LEADERSHIP

PRESENTED BY: SANTOSH SHARMA

QUIZ
CONCEPT
Process of Interpersonal
Leaders & Followers Common Goals
Influence
 Leadership is the art of or process of influencing people so that
they will strive willingly and enthusiastically toward the
achievement of group goals.
 Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a

Individual Power
group together and motivates it towards goals.

DEFINITION  Leadership is the ability to get a person to do what you want

him to do, when you want it done, in a way you want it done,
& FEATURES because he wants to do it.
 It is a dynamic process over an extended period of time in
various situations in which a leader utilizing leadership
resources and by specific leadership behaviours, influences the
thoughts and activities of followers toward accomplishment of
aims usually mutually beneficial for leaders, followers, and the
macro context of which they are a part.
Blend of Inspiration, Motivation &
Situational Continuous
Communication
 • Physical Fitness
• Self Confidence
• Intelligence
• Vision & Foresight
Personal • Sense of Responsibility
• Humane
LEADERSHIP •
•
Optimistic
Flexible
TRAITS/QUALI
TIES • Technical Knowledge
• Perseverance
Managerial • Organizing Skills
• Motivation & Communication
Skills
• Human Relation Expert
• Broader Perspective
• Judgmental
• Psychological Contractor
 Internal Factors External Factors
• Biographical • Organizational Structure
• Management Styles
• Age • Culture
• Sex • Working Condition

Differences
Individual
Behavioral
• Education • Working Environment
• Ability • Physical Facilities
• Marital Status • Technology
• Experience
• Psychological
• Personality
• Perception

INDIVIDUAL • Attitude
• Value

DIFFERENCES & • Belief

• Learning

PSYCHOLOGICA set of ‘promises’ or ‘expectations’ that

are exchanged between the parties in an
parties include employers,
managers, individual
L CONTRACT employment relationship.
a ‘deal’ between employer and employee
employees and their work
colleagues

Psychological
Contract
concerning ‘the perception of the two
parties, employer and employee, of what
their mutual obligations are towards each
other
tend to be invisible, assumed, unspoken,
informal or at best only partially
vocalised
 Planning Organizing Co-ordination

LEADERSHIP
IMPORTANC Controlling Staffing Leading

E
Communicati
Motivation Goal Achievement
on
 Autocratic Democratic
LEADERSHIP
STYLE

Laissez Faire/Free Rein Paternalistic

 • Also called Authoritarian/Dictatorial leadership
• Based on Centralized Authority
• Decision Making and Major Managerial Functions executed from the Top Level
Management
• Role of Lower Level limited to Operational Activities
• One Way Communication
Meani • Could Be:
• Strict Autocratic Leadership: Use of Negative Motivation
ng • Benevolent Autocratic Leadership: Use of Positive Motivation

• Prompt Decisions
• Quick Implementation
• Strict Discipline

AUTOCRATIC Advan
tages
•
•
Quick Communication
Strong Motivation

LEADERSHIP
• Strict Motivation may Backfire
• Reduced Organizational Performance
• Reduced Creativity
• Labour Turnover and Instability
Disadv
antages
 • Also called Liberal/Participative Leadership
• Based on Decentralization and Decision Making Authority to Lower Levels of
Management
• Two Way Communication
• Top Level Management Seeks Suggestions, Information, Guidelines and
Meani Feedback from Lower Level Management
• Use of Positive Reinforcements i.e. Motivation
ng • Sense of Organizational Citizenship and Organization as a Family

• Improved and Better Decisions

DEMOCRATI Adva
• Better Employee Satisfaction
• Better Productivity and Performance
• Better Relationship Between Management and Employees
C ntages

LEADERSHIP
• Delayed Decision Making
• Failure in Case of Incompetent Subordinates
• Possibility of Indiscipline
Disad • Lack of Control
vanta
ges
 • Based on Principle of Exception Specially Regarding Leaders Role
• Role of Leaders as Mentors/Facilitators
• Leaders Avoids Power and Responsibility and as a result Allocate the Same to
Subordinates Specially to Groups
• Subordinates Primarily involved in Execution of Management Functions
Meani • Primarily Suits Among Highly Skilled Subordinates
ng • Maximum Use of Horizontal Communication Channels

LAISSEZ
Skilled Subordinates
• Higher Motivation
• Improved Performance

FAIRE/FREE
• Reduced Workload for Leaders
Advant • Highly Flexible
ages
REIN
LEADERSHIP
• Failure in Case of Incompetent Subordinates
• Misuse of Authority
• Ineffective Control
Disadv • Possibility of Indiscipline
antage
s
 • Role of Leaders as Father/Parent
• Organization Developed as a Family
• Leaders Assure all Necessary Support and Protection to Staffs Along
with Regular Guidance and Help
Meani • Subordinates are Supposed to Work Harder as a Result of Leaders Care
ng Towards Them

• Supportive Working Environment

• Sense of Organizational Citizenship
PATERNALIS Advan
• Better Motivation
• Better Performance
TIC tages

LEADERSHIP
• Over Protective Nature of Leader may Backfire
• May Lead to Reduction in Employees Creativity
• Not Suitable for Every Organization
Disadv
• Difficult to Replace
antage
s
 The Ohio State Studies

Trait Theory
The University of
Michigan Studies
Behavioural Theory

APPROACHES
LEADRRSHIP
The Managerial Grid

LEADERSHIP The Scandinavian Studies

THEORIES
Fiedler Model

Contingency Theory Path Goal Theory

Hersey and Blanchard’s

Situational Theory
“Great leaders are born possessing
certain traits that enable them to
rise and lead.” • Leaders have certain identifiable qualities which are inborn
Great Man Theory or may be acquire through education, training practice etc.
Thomas Carlyle-1840: On Heroes, • Postulates that personal characteristics (e.g. personality traits,
Hero-Worship, and the Heroic in Concept cognitive skills, interpersonal skills) determine an
History individual’s potential for leadership roles
• Leadership is something intrinsic to the individual

• Leadership Traits:
• Ambition and energy: Drive for Achievement, Ambitious
and Energetic
TRAIT Six Differentiating
• The desire to lead: Drive to Lead and Influence
• Honesty and integrity: Trustworthy, Responsible and

THEORY Traits Action Oriented

• Self-confidence: Reliable and Trustworthy
• Intelligence: Creative, Analytical, Visionary and Tactful
1930’s • Job-relevant
Application
knowledge: Practical Knowledge and

Motivators

Personality Traits  Occupational

Abilities
Achievement
 Self-Assurance
 Supervising  Self-
Ability  Decisiveness actualization
Common Traits
 Intelligence  Masculinity/Femininity  Power Over
Others
 Initiative  Maturity  High
Financial
 Working Class Affinity Reward
 Benefits Limitations
Easy to Understand Subjective in Nature

TRAIT Theory Based on Research Long List of Traits

THEORY Useful for Self Assessment of

Difficult to Distinguish
Important and Non Important
Traits of Managers
Traits

Basis for Development of Traits are often Poor

Leadership Qualities Predictors of Behaviour

Foundation for Development of No Universally Applicable

Training Programs Traits
  Improvement over Traits Approach to Leadership
 Focusses on the Behaviours of the Leaders as Opposed to their Mental, Physical or Social
Characteristics

 Based upon the Belief that Great Leaders are Made, not Born
 Emphasizes that Successful Leadership is based in Definable, Learnable Behaviour
 Action Oriented Approach as Opposed to Mental Qualities or Internal States of Leaders

BEHAVIOUR A. The Ohio State Studies

AL THEORY

Behavioural Approach
1940’s-1950’s B. The University of Michigan
Studies

C. The Managerial Grid

D. The Scandinavian Studies

 Series of studies on leadership was done by Ohio State University in 1945

Found two critical characteristics of leadership either of which could be high or low or independent of
one another

Based on questionnaires to leaders and subordinates of the organizations:

Leader Behaviour Description Questionnaire (LDBQ)
Supervisor Behavior Description Questionnaire (SBDQ)
Narrowed the description of leader Behavior into two dimensions:

A. THE OHIO a. Initiating Structure Behavior.

b. Consideration Behavior

STATE
STUDIES Initiating Structure Consideration

• Extent to which a leader is likely to set goals, • Extent to which a leader is likely to have job
define structure and organize the task relationships characterized by mutual trust,
• Task, resource and result oriented leader respect for subordinates ideas and regard for
• Defines the leader-subordinate role so that their feelings
everyone knows what is expected, establish • Relationship oriented, friendly, social and
formal lines of communication, and approachable leader
determine how tasks will be performed • Focused to establish a warm, friendly, and
supportive work climate
 THE OHIO
STATE
LEADERSHIP
DIMENSIONS

• Initiating structure and consideration are two distinct dimensions and not mutually
exclusive
• Suggested that combination of high initiating structure and high consideration resulted
in high productivity and satisfaction
 Series of studies on leadership was done at University of Michigan led by Rensis Likert in the 1950s
among supervisors in several factories

Found two critical dimensions of leadership behaviour:

a. Employee Oriented Behaviour
b. Production Oriented Behaviour
Also identified three critical characteristics of effective leaders
a. Task Oriented Behaviour
b. Relationship Oriented Behaviour
c. Participative Leadership
B. THE
UNIVERSITY OF Employee Oriented Production Oriented
MICHIGAN • Leader Emphasizes on: • Leader Emphasizes on:
STUDIES • Interpersonal Relationship
• Freedom and Assistance
• Task Completion
• Target Achievement
• Welfare of Subordinates • Work Schedule Establishment
• Self Responsibility • Standard Operating Procedures
• Work Support

Recommended use of employee oriented leadership to enhance productivity and job

satisfaction as opposed to production oriented leadership
 Developed by Robert R. Blake and Jane S. Mouton in 1964

Developed the concept of managerial grid based on two important concerns of managers/leaders
a. Concern for People (Along Vertical Dimension)
b. Concern for Production (Along Horizontal Dimension)

Identified five key approaches along with 81 possible combination of leadership approaches through
graphical representation

C. THE
MANAGERIAL
GRID
 Resulted as researchers in Finland and Sweden began reassessing whether there are only
two dimensions that capture the essence of leadership behaviour
Developed as more individualistic, holistic, humanistic and value based approach to facilitate change
by stimulating creativity, innovation and collaboration

Emphasizes on flat, non bureaucratic and devolved organization structure

Focuses on building learning organization

Basic premise is that in a changing world effective leaders would exhibit development oriented
behaviour

D. THE To sum up, Development Oriented Behavior of leaders include:

SCANDINAVI New Learning Change

AN STUDIES Experimentation Organization Management

Supportive and Trust, Care and

Respect for
Empowering Concern for
Individuals
Environment Stakeholders
  Based on concept of situational variation of leadership
 Challenges universality of leadership behaviour across situations
 A successful leader must be adoptive and flexible
 Expresses successful leadership in terms of function i.e.
 Successful Leadership(SL)= f (Leaders, Followers, Situations)
CONTINGEN
CY
APPROACH

CONTINGENCY
A. Fiedler Model
TO

APPROACH
LEADERSHIP B. Path Goal Theory

C. Hersey and Blanchard’s Situational Theory

 Developed by Fred E. Fiedler and his associates in 1967 after rigorous research for more than 30 years

Proposes that situation determines the most appropriate leadership style and should change according
to the demands of the situation

Four Key Dimensions of Fidler Contingency Theory:

A. FIEDLER Identification of
CONTINGENCY Situational
Leadership
MODEL Classification
Style

Matching Improving
Leaders and Leadership
Situation Effectivness
 Identification of Leadership Style
b. Task Oriented Developed Least Preferred
a. Relationship Oriented
Task Completion Questionnaire (LPC) consisting
Interpersonal Relationship of 18-25 bipolar adjectives rated
Target Achievement
Freedom and Assistance on a scale of 1-8 (1-least
Work Schedule Establishment favourable; 8 most favourable) to
Welfare of Subordinates
Standard Operating Procedures identify if the leader is task or
Self Responsibility relationship oriented
Work Support

FIEDLER
CONTINGENCY Situational Classification
MODEL
Favourable, Moderate and Unfavourable
a.Leader Member Relations b. Task Structure c. Position Power
-Degree of acceptance of leader - Degree to which the job - Degree of formal authority of
by the group assignments are structured or leader to order, control, reward,
-Favourable situation in case of unstructured punish etc.
acceptance of leader i.e. High - Favourable situation in case of - Favourable situation in case of
Leader Member Relation and vice structured task and unfavourable high position power of leader and
versa situation in case of unstructured unfavourable position in case of
task low position power to the leader
 Matching Leaders and Situation:
LEADERSHIP STYLE SITUATION MATCHING PROCESS
Leadership Style may be Situation may be Favourable,
Relationship Oriented or Task Moderately Favourable and Fit Between Leader and the
Oriented Unfavourable Situation

FIEDLER
CONTINGENCY
MODEL

Low LPCs Leaders are very effective at completing tasks, quick to organize a group to get tasks and
projects done, hence task oriented

High LPCs Leaders focus more on personal connections, are good at avoiding and managing conflict,
hence relationship oreinted
 Employee Motivation
Job Satisfaction
Leader Acceptance

B. PATH GOAL
THEORY

Developed by Robert House in 1971 based on expectancy

theory of motivation

Leader set goals, understand employee and organizational

needs, adapt appropriate leadership style and clarify path for
goal achievement
 C. HERSEY &
BLANCHARD’S
SITUATIONAL THEORY

Developed by Paul Hersey and Ken Blanchard in

1980s

Emphasizes on choice of leadership style based on

maturity level of subordinates
Collection Common Collective Group
Interactive
of People Goal Identity Leader

Two or more freely interacting individuals who share a common identity or purpose

Collection of people trying to do a task to achieve a goal

WORK
Specified as per Organizational Hierarchy
Command
Relatively Permanent
Group
E.g. Departments

GROUP
Formal
Group
Formed for Specific Task
Task Group If Permanent: Standing Committee
If temporary: Ad hoc Committee
Group
Formed to share commo interest in specific issues by
Interest employees informally
Group
Common Interest: Holidays, cafeteria, library, sports, library,
Informal
Group
Friendship
Formed to fulfill social affiliation needs
Group
Norms Status
  Derived from the word ’motive’ which means needs, desires, wants or drives within the
individuals
 Process of stimulating people to actions to accomplish the goals
 Willingness to exert high level of effort to reach organizational goals, conditioned by
the effort’s ability to satisfy some individual need

Psychological Continuous Complex and

Process Process Unpredictable

MOTIVATION Pervasive Influencing

Negative and
Positive
Function Process
Motivation

Better
Best use of Reduced
Employee Improved Minimized Communicatio Efficiency and Goal
Human Employee
Satisfaction Performance Conflict n& Effectiveness Achievement
resources Turnover
Coordination
 Financial
Incentives
tio Pa
p et i rt i
ci p
m
Co n n ati
o

n
Qua ga t i o
l
Wor ity of Dele of
k Li
fe or it y
Auth

TECHNIQUES
OF
MOTIVATION f or c
Rein ent
m
e Jo
S ec u b
ri ty

Ro Job b e
Jo gem
tat
ion l ar
En n t
Job
Enrichmen
t
 Derived from the Latin word “Communis” which means to share

Two-way process wherein the message in the form of ideas, thoughts, feelings,
opinions is transmitted between two or more persons with the intent of creating a
shared understanding

Process of transmitting information from one person to another in a mutually

understandable language
COMMUNICATIO
N: CONCEPT Involvement
of at least two
Two way Complete and Continuous
Process Rational and Pervasive
person

Action &
Formal and
Goal
Informal
Orientation

Better
Efficient and Better
Business Better Avoids Better Enhances Goal
Effective Coordination
Environment Understanding Conflict Performance Motivation Achievement
Management & Control
Assessment
 Message
Sender Encoding Medium Receiver
• Subject matter of
communication
• Source of Information • Converting thoughts, ideas • Channels of • Second person in the
• Consists of facts,
• Conceives idea, need, into words, symbols, Communication communication process
information, opinions,
intention etc. to send as gestures, drawing etc. to be • Link between sender and • Receives message,
ideas, request,
message send as message receiver understands and responds
suggestion, orders etc.
• Makes message meaningful • May be electronic, • Completes the
• May be written or oral
and understandable published, internet etc. communication process

Noise
-Disturbance in
COMMUNICATION
communication
PROCESS
process

Decoding Feedback

• Process of interpretation or • Response from the receiver

assigning meaning to the • Final stage of
message sent by receiver communication process
• Wrong decoding may lead • Defines the success or
to misunderstanding and failure of communication
confusion process
 • Accumulation and • Communication as per
Dissemination of Chain of Command i.e.
• Pattern implemented to communicate organizational information between immediate
supervisor and subordinates
centralized at the top level
information management • Information flows from top-
• Popular under authoritarian bottom as well as bottom-
leadership top

Wheel Chain B

Network Network C

D
COMMUNICATIO
N NETWORK
All
Circle
Channel
Network
Network
• Open Channel • Communication involving
• Indicates the direction of flow of network/informal network horizontal flow of
where everyone can information i.e. sideward
information in organization communicate with each communication
other regardless of • Communication between
organizational hierarchy department managers
 Flow of orders, instructions, plans etc,. from
Downward
superior to subordinates through work
Communication
schedule, memo, circular, notice etc.

Flow of information about work performance,

Formal Communication Upward Communication problems, achievements, suggestions,
complaints etc. from subordinates to superior

TYPES OF
Horizontal flow of information between
Sideward Communication
department managers

TYPES OF COMMUNICATION
COMMUNICATIO Informal Communication
Communication between employee beyond formal channel
to develop social understanding, relationship and friendship
N Oral Exchange of information through spoken words
Communication using face-face contact or mechanical devices
Interpersonal
Communication
Written Transformation of information in written words
Communication thereby ensuring accuracy and authenticity

Non-Verbal Use of facial expression, body movement, physical contact, gestures

Communication for expressing feelings, attitude, emotions etc.
 Organizational Barriers Physical Barriers Psychological Barriers
• Organizational Policy • Physical Distance • Distrust of Communicator. `
• Organizational Rules & • Hierarchy Structure • Superiority Complex
Regulations • Office Design • Individual Perception
• Lengthy Scalar Chain • Noise • Premature Evaluation
• One Way Communication • No attention
System
• Lack of Confidence in
Subordinates

BARRIERS TO
EFFECTIVE
COMMUNICATION
Semantic Barriers Technological Barriers
• Harsh Language • Mechanical Barriers
• Vague Language • Loss of Transmission
• Misleading Translation • Information Overload
• Technical Language • Insufficient Period Allowed
 Process of actively sensing the sender’s signals, evaluating them precisely and responding
them properly

Requires that the listener fully concentrate, understand, respond and then remember what is
being said

Critical in bringing changes in people (emotionally and psychologically), their relationship

(brings stability, maturity; avoids conflict), organization (better performance, stakeholders
relationship, cultural reform., change management and adoption of democratic leadership)

ACTIVE
LISTENING TECHNIQUES OF ACTIVE LISTENING

Remain open and Identify , Paraphrase/

Remain focused
avoid preconceived acknowledge and Summarize
and attentive
notions respond to feelings speakers words

Respond to non
Ask open ended verbal cues like Summarize and
questions facial expressions, restate
body movements
 Active
Listening

Reduce
Utilizing
Psychologic
Feedback
Barrier

ENHANCING
ORGANIZATION Trustworthy
and Essentials of
Facilitating
Information
AL Confidence
Environment
Communication
Flow

COMMUNICATIO
N
Avoid Two way
Information Communicatio
Overload n

Language
Simplification