leadership

Abhay jain



LEADERSHIP
 CONTENT
• WHAT IS LEADERSHIP
• DEFINITION
• FEATURES
• MANAGERS V/S LEADER
• TYPES OF LEADERS
• THEORIES OF LEADERSHIP
 I. PERSONALITY
 a. GREAT-MAN
 b. TRAIT THEORY

II. BEHAVIOURAL APPROACH
 a. LEADERSHIP AS A CONTINUUM
 b. MANAGERIAL GRID
 c. LIKERTS MANAGEMENT SYSTEM
 d. OHIO STATE STUDIES
 e. MICHIGAN UNIVERSITY STUDIES


III. SITUATIONAL & CONTINGENCY APPROACH

 a. FIEDLERS CONTINGENCY MODEL
 b. HURSEY & BLANCHARDS SITUATIONAL MODEL


• CASE STUDY

 What is leadership
• Leadership is the process of
influencing the behavior of other to
work willingly and enthusiastically
for achieving predetermined goals
•
 Functions

• Determination of goals
• Motivation
• Boosts morale
• Creates confidence
• Develop team spirit
• Transforms potential into reality
• Development and use of human resource
• Facilitates changes
• Ensure survival and success of the enterprise
• Create work environment
• Maintain order and discipline
• Resolve conflicts

 Leadership & management

 TYPES OF LEADERS
• Autocratic style
(Authoritarian, Directive, Monothetic

style)
• Democratic style
(Participative, Consultative,

Ideographic)
• Free-rein style
(laissez-faire style)

• Paternalistic style
 Autocratic style
• Manager centralizes decision-
making power of himself.
• Structure the complete situations for
his employees and they do what
they are told.
• Quick decision making.
• Beneficial for less competent people
as no planning is involved.
• Employees may feel frustrated, As
morale go down & lack of
motivation.
• More dependence on leader as future
leaders are not allowed to develop.


TYPES


 Strict autocrat (eg: impose penalty)

 Benevolent (eg: positive motivation)
 Incomplete autocrat
•
 Democratic style
• He shows concern for his employees
and thereby gains their respect.
• He defines the objectives for the group
and gives its members some freedom
for performance with in the standards
laid down by him.
• He places emphasis on results rather
than action.
• His philosophy is “it
is not always how
a job is rather than the job has to
 Free-rein style
• Free-rein means giving complete
freedom to subordinates.
• In this style, manager once determines
policy, programmes and limitations
for action and the entrie process is
left to subordinates.
• Group members performs everthings
and the manager usually maintains
contacts with outsiders.
• It helps subordinates to develop
independent personality.
 Paternalistic style
• In this type of leadership, the leader
assumes that his functions is paternal
or fatherly.
• His attitude is that of treating the
relationship between the leader and
his group as that of family with the
leader as the head of family.
• He provides them with good working
conditions fringe benefits and
employee services.
• This style has been successful in JAPAN
Theories of
leadership
 Personality theories
• GREATMAN THEORY
• TRAIT THEORY
 Behavioural theories
• Behavioural theory of leadership
emphasizes that strong leadership is
the result of effective role behaviour.
• Leadership is shown by a persons acts
more than by his traits.
• To operate more efficiently, group must
perform 2 functions
I. TASK RELATED FUNCTION
II. GROUP MAINTENANCE FUNCTIONS

Those who perform both functions effectively
can be an effective leader
 MANAGERIAL GRID
• One of the most widely- known
approaches of leadership style is
the managerial grid developed by
BLAKE & MOUTON.
• They emphasise that leadership style
consists of two factor of both task
related and relation- oriented
behaviour in varying degrees.



I. Concern for production: It means the
attitudes of superiors towards a
variety of things, such as quality
of decisions, procedures &
processes, work efficiently, and
volume of output.
II.Concern for people: It includes
degree of personal commitment.
1,1 IMPOVERISHED

1,9 COUNTRY CLUB

9,1 TASK
5,5 MIDDLE ROAD
9,9 TEAM
 BLAKE & MOUTON HAVE DESCRIBED THE FIVE STYLES

1,1- Exertion of minimum effort is required

to get work done and sustain
organisational morale, & attitude of leader
is laissez-faire style.
1,9- Thoughtful attention to needs of people

leads to a friendly & comfortable

organisational atmosphere. & attitude of
leader is democratic.
9,1-Efficiently result from arranging work in

such a way that human element have little

effect. & attitude of leader is autocratic.

5,5- Adequate performance through
balance of work requirements and
maintaining satisfactory morale. &
attitude of leader is practical in nature.
9,9- Work accomplished is from

committed people with

interdependence through a common
stake in organisational purpose & with
trust & nature, here leader is mature as
well as ideal.
• It helps him to select some alternative
styles that may be available to him,
however it does not tell why a
manager fails in one part or the other
 LIKETRTS MANAGEMENT SYSTEM
• Rensis likert and his associates of
university of Michigan, USA, have
studied the patterns are styles of
managers.


• In this management system, likert

has taken 7 variables of different
management systems
 Leadership as a continuum
• Tannenbaum & Schmidt had given
LEADERSHIP AS A CONTINUUM.
• T &Shave given a broad range of style
on continuum moving from
authoritarian leadership at one end to
free rein behavior at the other end.
• Each type of action represent the
degree of authority used by a leader
and the degree of freedom which
subordinate enjoy in relationship to
his superior.
• Which behaviour manager should
adopt depends on 3 factor:
I. Forces in manager
II.Forces in subordinates
III.Forces in the situation.
• Therefore a successful leader is one
who is aware of those forces which
are more relevant to his behaviour
at any given time.
Autocratic
free - rein
 Ohio state studies
• In 1945 a group of researchers at
Ohio State university began
investigation of leadership.
• O S L was the isolation of two
dimensions of leadership behaviour
as consideration and initiating
structure.
• These two dimensions were used to
describe leadership behaviour in
the organization.
•
• This refers to the extent to which a leader
cares for the subordinates, respects
their ideas and feelings and establishes
work relations which are characteristics
by mutual trust and respect.

• The studies revealed that the people who

scores high on both the dimensions
initiating structure and consideration –
were able to achieve higher levels of
performance as well as job satisfaction
compared to these who scored low on
• A high structure scores indicates that
leader structure their role and
those of subordinates towards the
attainment of goal.
• A low consideration score indicates
that leaders are more impersonal in
their dealings with subordinates.

C (High)
O
N
S
I
D
E
R
A
T
I
O
N

(Low)

(Low) (High)
I N I T I A T I N G S T R U C T U R E
 MICHIGAN UNIVERSITY STUDIES
M ich ig a n stu d ie s a n d O h io stu d ie s h a d

th e sa m e g o a ls i.e. To locate

behavioural of leader that appeared
to be related to performance

effectiveness.

Leadership behaviors could be
categorized along two dimensions:
employee-oriented and production-
oriented.


 Twelve high-low productivity pairs of
section were selected and kept
under observation at the Prudential
Insurance Company.
 Employee-oriented dimension
emphasizes the importance of inter –
personal relations. Leaders who
score high on this dimension take a
personal interest in their
subordinates’ needs and accept
individual differences among
members. It was observed that the



C JOB ORIENTED
O H IG
EMPLOYEE ORIENTED
N H
 D
S

I JOB ORIENTED
A

D OHIO STATE STUDIES HIGH
E
R C
A
T B
I
O LO
N W
LO W H IG H

IN IT IA T IN G S T R U C T U R E
• Individual A: high consideration, low
structure
• Individual b: low consideration,
medium structure.
• Individual C: low consideration, high
structure
• Individual D: high consideration high
structure.
 HERSEY- BLANCHARDS SITUATIONAL MODEL
• Hersey- Blanchard's said that the
leader has to match his leadership
style according to the need of
maturity of subordinates which
moves in stage and has a cycle.
• This theory is also known as life cycle
theory of leadership.
• There were basic two consideration
in this model
I. Leadership style

II. Subordinates maturity.


I. Leadership style
(Relationship behaviour & Task

behaviour)
II. Subordinates maturity

(la & lw=low maturity; la & hw=low to

moderate maturity; ha &lw= high to

moderate maturity; ha & hw= high
maturity)
• Combining leadership style &
maturity
We get 4 leadership style
 H IG H

RELATIONSHIP BEHAVIOUR

LO W

LO H IG H
W TASK BEHAVIOUR
 COMBINING LEADERSHIP STYLE & MATURITY


 HIGH

PARTICIPATING SELLING


 DELEGATING TE
LOW


 LOW

HIGH
HIGH


LOW

 FIEDLERS CONTINGENCY MODEL
• This model is based on situation.
• In this model leadership style
depends on their matching with
situational requirement .
• This model consists of three
elements:
 I. leadership style
 II. Situational variables
 III. Interrelationship



• Leadership style: FIEDLER has
identified leadership style on two
dimensions:
a. Task directed style
b. Human relation style
FIEDLER

used two type of sources to
measure the style adopted by a
leader
a. Least preferred co-workers(LPC)
b. Assumed similarity(AS)
• Situational variables
a. Leaders position power
b. Task structure
 LEADER MEMBER
RELATIONSHIP

TASK
STRUCTURE

POSITION
POWER

VERY FAVOURABLE VERY UNFAVOURABLE

 • Interrelationship style &
situation
Fielder said that the effectiveness of

leadership style depend on the

situation.
a.Task directed leadership style
b.Human-relation oriented leadership style.
S ty le o f
le a d e rsh ip

Ta sk 0
d ire cte d

H u m a n re la tio n

V e ry fa v o u ra b le+ 0 _ V e ry
u n fa v o u ra b le
•
•


 Lessons On leadership
 -the lagaan way-

 Think of problems as opportunities.

• Captain Russell's challenge to

bhuvanto play the cricket match
was taken up by bhuvanas an
opportunity to bring happiness into
the lives of village.



 Dream big and define the
goal
• Bhuvan accepting the challenge to
play the cricket match, as winning
it meant 3years of “TAX FREE
”happiness but he didn’t just dream
“BIG”, he also made a strategy and
plan of action to win the match. He
than put it before eyes of those,
whose involvement was of
importance in the match.
 Put community before
self
• Bhuvan didn’t dream big for himself,
he dreamt for the good of his
village folk.
 not once did this man of character
put his self-interest before that of
others.
 it was this that made him win the
support of his villagers…….
 after some initial resistance.

 Be determined in face of opposition

• Right from the start when the entire

village opposes bhuvans having taken
up the challenge to the time when the
rest of his team refuses to play
because he wants to take in an
untouchable in the team
• we face this situation many times in our
organizations. Many time we give up
and accept what we feel is perhaps a
lesser decision . It is at time like these
that we need to speak up as long as
we know we are fighting for the right
issue, and not against an individual.
 give examples to enhance understanding

• Bhuvan simplified the challenge of

learning cricket by portraying is as
something similar to “GILLI DANDA”
 analogies have that effect and can
be powerful in helping team the
seemingly difficult.
 As manager and leaders, we too
have this task of motivating the team
members to take up the challenges
in the projects
 Make a beginning

• Bhuvan did not wait to start. He

didn’t see around he made bat and
a ball, and got the kid interested
and started.
• Only when we close the door behind
us,
 we will see the doors in front start

opening.
 Small victories are important at the start

• Bhuvan hitting the ball for the first

time in full public view and creating
a felling of participation among
them.
• When starting any project it is
important to have small wins at the
start to motivate the team.
 Building the team

• Building the team is like recruitment

one need to select the right people
and motivate them.
• He understands the pressure and the
soft points of people and uses this
knowledge to make them part of
his team.
• Each one of them member is treated
as special, as being different.

 Allocating role

• Bhuvan also assigns responsibilities

to each of his people.
• Just getting the people in the team is
not good enough.
• They have to be told what the goal is
,
• A team consists of different
individuals.
 the objectives is to make all the
work together like a fist, like a team.
 Support the team members

• Bhuvan backs his team members to

the hilt, even when they make
mistake.
• It is indeed important in any team
that the captain backs the right
person, at the right time, for the
right job.
 Passion to play

• Bhuvan and his team members

played for the hopes &aspirations
of their villagers.
it was their passion that made all the

difference.
• As leaders we have to be careful of
what we say and do, for the
slightest sign of weakness can get
magnified within the team.
•
 Lead from the front
• Never give up …. That was bhuvans
winning mantra. This attitude of his
also enabled him to give his best
shot even at the last ball and thus
win the match
• In sport, in business and in life………
always be alert, because you never
know when opportunity may knock
on your doors.
 Overconfidence destroys
• Captain russell and his team members
thought that the match would be a
cake for them because they had lot of
good experience.
• But was here that they committed a
mistake, they were overconfident and
overlooked the ability of the enemy
and this is what made them lose the
match.
• Anyone can take a lesson from here to
never overestimate oneself and
 Train and practice
• There are no shortcut to physical and
mental fitness. Bhuvan and his
team strongly beliviedit and never
compromised on it.
•
• There is only one mantra :
 to be well trained and have good
enough practice……… which is
 HARD WORK!!!!!!
 CELEBRATE SMALL WINS
• Small celebration help in motivating
and encouraging the team. It also
helps to lift the sprits of team
members this well projected by
bhuvan team.
• ever wondered how many of us
actually celebrate small win in our
workplace?

 Never give up
• Even the last ball of the match was
played with hope. 5 runs to win out of
1 ball, but bhuvan played it great
expectation as through it could win
the match for the team and that is
exactly what happened.
 he never gave up on his ability and
this is what made him win the match.
• In sport. in life or in business always be
alert and keep giving your best to
situations, because you never know
when opportunity strikes.
 Make the best of limited
resources

• Bhuvanmade the best out of his

limited resources. The tools for the
game were all made by the village
folk and were out of the best that
they could lay their hands on.


• As entrepreneurs we too must be

innovative.
 the focus should be on getting the
work done
 Take the unexpected in your
stride

• One after the other all the good

batsman in bhuvan team fell, but
he did not lose heart, he played on
his best shot and gave the team its
victory.
•
• Similarly, one should not look at
defeats on the path as setbacks.
One has to learn to take the
unexpected in ones stride and
 Faith in god
• The mantra helped bhuvan,…………..
•
• When everything else seems lost,
god shows the way….. Of course,
as long as you are on the right side.