Академический Документы
Профессиональный Документы
Культура Документы
LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good
leaders?
How leaders adapt their behavior to each
situation?
Skills essential for effective leadership?
How leaders use power & influence?
CONCEPT
NATURE OF LEADERSHIP
WHAT DO LEADERS DO?
HUMAN
TECHNICAL
QUALITIES OF A GOOD LEADER
ENERGY =FLEXIBILITY OF MIND
EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
WHAT MAKES A LEADER?
Leadership through PERSONALITY & BEHAVIOR
Leadership through PERFORMANCE
SITUATIONAL LEADERHIP
Leadership through SUBORDINATE RELATIONSHIPS
Leadership through DECISION MAKING
Leadership through CONTACT
Leadership through POWER
Leadership through VISION
Leadership through INFLUENCE
7
TRUSTWORTHINESS TOPS THE LIST
“INTEGRITY IS HONESTYCARRIED
THROUGH THE FIBRES OF THE BEING
AND THE WHOLE MIND, INTO THOUGHT
AS WELL AS INTO ACTION SO THAT THE
PERSON IS COMPLETE IN HONESTY.
THAT KIND OF INTEGRITY I PUT ABOVE
ALL ELSE AS AN ESSENTIAL OF
LEADERSHIP”-Pearl.S. Buck, winner of
1938 Nobel Prize for literature
What Is Leadership?
management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
LEADERSHIP is different from
management
Leadership complements management; it
doesn't replace it.
Management is about coping with
complexity-Leadership is about coping
with change
Management involves planning &
budgeting,organizing & staffing;
Leadership is about setting direction &
aligning people
LEADERSHIP is different from
management
leadership
Sociability
BEHAVIORAL DIMENSIONS OF
LEADERSHIP
Behavioral Theories
•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
BEHAVIOR THEORIES
EXPLAINS REASONS & CAUSES OF
EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL QUALITIES
COULD BE ATTRIBUTED TO
LEADERSHIP
LEADERSHIP CAN BE TAUGHT
LEADERSHIP BEHAVIOR vs TRAITS
EXHIBIT 11-1
Scandinavian Studies
RELATIONSHIP BETWEEN
MANAGERIAL GRID (MG) THEORY,
Theory X and OHIO State(OS) theory
Incompetent Autocrat
Participative
Free Rein
Leadership as a continuum
Autocratic Free Rein
Use of Authority by
manager
Area of freedom for subordinates
Motivation
Communication
Interaction-
Influence
Decision making
Goal Setting&
Control process
Tri Dimensional Grid
Task Orientation
Relationship Orientation
Effectiveness
CONTINGENCY OR
SITUATIONAL LEADERSHIP
SITUATIONAL OR CONTINGENCY
APPROACH
FIEDLER’S CONTINGENCY MODEL-
Influence through Structure & Power
GRAEN’S LEADERSHIP-MEMBER
EXCHANGE THEORY-Subordinate
THEORY-
relationship
SITUATIONAL OR CONTINGENCY
APPROACH
DANSERAU,GRAEN & HAGA’S LEADER-MEMBER
EXCHANGE THEORY- Leadership & Subordinate
relationship
IMPACT THEORY-Organizational
THEORY- climate
Contingency Theories: Fiedler’s Model
FIEDLER’S CONTINGENCY MODEL
TASK ORIENTED
HUMAN RELATIONS
ORIENTED
FAVOURABLE
VERY
VERY
UNFAVOURABLE UNFAVOURABLE FAVOURABLE
e ss
n gn
illi
w
nd
y a
i lit
: ab
e ss
d in
a
r re
w e
llo
Fo
Leader: decreasing need for support and supervision
Leader–Member Exchange
Theory
DANSERAU,GRAEN & HAGA’S LEADER-MEMBER
EXCHANGE THEORY- Leadership & Subordinate
relationship
BEHAVIORAL SITUATION
LEADERSHIP STYLE
6 LEADERSHIP STYLES
INFORMATIONAL
MAGNETIC
POSITION
AFFILIATION
COERCIVE
TACTICAL
EACH STYLE APPLICABLE IN A PARTICULAR
SITUATION OR ORG CLIMATE
Comparison of IMPACT styles & bases
of power
IMPACT STYLE BASES OF POWER
Informational Expert
Magnetic Referent
Position Legitimate
Affiliation
Coercive Coercive/ Reward
Tactical
Situational Applicability of IMPACT styles
IMPACT SITUATIONAL CHARACTERISTICS
STYLE APPLICABILITY
Information Climate of Lack of Information
al Ignorance Low morale-lead through
Magnetic Climate of Despair energy & optimism
Position Climate of People unsure of action
Affiliation Instability Insecure-people orientation
Controlling reward/punishment
Coercive Climate of Anxiety
Tactical Climate of Crisis
Change unfreezing
Climate of
Disorganization process
APPROACH TO LEADERSHIP
FUNCTIONAL APPROACH
OHIO-MAINTENANCE OF MEMBERSHIP, OBJECTIVE
ATTAINMENT, GROUP FACILITATION
PRIMARY & ACCESSORY FUNCTIONS
PRIMARY-EXECUTIVE, PLANNER, POLICY MAKER,
EXPERT,EXTERNAL GROUP, REPRESENTATIVE, REWARD
& PUNISHMENTS, ARBITRATOR & MEDIATOR
ACCESSORY-EXEMPLER, IDEOLOGIST, FATHER FIGURE,
SCAPEGOAT, SUBSTITUTE FOR INDIVIDUAL
RESPONSIBILITY
INTERACTIONIST APPROACH
LEADER-SUBORDINATE RELATIONSHIP
FOCUS ON HUMAN ASPECTS OF
SUBORDINATES
SUPERVISORY ROLE
ROLES OF A LEADER
GROUP TASK ROLES- INITIATOR,
INFORMATION SEEKER, OPINION GIVER, ELABORATOR,
COORDINATOR, ORIENTER, EVALUATOR-CRITIC,
ENERFGISER,PROCEDURAL TECHNICIAN, RECORDER
GROUP BUILDING & MAINTENANCE
ROLES- ENCOURAGER, HARMONISER, COMPROMISER,
GATEKEEPER & EXPEDITER, STANDARD SETTER, GROUP
OBSERVER, FOLLOWER
BUREAUCRAT
AUTOCRAT
DIPLOMAT
EXPERT
QUARTER BACK
CLASSIFICATION OF A LEADER
PERSONAL LEADERSHIP
IMPERSONAL LEADERSHIP
FUNCTIONAL LEADERSHIP
PATERNALISTIC LEADERSHIP
TYPES OF LEADERSHIP
DIRECTIVE - INITIATES REWARDS & PENALITIES,
MORALE LOW, NO LEADERSHIP DEVELOPED AMONG THEM
PARTICIPATIVE-
ORGANISATIONAL
LEADERSHIP
CHARISMATIC
TRANSFORMATIONAL
TRANSACTIONAL
VISIONARY
STRATEGIC
STEWARDSHIP & SERVANT
CHARACTERISTICS OF
CHARISMATIC LEADERS
VISIONARY
SUPERB COMMUNICATION SKILLS
SELF CONFIDENCE & MORAL CONVICTION
ABILITY TO INSPIRE TRUST
HIGH RISK ORIENTATION
HIGH ENERGY & ACTION ORIENTATION
RELATIONAL POWER BASE
MINIMUM INTERNAL CONFLICT
ENPOWERING OTHERS
SELF PROMOTING PERSONALITY
PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF
THE SITUATION
PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
TRANSFORMATIONAL LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF
THE SITUATION
Evaluation & implication of
Charismatic Leadership
Response through feelings &
emotions towards leaders Not very effective
Not a rational predictive in transformational
process but a collective social
process , change process
Irrespective of leader's own or conflicting
accomplishment
Not necessarily dyadic situations etc
relationship but more a social
identification process
where shared
leadership more
effective
TRANSFORMATIONAL LEADERSHIP
PROCESS OF PROVIDING
INPIRATION NECESSARY TO
CREATE AND IMPLEMENT A VISION ,
MISSION & STRATEGIES TO
ACHIEVE & SUSTAIN
ORGANIZATIONAL OBJECTIVES
STRATEGIC LEADERSHIP
FRAMEWORK
Analyze external Analyze internal
environment environment
Vision
Mission
Implement Strategy
Strategic Competitiveness
Above Average Returns
FUNCTIONS OF STRATEGIC
LEADERSHIP
Achieving
Common
TASKS
Building &
Motivating &
Maintaining
developing
TEAM
INDIVIDUAL
CHARACTERISTICS OF A
STRATEGIC LEADER
INTELLIGENCE
IMAGINATION
HUMILITY
WISDOM
CHARACTER
FUNCIONS OF STRATEIC
LEADER
PROVIDING DIRECTION
GETTING STRATEGY& POLICY RIGHT
MAKING IT HAPPEN
ORGANIZING&/OR REORGANIZING
RELEASING CORPORATE SPIRIT
RELATING TO ORG & OTHER ORG
DEVELOPING TOMORROW’S LEADERS
STEWARDSHIP& SERVANT
LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS &
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY
FRAMEWORK FOR STEWARDSHIP
Stewardship
Reward
Assumption Decentralization
FRAMEWORK FOR SERVANT
LEADERSHIP
Helping others discover their inner
spirit
Earning and keeping others trust
Service over self interest
Effective listening
GUIDELINES TO SERVANT
LEADERSHIP
Service to others over Teamwork
self interest Orientation
Servant leadership
Consolidate gains,create
greater change
LEADERSHIP STYLE
LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP
Where are you?
Mastered the skills?
Are you a high self- monitor?
Are you high on both task & person
orientation
What is your Leadership motive pattern?
N-Ach, Aff, Power?
Are you emotionally stable?
Do you have the personality & skill to be a
transformational Leader
INSTITUTIONALISING A LEADERSHIP-
CENTRED CULTURE IS THE ULTIMATE
ACT OF LEADERSHIP
IDEAL WAY TO DEVELOP LEADERSHIP
HUMAN
TECHNICAL
QUALITIES OF A GOOD LEADER
ENERGY =FLEXIBILITY OF MIND
EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP
INSTITUTIONALISING A LEADERSHIP-
CENTRED CULTURE IS THE ULTIMATE
ACT OF LEADERSHIP
IDEAL WAY TO DEVELOP LEADERSHIP