LEADERSHIP

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LEADERSHIP
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LEADERSHIP

• IS DEFINED AS THE ART OR PROCESS OF INFLUENCING
  PEOPLE SO THAT THEY WILL STRIVE WILLINGLY AND
  ENTHUSIASTICALLY TOWARDS THE ACHIEVEMENT OF GROUP
  GOALS.

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INGREDIENTS OF LEADERSHIP

• FOLLOWERSHIP
• POWER
• FUNDAMENTAL UNDERSTANDING OF PEOPLE
• ABILITY TO INSPIRE
• STYLE OF LEADER AND THE CLIMATE HE OR SHE
  DEVELOPS

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PRINCIPLE OF LEADERSHIP

• SINCE PEOPLE TEND TO FOLLOW THOSE WHOM THEY SEE
  AS A MEANS OF SATISFYING THEIR OWN PERSONAL
  GOALS, THE MORE MANAGERS UNDERSTAND WHAT
  MOTIVATES THEIR SUBORDINATES AND HOW THESE
  MOTIVATIONS OPERATE, AND THE MORE THEY REFLECT
  THIS UNDERSTANDING IN CARRYING OUT THEIR
  MANAGERIAL ACTIONS, THE MORE EFFECTIVE LEADERS
  THEY ARE LIKELY TO BE.

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LEADERSHIP

• TRANSFORMATIONAL
• TRANSACTIONAL

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Behavioural approach to leadership..
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1.TRAIT APPROACHES

• LEADERS HAVE VARIOUS TRAITS
• PHYSICAL ( APPEARANCE, HEIGHT ETC)
• INTELLIGENCE AND ABILITY
• PERSONALITY ( ADAPTIBILITY, AGGRESSIVENESS)
• TASK RELATED ( ACHIEVEMENT DRIVE, INITIATIVE)
• SOCIAL ( INTERPERSONAL SKILLS ETC)

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• BUT HOW MUCH OF EACH TRAIT HAS NOT BEEN MENTIONED
  ANYWHERE
• ALSO PEOPLE WHO HAVE THESE TRAITS NEED NOT BE
  LEADERS AND VICE VERSA

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2. LEADERSHIP BEHAVIOUR AND STYLES ( POWER
ORIENTATION)

• AUTOCRATIC-
• - COMMANDS AND EXPECTS
• COMPLIANCE
• - LEADS BY THE ABILITY TO
• WITHHOLD OR GIVE REWARDS

AUTOCRATIC LEADER
FOLLOWER
FOLLOWER
FOLLOWER
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• DEMOCRATIC OR PARTICIPATIVE-
• - CONSULTS SUBORDINATES ON
• PROPOSED ACTIONS
• - ENCOURAGES PARTICIPATION

DEMOCRATIC LEADER
FOLLOWER
FOLLOWER
FOLLOWER
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• FREE REIN-
• - USES HIS POWER VERY LITTLE
• - SUBORDINATES HAVE A HIGH DEGREE OF
  INDEPENDENCE
• - THEY SEE THEMSELVES AS
• FACILITATORS

FREE REIN LEADER
FOLLOWER
FOLLOWER
FOLLOWER
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3. THE MANAGERIAL GRID

• DEVELOPED BY ROBERT BLAKE AND JANE MOUTON
• BASED ON CONCERN FOR PRODUCTION AND CONCERN FOR
  PEOPLE
• FOUR EXTREME STYLES
• - IMPOVERISHED MANAGEMENT ( 1,1)
• - TEAM PLAYERS ( 9,9)
• - COUNTRY CLUB MANAGERS ( 9,1)
• - AUTOCRATIC TASK MANAGERS ( 1,9)

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4
5
7
8
9
1
2
6
3
TEAM PLAYER (9,9)
COUNTRY CLUB MGRS ( 1,9)
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CONCERN FO R P EOPLE
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7
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(5,5)
5
4
3
2
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IMPOVERISHED MGRS ( 1,1)
AUTOCRATIC TASK MGRS(9,1)
CONCERN FOR PRODUCTION
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• IMPOVERISHED - VERY LITTLE CONCERN, MARK TIME,
  FOR ALL INTENTS AND PURPOSES THEY HAVE ABDICATED
  THEIR JOB
• COUNTRY CLUB- CONCERN FOR PEOPLE VERY HIGH,
  PROMOTE AN ENVIRONMENT WHERE EVERYONE IS RELAXED
  AND HAPPY, ENTERPRISE GOALS PUSHED TO BACKGROUND

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• AUTOCRATIC TASK MGRS- CONCERN FOR PRODUCTION
  VERY HIGH, DEVELOP AN EFFICIENT OPERATION
• TEAM MGRS- HIGHEST POSSIBLE DEDICATION TO JOB
  AND PEOPLE, BEST FOR THE ORGANISATION
• (5,5)- MEDIUM CONCERN FOR BOTH ORGANISATION AND
  PEOPLE, THEY OBTAIN ADEQUATE PERFORMANCE AND
  MORALE, NEVER OUTSTANDING

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4. TANNENBAUMS LEADERSHIP AS A CONTINUUM

• CONTINUUM RECOGNISES THAT LEADERSHIP DEPENDS UPON
  SITUATIONS AND PERSONALITIES
• 1 . FORCES OPERATING ON A MANAGERS PERSONALITY,
  i.e. VALUE SYSTEM, CONFIDENCE IN SUBORDINATE,
  FEELINGS OF SECURITY ETC.
• 2. FORCES IN THE SUBORDINATE THAT WILL AFFECT
  MANAGERS BEHAVIOUR
• 3. FORCES IN THE SITUATION i.e. CLIMATE, NATURE
  OF PROBLEM ETC.

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• LEADERSHIP PERFORMANCE DEPENDS THEN AS MUCH ON
  THE ORGANISATION AS IT DEPENDS ON THE LEADERS
  OWN ATTRIBUTES. EXCEPT FOR PERHAPS THE UNUSUAL
  CASE, IT IS SIMPLY NOT MEANINGFUL TO SPEAK OF AN
  EFFECTIVE LEADER OR AN INEFFECTIVE LEADER WE CAN
  ONLY SPEAK OF A LEADER WHO TENDS TO BE EFFECTIVE
  IN ONE SITUATION AND INEFFECTIVE IN ANOTHER. IF
  WE WISH TO INCREASE ORGANISATIONAL AND GROUP
  EFFECTIVENESS, WE MUST LEARN NOT ONLY HOW TO
  TRAIN LEADERS MORE EFFECTIVELY BUT ALSO HOW TO
  BUILD AN ORGANISATIONAL ENVIRONMENT IN WHICH THE
  LEADER CAN PERFORM WELL.

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BASED ON SITUATIONAL APPROACH
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1. FIEDLERS CONTINGENCY MODEL.

• LEADERSHIP STYLES ON TWO PARAMETERS-
• TASK DIRECTED STYLE
• HUMAN RELATIONS STYLE.
• SCORE OF LEAST PREFERRED CO-WORKER(LPC)
• SCORES OF ASSUMED SIMILARITY ( AS)

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SITUATIONAL VARIABLES

• LEADERS POSITION POWER
• TASK STRUCTURE
• LEADER-MEMBER REALTIONS
• RELATION BETWEEN STYLES AND SITUATION

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2. HERSEY-BLANCHARDS SITUATIONAL MODEL

• LEADERSHIP STYLES 4 CATEGORIES
• COMBINING LEADERSHIP STYLES AND MATURITY
• 4 LEADERSHIP STYLES TELLING, SELLING,
  PARTICIPATING AND DELEGATING

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3. PATH- GOAL MODEL

• LEADERSHIP STYLES-
• DIRECTIVE
• SUPPORTIVE
• PARTICIPATIVE
• ACHIEVEMENT ORIENTED
• SITUATIONAL VARIABLES-
• 1.CHARACTERISTICS OF SUBORDINATES
• 2.WORK ENVIRONMENT

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LEADERSHIP DEVELOPMENT
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THE END.