LEADERSHIP

Leadership is the process that shapes the goals of a group

or organization, motivates behavior towards the
achievement of those goals and helps define group or
organization culture.
LEADERSHIP vs. MANAGERSHIP
Manager Leader
1.He drives and orders 1.He coaches and
advises
2.He depends on authority 2.He depends on his
confidence and goodwill
3.He inspires enthusiasm
3.He engenders fear
4.He solves problems
4.He fixes blames and
finds fault
5.He knows all the 5.He consults and seeks
answers advice
6.He makes the work 6.He makes work a
drudgery game.
7.He believes in ‘I’ 7.He believes in ‘WE’
and ‘YOU’
 STYLES OF LEADERSHIP

A
B A

E A C B B

D B B
B C D

AUTOCRATIC PARTICIPATIVE FREE REIN/LAISSEZ FAIRE

 TRAIT THEORIES

• Differentiates leaders from non leaders by focusing on personal

qualities and characteristics.
• Problem-several research efforts tried to isolate leadership traits
resulted in a confusing state of affairs.
• Breakthrough- When researchers began organizing traits around
Big 5 Personality Framework.
• Traits do a better job in predicting the emergence of leaders but not
in distinguishing between effective and ineffective leaders.
 BEHAVIORAL THEORIES

• Based on the premise that effective leadership is the result of

effective role behavior.
• Trait theory provides a basis for SELECTING ‘right’ people to
assume positions of leadership but Behavioral approach by
determining behavioral determinants of leadership can ‘train’ people
to be leaders.
 OHIO STATE STUDIES

• INITIATING STRUCTURE
The extent to which a leader is likely to define and structure his or her
role and those of subordinates in the search of goal attainment.

• CONSIDERATION
The extent to which a leader is likely to have job relationships
characterized by mutual trust, respect for subordinates’ ideas, and
regard for their feelings.
 OHIO STATE STUDIES

High High structure

High

consideration and High

and Low Consideration
structure
Consideration

Low structure High structure

and Low and Low
consideration consideration
Low

Low Initiating Structure High

 UNIVERSITY OF MICHIGAN STUDIES

• Came with two dimensions of leadership behavior:

a) EMPLOYEE-ORIENTED LEADER
A leader who emphasizes interpersonal relations, takes a
personal interest in the needs of employees, and accepts
individual differences among members
b) PRODUCTION-ORIENTED LEADER
A leader who emphasizes technical or tasks aspects of the
job.
 THE MANAGERIAL GRID
1,9 9,9
HIGH 9

6
concern for people

5,5
5

1,1 9,1
1
LOW
1 2 3 4 5 6 7 8 9
LOW Concern for production HIGH
 SITUATIONAL/CONTINGENCY THEORIES

• Advocates that leadership is strongly affected by the

SITUATION from which a leader emerges and in which
he works.
• Leadership is a function of the leader, the followers and
the situation.
• No one best style of leadership universally applicable to
al the situations.
 FIEDLER MODEL

• Proposes that effective group performance depends on the proper

match between the leader’s style and the degree to which the
situation gives control to the leader.

• IDENTIFICATION OF LEADERSHIP STYLE

• LEAST-PREFERRED COWORKER SCALE(LPC)-measures
whether a person is task-oriented or relationship-oriented.
• Asks respondents to think of all coworkers they have ever had and
to describe the 1 person they least enjoyed working with by rating
on a scale of 1-8.
 Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Inefficient 1 2 3 4 5 6 7 8 Efficient

High LPC score-leader has HR orientation

Low LPC score-leader has task orientation
• DEFINING THE SITUATION
Fiedler identified 3 situational variables which determine a leader’s
effectiveness:

• Leader-member relations is the degree of confidence, trust and

respect members have in their leader.
• Task Structure is the degree to which the job assignments are
procedurized ( structured or unstructured).
• Position power is the degree of influence a leader has over
power variables such as hiring, firing, discipline, promotions and
salary increases.
 8 DIFFERENT POSSIBLE SITUATIONS

GOOD HIGH STRONG Task - orientation

GOOD HIGH WEAK Task - orientation
GOOD LOW STRONG Task - orientation
GOOD LOW WEAK Relationship - orientation
POOR HIGH STRONG Relationship - orientation
POOR HIGH WEAK Relationship - orientation
POOR LOW STRONG Task - orientation
POOR LOW WEAK Task - orientation
 APPRAISAL

• Significant contribution to literature on leadership

• Leader’s effectiveness in an interaction between leader’s qualities
and type of situation.
• Leadership style is fixed
• Logic underlying LPC questionnaire not well understood
• LPC scores not stable
• Stress levels don’t make them an accurate measurement
• Middle range respondents fall outside the theory’s predictions
• Situational variables are complex and difficult to assess.
 HERSEY AND BLANCHARD’S SITUATIONAL THEORY

• SLT focuses on followers

• Successful leadership style is achieved by selecting the right
leadership style which is contingent on the level of follower’s
readiness.
• 4 possible categories of followers’ maturity were identified
R1 : Unable and Unwilling (telling style)
R2 : Unable but Willing (selling style)
R3 : Able but Unwilling (participating style)
R4 : Able and Willing (delegating style)
 PATH-GOAL THEORY

A theory that states that it is the leader’s job to assist followers in

attaining their goals to provide the necessary direction and/or
support to ensure that their goals are compatible with the overall
objectives of the group or organization.

2 MAIN PROPOSITIONS ARE:

1)Leader behavior is acceptable to the extent that subordinates
perceive such behavior as an immediate source of satisfaction or as
instrumental for future satisfaction.
2)Leader behavior is motivational if: a) it results in the satisfaction of
subordinates’ needs and b) it complements the environment of
subordinates by providing support, guidance, direction and rewards
necessary for effective performance and which may otherwise be
lacking in subordinates or their environment.
 The Goal-path visualizes 4 types of leader behavior:

• Instrumental/Directive:- Leader focuses on planning, organizing and

coordinating of the activities of the subordinates. This style is similar
to the Ohio State Researchers’ initiating structure.
• Supportive:- Leader is friendly and approachable to the employee.
Shows concern for employee need and welfare. consideration.
• Participative:- Leader consults the subordinates and shares
information with them. Incorporates the suggestions of employees in
his decisions.
• Achievement-oriented:- Sets challenging goals for the emploees
and displays confidence in their abilities.
 PATH-GOAL THEORY

Environmental Contingency Factors

•Task Structure
•Formal Authority system
•Work group

Leader Behavior
Outcomes
•Directive
•Performance
•Participative
•Satisfaction
•Achievement oriented
•Supportive

Personal Characteristics
•Locus of control
•Experience
•Perceived ability
 CONTEMPORARY THEORIES OF
LEADERSHIP
CHARISMATIC LEADERSHIP
A certain quality of an individual personality, by virtue
of which he or she is set apart from ordinary people
and treated as endowed with supernatural,
superhuman, or at least specifically exceptional
powers or qualities.
TRANSACTIONAL LEADERSHIP
A transactional leader is one who guides and motivates his
followers in the direction of established goals by clarifying role
and task requirements.
-Involves exchange relationship between leader and followers.

TRANSFORMATIONAL LEADERSHIP
A transformational leader is one who inspires organization
success by profoundly affecting followers beliefs in what an
organization should be, as well as their values, such as justice
and integrity.
-provide individualized consideration and intellectual
stimulation to followers to subordinate their own self-interest
for the good of organization
-Creates sense of duty within the organization
-Encourages new ways of handling problems
-Promotes learning for all organization members
 CHARACTERISTICS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADER

TRANSACTIONAL LEADERS
Contingent reward: Contracts exchange of rewards for effort, promises rewards for good performance,
recognizes accomplishments.

Management by exception (active): Watches and searches for deviations from rules and standards; takes
Corrective actions

Management by exception (passive): Intervenes only if standards are not met.

Laissez-faire: Abdicates responsibility, avoids making decisions

TRANSFORMATIONAL LEADERS
Idealized influence: Provides vision and sense of mission, instills pride, gains respect and trust

Inspirational motivation: Communicates high expectations, uses symbols to focus efforts, expresses
important purposes in simple ways

Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises