leadership

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LEADERSHIP & LEADERSHIP THEORIES IN WESTERN

COUNTRIES

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Leadership is….

According to Harry Truman (former American President):

“Leadership is the ability to get people to do what they don’t like to do and like it.”

Leadership is the art or process of influencing people so that they contribute willingly and enthusiastically towards group goals.

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Leadership is….

It is a compound of 4 major ingredients:

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Leadership Traits

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Leadership Theories

Philosophical Background: Theories X, Y, and Z

A manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.

Theory X Manager

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Leadership Theories


A manager who believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge.

Theory Y Manager

Theory X Manager

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Leadership Theories


A manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.

Theory Z Manager

Theory Y Manager

Theory X Manager

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Leadership Theories

Leadership Behaviors and Styles

Participative Leadership

Authoritarian Leadership

Paternalistic Leadership

The use of work-centered behavior designed to ensure task accomplishment.The use of work-centered behavior coupled with a protective employee centered concern.The use of both work- or task-

centered and people centered approaches to leading subordinates.

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Leader–Subordinate InteractionsLeader–Subordinate Interactions

Authoritarian Leader

Subordinate Subordinate Subordinate

One-way downward flow of information and influence from authoritarian leader to subordinates.

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Paternalistic Leader


Continual interaction and exchange of information and influence between leader and subordinates.

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Participative Leader


Continual interaction and exchange of information and influence between leader and subordinates.

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12

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56

78

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Con

cern

for P

eopl

e/R

elat

ions

hips

High

Low

1 2 3 4 5 6 7 8 9

Concern for Production/Task HighLow

The Managerial GridThe Managerial Grid

1,1 Management StyleExertion of minimum effort to get required work done is appropriate to sustain organization membership

9,1 Management StyleEfficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree

5,5 Management StyleAdequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

9,9 Management StyleWork accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect

1,9 Management StyleThoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly organization atmosphere and work tempo

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Leadership in the International Context

How do leaders in other countries attempt to direct or influence their subordinates?

Are their approaches similar to those used in the India? Research shows that there are both similarities and differences – most international research on leadership has focused on Europe, East Asia, the Middle East, and developing countries such as Peru, Chile, and Argentina.

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Attitudes of European Managers Toward Leadership Practices

Capacity for Leadership and Initiative

European managers tend to use a participative approach. Researchers investigated four areas relevant to leadership.

Does the leader believe that employees prefer to be directed and have little ambition? (Theory X)

OR

Does the leader believe that characteristics such as initiative can be acquired by most people regardless of their inborn traits and abilities? (Theory Y)

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Sharing Informationand Objectives

Does the leader believe that detailed, complete instructions should be given to subordinates and that subordinates need only this information to do their jobs?

OR

Does the leader believe that general directions are sufficient and that subordinates can use their initiative in working out the details?

Most evidence indicates European managers tend to use a participative approach. Researchers investigated four areas relevant to leadership.

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Participation

Does the leader support participative leadership practices?


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Participation

Internal Control

Does the leader believe that the most effective way to control employees is through rewards and punishment?

OR

Does the leader believe that employees respond best to internally generated control?


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Higher-level managers tend to express more democratic values than lower-level managers in some countries – in other countries, the opposite was true

Company size tends to influence the degree of participative-autocratic attitudes

Younger managers were more likely to have democratic values when it came to capacity for leadership and initiative and to sharing information and objectives


The Role of Level, Size, and Age on European Managers’ Attitudes Toward Leadership

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Most European managers tend to reflect more participative and democratic attitudes – but not in every country

Organizational level, company size, and age seem to greatly influence attitudes toward leadership


Conclusion About European Leadership Practices

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Japan is well known for its paternalistic approach to leadership

Japanese culture promotes a high safety or security need, which is present among home country–based employees as well as MNC expatriates

Japanese managers have much greater belief in the capacity of subordinates for leadership and initiative than do managers in most other countries – only managers in Anglo-American countries had stronger feelings in this area

Japanese Leadership Approaches

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Except for internal control, large U.S. firms tend to be more democratic than small ones – the profile is quite different in Japan

Younger U.S. managers appear to express more democratic attitudes than their older counterparts on all four leadership dimensions

Differences Between Japanese and U.S. Leadership Styles

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Another difference between Japanese and U.S. leadership styles is how senior-level managers process information and learn

Differences Between Japanese and U.S. Leadership Styles

Variety Amplification Japanese executives are taught and tend to use variety amplification – the creation of uncertainty and the analysis of many alternatives regarding future action

Variety Reduction U.S. executives are taught and tend to use variety reduction – the limiting of uncertainty and the focusing of action on a limited number of alternatives

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Differences in Middle Eastern and Differences in Middle Eastern and Western ManagementWestern Management

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Differences in Middle Eastern and Differences in Middle Eastern and Western ManagementWestern Management

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Recent Findings and Insights About Leadership

Transformational Leadership

Transformational leaders are a source of charisma and enjoy the admiration of their followers.

They enhance pride, loyalty, and confidence in their people, and align these followers by providing a common purpose or vision that the latter willingly accept

Transformational leaders are characterized by four interrelated factors:

Idealized Influence

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These leaders are extremely effective in articulating their vision, mission, and beliefs in clear-cut ways, thus providing an easy-to understand sense of purpose regarding what needs to be done

Transformational leaders are characterized by four interrelated factors:

Idealized Influence

Inspirational Motivation

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Transformational leaders are able to get their followers to question old paradigms and to accept new views of the world regarding how things now need to be done

Transformational leaders are characterized by four interrelated factors:Idealized Influence


Intellectual Stimulation

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Transformational LeadershipTransformational leaders are characterized by four interrelated factors:

These leaders are able to diagnose and elevate the needs of each of their followers through individualized consideration, thus furthering the development of these people

Individualized Consideration

Idealized Influence


Intellectual Stimulation

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Rankings of the Most Important Rankings of the Most Important Leadership AttributesLeadership Attributes

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Rankings of the Most Important Rankings of the Most Important Leadership AttributesLeadership Attributes

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One of the keys to successful global leadership is knowing what style and behavior works best in a given culture and adapting appropriately In affective cultures, such as the United States, leaders

tend to exhibit their emotions In neutral cultures, such as Japan and China, leaders

do not tend to show their emotions

Leader Behavior, Leader Effectiveness, and Leading Teams

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Linking leadership and corporate responsibility through “responsible global leadership” Values Based Leadership Ethical Decision Making Quality Stakeholder Relationships

Ethically Responsible Global Leadership

According to this view, global leadership must be based on core values and credos that reflect principled business and leadership practices, high levels of ethical and moral behavior, and a set of shared ideals that advance organizational and societal well-being.

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Some Great Global Leaders

Mother Teresa Abraham Lincoln Mikhail Gorbachev Adolf Hitler Barack Obama Bill Gates Steve Jobs

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Mikhail Gorbachev

Russian Leader A farmer’s son born on 2nd March 1931 Brave, Firm, Unparallel intelligence Gave freedom to people, reduced fear from

people’s mind Go-getter Had knack of using his obstacles as his

weapon to fight Self confident, Noble Peace prize winner

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Abraham Lincoln

American President Born on 12th Feb 1809 to a poor

family in a hut Humble, ambitious, kind hearted yet

strong minded Hardworking, intelligent Saved U.S.A. from self destruction Demolished Slavery from U.S.A.

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Mother Teresa

Real name- Agnesë Gonxhe Bojaxhiu, was an Albanian Roman Catholic nun with Indian citizenship

Born on 26th Aug 1910 Leader through actions Devoted to well being of people Knack of communicating &

understanding people Strong determination, selfless

worker

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Barack Obama

44th American President Born on 4th Aug 1961 First Black president of U.S.A Courage to ‘dream big’ Good Orator Charismatic Bold, value- based “Change”- is his motto.

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Bill Gates

Founder, Ex CEO of Microsoft Philanthropist Enthusiastic, visionary,

hardworking Determined, passionate about

work, intelligent, consolidator

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Steve Jobs

CEO of Apple Awarded as ‘Best Leader of

2005’ by Business Week Visionary, decisive, trail blazer Creator, very demanding of his

employees

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Adolf Hitler

Austrian born German politician & leader.

Born on 20th April 1889 He was the ruler of Germany

from 1933 to 1945 Charismatic, strong willed,

Patriotic, Great orator Courageous, Dictator,

intelligent, strategist

leadership

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