERISHED TASK 2 (SEPARATED ) (DEDICATED ) 1 1,1 9,1 1 2 3 4 5 6 7 8 9

CONCERN FOR TASK

COUNTRY CLUB
(1,9) - MAX CONCERN FOR PEOPLE, TASK INCIDENTAL. - PROMOTES ENVT, EVERY ONE IS RELAXED , FRIENDLY & HAPPY - BELIEVES HAPPY TEAM PRODUCES BEST RESULTS

TEAM

MIDDLERS

(5,5) - MOD CONCERN FOR BOTH - BAL WK REQMT AND MORALE - JUST ADEQUATE PERFORMANC E IMPOVERISHED - RESULTS W/ O (1,1) UPSETTING - LITTLE CONCERN FOR PEOPLE PEOPLE & TASK - COMPROMISER - MIN INVSMT IN JOB - SUITED FOR - ACTS AS MSGR COORDINATOR - PRACTICALLY - BEST POLICY ABANDONS JOB - STAYS NEUTR AND ENSURES FIRM BUT FAIR PAST PROCS ARE CARRIED OUT - BEST POLICY-DONT ROCK THE BOAT
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(9,9) - MAX CONCERN FOR BOTH - MESH TASK NEEDS TO INDVLS NEEDS - OPTIMUM, SUPER LDR STYLE

TASK
(9,1) MAX CONCERN FOR TASK LITTLE FOR PEOPLE IMPATIENT AUTOCRATIC TASK AT ALL COSTS

CONTINUUM OF LEADERS BEHAVIOUR

AUTHORITARIAN DEMOCRATIC

TASK ORIENTED

RELATIONSHIP ORIENTED
AREA OF FREEDOM FOR SUBORDINATES

USE OF AUTHORITY

MAKES SELLS PRESENTS PRESENTS TENTATIVE IDEAS DECISION & DECIDECISION & ANNOUNCES, SION SUBJECT INVITES TELLS TO QUESTIONS CHANGE

PRESENTS DEFINES PROBLEM, LIMITS, GETS ASKS SUGGESGPOUP TIONS & TO MAKE MAKES DECISION DECISION

PERMITS SUB TO FUNCTION WITHIN DEFINED LIMITS

STYLES BASED ON USE OF AUTHORITY

AUTHORITARIAN
1.
2. 3. 4. 5. 6. 7. 8. 9.

DEMOCRATIC
1.
3. 4. 5. 6.

TASK MINDED.
MAINTAINS DISTANCE. WORKS THROUGH PROPER CHANNELS SHORT TERM RESULTS GOOD IN CRISIS SITUATIONS BEST MAN WHEN VITAL INTERESTS AT STAKE ABSENCE MAY AFFECT PERFORMANCE WORKS WITH POSITIONAL/ COERCIVE POWER CATERS TO THE DEPENDENCE

INVOLVES GP IN POLICY & DM.

JOINS GROUP ACTIVITIES LONG TERM RESULTS MORE TIME TO PRODUCE RESULTS RUNS A HAPPY SATISFIED TEAM GROUP CONTINUES TO PERFORM LEADER IN ABSENCE OF

DETERMINES POLICIES & STRATEGY 2.

7. WORKS WITH PERSUASIVE POWER 8. 9. MORALE OF FOLLOWERS HIGH BELIEVES POWER IS GRANTED

SYNDROME OF FOLLOWERS.

BY GROUP.

SITUATIONAL APPROACH

SITUATION

LEADERSHIP

GROUP

LEADER

LIFE CYCLE THEORY

HIGH

RELATION-SHIP BEHAVIOUR R GIVING TASK E SUPPORT BEHAVIOUR L COMN SETTINGA GOAL FACILITATE ORGANISING T INTERACTION I ESTABLISH O ACTIVE TIME LIMITS N LISTENING S DIRECTING PROVIDE CONTROL-LINGH FOLLOWER I FEEDBACK P ABLE (A)
HAS KNOWLEDGE, EXPERIENCE , LOW SKILLS.

LT, HR

S2

HT, HR

PARTICIPATING S3 S4

SELLING

S1 TELLING

DECISION WITH LEADER MAKES DIALOGUE &/OR DECISION EXPLAINATION GIVES SPECIFIC INSTRUCTIONS & CLOSELY SUPERVISES

S2 LEADER MAKES S1

DELEGATING
LT, LR HT, LR

FOLLOWER MAKE DECISION MAKES HIGHSHARE IDEAS & TASK BEHAVIOUR DECISION IN FACILITATE FOLLOWER READINESS TURN OVER DECISION MODERATE WILLING (W) RESPONSIBILITY MAKING HAS HIGH D 4 D 1 LOW DECISIONS FOR CONFIDENCE, D3 D2 & IMPLEMENTACOMMITMENT, UA, UW TIONS A, W A, UWUA, W
MOTIVATION

S3 LEADER & S4 FOLLOWER

TRANSACTIONAL APPROACH

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TRANSACTIONAL LEADERSHIP
1. WORKS THROUGH EXPLOITATION OF PHYSIOLOGICAL AND SECURITY NEEDS. 2. PREFERS TO INTERVENE ONLY WHEN THINGS GO WRONG. 3. UNSURE ABOUT THE EFFICACY OF HIS METHOD OF MOTIVATING SUBORDINATES. 4. GIVES GENERAL FEEDBACK. 5. DEPENDS UPON EXTERNAL REINFORCEMENT TO MOTIVATE HIS SUBORDINATES.

CHARACTERISTICS OF TRANSACTIONAL LEADER CONTINGENT REWARD : CONTRACTS EXCHANGE OF REWARDS FOR EFFORT, PROMISES REWARDS FOR GOOD PERFORMANCE, RECOGNIZES ACCOMPLISHMENTS. MGT BY EXCEPTION (ACTIVE) : WATCHES AND SEARCHES FOR DEVIATIONS FROM RULES AND STANDARDS; TAKES CORRECTIVE ACTION. MGT BY EXCEPTION (PASSIVE) : INTERVENES ONLY IF STANDARDS ARE NOT MET.

TRANSFORMATIONAL LEADERSHIP

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TRANSFORMATIONAL LEADERSHIP
1. APPROACH TO WORK BASED ON A BALANCED MIX OF RATIONAL AND EMOTIONAL FACTORS. 2. ENCOURAGES OTHERS THROUGH PERSONAL INFLUENCE AND BUILDING RELATIONSHIPS.

3. SERVES AS A ROLE MODEL TO HIS SUBORDINATES.

4. IS USUALLY GUIDED BY THE CERTAIN ETHICAL VALUES. MORAL CODE AND

5. WINS OVER TRUST AND CONFIDENCE OF SUBORDINATES BY PROVIDING ENCOURAGEMENT AND SUPPORT.

WHAT DO TRANSFORMATIONAL LEADERS DO?

1.

RAISE LEVEL OF CONSCIOUSNESS ABOUT IMPORTANCE & VALUE OF DESIGNATED OUTCOMES.

2.

GETTING SUBORDINATES TO TRANSCEND OWN SELFINTEREST FOR THE SAKE OF THE TEAM, ORGANISATION OR LEADERS POLICY.

3.

RAISING NEED-LEVEL ON MASLOWS HIERARCHY.

QUALITIES OF TRANSFORMATIONAL LEADER

1. CHARISMA - BASED ON UNIMPEACHABLE CHARACTER, EXAMPLE SETTING, FOSTERING MUTUAL TRUST & CONFIDENCE. 2. UNSHAKEABLE BELIEF IN HIGHER GOALS.

3. RELENTLESS PURSUIT OF EXCELLENCE AT A PERSONAL LEVEL.

4. SPIRIT OF CONTRIBUTION TOWARDS ORG BUILDING WITH A FOCUS ON DISTANT VISION. 5. SUBORDINATES SELF INTEREST.

6. BELIEF IN PERSONAL OBLIGATION TOWARDS SUBORDINATE DEVELOPMENT.

7. CREATES GROWTH NEEDS IN SUBORDINATES MAKES THEM AWARE OF HIDDEN POTENTIAL. 8. HIGH n-EXTENSION PREDISPOSITION TO DEVELOP OTHERS WITHOUT UNDUE EXPECTATION OF REWARD. 9. HIGH SELF-DISCIPLINE.

TRANSFORMATION ACHIEVED BY
RAISING LEVEL OF CONSCIOUSNESS ABOUT IMPORTANCE & VALUE OF DESIGNATED OUTCOME. RAISING NEED LEVEL. INCREASE AWARENESS & PROMOTE HIGH QUALITY PERFORMANCE. ENCOURAGE INNOVATION. PROVIDE MODEL OF INTEGRITY, FAIRNESS & PERFORMANCE. ENCOURAGE FOLLOWERS WITH ADVICE, HELP, SUPPORT & RECOGNITION.

SHARE KNOWLEDGE AND EXPERTISE.

GIVE FOLLOWERS AUTONOMY & ENCOURAGE SELF DEVELOPMENT. BE FORMAL AND FAIR. STAND BY YOUR SUBORDINATES.

INEFFECTIVE VS EFFECTIVE LEADERSHIP

1.
2. INEFFECTIVE INFLUENCE DUE TO POSITIONAL POWER BEHAVIOURAL CHANGE CLOSE SUPERVISION FUNCTIONS WHEN LEADER PRESENT EFFECT SHORT LIVED TAKES LESS TIME YOU WANT THEM TO DO IT

1.
2.

3. 4. 5. 6. 7.

3. 4. 5. 6. 7.

EFFECTIVE INFLUENCE DUE TO PERSONAL POWER ATTITUDINAL CHANGE GEN SUPERVISION FUNCTIONS EVEN IN ABSENCE LONG TERM EFFECT MORE TIME THEY THEMSELVES WANT TO DO IT

TYPE A & B PERSONALITIES

TYPE A
IS ALWAYS MOVING WALKS RAPIDLY

TYPE B
IS NOT CONCERNED ABOUT TIME IS PATIENT

EATS RAPIDLY
TALKS RAPIDLY IS IMPATIENT DOES TWO THINGS AT ONCE CANT COPE WITH LEISURE TIME IS OBSESSED WITH NUMBERS MEASURES SUCCESS BY QUANTITY

DOESNT BRAG
PLAYS FOR FUN, NOT TO WIN RELAXES WITHOUT GUILT HAS NO PRESSING DEADLINES IS MILD MANNERED IS NEVER IN A HURRY

IS AGGRESSIVE & COMPETITIVE

CONSTANTLY FEELS UNDER TIME PRESSURE