LEADERSHIP

ON THE BASIS OF MANAGERIAL GRID IDENTIFY THE

LEADERSHIP STYLE FOLLOWED BY THE LEADER (MANAGER) IN
AN ORGANIZATION”
A LEADERSHIP STORY :

A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote island to get to
the coast where an estuary provides
a perfect site for a port.
The leaders organise the labour into efficient units and monitor the
distribution and use of capital assets – progress is excellent. The
leaders continue to monitor and evaluate progress, making
adjustments along the way to ensure the progress is maintained and
efficiency increased wherever possible.
Then, one day amidst all the hustle and bustle and activity, one person
climbs up a nearby tree. The person surveys the scene from the top of
the tree.
A LEADERSHIP STORY:

And shouts down to the assembled group below…

“Wrong Way!”

(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

“Management is doing things right, leadership is
doing the right things”
(Warren Bennis and Peter Drucker)
 LEADER
 A leader is defined as:


 A person who establishes a vision, set goals,

motivates people and obtain their
commitment to achieve the goals and realize
the vision.
LEADERSHIP
WHAT IS LEADERSHIP ?
 Leadership is the factor that helps individuals and groups
 to achieve the goal .

 Leadership is a process of influencing people to direct their
 efforts towards the attainment of some particular goal or
 objectives.


 Leadership is a process of encouraging and helping others to

 work enthusiastically towards objectives.


 DEFINITIONS

1. Chester Barnard
 Leadership is the ability of a superior to influence the
behavior of his subordinates and persuade them to follow a
particular course of action.

2. Koontz and O’ Donnel
 Leadership is the ability of a manager to induce
subordinates to work with confidence and zeal.

3. George R. Terry
 Leadership is the activity influencing people to strive
willingly for mutual objectives.


 WHAT IT TAKES TO BE AN
EFFECTIVE LEADER
 Effective leaders influence people to do things the way they want them
 done.


Relationships play a major role in having the desired level of influence over
people.

Therefore leaders constantly attempt to build, maintain and expand their net
work of relationships.

They take the following measures to enhance their relationships and thus
their ability to influence people:


 
 They recognize that individuals differ in their needs, goals and wishes, and
therefore modify their behaviour from one relationship to another
accordingly.


 They encourage people to recognize their hidden talents and capabilities.



 They ignore criticism by opponents on their emphasis on relationships.



 They strive to maintain enthusiasm and energy in all their relationships.

Their high energy levels motivate other people.

TYPES OF LEADERSHIP STYLE
 TYPES OF LEADERSHIP
STYLE
Autocratic:
Leader makes decisions without reference to anyone else

High degree of dependency on the leader

Can create de-motivation and alienation

of staff

May be valuable in some types of business where
decisions need to be made quickly and decisively
 TYPES OF LEADERSHIP STYLE

Democratic:

Encourages decision making

from different perspectives – leadership may be
emphasised throughout
the organisation
Consultative: process of consultation before
decisions are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct
 TYPES OF LEADERSHIP STYLE
Democratic:

May help motivation and involvement

Workers feel ownership of the firm and its ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making

 Types of Leadership Style

Laissez-Faire:

‘Let it be’ – the leadership responsibilities
are ashared by all
Can be very useful in businesses
where creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations

 TYPES OF LEADERSHIP STYLE

Paternalistic:

Leader acts as a ‘father figure’

Paternalistic leader makes decision but may
consult
Believes in the need to support staff
CHANGE LEADERSHIP
 CHANGE LEADERSHIP

The most challenging aspect of business is leading

and managing change
The business environment is subject to fast-paced
economic and social change
Modern business must adapt
and be flexible to survive
Problems in leading change stem mainly from
human resource management
 CHANGE LEADERSHIP


Leaders need to be aware of how change
impacts on workers:

Series of self-esteem states identified by Adams

et al and cited by Garrett
 Change Leadership
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THEORIES OF LEADERSHIP
 THEORIES OF LEADERSHIP
 Trait theories:


 Is there a set of characteristics that determine a

good leader?
 Personality?
 Dominance and personal presence?
 Charisma?
 Self confidence?
 Achievement?
 Ability to formulate a clear vision?

 THEORIES OF LEADERSHIP
 Trait theories:


 Are such characteristics inherently gender

biased?

 Do such characteristics produce good leaders?

 Is leadership more than just bringing about
change?

 Does this imply that leaders are born not bred?
 THEORIES OF LEADERSHIP
 Behavioural:


 Imply that leaders can be trained – focus on the

way of doing things
 Structure based behavioural theories – focus on the
leader instituting structures – task orientated
 Relationship based behavioural theories – focus on
the development and maintenance of relationships
– process orientated
 THEORIES OF LEADERSHIP
 Contingency Theories:


 Leadership as being more flexible – different

leadership styles used at different times
depending on the circumstance.
 Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts
Factors Affecting Style
 FACTORS AFFECTING STYLE
 Leadership style may be dependent on various
factors:

 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?
  STUDY OF


 LEADERSHIP STYLE


 ON THE BASIS OF


 MANAGERIAL GRID
 INTRODUCTION
Blake and Mouton developed a two- dimensional matrix model of
leadership .

The model consists of nine rows and columns.

The rows represent the leader’s concern for production , while the
columns represent the concern for people.

Blake and Mouton found five intersection points in the model :-

1,1
1,9
9,1
5,5 &
9,9
SCOPE OF THE STUDY
 

 The study was conducted on the employees of



 RELIANCE COMMUNICATIONS,
 BIRLA SUN LIFE INSURANCE COMPANY LTD.,
 ICICI PRUDENTIAL LIFE INSURANCE LTD.,
 BAJAJ ALLIANZ GENERAL INSURANCE CO. LTD.
 SCHEDULE
Below is a list of statements about leadership behaviour. Read each one
carefully, then, using the following scale, decide the extent to which it

actually applies to you.

For best results, answer as truthfully as possible.

 never sometimes always

 0 1 2 3 4 5
 Your Manager


1. _______ encourage his/her team to participate when it comes decision

making time and try to implement their ideas and suggestions.
2.
3. _______ Nothing is more important than accomplishing a goal or task.
4.
5. _______ he/she closely monitor the schedule to ensure a task or project
will be completed in time.
6.
7. _______ he/she enjoy coaching people on new tasks and procedures.
8.
9. _______ The more challenging a task is, the more he/she enjoy it.
10.
11. _______ he/she encourage his/her employees to be creative about their
job.
12.
13.______ When seeing a complex task through to completion, he/she
ensure that every detail is accounted for him/here.
14.
8.
9. _______ he/she find it easy to carry out several
complicated tasks at the same time.
10.
11._______ he/she enjoy reading articles, books, and
journals about training, leadership, and psychology;
and then putting what he/she have read into action.
12.
13._______ When correcting mistakes, he/she do not worry
about jeopardizing relationships.
14.
15._______ he/she manage his/her time very efficiently.
16.
17.______ he/she enjoy explaining the intricacies and
details of a complex task or project to his/her
employees.  
13._______ Breaking large projects into small manageable tasks is second
nature to him/her.
14.
15._______ Nothing is more important than building a great team for
him/her.
16.
17._______ he/she enjoy analyzing problems.
18.
19._______ he/she honour other people's boundaries.
20.
21._______ Counselling his/her employees to improve their performance
or behaviour is second nature to him/her.
22.
23._______ he/she enjoy reading articles, books, and trade journals about
his/her profession; and then implementing the new procedures
he/she have learned.
24.
  SCORING SECTION


After completing the schedule, transfer your answers to the spaces

below:


People Task
 Question Question
1.______
 2.______
4.______
 3.______
6.______
 5.______
9.______
 7.______
10.______
 8.______
12.______
 11.______
14.______
 13.______
16.______
 15.______
17.______
 18.______
TOTAL ______ X 0.2(GIVEN) ________
 TOTAL _____ X 0.2(GIVEN)= _____

RELIANCE COMMUNICATIONS
BIRLA SUN LIFE
BAJAJ ALLIANZE
ICICI PRUDENTIAL


 THANK YOU