Unit -5

Leadership- Definition of Leadership

Leadership is defined as the action or an act of guidance of leading a group of people or an

organisation. “Management is doing things right; leadership is doing the right things,”
believed renowned management coach and author Peter F. Drucker.

“The action of leading a group of people or an organisation.”

Importance of Leadership

1. Leaders Provide Task Support:

Leaders uphold the supporters by gathering the authoritative assets and helping them achieve
their undertakings as per principles of execution.

2. Building the Team Spirit:

No individual can work alone. Leaders create cooperation among supporters to work,
aggregate and arrange their exercises with authoritative exercises and objectives a leader
functions as chief of the group.

3. Motivation:
Leaders spur the workers to take up occupations that they, in any case, may not be eager to
work out.

4. Provides Feedback:
At the point when individuals run after very much characterised targets, they need a steady
input of their presentation, which helps in accomplishing their objectives adequately. Leaders
give them this criticism.

5. Introducing Change:
Successful leaders can persuade individuals about the need and advantages of authoritative
change. The change cycle can, consequently, be easily completed.
6. Maintain Discipline:
Leadership is an incredible impact that upholds discipline in the association beyond what
formal principles and guidelines can. Individuals will be submitted and faithful to rules and
guidelines if their chiefs believe in them.

Features of Leadership
1. Influence other people's behaviour: Leadership is the ability of a person to persuade
others to behave in a certain way to achieve a common objective or goal, resulting in
willing cooperation.
2. Group Interaction: This is a group interaction in which two or more people are present
and converse. A leader must have followers to be a leader.
3. Social interaction between the leader and those who follow. The interaction between the
leader and the followers determines the success of the organisation's goals.
4. Achieving Shared Organisational Goals: A leader's role in an organisation is to guide
employees in achieving shared goals. The leader brings people and their efforts together
to achieve common goals.
5. Continuous Procedure: Leadership is a continuous process. A leader must constantly
oversee and supervise their team members to ensure that everyone is working toward the
same goals and not deviating from them.

Leadership Styles

Authoritarian (Autocratic) Leadership

A leader who adopts the authoritarian style dictates policy and procedure, and directs the
work done by the group without looking for any meaningful input from them. The group led
by an authoritarian would be expected to complete their tasks under close supervision. While
authoritarian leadership sounds stifling, it has its place: it’s best applied to situations where
there is little time for group decision making, or when the leader has expertise that the rest of
the group does not.

Participative (Democratic) Leadership

Group members feel engaged in the decision making process when they have a participative
leader. Those leaders practicing the participative leadership style offer guidance to the group,
as for their input in decision making but retain final say. Participative leaders make their
group feel like they’re part of a team, which creates commitment within the group.

There are drawbacks to the participative style. If roles within the group are unclear,
participative leadership can lead to communication failures. If the group is not skilled in the
area in which they’re making decisions, poor decisions could be the result.

Delegative (Laissez-Faire) Leadership

Leaders practicing the delegative leadership style are very hands-off. They offer little or no
guidance to their group and leave decision making up to the group. A delegative leader will
provide the necessary tools and resources to complete a project and will take responsibility
for the group’s decisions and actions, but power is basically handed over to the group.

The delegative style is particularly appropriate for a group of highly skilled workers, and
creative teams often value this kind of freedom. On the other hand, this style does not work
well for a group that lacks the needed skills, motivation or adherence to deadlines, and that
can lead to poor performance.

Transactional Leadership
Transactional leadership is a set of activities that involve an exchange between followers and
leader and deal with daily tasks (Bass, 1990). Transactional leadership deals with those day-
to-day tasks that get the job done. The majority of models we talked about in the last section
—Fiedler’s Contingency Theory, Path-Goal among them—are based on the concept of this
exchange between leaders and followers. The leader provides followers with direction,
resources and rewards in exchange for productivity and task accomplishment.

Transformational Leadership

Transformational leadership takes a chapter out of the book of charismatic leadership. (Bass,
1990) Followers admire and are inspired to act. But the transformational leadership concept
takes that one step further and expects intellectual stimulation from a leader, as well as
individual consideration, in which a leader singles out followers and provides them with
additional motivation.

Transformational leaders motivate and teach with a shared vision of the future. They
communicate well. They inspire their group because they expect the best from everyone and
hold themselves accountable as well. Transformational leaders usually exhibit the following
traits:

 Integrity
 Self-awareness
 Authenticity
 Empathy

Traits of an effective leader

1. Effective communication

Leaders are excellent communicators, able to clearly and concisely explain problems and
solutions. Leaders know when to talk and when to listen. In addition, leaders are able to
communicate on different levels: one-on-one, via phone, email, etc.

2. Accountability and responsibility

Leaders hold themselves accountable and take responsibility for any mistakes. Leaders
support and encourage individuality while abiding by organizational structure, rules, and
policies that need to be followed.

3. Long-term thinking

Leaders are visionaries. This is evidenced by the leadership trait of being able to plan for the
future through concrete and quantifiable goals. They understand the need for continuous
change and are open to trying new approaches to solve problems or improve processes.
4. Self-motivation

Leaders are self-motivated and are able to keep going and attain goals despite setbacks. In
addition, good leaders try their best to exceed, not just meet, expectations.

5. Confidence

Virtually all good leaders share the leadership trait of confidence. They are able to make
tough decisions and lead with authority. By being confident, leaders are able to reassure and
inspire others, establish open communications, and encourage teamwork.

6. People-orientation

Leaders are typically people-oriented and team players. They’re able to foster a team culture,
involve others in decision-making, and show concern for each team member. By being
people-oriented, leaders are able to energize and motivate others.

7. Emotional stability

Leaders exercise good control and regulation over their own behavior and are able to tolerate
frustration and stress. Leaders are able to cope with changes in an environment without
having an intense emotional reaction.

Trait Theory of Leadership

The trait model of leadership is based on the characteristics of many leaders - both successful
and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits
are then compared to those of potential leaders to assess their likelihood of success or failure.

Scholars taking the trait approach attempted to identify physiological (appearance, height,
and weight), demographic (age, education and socioeconomic background), personality, self-
confidence, and aggressiveness), intellective (intelligence, decisiveness, judgment, and
knowledge), task-related (achievement drive, initiative, and persistence), and social
characteristics (sociability and cooperativeness) with leader emergence and leader
effectiveness.

Among the core traits identified are:

 Achievement drive: High level of effort, high levels of ambition, energy and initiative
 Leadership motivation: an intense desire to lead others to reach shared goals
 Honesty and integrity: trustworthy, reliable, and open
 Self-confidence: Belief in one’s self, ideas, and ability
 Cognitive ability: Capable of exercising good judgment, strong analytical abilities,
and conceptually skilled
 Knowledge of business: Knowledge of industry and other technical matters
 Emotional Maturity: well adjusted, does not suffer from severe psychological
disorders.
 Others: charisma, creativity and flexibility
Limitations of The Trait Theory

 There is bound to be some subjective judgment in determining who is regarded as a

‘good’ or ‘successful’ leader
 The list of possible traits tends to be very long. More than 100 different traits of
successful leaders in various leadership positions have been identified. These
descriptions are simply generalities.
 There is also a disagreement over which traits are the most important for an effective
leader

Leadership Situational Model (LSM)

The Hersey-Blanchard Model suggests no single leadership style is better than another.
Instead of focusing on workplace factors, the model suggests that leaders should adjust their
techniques to those they lead and their abilities.

The Hersey-Blanchard Model is also called the Situational Leadership Model or Theory.

 The Hersey-Blanchard Model suggests no leadership style is better than another.

 The model suggests managers adapt their leadership style to tasks and relationships
in the workplace.
 The model's leadership styles are related directly to employees' different maturity
categories.

The Hersey-Blanchard Model, or situational leadership style, was developed by author Paul
Hersey and leadership expert Ken Blanchard, author of The One Minute Manager.

Based on the Hersey-Blanchard model, the four groups of followers are:

1. Unable and Unwilling (D1)

D1 followers are unable to complete their tasks because they lack the proper skills to succeed.
They are also unmotivated and lack confidence in their abilities.

2. Unable and Willing (D2)

D2 followers are unable to complete their tasks, usually due to a lack of skills and experience.
However, they are still willing to try and attempt the task. It exemplifies new employees that
are motivated to succeed but lack adequate knowledge and ability.

3. Able and Unwilling (D3)

D3 followers have the capacity and experience to complete their tasks but are unwilling to do
so. It can be attributed to a lack of self–confidence in their ability or a lack of motivation to
follow their leader’s guidance.
4. Able and Willing (D4)

D4 followers have the necessary skills and experience, as well as the confidence in their
ability to complete tasks successfully. The employees have the highest level of capacity and
can complete tasks while also taking responsibility for their work.

Therefore, the Hersey-Blanchard model outlines four distinct leadership styles.

1. Directing (S1)

The S1 leadership style focuses primarily on providing direction to employees. At the S1

stage, followers lack the ability and willingness to complete their tasks, and leaders must
clearly define their responsibilities and ensure they develop the foundational skills to be
successful. Typical S1 leadership methods include simple instructions, clear explanations,
and careful supervision.

2. Coaching (S2)

The S2 leadership style provides followers with both direction and personal support. In the
S2 stage of development, followers are still unable to perform their tasks but are motivated to
succeed. Therefore, leaders should ensure that followers are developing the necessary skills
but still maintaining their self-confidence. Ultimately, this results in followers that can take
on personal responsibility for their tasks.

3. Supporting (S3)

The S3 leadership style focuses on supporting followers and less emphasis on providing
direction. At the S3 stage, the follower has already developed the necessary skills to complete
their tasks. Therefore, the leader should focus on providing feedback and support to motivate
the employee and encourage greater development.

4. Delegating (S4)

The S4 leadership style involves minimal direction and support, as the follower is already
capable of performing their tasks independently. At the S4 level, the leader should provide
support when needed but also provide the follower with autonomy over their responsibilities.
Team Building :-

A team is defined as a group of people who perform interdependent tasks to work toward
accomplishing a common mission or specific objective.

An organization with many teams requires careful alignment. As teams and individuals link
with other teams, the principles of developing understanding and trust will apply, but the
structure will get more complex

1. Functional teams

Functional teams include members of the same department. When working within these
teams, you share different responsibilities than other members. Functional teams have leaders
or supervisors to whom members report and who designate responsibilities. Organizations
commonly use functional teams, which require communication and trust. This type of team
may be beneficial to contribute to and prioritize workplace culture.
Example: An organization establishes a team within the marketing department to determine
which campaigns are most effective. The members of this functional team have a strong
understanding of their campaigns and already have the information to make decisions. Team
members then use analytics to determine the most effective campaigns and discuss how to
write their reports.

2. Cross-functional teams

Cross-functional teams share similarities with functional teams, with the primary difference
being that team members come from various departments. These teams are useful for jobs
and projects that require different expertise and viewpoints. These teams function best when
supervisors and team leaders prioritize communication. Leaders typically delegate
responsibilities to members depending on their individual skill sets.

Example: A company wants to reallocate funding to develop a new sales department. This
company creates a cross-functional team with members from every department. The members
of this team analyze their departments to determine how to reallocate funding.

3. Self-managed teams

In self-managed teams, employees working within the same organization collaborate to

accomplish a common goal. These teams are autonomous and don't need the same
supervision as other types of teams. Self-managed teams share both leadership and
responsibilities. Startup companies and small businesses often use self-managed teams. When
engaging in a self-managed team, you may find it helpful to provide constructive feedback to
team members.

Example: A sales team wants to redesign their sales pitch. A self-managed team helps
members succeed because all members can collaborate to determine a solution.

What is Team Building?

Team building is the process of bringing individuals together to build a team. Team building
is required for making a strong cohesive team which works together for a common goal.
Team building consists of different activities and techniques that are used by organizations,
sports teams and schools so that the students and employees view each other as a part of
teams who can coordinate and work together to improve overall performance.
Tuckman's 5 Stages of Teams Development Model

In 1965, Bruce Tuckman presented a paper outlining his model saying that four phases were
necessary for a team to develop and grow:

1. Forming
2. Storming
3. Norming
4. Performing
and later:
5. Mourning or Adjourning

Tuckman's 5 Stages of Team Development has since formed the basis of many future team
and group models, and is used extensively by management consultants and in team-building.

1. Forming

Forming is where people get to know each other—and the task at hand. What are everyone's
strengths, weaknesses? When can they be relied upon and when not? What quirks do our
fellow team members have? What are we working towards and why?

At this stage people avoid conflict and "play nice" with each other because they want to be
accepted into the group. The group is learning about the objectives and goals - getting a feel
for the work that must be done together. People tend to focus on practical details - who, what,
when and where and work reasonably independently at this stage - while they learn where
they and everyone else fits into the team.

2. Storming

As people begin to feel safer, they will push the boundaries set up by the team in the
forming stage—and conflicts may begin to erupt.
Clashes occur due to different personalities and differences in working styles—the ways
things get done. Resentments and irritations that were buried in the last stage erupt and
negatively effect the team's performance.

The team must come together to decide how to move forwards and solve the inevitable
challenges and misunderstandings that come out as the task progresses.

While people are competing, they are also beginning to open up to each other too. And as
they do this, the team begins to establish how they will work together going forwards.

3. Norming

Norming is where the plan comes together. During this stage the team agrees the plan,
timelines and who should contribute what to the plan according to their skills.

Some team members may need to let go of 'their' ideas and make sacrifices for the greater
good of the team. Also, team members begin to clearly see others' strengths and accept their
weaknesses.

The team will also be developing trust - helping each other and asking for help, and many
teams are socialising with each other by this stage.

Storming can still occur - especially when there is change or stress on the team, but in general
the team is beginning to work effectively.

4. Performing

In short, the team is now performing. The team is stable and the goals are clear. This is
when the team has developed processes that work for the team and people follow them.

Performing teams also get the job done with minimal supervision and conflict. People
are motivated and competently get things done. Conflicts are no longer threatening and
different perspectives are seen as valuable. When a team fully meets this stage, it is a high-
performing team.

5. Mourning or Adjourning

Bruce Tuckman teamed up with Mary Ann Jensen in 1977 to add a fifth stage: adjourning,
sometimes called mourning.

This stage is about wrapping up the task and the team breaking up. It may be a difficult
stage for some team members who enjoy the routine, or who have made good friendships. A
leader can help by working with team members to plan their futures and what comes next.

Organisational Change

Organizational change means that there is a fundamental and radical reorientation in the
way the organization operates.
 Usually organizational change is provoked by some major outside driving force, e.g.,
substantial cuts in funding, address major new markets/clients, need for dramatic increases in
productivity/services, etc.

External drivers of change

The external drivers of change are those forces of change, which prevail because of the
external environment. They are: –

 Political Forces for e.g. Opening up of the economy of South East Asia, collapse of the
USSR, the Gulf war and so on.
 Economic Forces: fluctuating interest rates, decrease in productivity, oil prices fluctuation
 Technological Forces: technological advancements like IT, Computer technology, etc
 Government Forces: Signing of the GATT, WTO regulations, foreign exchange regulations,
Anti trust laws
 Increased Global Competition: relocating companies to developing countries to cut labor
costs, outsourcing, etc
 Changing customer needs expectations and preferences: product innovation,
customization to suit customer needs.

Internal drivers of change

The internal drivers of change are those forces, which exist inside an organization and trigger
it to move from the current state to a desired state or sometimes even an unexpected state.

 Organization Dynamics: internal politics, group dynamics within the organization, formal
and informal relationships within the organization.
 Administrative policies and rigidity: inadequate administrative processes, lack of
autonomy, outdated rules and regulations
 Expectations of the internal customer: Career growth expectations, individual ambitions,
insecurities, fears and frustrations, etc
 Structural inadequacy: structural changes to reduce costs increase productivity, like
downsizing, delayering etc.
 Technological factors: change in work process, use of information technology in routine and
non-routine tasks, automation
 Human Resource planning: acquisition of persons with advanced skill sets for expansion,
need of different competencies
 Profitability Issues: loss of market share, fall in revenue Resource Constraints: shortage of
money, material, machinery, manpower, information, etc

What is Resistance to Change?

Change is constant and unavoidable. However, human behaviour has repeatedly shown a
resistance to change in the existing methods and ways of doing work. Organizations, for the
advancement of business processes, require constant adaptation to changes. However,
organizational resistance to change acts as a major hindrance in the path of development and
success of an organization. Such resistance to organizational change brings in the need for
defined change management.
Types of Resistance to Change
The types of resistance to change are stated below:
1. Logical Resistance: Such resistances come in with the time genuinely required in
adaptation and adjustment to changes. For example, with the advent of talkies, the movie
production houses had to shift techniques in the change from silent movies to talkies. This, in
a very logical sense, took time for the sound engineers and even the filmmakers to adapt.

2. Psychological Resistance: Often resistance to change in change management comes with

the psychological factor of fear of embracing the unknown, or even from hatred for the
management and other mental factors like intolerance to changes.

3. Sociological Resistance: Sometimes resistances come not for particular individuals but
from a group of individuals. In such cases, individuals do not allow their acceptance with the
fear of breaking ties with the group.

Managing Resistance to Change

An organization’s effort in managing resistance to change should come with proper education
and training of the employees of the changes implemented. For a smooth change to facilitate,
the organization has to take care of the considerations stated below:
 Changes should come in stages. A one-time major change would straightaway put
operations into a stop.
 Changes should not affect the security of workers.
 Leadership qualities in managers with initial adaptations would gradually encourage
employees to do so.
 An opinion must be taken from the employees who will ultimately be subject to the
changes.
 Educating the employees and training them with the new methodology will boost up
their confidence and build their efficiency.

Overcoming Resistance
Although change will always come with opposition, it is certainly possible to overcome it.
Managers should strive to help their employees adapt to changes and facilitate new variations
in performance.

First, managers must be able to convince employees that the changes they propose are
necessary. They should show how employees and the organization itself will benefit from
these changes.
Second, managers can keep the following in mind to make changes smoothly:
 Changes should not happen all at once because they are easy to apply in stages.
 Changes should never create safety issues for employees.
 Managers should consider the views of all employees who will influence the proposed
change.
  If managers show leadership by first adapting to the changes themselves, the staff is
less likely to resist.
 Adequate staff training in advance can help them to accept change with confidence.

What Is Lewin’s Change Model Theory?

Kurt Lewin’s Force Field Theory states that restraining forces influence the behavior of both
the group and individuals, ultimately deciding the fate of change. The driving forces motivate
& steer employees toward the new state.

Stage 1 - Unfreeze
The first stage in Lewin’s model deals with perception management and aims to prepare the
affected stakeholders for the upcoming organizational change. Change leaders must look at
ways to improve the company’s preparedness for change and create a sense of urgency
similar to Kotter’s change model.

During this stage, effective change communication plays a vital role in getting the desired
team member buy-in and support of the people in the change management.

Stage 2 - Change
Once the status quo is disrupted, this stage deals with the implementation of change. In this
stage, you must consider an agile and iterative approach that incorporates employee feedback
to smoothen the transition.

Stage 3 - Refreeze
Employees move away from the transition phase towards stabilization or acceptance in the
final’ refreezing’ stage.

However, if change leaders fail to reinforce the change in org culture, employees might revert
to previous behaviors.

Kotter’s 8 step Model of Change

 Creating an Urgency: This can be done in the following ways:

 Identifying and highlighting the potential threats and the repercussions
which might crop up in the future.
 Examining the opportunities which can be tapped through effective
interventions.
 Initiate honest dialogues and discussions to make people think over the
prevalent issues and give convincing reasons to them.
 Request the involvement and support of the industry people, key
stakeholders and customers on the issue of change.
 Forming Powerful Guiding Coalitions
 This can be achieved in the following ways:

 Identifying the effective change leaders in your organizations and also

the key stakeholders, requesting their involvement and commitment
towards the entire process.
 Form a powerful change coalition who would be working as a team.
 Identify the weak areas in the coalition teams and ensure that the team
involves many influential people from various cross functional
departments and working in different levels in the company.
 Developing a Vision and a Strategy

This can be achieved by:

 Determining the core values, defining the ultimate vision and the
strategies for realizing a change in an organization.
 Ensure that the change leaders can describe the vision effectively and
in a manner that people can easily understand and follow.
 Communicating the Vision
 Communicate the change in the vision very often powerfully and
convincingly. Connect the vision with all the crucial aspects like
performance reviews, training, etc.
 Handle the concerns and issues of people honestly and with
involvement.
 Removing Obstacles
 Ensure that the organizational processes and structure are in place and
aligned with the overall organizational vision.
 Continuously check for barriers or people who are resisting change.
Implement proactive actions to remove the obstacles involved in the
process of change.
 Reward people for endorsing change and supporting in the process.
 Creating Short-Term Wins
 By creating short term wins early in the change process, you can give a
feel of victory in the early stages of change.
 Create many short term targets instead of one long-term goal, which
are achievable and less expensive and have lesser possibilities of
failure.
 Reward the contributions of people who are involved in meeting the
targets.
 Consolidating Gains
 Achieve continuous improvement by analysing the success stories
individually and improving from those individual experiences.
 Anchoring Change in the Corporate Culture
 Discuss the successful stories related to change initiatives on every
given opportunity.
 Ensure that the change becomes an integral part in your organizational
culture and is visible in every organizational aspect.