LEADERSHIP

MODULE 2 Leadership, Motivation and Control LEADERSHIP

The essence of leadership is follower ship. It is the willingness of people to follow that makes a person a leader. Leadership and motivation are closely interconnected.

What is leadership?
Leading people
Influencing people Commanding people Guiding people

 Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. There is no better example of this than Winston Churchill. His courageous leadership as prime minister for Great Britain successfully led the British people from the brink of defeat during World War II. He raised his people's hopes with the words, 'These are not dark days; these are great days -- the greatest days our country has ever lived.' Never is strong leadership more needed than in a crisis. In the words of Seneca, the Greek philosopher, 'Fire is the test of gold; adversity, of strong men.'

Defining Leadership Leadership is defined as influence, the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of organisational goals.
Leaders do not stand behind a group to push and prod; they place themselves before the group as they facilitate progress and inspire the group to accomplish organizational goals.

Ingredients Of Leadership
Leadership skill is a combination of at least four major ingredients. The ability to use power effectively and in a responsible manner. The ability to comprehend that human beings have different motivation forces at different times and in different situations. The ability to inspire inspire followers to apply their full capabilities to a project. This is not a matter of need satisfaction; it is rather a matter of people giving unselfish support to a chosen champion. The ability to act in a manner that will develop a climate conducive to responding to and arousing motivation. This is to do with the style of the leader and the climate he or she develops

a leader's job is to rally people toward a better future

marcus buckingham

Leadership
Leadership is not a position, it is an action. The genuine leader is someone who can express a vision and then get people to carry it out. Jack Welch Former CEO of GE

3 dimensions of Leadership tasks

Vision : is defined as the desired or intended future state of an organization or an enterprise Strategy : is defined as the determination of the basic long-term objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to achieve these goals.

Leadership Powers

An essential part of leadership or management is to influence the people you manage so that they do what you want them to do. The influence of a leader will depend on a variety of factors including their personality and of those around them. For the purposes of this article we will refer to the people that the leader is managing or leading as followers. The influence of a leader over his followers is often referred to as power. Below we will explore the different types of power a leader may have.

Reward Power stems from the authority

to bestow rewards on other people.
This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner. Rewards in the workplace can take a variety of forms from chocolates, gift vouchers and holidays to promotions, commission and pay rises.

Coercive Power

refers to the authority to punish or recommend punishment.

This is the opposite of reward power because this power is based on the leader having control over what happens if followers do not act as required. If followers do not undertake the action required, the leader shall impose a penalty. Penalties take a variety of forms including withdrawal of privileges, job losses, verbal abuse, and delayed or loss of promotion.

Legitimate Power

power that stems from a formal management position in an organisation and the authority granted to it.
This is the power that a leader has when the followers believe that the leader has a right to instruct them and that they have an obligation to follow instructions. Sometimes legitimacy power is created by the leaders job title (such as captain, doctor, or area manager), combined with the followers belief that the job title gives the leader the right to give them orders.

Referent Power results from characteristics that command subordinates identification with respect and admiration for and desire to emulate the leader. This is the power that a leader has when the followers believe in them and their ideas. Ex : Martin Luther King had very little legitimate power but by the force of his personality, his ideas, and his ability to preach, he was able to strongly influence the behavior of many people. Like wise, a movie star or a military hero might possess considerable referent power.

Expert Power stems out from the specialized knowledge an individual possess.
As he title suggests a leader has expert power when the followers believe that the leader has expert knowledge or skills that are relevant to the job or tasks they have to complete. Often an experienced member of the team or staff in an organisation, can have expert power even though they are not a supervisor or manager. Ex : Physicians, Lawyers.

Managers vs. Leaders

Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire, influence, motivate Build Shape entities

Planning
Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision

Organizing

Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training

Leader Gets people on board for strategy Communication Networks

Directing Work
Manager Solves problems Negotiates Leader Empowers people Cheerleader

Controlling

Manager Implements control systems Performance measures Identifies variances Fixes variances

Leader Motivate Inspire Gives sense of accomplishment

Behavioural Theory
Leadership behaviour from 3 points of view: 1. Motivation : - Positive - Negative 2. Authority - Autocratic Leaders - Democratic Leaders - Free-rein Leaders 3. Supervision - Boss-centered Leadership

Leaders behaviour
On the bas is of how leaders use their authority, three basic styles The autocratic leader
Commands and expects compliance, is dogmatic and positive and leads by the ability to withhold or give rewards and punishment.

Democratic or participative style

Consults with subordinates on proposed actions and decisions and encourage participation from them. Ranges from persons who do not take actions without subordinates concurrence, to the, one who makes decisions but consults with subordinates before doing so.

Leaders behaviour
The free-rein leaders
Uses his power very little, if at all, giving subordinates a high degree of independence in their operations. Depend largely on subordinates to set their own goals and means of achieving them. They see their roles as one of aiding the operations of followers by furnishing them with information and acting primarily as a contact with the groups external environment. The use of any style depends on the situations.

Characteristics of three styles of leadership

Autocratic Believes in centralised authority Dictates work methods Makes unilateral decisions Democratic Laissez-faire Involves employee Leader have in decision making minimum involvement in decision making Delegates authority Leader as a member of the group Encourages Complete freedom participation in to take decision and deciding work complete the work methods and goals

Likerts four systems

Prof. Rensis Likert and his associates at the Univ. of Michigan have studied the pattern styles of leaders and managers for three decades. He has suggested four systems System 1 described as Exploitative Authoritative Managers are highly autocratic, little trust in subordinates, motivates people through fear and punishment and only occasional rewards, engage in downward communication and limit decision-making to the top.

System 2 Benevolent Authoritative

Have a patronizing confidence and trust in subordinates, motivates with rewards and some fear and punishment. Some upward communication, solicit some ideas and opinions from subordinates and also some delegation of decision-making.

System 3 Consultative
Have substantial but not complete confidence
and trust in subordinates, try to make use of subordinates ideas and opinions, use rewards for motivation with occasional punishment and some participation. Engage in communication flow both up and down; make broad policies and general decisions at the top, allowing specific decision to be made at the lower levels and act consultatively in other ways.

System 4 Participative Group

Have complete trust and confidence in subordinates in all matters. Always get ideas and opinions from subordinates and constructively use them. Economic rewards on the basis of group participation and involvement. Communication, both up and down and with peers. Limitations: research has primarily been conducted at lower organizational levels.

The Managerial Grid

Developed by Robert Blake and Jane Mouton. Managers have concern both for production and for people. Used throughout the world as a means of training managers and of identifying various combinations of leadership styles. Grid dimensions two dimensions
Concern for People how they are concerned about people. Degree of personnel commitment toward goal achievement, maintenance of selfesteem of workers, placement of responsibility on the basis of trust rather than obedience, provision of good working conditions and maintenance of satisfying interpersonal relations. Concern for Production how managers are concerned about production. Attitudes of supervisors towards quality of policy decisions, procedures and processes. Creativeness of research, quality of staffs service, work efficiency and volume of output

PVK

Blake and Mouton recognized four extreme styles

1,9 9,9

Concerned for People

5,5

1,1 Concerned for Production

9,1

1.1 Style Impoverished Management

Managers concern themselves very little with either people or production and have minimum involvement in their jobs. For all purposes they have abandoned their jobs and only act as messengers communicating information from superiors to subordinates. 9.9 Style Team Management Display in their action highest possible dedication both to people and production. Able to integrate the production needs of the organization with the needs of individuals.

 1.9 Style Country Club Management Managers have little or no concern for production but are concerned only for people. Promote environment in which everyone is relaxed, friendly and happy, no one is concerned about putting forth-coordinated effort to accomplish company goals. 9.1 Style Autocratic Task Managers

Concerned only with developing an efficient operation little or no concern for people and quite autocratic in their style of leadership.

5.5 Style Middle of the road management Have medium concern for production and for people. They obtain adequate but not outstanding morale and contributions. They do not set goals too high and likely to have a rather benevolently autocratic attitude towards people.

Managerial grid is a useful devise for identifying and classifying managerial styles but it does not tell us why a manger falls into one part or another of the grid

Contingency Theory - are based on the

assumption that the leaders ability to lead is contingent upon various situational factors such as the preferred style, the capabilities and behaviours of followers etc.

Fiedlers Theory
Leader-member relations the extent to which the leader has the support and loyalties of followers. Leaders position power the extent to which the leader has the authority to assess follower performance and give reward or punishment. Task structure The extent to which the tasks are standardised, documented and controlled.