leadership

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“If your actions

inspire others to

dream more,

learn more, do

more and

become more,

you are a

leader..”

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Leadership...

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Contents Of The Presentation

Leadership -Meaning And Definition

Leadership And Management

Leadership Styles

Theories Of Leadership

Emerging Approaches To Leadership

4Defining a Leader…

Think of a leader that you worked for or observed…

What does this person do and what qualities does this person have that make you admire him or her as a leader?

5Person

Is leadership a position of office or authority?

Or,

Is leadership an ability in the sense that he is a leader because he leads?

6No…

A leader by its meaning is one who goes first and leads by example, so that others are motivated to follow him.

To be a leader, a person must have a deep-rooted commitment to the goal that he will strive to achieve it even if nobody follows him!

7Who is a leader ?

a person who influences a group of people towards the achievement of a goal

“A leader is one who knows the way, goes the way, and shows the way.” - John C. Maxwell

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L EARN TO BE STRONG

E MPOWER PEOPLE

A SK QUESTIONS

D ELEGATE

E XAMPLE SETTER

R EWARD & RECOGNIZE

9Meaning of Leadership

Leadership is the art of motivating a group of people to act towards achieving a common goal.

The process of encouraging and helping others to work enthusiastically towards objectives .

10Definition of Leadership

Alan Keith stated that,

"Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.”

Koontz and O'Donnell :-

“Leadership maybe defined as the ability to exert interpersonal influence by means of communication towards the achievement of a goal.”

11The essence of leadership

Leadership refers to ability of one individual to influence others.

The influence is exercised to change the behaviour of others.

Change of behaviour is caused with an objective of achieving a shared goal.

The person influencing others(leader) possesses a set of qualities or characteristics with which he or she to influence others

Leadership is a group phenomenon. It involves interaction between two or more people.

12A mnemonic for leadership

would be 3P's - Person, People and Purpose

13Leadership & Management

K Karunakaran Mukesh Ambani

14A Question…

A leader need not be a

manager but a

manager must have

many of the qualities

of a good leader?

What do you think ?

15Difference between Managers & Leaders

MANAGERS LEADERSAdminister Innovate

Maintain Develop

Control Inspire

Short term view Long term view

Ask how & when Ask what & why

Initiate Originate

Accept the status quo Challenge the status quo

Do things right Do right things.

16Leadership & Management

Management - is a process of planning ,organising, coordinating ,directing, and controlling the activities of others.Leadership - is the process of influencing for the purpose of achieving shared goals Leadership and management are

related, but they are not the same.

Organizations need both leadership and management if they are to be effective.

Leadership is necessary to create change; management is necessary to achieve orderly results.

17Leadership Management

1. Working in the system

2. React

3. Control risks

4. Enforce organizational rules

5. Seek and then follow direction

6. Control people by pushing them in the right direction

7. Coordinate effort

8. Provide instructions

1. Working on the system

2. Create opportunities

3. Seek opportunities

4. Change organizational rules

5. Provide a vision to believe in and strategic alignment

6. Motivate people by satisfying basic human needs

7. Inspire achievement and energize people

8. Coach followers, create self-leaders and empower them

19Formal & informal leadership

Formal leadership

Occurs when a manager leads by exercising formal authority. The exercise of formal authority through assigning duties derives, from the managers official position within the organisation’s hierarchy of authority. Any employee who is assigned a managerial position has the opportunity and responsibility to exercise formal leadership

Informal leadership

Arises when a person without formal authority is influential in directing the behavior's of others. Although not formally appointed or elected he becomes a leader through his actions or personal attractions.

20Significance of leadership

1. Initiates action

2. Motivation

3. Providing guidance

4. Creating confidence

5. Building morale

6. Developing Team-work

7. Co-ordination

8. Facilitates Change

9. Representing the group

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Leadership Styles

A leadership style is a leader's style of

providing direction, implementing plans,

and motivating people

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Based on authority retained

Based on task versus people emphasis

Based on assumptions about people

Likert’s four styles

Entrepreneurship leadership styles.

1

2

3

4

5

231. Based on authority retained

Based on Authority retained

Authoritarian Democratic

Consultative

Persuasive

Free rain (lassie Faire)

Also known as Lewin’s Leadership styles. In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of leadership.

24Autocratic or authoritarian style

Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders.

They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager.

It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group. High degree of

dependency on the leaderMay be valuable in some types of business where decisions need to be made quickly and decisively

25Participative or democratic style

The democratic leadership style favours decision-making by the group .

They can win the cooperation of their group and can motivate them effectively and positively.

The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them.

Consultative : process of consultation before decisions are taken

Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

26Laissez –Faire or free rein style

o A free rein leader does not lead, but leaves the group entirely to itself such a leader allows maximum freedom to subordinates, i.e. they are given a free hand in deciding their own policies and methods.

o Can be very useful in businesses where creative ideas are important

o Can be highly motivational, as people have control over their working life

o Can make coordination and decision making time-consuming and lacking in overall direction

o Relies on good team work.o Relies on good interpersonal relations.

272. Based on task versus people Emphasis

High relationship and low-task

[ supporting style ]

High task and high relationship

[ participative style]

Low-task and low relationship

[ free rein style ]

High task and low relationship

[ autocratic style ]

Low High

Low

H

igh

Task Emphasis

Peop

le E

mp

hasi

s

283. Based on assumptions about people

294.Likert’s four system approach

Benevolentauthoritaria

n

Consultative

Exploitative authoritaria

n

Participative

Rensis Likert 1903 - 1981

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System 1 - Exploitative Authoritative: Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the job with their superior. The teamwork or communication is very little and the motivation is based on threats.

System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards.

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System 3 - Consultative: Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job.

System 4 - Participative: Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.

325. Entrepreneurship leadership style

A heavy task orientation combined with a very direct-approach to giving instructions to employees.

A charismatic personality that inspires others to do business with him.

A much stronger interest in dealing with customers than employees.

A strong dislike for bureaucratic rules and regulations.

Anxiety to consolidate business gains as quickly as possible

33Others Leadership Styles

1.Bureaucratic2.Coercive3.Paternalistic4.Transactional5.Transformational

34Bureaucratic

Manager manages “by the book¨

Everything must be done according to procedure or policy

If it isn’t covered by the book, the manager refers to the next level above him or her

Police officer more than leader

35Coercive

Power from a person’s authority to punish

Most obvious types of power a leader has.

Good leaders use coercive power only as a last resort

36Paternalistic

Leader acts as a ‘father figure’

Paternalistic leader makes decision but may consult

Believes in the need to support staff

37Transactional

Motivate followers by appealing to their own self-interest

Motivate by the exchange process.

EX: business owners exchange status and wages for the work effort of the employee. Focuses on the

accomplishment of tasks & good worker relationships in exchange for desirable rewards.

Encourage leader to adapt their style and behavior to meet expectations of followers

38Transformational

Charismatic and visionary Inspire followers to transcend their self-interest for the

organization Appeal to followers' ideals and values Inspire followers to think about problems in new or

different ways Common strategies used to influence followers include

vision and framing

Instills feelings of confidence, admiration and commitment

Stimulates followers intellectually, arousing them to develop new ways to think about problems.

Uses contingent rewards to positively reinforce desirable performances

Flexible and innovative

39Factors affecting leadership

40Factors Affecting Style

Risk - decision making and change initiatives based on degree of risk involved

Type of business – creative business or supply driven?

How important change is – change for change’s sake?

Organisational culture – may be long embedded and difficult to change

Nature of the task – needing cooperation? Direction? Structure?

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Leadership Theories

A leadership theory is an assumption about

distinguishing characteristics of a

particular kind of leader. Theories focus on

determining specific qualities, such as skill levels, that separate a leader from a follower

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Great Man Theory

• Role Theory• The Managerial Grid

Trait Theory

• Lewin's leadership styles• Likert's leadership styles

Behavioral Theories• Hersey and Blanchard's Situational Leadership• Vroom and Yetton's Normative Model• House's Path-Goal Theory of Leadership

Participative Leadership• Fiedler's Least Preferred Co-worker (LPC) Theory• Cognitive Resource Theory• Strategic Contingencies Theory

Situational Leadership

• Leader-Member Exchange (LMX) Theory

Contingency Theories• Bass' Transformational Leadership Theory• Burns' Transformational Leadership Theory• Kouzes and Posner's Leadership Participation Inventor

Transactional Leadership

Transformational Leadership

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431. Great Man Theory

The theory was popularized in the 1840s by Scottish writer Thomas Carlyle.

According to this point of view, great leaders are simply born with the necessary internal

characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders.

Great man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. (Gandhi, Lincoln, Napoleon)

The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership

442. Trait Theories

Trait theories assume that people inherit certain qualities and traits that make them better suited to leadership.

Trait theories often identify particular personality or behavioural characteristics shared by leaders.

For example, traits like extraversion, self-confidence, and courage are all traits that could potentially be linked to great leaders.

Leadership Traits:• Ambition and energy• The desire to lead• Honest and integrity• Self-confidence• Intelligence• High self-monitoring• Job-relevant knowledge

453.Behavioural theories

Behavioural theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories.

Rooted in behaviourism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states.

According to this theory, people can learn to become leaders through teaching and observation

463.1 Role Theory

Assumptions People define roles for themselves and others based

on social learning and reading. People form expectations about the roles that they

and others will play. People subtly encourage others to act within the role

expectations they have for them. People will act within the roles they adopt

Role expectations of a leader can vary from very specific to a broad idea within which the leader can define their own style.When role expectations are low or mixed, then this may also lead to role conflict

473.2 Managerial grid

The managerial grid model (1964) is a style leadership model developed by Robert R. Blake and Jane Mouton.

This model originally identified five different leadership styles based on the concern for people and the concern for production

A graphical representation of a 2 dimensional view of leadership style.

484. Participative Theories

Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account.

These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process.

In participative theories, however, the leader retains the right to allow the input of others.

494.1 Lewin’s Leadership Styles

Kurt Lewin and colleagues did leadership decision experiments in 1939 and identified three different styles of leadership, in particular around decision-making.

1. Autocratic 2 . Democratic 3. Laissez-Faire

In Lewin experiments, he discovered that the most effective style was Democratic. Excessive autocratic styles led to revolution, whilst under a Laissez-faire approach, people were not coherent in their work and did not put in the energy that they did when being actively led.

These experiments were actually done with groups of children, but were early in the modern era and were consequently highly influential.

504.2 Likert's leadership styles

Rensis Likert identified four main styles of leadership, in particular around decision-making and the degree to which people are involved in the decision. Exploitive authoritative Benevolent authoritative Consultative Participative

This is a classic 1960s view in that it is still very largely top-down in nature, with the cautious addition collaborative elements towards the Utopian final state.

515. Situational Theories

Situational theories propose that leaders choose the best course of action based upon situational variables.

Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate.

In other instances where group members are skilled experts, a democratic style would be more effective.

525.1 Hersey & Blanchard’s

Approach

Hersey and Blanchard (1999) and other books suggest leaders should adapt their style to follower development style (or 'maturity'), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).

Based on followers willingness and ability, heresy et.al developed 4 approaches of leadership.

1. Telling

Follower: Low competence, low commitment / Unable and unwilling or insecure

Leader: High task focus, low relationship focus

53Contd…

2.Selling

Follower: Some competence, variable commitment / Unable but willing or motivated

Leader: High task focus, high relationship focus

3.Participating

Follower: High competence, variable commitment / Able but unwilling or insecure

Leader: Low task focus, high relationship focus

4.Delegating

Follower: High competence, high commitment / Able and willing or motivated

Leader: Low task focus, low relationship focus

54Hersey & Blanchard’s Model

Willing Unwilling

Able

Unable

Follower Readiness

Directive/ Delegating

Supportive/ Participative

Selling/ Coaching

Telling/Directing

Leadership

Styles

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Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

Follower readiness: ability and willingness


Unable andUnwilling

Unable butWilling

Able andWilling

Directive High Task and Relationship Orientations

Supportive Participative

Able andUnwilling

Monitoring



565.2 Leader Participation model(Vroom and Yetton)

Vroom and Yetton model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Phillip Yetton (1973) and later with Jago (1988).

The Vroom-Yetton-Jago model is a situational approach to group decision making that is designed specifically to help leaders to select the best approach to making decisions.

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Assumptions Decision acceptance increases commitment and effectiveness of

action.

Participation increases decision acceptance

Decision quality is the selection of the best alternative, and is particularly important when there are many alternatives. It is also important when there are serious implications for selecting (or failing to select) the best alternative.

Decision acceptance is the degree to which a follower accepts a decision made by a leader. Leaders focus more on decision acceptance when decision quality is more important.

Leader Participation model(Vroom and Yetton) Contd…

58Leader Participation model(Vroom and Yetton) Contd…

Vroom and Yetton defined five different decision procedures. Two are autocratic (A1 and A2), two are consultative (C1 and C2) and one is Group based (G2).

A1: Leader takes known information and then decides alone.

A2: Leader gets information from followers, and then decides alone.

C1: Leader shares problem with followers individually, listens to ideas and then decides alone.

C2: Leader shares problems with followers as a group, listens to ideas and then decides alone.

G2: Leader shares problems with followers as a group and then seeks and accepts consensus agreement.


Situational factors that influence the method are relatively logical: When decision quality is important and

followers possess useful information, then A1 and A2 are not the best method.

When the leader sees decision quality as important but followers do not, then G2 is inappropriate.

When decision quality is important, when the problem is unstructured and the leader lacks information / skill to make the decision alone, then G2 is best.

When decision acceptance is important and followers are unlikely to accept an autocratic decision, then A1 and A2 are inappropriate.


when decision acceptance is important but followers are likely to disagree with one another, then A1, A2 and C1 are not appropriate, because they do not give opportunity for differences to be resolved.

When decision quality is not important but decision acceptance is critical, then G2 is the best method.

When decision quality is important, all agree with this, and the decision is not likely to result from an autocratic decision then G2 is best.

61Decision Tree.

1. Is there a quality requirement? Is the nature of the solution critical? Are there

technical or rational grounds for selecting among possible solutions?

2. Do I have sufficient information to make a high quality decision?

3. Is the problem structured? Are the alternative courses of action and methods

for their evaluation known?

4. Is acceptance of the decision by subordinates critical to its implementation?

5. If I were to make the decision by myself, is it reasonably certain that it would

be accepted by my subordinates?

6. Do subordinates share the organizational goals to be obtained in solving this

problem?

7. Is conflict among subordinates likely in obtaining the preferred solution?

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Based on the answers of above questions one can find out the styles from the graph.

635.3 Path – goal theory

The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, in 1971 and revised in 1996.

The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.In particular, leaders: Clarify the path so subordinates

know which way to go. Remove roadblocks that are

stopping them going there. Increasing the rewards along the

route.

64Path – goal theory Contd…

House and Mitchell (1974) describe four styles of leadership:

Supportive leadership

Considering the needs of the follower, showing concern for their welfare and creating a friendly working environment. This includes increasing the follower's self-esteem and making the job more interesting. This approach is best when the work is stressful, boring or hazardous.

Directive leadership

Telling followers what needs to be done and giving appropriate guidance along the way. This may be used when the task is unstructured and complex and the follower is inexperienced. This increases the follower's sense of security and control and hence is appropriate to the situation.

65Path – goal theory Contd…

Participative leadership

Consulting with followers and taking their ideas into account when making decisions and taking particular actions. This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it.

Achievement-oriented leadership

Setting challenging goals, both in work and in self-improvement (and often together). High standards are demonstrated and expected. The leader shows faith in the capabilities of the follower to succeed. This approach is best when the task is complex.

This approach assumes that there is one right way of achieving a goal and that the leader can see it and the follower cannot. This casts the leader as the knowing person and the follower as dependent.

666. Contingency Theories

o Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation.

o According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.

676.1 Fiedler’s Contingency theory

The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders.

The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors –

1. "leadership style" and

2. "situational favorableness" (later called "situational control").

68Fiedler’s Contingency theory Contd…

Leadership StyleIdentifying leadership style is the first step in using the model. Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale

The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training.

If your total score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be task-orientated leader.


The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks.

However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions.


Situational FavorablenessNext, you determine the "situational favorableness" of your particular situation. This depends on three distinct factors: Leader-Member Relations –The degree of

confidence, trust, and respect subordinates have in their leader.

Task Structure – The degree to which the job assignments are procedurized.The extent to which tasks are standardised, documented and controlled

Leader's Position Power – This is the amount of power you have to direct the group, and provide reward or punishment.

736.2 Cognitive Resource Theory

Developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualization of the Fiedler contingency model. The theory focuses on the influence of the leader's intelligence and experience on his or her reaction to stress.

Assumptions Intelligence and experience and other cognitive

resources are factors in leadership success. Cognitive capabilities, although significant are not

enough to predict leadership success. Stress impacts the ability to make decisions

74Cognitive Resource Theory Contd…

Cognitive Resource Theory predicts that:

1. A leader's cognitive ability contributes to the performance of the team only when the leader's approach is directive.

2. Stress affects the relationship between intelligence and decision quality.

3. Experience is positively related to decision quality under high stress.

4. For simple tasks, leader intelligence and experience is irrelevant.

The essence of the theory is that stress is the enemy of rationality, damaging leaders' ability to think logically and analytically. However, the leader's experience and intelligence can lessen the influence of stress on his (or her) actions: intelligence is the main factor in low-stress situations, whilst experience counts for more during high-stress moments.

756.3 Strategic Contingencies

Theory

Intraorganizational power depends on three factors: problem skills, actor centrality and uniqueness of skill.

If you have the skills and expertise to resolve important problems, then you are going to be in demand. And by the law of supply and demand, that gives your the upper hand in negotiations. It also gives you power from the reciprocity created.

If you work in a central part of the workflow of the organization, then what you do is very important. This gives you many opportunities to be noticed. It also means you are on the critical path, such that if your part of the company fails, the whole show stops. Again creating attention and giving you bargaining power.

Finally, if you are difficult to replace, then if you do make enemies up the hierarchy, then they cannot just move you out or sideways.

767. Transactional Leadership

Theories

Transformational Leadership

Transactional theories, also known as exchange theories of leadership, are characterized by a transaction made between the leader and the followers.

The transactional leadership style was first described by Max Weber in 1947.

Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance;

Transactional leadership promotes compliance with existing organizational goals and performance expectations through supervision and the use of rewards and punishments.

Transactional leaders are task- and outcome-oriented

777.1 Leader Member Exchange (LMX) Theory

Vertical Dyad Linkage Theory The Leader-Member Exchange Theory first

emerged in the 1970s. It focuses on the relationship that develops between managers and members of their teams.

The theory states that all relationships between managers and subordinates go through three stages. These are:

Role-Taking.Role-Making.Routinization."

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1. Role-Taking

Role-taking occurs when team members first join the group. Managers use this time to assess new members' skills and abilities.

2. Role-Making

New team members then begin to work on projects and tasks as part of the team.

In-Group - if team members prove themselves loyal, trustworthy and skilled, they're put into the In-Group. This group is made up of the team members that the manager trusts the most.

Out-Group - if team members betray the trust of the manager, or prove that they're unmotivated or incompetent, they're put into the Out-Group.

Out-Group members tend to have less access to the manager, and often don't receive opportunities for growth or advancement.

Leader Member Exchange (LMX) Theory Contd…

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3.RoutinizationDuring this last phase, routines between team members and their managers are established.

Leader Member Exchange (LMX) Theory Contd…

808. Transformational Leadership

People will follow a person who inspires them. A person with vision and passion can achieve great

things. The way to get things done is by injecting enthusiasm

and energy

Transformational Leaders, by definition, seek to transform

Style of working

Developing the vision Selling the vision Finding the way forwards Leading the charge

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Basis of Distinction

Transactional

Transformational

Basis Based on exchange relationship between leader and followers.

Based on leaders values, beliefs and needs of followers

Method of inspiration

Rewards and recognition for good performance

Leaders charisma, vision and energy

Orientation Task Orientaion Goal Orienatation

Approach Passive and stable Active and dynamic

Main functions of leader

Determination of objectives, clarifying tasks, helping subordinates in achieving objectives

Providing vision and sense of mission, instilling pride, gaining respect and trust, inspiring people, giving personal attention.

828.1 Bass' Transformational Leadership Theory

Developed by Bernard M. Bass in 1985

Assumptions

Awareness of task importance motivates people.

A focus on the team or organization produces better work.

Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader.

He identified three ways in which leaders transform followers:

Increasing their awareness of task importance and value.

Getting them to focus first on team or organizational goals, rather than their own interests.

Activating their higher-order needs.

838.2 Burns' Transformational Leadership Theory

Developed by James MacGregor Burns 1978

Burns defined transformational leadership as a process where leaders and followers engage in a mutual process of 'raising one another to higher levels of morality and motivation.‘Transformational leaders raise the bar by appealing to higher ideals and values of followers. In doing so, they may model the values themselves and use charismatic methods to attract people to the values and to the leader.

Using social and spiritual values as a motivational lever is very powerful as they are both hard to deny

848.3 Kouzes and Posner's Leadership Participation

Inventory Developed by James Kouze and

Barry Posner in 1987 A survey was developed and

published by James Kouzes and Barry Posner in their book, The Leadership Challenge (Jossey Bass Publishers, 2002), that asked persons what characteristics of a leader they admire and would cause them to follow.

Or list of common characteristics of leaders, were, in their experiences of being led by others. The study was conducted over twenty years, they managed ask this of seventy five thousand people.

85Kouzes and Posner's Leadership Participation Inventory Contd…

The results of the study showed that people preferred the following characteristics, in order: Honest Forward-looking Competent Inspiring Intelligent Fair-minded Broad-minded Supportive

Straightforward Dependable Cooperative Determined Imaginative Ambitious Courageous Caring

Mature Loyal Self-controlled Independent


five actions that Kouzes and Posner identify as being key for successful leadership:

1.Model the way

Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do.

2.Inspire a shared vision

People are motivated most not by fear or reward, but by ideas that capture their imagination. Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own.

3.Challenge the process

Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation.


4.Enable others to act

Encouragement and exhortation is not enough. People must feel able to act and then must have the ability to put their ideas into action.

5.Encourage the heart

People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers this with stories and passions of their own.

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Theory Leadership Based On…

Trait Theory Leaders born with leadership traits

Behavioral Theory Initial structure and consideration

- Role Theory Shaped by culture, training, modeling

- Managerial Grid Concern for production and concern for people

Participative Leadership More people involved = better collaboration

- Lewin’s Style Autocratic, democratic, laissez-faire

- Likert’s Style Task oriented, relationship oriented, participative style

SituationalTheories No one best leadership style

- Hersey and Blanchard Based on relationship between leader and follower and task behavior

- Vroom & Yetton Decision quality and decision acceptance

- House’s Path Goal Theory Help followers make their goals compatible with organizational goals

Contingency Leadership Similar to contingency theory

- Fiedler’s LPC Theory Task focus v. relationship focus

- Cognitive Resource Theory Intelligence and experience make a difference

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Emerging Approaches to

Leadership

90Ohio State Studies

In 1945, the Bureau of Business Research at Ohio State University initiated a series of studies on leadership.

These studies identified two independent leadership dimensions called initiating structure and consideration which meant more or less the same thing as task behaviour and relationship behaviour of a leader.1.Initiating Structure

The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

91Ohio State Studies

2.Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

The Ohio State Studies suggested that the “high-high” leadership style (high in initiating structure as well as in consideration) generally results in positive outcomes but there are exceptions which indicate that situational factors should be integrated into the theory.

92Management Theories

Management theories, also known as transactional theories, focus on the role of supervision, organization and group performance.

These theories base leadership on a system of rewards and punishments.

Managerial theories are often used in business; When employees are successful, they are rewarded; when they fail, they are reprimanded or punished.

93Relationship Theories

Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders

motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfil his or her potential.

Leaders with this style often have high ethical and moral standards.

94Attribution Theory of Leadership

Introduced by Fritz Heider in 1958 Attribution refer to the way people try to

understand the behavior of others or interpret events around them.

The attribution theory is related to perception. i.e. how people view the leader

95Attribution Theory of Leadership

96Charismatic Leadership

Max Weber (1947) used the term “charisma” as a source of power.

Charisma in Greek means “divinely inspired gift”, exceptional qualities, such as the ability to perform miracles or predict future events.“Charismatic Leadership is resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him". – Max WeberLeaders who appear confident about their

vision, make self-sacrifices, pay high costs to achieve their vision are more likely to be viewed as charismatic leaders.

97W.J.Reddin’s Three Dimensional model (3 D Model)

The 1-D Theories suggest one particular style is better than another;The 2-D Theories suggest that a variety of styles may be appropriate;The 3-D Theory shows how and when each style is effective."

-Bill Reddin

The model was developed by Dr. William James Reddin, a British born management behavioralist and consultant .Reddin’s extensive research published in his 1983 Phd thesis, Managerial effectiveness and Style.

Reddin’s 3D model is a combination of Blake and Mounton’s Managerial grid theory and Fiedler’s contingency theory.

983 D Model Contd...

William Reddin introduced a model of leadership style initially containing four basic types, namely:

1. High relationship orientation & high task orientation is called as INTEGRATED TYPE.

2. High relationship orientation & low task orientation is called as RELATED TYPE.

3. Low relationship orientation & high task orientation is called as DEDICATED TYPE.

4. Low relationship orientation & low task orientation is called as SEPARATED TYPE.

Further, by measuring the level of effectiveness of each style Reddin developed this basic model into eight leadership styles. The modified model is called “The 3-D Theory of Managerial Effectiveness.”

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The initial Reddin’s model was based on the two basic dimensions

of managerial grid. ie;

1. Task-orientation

2. Relationships-orientation.

However he introduced what he called a third dimension –

3. Effectiveness.

it is the extent to which a manager achieves the output

requirements of his position. Effectiveness was what resulted when

one used the right style of leadership for the particular situation .

3 D Model Contd...

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3 D Model Contd...

Less effective Basic Type More effective

Deserter SEPARATED Bureaucratic

Missionary RELATED Developer

Autocratic DEDICATED Benevolent Autocratic

Compromiser INTEGRATED Executive

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3 D Model Contd...

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3 D Model Contd...

1. DESERTER

Less effective leadership style. This is essentially a hand-off or laisser-faire approach .it has low people and low product oriented style even when such a style is not required in the situation.

2. BUREUCRATIC

More effective leadership style. This is a legalistic and procedural approach: it has low relationship and structure. The leader wants to maintain control over his employees for getting work done effectively.

3. MISSIONARY

Less effective leadership style. This is an affective (supportive) approach. It emphasizes congeniality and positive climate in the work place.it has high people and production oriented style. The leader is good for everybody everywhere but it does not pay to the organisation

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3 D Model Contd...

4. DEVELOPER

More effective leadership style. This is the objective counterpart of the missionary style. Objective in a sense that concern for people is expressed professionally: subordinates are allowed to participate in decision making and are given opportunities to express their views and to develop their potential

5. AUTOCRATIC

Less effective leadership style. It has low people and high task oriented style even when situations do not warrant for such a style. In an adverse situation, this style is ineffective. It becomes unpleasant and not required

6. BENEVOLENT AUTOCRATIC

More effective leadership style. This is the communicative counterpart of the autocratic style. It has low relationship but high task orientation. The leader knows his followers wants , which are satisfied with high achievement through production orientation. Needs rather than relationships are important for the employees.

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3 D Model Contd...

7. COMPROMISER

Less effective leadership style. It has high structure and high relationship even in unfavorable conditions. It is less because of unfavorable situations. It means that even when there is no demand of high-high relationship, the leader uses this structure relationship model.

8. EXECUTIVE

More effective leadership style. This approach integrates task orientation and human relations orientation in response to realistic demand. It is best described as consultative, interactive, and problem solving approach. The leader sets high standards, recognizes individual differences and uses team management, he is a very good motivator.

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“Gratitude is the key to opening all doors.”

SURESH T S ALPHIN T KALLANY

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