Leadership

Sunil Pillai
Institute of Business Management & Research
Ahmedabad
2nd December 2009
 Flow of Presentation
What is Leadership

Understanding Leadership

Leadership Pipeline

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 Leadership Definitions
▪ Process by which an agent induces a subordinate to behave
in a desired manner (Bennis, 1959)

▪ Process of influencing the activities of an organized group in

its efforts toward goal-setting and goal
achievement(Stogdill, 1959)

▪ Process whereby an individual exerts influence over others

in a group (Arndt, 1975)

▪ Process of influencing and supporting others to work

enthusiastically toward achieving objectives (Keys and Case,
1990)

▪ Process whereby people are influenced effectively and

motivated to accomplish a goal (Douglass, 1996)

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 Leadership
Is a Process.
Not a characteristics nor a trait

Certain Degree of Influence is exerted.

Leads to Accomplishment or not of a

desired objective.

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 Managers & Leaders
“Management is doing things right,
leadership is doing the right things”- (Warren
Bennis and Peter Drucker)
• Leadership and management are two distinctive and complementary
systems, each having its own function and its own characteristic
activities, but both are necessary for the management of complex
organisations.
• According to Kotter, management is about planning, controlling, and
putting appropriate structures and systems in place.
• Leadership has more to do with anticipating change, coping with
change, and adopting a visionary stance.

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 Flow of Presentation
What is Leadership

Understanding Leadership

Leadership Pipeline

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 Understanding Leadership

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 A. Trait Theories
Focused on defining “what leaders are”

 Leader-centered

Bass (1990) identified intelligence, personality, and

abilities as traits to be considered in a leader’s profile.

 Some of Traits: intelligence, dominance, self-

confidence, level of energy and activity, task-
relevant knowledge

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 Stogdill’s leadership profile
(1974)

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 Kirkpatrick and Locke leadership
traits (1991)

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 Marriner-Tomey’s summary of
common characteristics of leaders
(1996)

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 Limitations of the Trait
Theories:

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 B. Behavioral Theories
Focus on “what leaders do”
Four major sub-theories:

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 Leadership Styles

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 1. Authoritarian
This leadership style that assumes
individuals to be motivated by external
forces. The leader makes all the decisions
and directs the followers’ behavior.
 Leader characteristics:

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 2. Democratic Leadership
This leadership style assumes that
individuals are motivated by internal
forces. The leader uses participation and
majority rule to get work done.
 Leader characteristics:

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 3. Permissive (Laissez-faire)
A leadership style that assumes individuals
are motivated by internal forces and should
be left alone to complete work. The leader
provides no direction or facilitation.
Leadership characteristics:

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 4. Bureaucratic
A leadership style that assumes individuals
are motivated by external forces. The
leader trusts neither himself nor his
followers to make decisions and therefore
relies on organizational policies, rules, and
regulations.
Leader characteristics:

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 System 4 Management Model
 Developed by Rensis Likert is based on the premise that involving
employees in decisions about work is central to effective leadership.
 The model is composed of 4 dimensions: autocratic, benevolent,
consultative, and participative.
 Advantages of this model according to Miller and Monge (1986):

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 Managerial Grid
Robert Blake and Jane Mouton (1930)
maintain that the two critical dimensions of
leadership are concern for people and
concern for production which they depicted
on a 9 x 9 square.
Five basic styles of leadership are located
on each corner and in the middle.

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 Continuum of Leadership
behavior
Leadership behavior is portrayed as
occurring along a continuum.
This model zeroes in specifically on the
various decision-making styles of managers.
The left most part of the continuum depicts a
manager-centered style while right most part
reflects employee-centered management
style.

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Source: Archive of Leadership Center, Tsutsang,China
 C. Contingency Theories
Suggests that managers adapt their
respective leadership style depending on
the specific situations they are in.
The adapted leadership style is therefore
situational.
There are four contingency theories:

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 Fiedler’s Contingency Theory
 Fred Fiedler proposed that a leader is most effective when he or
she matches leadership style (relationship-oriented or task
oriented) to situational factors.
 Three situational factors of leadership:
 - Manager-follower relations (good to poor)
 - Task structure (high to low)
 - Manager power (high to low)
 Manager-follower relations reflect the degree to which the leader
enjoys the loyalty and support of subordinates.
 Task structure is the degree to which the task or result is clearly
described and/ or standard operating procedures guarantee
successful completion and evaluation of the quality of the task.
 Position power is the degree to which the leaders are able to
administer rewards and punishment by virtue of their positions.

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 Situational Leadership
Theory
 Fiedler’s contingency model was expanded by Hershey
and Blanchard.
 The model considered the readiness and willingness of
followers to perform assigned tasks.
 Four distinct leadership styles are prescribed according
to the readiness and ability of followers:
 The most effective leadership style depends on the
maturity of the group.
Telling Style (S1- high task, low relationship)
Selling Style (S2 – high task, high relationship)
Participative Style (S3 – low task, high relationship)
Delegating Style (S4 – low task, low relationship)

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 Vroom-Yetton Expectancy
Model
 A prescriptive model designed in order to determine the amount
of participation that leaders should seek from their subordinates
before coming up with a decision.
 Helps managers decide.
 Five leadership approaches or styles identified by Vroom-Yetton
Expectancy Model:
 Tell – leader assesses the problem, independently decides, then
informs followers.
 Sell – leader obtains information about the problem from
subordinates, independently decides, then convinces subordinates
to implement it.
 Consult – leader seeks advice from subordinates individually,
independently decides, then informs subordinates.
 Join – leader seeks suggestions, independently decides, then
informs subordinates.
 Delegate – leader works with subordinates in developing solutions
to the problems and facilitates consensus building toward a group
solution, which is generally accepted and implemented as the group
wishes

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 Path Goal Theory

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 D. Contemporary Theories

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 1. Charismatic leadership
It is based on valued personal characteristics and beliefs
(charm, persuasiveness, personal power, selfconfidence,
extraordinary ideas, and strong connections) espoused
by a leader which arouse great affection and emotional
commitment initially to the leader and later to the beliefs
and causes the leader represents.
Charisma is explained as the ability, which leaders have
to stimulate emotion in followers that will lead to a
strong recognition of the followers with the leader.

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 2. Transactional leadership
It is based on the principles of social
exchange.

The basic premise is that individuals

engage in social interaction expecting
mutual social, political, psychological, and
economic benefits or rewards.

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 3. Transformational
leadership
Is focused on effecting revolutionary change in
organizations through commitment to the
organization in all its facets.

They are intellectual stimulation, charisma,

individualized concern and inspiration.

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36 Sunil Pillai Leadership
Source:"Myers Briggs, XYZ Leadership, and Team Roles" by David M. Boje, Ph.D. January 21, 2001
 2d Model:
Better Perspective on
Transactional &
Transformational
Leadership

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 4. Connective leadership

Values collaboration and teamwork.

The leader uses interpersonal skills to

promote a collegial spirit in achieving
organizational goals.

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 5. Shared leadership

 (shared governance) – sharing of

responsibility in order to achieve the
organization’s goals.

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 6. Servant leadership
 based on the premise that leadership
originates from a desire to serve whereby a
non-mandated leader emerges out of a
situation which calls for one or when
others’ needs take priority

Missionaries, Iraqi Soldiers.

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 7. Change Leadership
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 Flow of Presentation
What is Leadership

Understanding Leadership

Leadership Pipeline

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 The Leadership Pipeline
The Leadership Pipeline model provides a
framework upon which organizations can be
built and the old ones can be reconfigured.

Leadership pipelines greatly help

organizations find and develop people inside
the company to become the future leaders of
the corporation.

Date of Publication: 2001

Author: Ram Charan, Stephen Drotter, ISBN: 0-7879-5172-2
and James Noel Number of Pages: 242 pages
Publisher: John Wiley & Sons, Inc.

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 6 Stages of Leadership
Pipeline

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 1. Managing Self to
Managing Others
This passage occurs when a person gets
promoted to First line manager.
Skills Required:: Planning work, assigning
jobs, motivating, coaching, and measuring
the jobs of others.

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 2. Managing Others to
Managing Managers
Assumption :: managing others and managing
other managers are quite similar
Failure to do so can lead to holding first-line
managers for technical work instead of
managerial work.
It is the key ability to identify who has the
potential to be good leaders.

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 3. Managing Managers to
Functional Managers
This is a much tougher transition because it
requires an increase in managerial maturity.
One has to learn to let go of previous
management work and instead focus on the
functions of the business.
Skills to be Developed:: more holistic approach
and strategic mindset

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 4. Functional Managers to
Business Managers
This is the most fulfilling and the most
satisfying among all the passages

It gives the manager more control and say

about the company operations and
strategies.

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 5. Business Managers to
Group Managers
This focuses on group of businesses.

Skills to be Developed:: evaluating

strategies, developing and coaching
business managers, creating a portfolio
strategy, and correctly assessing the right
core capabilities to succeed.

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 6. Group Managers to
Enterprise Managers
These are the CEOs and presidents of the
companies.
This position requires a visionary leader.
They are required to set three or four
priority goals, and focus on implementing
the strategies for these goals

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