UNIT 7

Leadership
Source:
Principle of Management
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By Tripathi and Reddy

Objective of Study
 Definition: Leadership
 Difference between A Leader and A Manager
 Characteristics of Leadership
 Function of Leadership
 Forces determining Effective leadership
 Mentoring

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Definition: Leadership
 “Leadership is the lifting of man’s vision to higher sights, the
raising man’s performance to higher standard, building of man’s
personality beyond its normal limitation.”--Peter F Drucker.
 “Leadership is the ability to secure desirable actions from a
group of followers voluntarily without the use of coercion.”—
Alford and beatty.
 “Leadership is the ability to persuade others to seek defined
objectives enthusiastically”—Keith Davis
 “ Leadership is the ability of influencing people to strive
willingly for mutual objectives”- G R Terry.

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Difference between A Leader and A
Manager
A Leader A Manager
 A person emerge as a leader  Manager assumes a position by
based on a situational factor. appointment.

 A Leader has some personal  A Manager has some

power. positional power.
(Ability to influence) (Right to command)
 A Manager seeks those
 A Leader seeks those objectives which his
objectives which are subordinates do not regard as
objectives of his subordinates their own.
(Mutuality of Objectives) (Conflict of objectives)

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 Characteristics of Leadership

Some of the important characteristics of

leadership are as follows:
1. Leadership implies the existence of followers.
2. Leadership involves the a community of interest
between the leader and his follower.
3. Leadership involves unequal distribution of
authority among leaders and group members.
4. Leadership implies that the leaders can influence
their followers and give legitimate direction
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 Function of a Leader
The function of a leader is classified into THREE categories
1. Setting and achieving organisational goals:
Goal setter, Planner, Executive.

2. Planning Operations of the organisation:

Expert, External group representative, Surrogate for
individual responsibility, Controller of internal relationship
within the organisation, Administrator of Rewards and
Punishment, Arbitrator and Mediator

3. Symbolic Figure for the group:

Exemplar, Symbol of the group, Ideologist, Father figure,
Scapegoat. 6
Types of Leadership style
 Democratic Leadership style:
Encourages decision making from different perspectives –
leadership may be emphasised throughout the organisation
 Consultative: process of consultation before decisions are taken
 Persuasive: Leader takes decision and seeks to persuade others
that the decision is correct
 Authoritarian Leadership style:
 Leader makes decisions without reference to anyone else
 High degree of dependency on the leader
 Can create de-motivation and alienation of staff
 May be valuable in some types of business where decisions need
to be made quickly and decisively

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Types of Leadership style
 Laissez Faire Leadership Style:
 ‘Let it be’ – the leadership responsibilities
are shared by all
 Can be very useful in businesses where creative ideas are
important
 Can be highly motivational, as people have control over their
working life
 Can make coordination and decision making time-consuming and
lacking in overall direction
 Relies on good team work
 Relies on good interpersonal relations
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Forces determining effective
Leadership
 1. Forces in the leader himself
Theory X: Authoritarian Leadership approach
Theory Y : Democratic OR Laissez Faire
Leadership approach
 2. Forces in his subordinates.

Knowledge, skill, need for independence,

acceptance of management’s objectives, their
tolerance for ambiguity and their expectation that
they should share in Decision making
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 Forces determining effective
Leadership
 3.Forces in the general situation:
 Leadership style of the leader’s supervisor
 Job demands
 Pressure of Time
 4.Forces in the organisational system

 Division of work

 Organisational Structure

 Production technology
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Mentoring
 Definition: Mentoring
When a young person joins the organisation he
needs some senior person for emotional and moral
support and guidance.
The senior person is called the “Mentor” and the
young person is called “Protege”

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Task of Mentor
 To establish long-lasting personal and informal relationship of mutual
trust and confidence with protege.

 To present himself as a model of Behavioural norms which are

admired and identified by Protege

 To listen to the personal and job-related problems of the protege

 To help protege in searching alternative solution of his problem.

 To share relevant experience with the protege.

 To identify the development needs of the protege and to increase

his/her effectiveness

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Skill of a mentor

 Good Listening Skill

 Sophistication in using different forms of
question which can elicit more information,
clarify matters and stimulate thinking.
 Ability to give feedback in proper way so that the
protégé is able to reduce his/her Blind area and
increase his/her self-awareness and
 Skills in promoting the protégé to develop
effective strategies.
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