Leadership

Dr. Ramesh ShrivastavaHCM RIPA

Dr. Ramesh ShrivastavaHCM RIPA

Leadership is the art of motivating agroup of people to act towards achieving acommon goal.The process of encouraging and helpingothers to work enthusiastically towardsobjectives .Alan Keith stated that, "Leadership isultimately about creating a way for peopleto contribute to making somethingextraordinary happen.

Leadership is the art of motivating agroup of people to act towards achieving acommon goal.The process of encouraging and helpingothers to work enthusiastically towardsobjectives .Alan Keith stated that, "Leadership isultimately about creating a way for peopleto contribute to making somethingextraordinary happen.

The essence of leadership

Leadership refers to ability of one individualto influence others. The influence is exercised to change thebehaviour of others.Change of behaviour is caused with anobjective of achieving a shared goal.The person influencing others(leader)possesses a set of qualities or characteristicswith which heu or she to influence others Leadership is a group phenomenon. It involvesinteraction between two or more people.

Leadership refers to ability of one individualto influence others. The influence is exercised to change thebehaviour of others.Change of behaviour is caused with anobjective of achieving a shared goal.The person influencing others(leader)possesses a set of qualities or characteristicswith which heu or she to influence others Leadership is a group phenomenon. It involvesinteraction between two or more people.

Characteristics of Leadership

1. Leader must have followers2. It is working relationship between leader

and followers3. Purpose is to achieve some common

goal or goals4. A leader influences his followers

willingly not by force5. Leadership is exercised in a given

situation6. Leadership is a power relationship7. It is a continuous process

1. Leader must have followers2. It is working relationship between leader

and followers3. Purpose is to achieve some common

goal or goals4. A leader influences his followers

willingly not by force5. Leadership is exercised in a given

situation6. Leadership is a power relationship7. It is a continuous process

LEADERSHIP FUNCTIONS...

•Defining the task,•Planning,•Briefing,•Controlling,•Evaluating,•Motivating,•Organising,•Providing an example.

•Defining the task,•Planning,•Briefing,•Controlling,•Evaluating,•Motivating,•Organising,•Providing an example.

Significance1. Setting Goals

2. Motivating Employees

3. Building morale

4. Creating Confidence

5. Discipline

6. Developing Team-work

7. Facilitates Change

8. Representing the group

1. Setting Goals

2. Motivating Employees

3. Building morale

4. Creating Confidence

5. Discipline

6. Developing Team-work

7. Facilitates Change

8. Representing the group

Leadership Qualities

1. Humility2. Integrity3. Decisiveness4. Take risk5. Emotional resonance6. Build Teams

1. Humility2. Integrity3. Decisiveness4. Take risk5. Emotional resonance6. Build Teams

Leadership Qualities

7. Self-knowledge8. Passion9. Conviction10.Dedication11.Magnanimity12. . Openness

7. Self-knowledge8. Passion9. Conviction10.Dedication11.Magnanimity12. . Openness

FACTORS OF LEADERSHIP

Leader• You must have an honest understanding of who you

are, what you know, and what you can do.• To be successful you have to convince your followers,

not yourself or your superiors, that you are worthy ofbeing followed.

Followers• Different people require different styles of leadership.• The fundamental starting point is having a good

understanding of human nature, such as needs,emotions, and motivation

• Have be, know, and do attributes.

Leader• You must have an honest understanding of who you

are, what you know, and what you can do.• To be successful you have to convince your followers,

not yourself or your superiors, that you are worthy ofbeing followed.

Followers• Different people require different styles of leadership.• The fundamental starting point is having a good

understanding of human nature, such as needs,emotions, and motivation

• Have be, know, and do attributes.

Communication• You lead through two-way communication.

Much of it is nonverbal.

Situation• All situations are different. What you do in one

situation will not always work in another.• You must use your judgment to decide the

best course of action and the leadership styleneeded for each situation.

FACTORS OF LEADERSHIPCommunication• You lead through two-way communication.

Much of it is nonverbal.

Situation• All situations are different. What you do in one

situation will not always work in another.• You must use your judgment to decide the

best course of action and the leadership styleneeded for each situation.

Leadership & Management

Management - is a process of planning ,organising,coordinating , directing, and controlling the activitiesof others.

Leadership - is the process of influencing for thepurpose of achieving shared goals.

John kotter distinction :

Management - is a process of planning ,organising,coordinating , directing, and controlling the activitiesof others.

Leadership - is the process of influencing for thepurpose of achieving shared goals.

John kotter distinction :

Management Leadership

Involves coping withcomplexity

Coping with change

Difference between Managers & Leaders

MANAGERS LEADERSAdminister Innovate

Maintain Develop

Control InspireControl Inspire

Short term view Long term view

Ask how & when Ask what & why

Initiate Originate

Accept the status quo Challenge the status quo

Do things right Do right things.

Importance of leadership

Leadership transforms potential into reality .

Leadership is not mere using people and theirpotential for realising an organisation’sgoals.It has the ultimate aim of raising thelevel of human conduct and ethical aspirationof both the leader and the led.

The leader should elevate,inspire, andevangelise his followers to higher things inlife.

Leadership transforms potential into reality .

Leadership is not mere using people and theirpotential for realising an organisation’sgoals.It has the ultimate aim of raising thelevel of human conduct and ethical aspirationof both the leader and the led.

The leader should elevate,inspire, andevangelise his followers to higher things inlife.

Formal & informal leadership

Formal leadershipOccurs when a manager leads by exercisingformal authority.The exercise of formal authority throughassigning duties derives,from the managersofficial position within the organisation’shierarchy of authority.Any employee who is assigned a managerialposition has the opportunity and responsibilityto exercise formal leadership

Formal leadershipOccurs when a manager leads by exercisingformal authority.The exercise of formal authority throughassigning duties derives,from the managersofficial position within the organisation’shierarchy of authority.Any employee who is assigned a managerialposition has the opportunity and responsibilityto exercise formal leadership

Informal leadershipArises when a person without formalauthority is influential in directing thebehavious of others. Although notformally appointed or elected hebecomes a leader through his actions orpersonal attractions.

Formal & informal leadership

Informal leadershipArises when a person without formalauthority is influential in directing thebehavious of others. Although notformally appointed or elected hebecomes a leader through his actions orpersonal attractions.

Leadership styles

Based onauthorityretained

Based on taskversus people

emphasis

Based onassumptionsabout people

Likert’s fourstyles

Based onassumptionsabout people

Likert’s fourstyles

Entrepreneurshipleadership styles.

Based on authority retained

Authoritarian Democratic Free-in

(Laissez faire)

Consultative Pursuasive

Autocratic or authoritarian style

Under the autocratic leadership style, all decision-making powers arecentralized in the leader, as with dictator leaders.

They do not entertain any suggestions or initiatives from subordinates. Theautocratic management has been successful as it provides strong motivation to themanager.

It permits quick decision-making, as only one person decides for the wholegroup and keeps each decision to himself until he feels it is needed to be sharedwith the rest of the group.

High degree of dependency on the leader

May be valuable in some types of business where decisions need to be madequickly and decisively

Under the autocratic leadership style, all decision-making powers arecentralized in the leader, as with dictator leaders.

They do not entertain any suggestions or initiatives from subordinates. Theautocratic management has been successful as it provides strong motivation to themanager.

It permits quick decision-making, as only one person decides for the wholegroup and keeps each decision to himself until he feels it is needed to be sharedwith the rest of the group.

High degree of dependency on the leader

May be valuable in some types of business where decisions need to be madequickly and decisively

Participative or democratic style

The democratic leadership style favours decision-making by thegroup .

They can win the cooperation of their group and can motivate themeffectively and positively.

The decisions of the democratic leader are not unilateral as withthe autocrat because they arise from consultation with the groupmembers and participation by them.

Consultative: process of consultation before decisions aretaken Persuasive: Leader takes decision and seeks to persuade

others that the decision is correct.

The democratic leadership style favours decision-making by thegroup .

They can win the cooperation of their group and can motivate themeffectively and positively.

The decisions of the democratic leader are not unilateral as withthe autocrat because they arise from consultation with the groupmembers and participation by them.

Consultative: process of consultation before decisions aretaken Persuasive: Leader takes decision and seeks to persuade

others that the decision is correct.

Laissez –Faire or free rein style

A free rein leader does not lead, but leaves the group entirely toitself such a leader allows maximum freedom to subordinates, i.e.they are given a free hand in deciding their own policies andmethods.

1. Can be very useful in businesses where creative ideas areimportant

2. Can be highly motivational, as people have control over theirworking life

3. Can make coordination and decision making time-consuming andlacking in overall direction

4. Relies on good team work.5. Relies on good interpersonal relations.

A free rein leader does not lead, but leaves the group entirely toitself such a leader allows maximum freedom to subordinates, i.e.they are given a free hand in deciding their own policies andmethods.

1. Can be very useful in businesses where creative ideas areimportant

2. Can be highly motivational, as people have control over theirworking life

3. Can make coordination and decision making time-consuming andlacking in overall direction

4. Relies on good team work.5. Relies on good interpersonal relations.

Based on task versus people Emphasis

High relationship and low-task

[ supporting style ]

High task and high relationship

[ participative style]

Low

Hig

h

Peop

le E

mph

asis

Low-task and low relationship

[ free rein style ]

High task and low relationship

[ autocratic style ]

Low High

Low

Hig

h

Task Emphasis

Peop

le E

mph

asis

Based on assumptions about people

Mc Gregor’s theory

Theory X Theory Y

They distrust people andbelieve in close

supervision and tightcontrol over thesubordinates.

They are participative,trust subordinates and

allow them to participate indecision- making

Likert’sfour

styles

Benevolentauthoritarian

ConsultativeExloitativeauthoitative

Likert’sfour

stylesConsultative

Participative

Exloitativeauthoitative

Entrepreneurship leadership style

1. A heavy task orientation combined with a very direct-approachto giving instructions to employees.

2. A charismatic personality that inspires others to do businesswith him.

3. A much stronger interest in dealing with customers thanemployees.

4. A strong dislike for bureaucratic rules and regulations.5. Anxiety to consolidate business gains as quickly as possible.

1. A heavy task orientation combined with a very direct-approachto giving instructions to employees.

2. A charismatic personality that inspires others to do businesswith him.

3. A much stronger interest in dealing with customers thanemployees.

4. A strong dislike for bureaucratic rules and regulations.5. Anxiety to consolidate business gains as quickly as possible.

Theories of leadership

TraitTheory

LeaderBehaviourTheoryTrait

Theory

ContingencyTheory

TheManagerial

Grid

Trait theory

Focuses on individual characteristics of successfulleaders.

Leaders possess a set of traits which make themdistinct from followers.

Ralph stogdill – A strong desire for accomplishment. Creativity and intelligence. Initiative. High tolerence. Ability to influence others.

Focuses on individual characteristics of successfulleaders.

Leaders possess a set of traits which make themdistinct from followers.

Ralph stogdill – A strong desire for accomplishment. Creativity and intelligence. Initiative. High tolerence. Ability to influence others.

Behavioural Theory

Main focus is behaviours of actual leaders. Determines how various kinds of specific

leaders behaviour affect the performanceand satisfaction of followers.

Main focus is behaviours of actual leaders. Determines how various kinds of specific

leaders behaviour affect the performanceand satisfaction of followers.

Managerial grid

Blake and Moton -

Based on :-1. ‘concern for people’2. ‘concern for production’

Blake and Moton -

Based on :-1. ‘concern for people’2. ‘concern for production’

Contingency theory

Behaviour of leader depends upon characteristic of situationleader is in.

Implies under what conditions will employee oriented leadershipwill be effective and under what type of conditions productionoriented leadership be more effective.

Most popular theories –1. Fiedler’s contingency model.2. The path-goal theory.3. Situational leadership theory.

Behaviour of leader depends upon characteristic of situationleader is in.

Implies under what conditions will employee oriented leadershipwill be effective and under what type of conditions productionoriented leadership be more effective.

Most popular theories –1. Fiedler’s contingency model.2. The path-goal theory.3. Situational leadership theory.

Fiedler’s theory

Effectiveness of leadership dependsupon-

1. His motivational style.2. The favourableness of situation.

Fiedler’s theory

Effectiveness of leadership dependsupon-

1. His motivational style.2. The favourableness of situation.

Path – goal theory

Leader’s job is to use structure,supportand rewards to create a workenvironvent that helps employees reachthe organisation’s goals.

Path – goal theory

Leader’s job is to use structure,supportand rewards to create a workenvironvent that helps employees reachthe organisation’s goals.

Situational leadership theory

Paul hershey and Kenneth blanchard :

Maturity of followers as a contingency variable.

Situational leadership requires leader’s emphasis ontask behaviours and relationship behaviour accordingto maturity of followers in performing their tasks.

Situational leadership theory

Paul hershey and Kenneth blanchard :

Maturity of followers as a contingency variable.

Situational leadership requires leader’s emphasis ontask behaviours and relationship behaviour accordingto maturity of followers in performing their tasks.