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Purpose of leadership
What is leadership?

I used to think that running an

organization was equivalent to
conducting a symphony orchestra. But
I don't think that's quite it; it's more

One among the dozens of definitions

Focus of group process.
A matter of personality.
Exercise of influence.
Form of persuasion.
Instrument to achieve goals.

Leader
Manager
Innovates
An original
Develops
Focuses on people
Inspires trust
Long range perspective
Asks what and why
Eye on horizon
Originates
Challenges the status quo
Own person
Does the right thing

v/s
Administers
A copy
Maintains
Focuses on systems and

structures
Relies on control
Short range view
Asks how and when
Eye on bottom line
Imitates
Accepts the status quo
Classic good soldiers
Does things right

Theories
Trait or Great Man Theory
Theories of Emergent Leadership
Leadership styles
Psychodynamic theory or the Leader

Member Exchange (LMX)

Contingency and situational leadership
New leadership theories.
Strategic leadership and pragmatic
leadership

Deloitte and Touche

study
Ability to make difficult decisions.
Ability to lead a company during crisis.
Trustworthiness.
Honesty
Intelligence and brains.

Trait theory Traits of CEOs

Integrity, maturity and energy.
Business acumen (understanding of business and profit

orientation).
People acumen (judging people, teams, coaching, growing people
and cutting losses due to mismatch between people and jobs.
Organizing acumen (sharing information, creating trust, listening
expertly, diagnosing underperformance, delivering commitment,
change orientation and being both decisive and incisive).
Curiosity, intellectual capacity and a global mindset or being
externally oriented for knowledge, adept in connecting
developments and spotting patterns).
Superior judgment
A high appetite for accomplishment of results.
A powerful motivation to grow and convert learning into practice

Emergent leaders
Emergent leaders are leaders who emerge for a

reason e.g. Gandhi, Nelson Mandela, Anna Hazare

or even Ms Mayavati.
They emerge because there is a large number of

followers with a deep desire and these leaders take

the responsibility of serving the people by leading
them.
Emergent leaders are servants of the people whom

they lead but they do it not through servitude but

through leading.

Styles
Dimension 1:

Authoritarian, democratic or
laissez-faire i.e. style (largely taken from
military literature)

Dimension 2: Task v/s interpersonal

orientation (largely taken from Michigan and

Ohio studies).

Orientation
TASK ORIENTATION
Disseminates information
Ignores the positions, ideas and

feelings of others
Engages in rigid, stylized
communication
Interrupts others
Makes demands
Focuses on facts, data and
information as they relate to
tasks
Emphasizes productivity through
the acquisition of technical skills
Most of the time communicates
in writing
Maintains a closed door policy

INTERPERSONAL ORIENTATION
Solicits opinions
Recognizes the positions, ideas,
and feelings of others
Engages in flexible, open
communication
Listens carefully to others
Makes requests
Focuses on feelings, emotions,
and attitudes as they relate to
personal needs
Emphasizes productivity through
the acquisition of personal skills
Most often communicates orally
Maintains an open door policy

Concern for people

Country Club Leadership

High People/Low Production
(1,9)

Middle-of-the-Road Leadership
Medium Production/Medium
People (5,5)

II

impoverished Leadership
Low Production/Low People
(1,1)

Low

High

Team Leadership High

Production/High People (9,9)

Low

Produce or Perish Leadership

High Production/Low People
(9,1)
Concern for Task/Production

High

Team leadership High, high

Pinnacle of managerial style.
Employees are involved in understanding
Organizational purpose and determining production needs.
Committed.
Their need and production need coincide.
This creates a team environment based on trust and
respect, which leads to high satisfaction and motivation and,
as a result, high production.

Produce of perish
Also known as Authoritarian or Compliance Leaders.
Employees are simply a means to an end.
Employee needs are always secondary to the need for
efficient and productive workplaces.
Very autocratic, has strict work rules, policies, and
procedures, and views punishment as the most effective
means to motivate employees

Country club High people,

low production
People first and always.
As long as team members are happy and secure then

they will work hard.

What tends to result is a work environment that is very

relaxed and fun but where production suffers due to lack

of direction and control.

Impoverished
This leader is mostly ineffective.
He/she has neither a high regard for creating systems for
getting the job done, nor for creating a work environment
that is satisfying and motivating.
The result is a place of disorganization, dissatisfaction and
disharmony.

Middle path Not so ideal

This style seems to be a balance of the two

competing concerns.
It may at first appear to be an ideal compromise.

Therein lies the problem, though: When you

compromise, you necessarily give away a bit of
each concern so that neither production nor
people needs are fully met.
Leaders who use this style settle for average

performance and often believe that this is the

most anyone can

Bass Model
Directive Style or Telling.
Negotiating or Selling . Here you negotiate with the

subordinates, give them incentives, creates alliances, release

information that suits your interests, maintains distance,
encourages subordinates to compete and in general sells the
decision to them.
Consultative . Telling after discussing.
Participative. Here you discuss and analyze the problems with

them and reach a consensus. The decision responsibility is

collective.
Delegating. You describe the problem or need and the

conditions that have to be met and you make suggestions but

you leave it to them to decide what to do and how to do.

Action Centered Leadership (ACL)

Team

Task

Indl

Effective
leaders
address
needs at
three levels
i.e. task,
team and
individual.
Greater the
congruence
among these,
greater will

Shortcomings of style theories

Situation or contingencies ignored.
Does not account for the behavior of the middle level leaders

(those who communicate to the lower level the vision created

by the top echelons).
Does not address the issue of values.
Informal relation and its impact ignored.
Notwithstanding these, recent studies have indicated strong

relationship between initiating structure and people and

leadership.
Excellent framework to understand leadership.

LMX theory
Style theories highlight only two entities i.e.

the leader and the follower.

The individual is not given any significance.
LMX - the leader and each follower is

perceived as a dyad.

Contingency theories
Fielders contingency model.
FCM postulates that the leaders effectiveness

is based on situational contingency which is

a result of interaction of two factors i.e.
Leadership style and
Situational Favorableness

LPC
Unfriendly
Discouragin
g
Uncooperati
ve
Hostile
Unthoughtfu
l
Guarded

1 2 3 4 5 6 7 8 Friendly
1 2 3 4 5 6 7 8 Encouraging
1 2 3 4 5 6 7 8 Cooperative
1 2 3 4 5 6 7 8 Supportive
1 2 3 4 5 6 7 8 Thoughtful
1 2 3 4 5 6 7 8 Open
1 2 3 4 5 6 7 8

LPC
People who are relationship oriented tend to describe their

LPC in a more positive manner e.g., they will describe the

person high in unfriendly or hostile factor in the example
given above and they will receive higher LPC scores.
People who are task oriented on the other hand will tend

to rate their LPC in a more negative manner and will

receive lower LPC.
Hence the LPC scale is not really measuring the LPC but

the person who takes the test and about his/her

orientation type

Path-Goal
From the expectancy model of motivation.
Follower, the follower expects something and the leader is

able to fulfill it by defining it as a goal, means to achieve the

goal, removing obstacles to achieving it etc.
The expectation of the follower met by the leader
Leader must correctly identify the reward that is expected and

promise him or her that.

Thus leadership effectiveness is contingent upon the promised

reward and creating a smooth way to achieve that reward.

Path Goal brings in a high degree of individual need.

Full range model Bass

Laissez-faire. US president Calvin Coolidge,

who is reputed for sleeping 16 hours a day or

Louis XVI known for tinkering with clocks
rather than attending to the affairs of the
state.
Transactional Leadership.
Transformational

Transactional
Transactional Leadership.
Achieving task is the focus here.
Fit for typical manager.
In management by exception.
Sets objective and standards.
Passive Form - Waits for problems and then correct.
Active - In the active form, checks and takes action in
advance.
In contingent reward.
Akin to LMX. Uses rewards subject to achieving results.

Transformational (TL)
Components:
Idealized Influence.
Inspirational Motivation.
Intellectual Stimulation.
Individualized Consideration.

Idealized Influence
Building confidence, trust.
Role model through setting examples.
Admired, respected and trusted.
Hence create radial change
Followers question less they are sure of the

virtues.
Linked to charisma and is an inherent part of TL.
Lee Iacocca taking over the ailing Chrysler
corporation in 1970s or Anna Hazare demanding
a Lokpal.

Inspirational motivation
Linked to Idealized influence.
Charisma leads to motivating the individual but

inspiration leads to motivation of the entire

organization to follow a new idea.
TL make clear an appealing view of the future, offer
followers the opportunity to see meaning in their work
and challenge them with high standards.
Followers become part of the organization.
Motivational speeches, conversations and other public
displays of optimism and enthusiasm highlighting the
positive outcomes stimulate teamwork.
Martin Luther King, Gandhi, Anna, Vineet of HCL, are
some of the examples.
Alternative bright future is the key.

Intellectual
stimulation
Arousing and changing the followers awareness of

problems and their capacity to solve those problems.

Question assumptions and beliefs and encourage

followers to be innovative and creative, approaching

old problems in new ways.
Empower by persuading them to propose new and

controversial ideas without fear of punishment or

ridicule.
They impose their own ideas judiciously and

certainly not at any cost.

Individualized consideration
Caters for individual need in the organization.
While having the overarching view of the

organization, TL delivers the individual needs.

The power of customization is known to all of us

who are in the business world and TL is the one

who delivers it in the organizational context.
Overcomes the weakness of other models which

ignore the individual (Note that only LMX other

than TL considers the indl)

Characteristics of TL
Clear sense of purpose,

expressed simply (e.g.,

metaphors and
anecdotes)
Value driven (e.g. have
core values and
congruent behavior)
Strong role model
High expectations
Persistent
Self-knowing
Perpetual desire for
learning
Love work

Life-long learners
Identify themselves as

change agents
Enthusiastic
Able to attract and
inspire others
Strategic
Effective
communicator
Emotionally mature
Courageous
Risk-taking

Characteristics of TL
Risk-sharing
Visionary
Unwilling to believe in failure
Sense of public need.
Listens to all view points to

develop spirit of cooperation.

Able to deal with complexity,
uncertainty and ambiguity.
Considerate of the personal
needs of employees.
Mentoring

Learn
these
skills
and
imbibe
them

Concluding comments
To be a good leader:
Connect the dots.
Love what you do.
Work fills most of your time; so love it or go find one

you love.
Live your life knowing that you will die anyway. Only

your leadership outlives you.