LEADERSHIP

THEORY WITHOUT PRACTICE IS EMPTY. PRACTICE WITHOUT THEORY IS BLIND. UNKNOWN

INTRODUCTION


It is natural that not everyone becomes a leader. But leaders are a leader. good instruments of management, change and transformation that are required at all places. places. In societies and in all human activities, we need leaders with well rooted human values, who respect talents and contributions given by others and make this place vibrant and meaningful to everyone around. around.

LEADER


A leader is an individual who will be instrumental in guiding the efforts of group of workers to the achievement of goals and objectives both of the individuals and the organisation. organisation A leader can be said to be one who reflects the key attributes of leadership such as ideas, vision, values, influencing and inspiring others with the ability to take tough decisions. decisions.

LEADER
There is potential in every individual to grow into a leader. leader. A corporate enterprise grows to its fullest only when every member is endowed with leadership qualities. qualities.  Leadership is action, not position Donald H Mc Gannon  Leadership is the special quality which enables people to stand up and pull the rest of us over the horizon James L Fisher


LEADER
When the leadership is right and the time is right, the people can always be counted upon to follow to the end and at all costs Harold J Seymour  A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves.themselves.- Anon.  A good leader is not the person who does things right, but the person who finds the right things to do. Anthony T Dadov


MANAGER V/S LEADER

Is a manager a leader ?  Manager is a person who directs the work of others and is responsible for obtaining results. He/she does it by results. bringing discipline and order through formal structures, plans and processes. processes.
 

Leader is essentially a visionary about the future. He/she tries to achieve this future. vision by directing the people, influencing and inspiring them and helping them to overcome obstacles which may come in the way. way.

MANAGER V/S LEADER



Manager is responsible for various management functions such as planning , organising, organising, staffing, directing and controlling. Manager/ management is associated with the organised structure.

Leader is one responsible for directing and influencing the groups in achieving the goals set by the organisation. organisation. Leader/leadership can be associated with even completely unorganised groups.

MANAGER V/S LEADER

   

 

He drives & orders.  He has authority.  He engenders fears.  He fixes blames and  finds faults. He need not consult  and seek advice. He believes in I.  He acquires knowledge  of management through formal education & training.

He He He He

coaches & advises. has confidence/gw. confidence/gw. inspires enthusiasm. solves problems.

He consults and seeks advice. He believes in we/you He becomes leader because of his desires and acceptance of followers.

Managers vs. Leaders

Managers Leaders  Focus on things  Focus on people  Do things right  Do the right things  Inspires  Plans  Influences  Organize  Motivates  Directs  Builds  Controls  Shape entities  Follows the rules

A good organisation managers and leaders. leaders.

needs

both

The leaders will inspire, have a futuristic vision and usher in change. change. While mangers through planned efforts, create organisational structures and supervise day to day operations. operations. So, we need managers who are leaders and leaders who can be mangers. mangers.

LEADERS
In the words of an academician and consultant Dave Ulrich, leaders in this millennium will be known: known: Less for what they say and more what they deliver. deliver. Less for their title and position and more for their expertise and competence. competence. Less for what they control and more by what they shape. shape. Less by the goals they set and more by the mindsets they build. build. For their great personal credibility and exceptional organisational capabilities. capabilities.

LEADERSHIP
 

Meaning /Definition : Leadership is the ability to shape the attitudes and behaviour of others, whether the situations are formal or informal. informal. -Hodge and Johnson. Johnson. Leadership is the knack of getting other people to follow you and to do willingly the things you want them to do. Bittel L. R do. Leadership is the quality of the behaviour of the individuals whereby they guide people or other activities in an organised effort. Chester. effort. Chester. B.

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

LEADERSHIP.


Leadership is an interpersonal influence, exercised in situations and directed through the communication process, towards the attainment of a specified goal or goals. goals. -Robert Tannenbaum & others. others. So, leadership is the art or process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals. goals.

LEADERSHIP
Leading or leadership is not an easy task. task. The success or failure of an organisation depends much on the leader/s it has. has.  Today, companies are more concerned with the kind of leadership it provides to make great products, deliver outstanding services, cut costs, gain additional satisfied customers and so on. on.  This kind of leadership comes from a wellspring of talent and commitment among employees who focus on the customers and the work. work.


LEADERSHIP


From the definitions of Leadership, we can conclude that :

Leadership is an activity or process,  The process involves such dimensions such as influence, exemplary behaviour and persuasion,  It involves actors who are both leaders and followers,  The process has various outcomes most obviously the achievement of goals, the enhancement of group cohesion and the reinforcement or change of organisational culture. culture.


Characteristics of Leadership
1. Leadership is a process of influencing. influencing.  2. It is power based. based.  3. It is the ability to inspire/stimulate. inspire/stimulate.  4. It requires the followers to lead, guide and direct. direct.  5. It helps to attain the common objectives. objectives.  6. It provides satisfaction to members. members.  7. It is basically a personal quality. quality.  8. It is more effective in a given situation. situation.


LEADERSHIP TRAITS
TRAIT/ CHARACTERISTICS OF SUCCESSFUL LEADERS :  Adaptable to situations  Alert to the social environment  Ambitious and achievement- oriented achievement Assertive & Co-operative Co Decisive & Dependable  Dominant (the desire to influence others)  Energetic & Persistent  Self- confident & Tolerant Self Willing to assume responsibility. responsibility.


LEADERSHIP TRAITS
SKILLS CHARACTERISTICS OF SUCCESSFUL LEADERS :  Clever (intelligent)  Conceptually skilled  Creative  Diplomatic and tactful  Fluent in speaking  Knowledgeable about the group task  Organised (administrative ability)  Persuasive  Socially skilled


IMPORTANCE OF LEADERSHIP
To direct group activities in an organised manner  To cause technological, economic and social changes  To make better utilisation of manpower  To promote good human relationships  To promote the spirit of co-ordination co To provide source of motivation and inspiration to members  To avoid imbalances  To accomplish organisational goals  Above all to build morale, create confidence, secure co-operation and cofacilitate change. change.


FUNCTIONS OF A LEADER
Taking initiatives  Providing guidance and support  Encouraging others  Act as arbitrator and mediators  Planning, organising & decision making  Controlling (rewards and punishments)  Integration  Communication  Cause productive/ fruitful results  Build morale, create confidence, secure coco-operation and facilitate change. change.


QUALITIES OF A LEADER
Physical appearance and strength  Intelligence and Mental vigour  Emotional stability  Sense of right judgment  Goodwill  High level of motivation  Communication skills  Guiding and supporting ability  Sociability  technical knowledge  Adjustability and adaptability  Persuasive skills and perseverance  Self disciplined (exemplary)


Types of Leaders
Autocratic leaders  Intellectual leaders  Liberal leaders  Democratic leaders  Institutional leaders  Inducing leaders  Paternal leader s  Creative leaders  Charismatic leaders  Religious leaders


TECHNIQUES OF LEADERSHIP
i)  ii)  iii)  iv)  v)  vi)  Vii)


securing co-operation comaking use of power working in co-ordination cobringing in discipline building morale encouraging reciprocity influencing others by ones own principles

STYLES OF LEADERSHIPS
1.  2.  3.  4.  5.  6.  7.  8.  9.


Autocratic or authoritarian style Democratic / Participative style Consultative style Paternalistic style Bureaucratic style Neurocratic style Laissez faire / Free rein style Sociocratic style Situational style

LEADERSHIP STYLES BY DIFFERENT NAMES

 Authoritarian  Coercive

style

style  Democratic style  Pace setting style  Affiliative style  Coaching style

Autocratic or authoritarian style



This style involves retention of full authority by the leader. The leader leader. takes the decision, communicates the same to the subordinates along with the instructions on how the decisions are to be carried out. This type of out. leadership is visible in defence forces. forces.

Democratic / Participative style



As per this style this leader confers final authority on the group. group. The entire group functions as collectors of opinions and together take a consensus decision. As decision. per this style, the leader delegates full authority to his/her followers. followers. The leader is the one who is one among the group and the group willingly accepts his leadership or say in matters of work. work.

Consultative style


Under this leadership, the leader discusses/consults the matters of importance with the people around him so that he get the feel of what they have to say on the subject and then takes appropriate decision in the interest of the people and the organisation for the common good. good. Though he is not one among them, because of this quality of his, he gains acceptance from the group. group.

Paternalistic style


Under this style, the leader poses himself to be very caring and supportive. supportive. The leader is considered like a father and so experiences intimacy in the group. The group in group. turn tends to treat the leader with respect and obey his orders and even suggest ways of change in any matter because the leader is very much approachable. approachable. The leader however, displays his job maturity. But on the maturity. other hand, the followers do not become aware of their potentials fully. fully.

Bureaucratic style


Here in this style of leadership, the leader believes in his position/ standing in the organisation. He is a organisation. strict disciplinarian and goes to get the work done only in the style it has to be done. He cannot see any done. deviation in the line of authority and responsibility and expects everyone to work as per the norms of the oraganisation. oraganisation. He is the leader who puts work in the first place, no matter whatsoever. whatsoever.

Neurocratic style


This leadership is of the negative style. style. The leader is highly temperamental and gets irritated with the mistakes done by the subordinates. He cannot subordinates. accept apologies. He remains always apologies. engrossed with something and cannot see others idle. He believes in idle. punishment when performance is not up to the standard. He standard. may due course, look to be more of bosses and less of leaders. leaders.

Laissez faire / Free rein style

Under this style, the leader has no authority and responsibility and so the followers themselves take decisions for which they get authority. This style authority. is employee-centred. employee-centred. Employees/ followers are free to establish their own goals and chart out the course of action. action. The employees train themselves and are self motivated. motivated.  The leader acts as a laison officer between people and the outside world to bring required information that is needed to the employees to work. He work. fails to motivate them. He is just the them. opposite of autocratic leader. leader.


Sociocratic style


Under this style, the leader is very much sociable in nature because his belief is in people than work. He uses work. this nature of his to influence the people and get the work done. He done. may award the hard working and may not punish the idling. He counsels idling. people in the area of performance and promotes industrial peace. peace.

Situational style
 This

leadership is of chance. The chance. leaders under this style are not really leaders, but become one under certain circumstances / situations. situations. They tend to something extraordinary when faced with critical situations, when ordinary people do not come forward to take any drastic step, which this type of leader does. does.

AUTOCRATIC

C C A B DEMOCRATIC

L D FREE REIN C

 

Leaders must: must: Practice Full Spectrum management, where high performers get the management, recognition they deserve, AND underperformers either get coached or let go. go. Teach instead of just tell, by using repetition, consistency, plain English, tell, common sense, and best of all, rolling up the sleeves and showing them how its done. done. Be an Enabler, not a Disabler, because if we cant entrust someone with Disabler, proper responsibilities commensurate with the job description, we simply shouldnt hire them. them. Develop a Zen-like mantra of goals that permeate the minds of all your Zenteammates, and watch great stuff happen. happen. Avoid inertia at all costs or risk heading in the wrong direction. Provide direction. the needed acceleration to propel a business forward, always. always. Trust the facts, for if you cant measure it, you cant manage it. As John it. Adams said, they are indeed stubborn things Understand that words alone dont make the leader- proper leaderpresentation, attitude, inflection, cadence and structure are musts to inspire to action. action. Exhibit a blend of will and humility we push hard knowing we dont have all the answers, with a sense of decency, fairness and mindfulness. mindfulness. Know the secret of work for their team the passion, the cause, and the fun that results. results. Be able to mix it up and do the unexpected, like break out in song at a unexpected, staff meeting. Put in a memorable hook to go with your message. meeting. message.