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LEADERSHIP

LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good
leaders?
How leaders adapt their behavior to each
situation?
Skills essential for effective leadership?
How leaders use power & influence?

CONCEPT

NATURE OF LEADERSHIP

WHAT DO LEADERS DO?


Initiate ideas
Set goals
Organise & structure
work
make decisions
Solve problems
Generate enthusiasm
Train & develop
employee skills

Communicate formally
with subordinates
Informally interact with
subordinates
Stand up for & support
subordinates
Take responsibility
Develop group
atmosphere
Reward & punish
subordinates

SPECIFIC LEADER SKILLS


ORGANISING
ANALYSIS &
DECISION MAKING
PLANNING
COMMUNICATION
DELEGATION
WORK HABITS
CAREFULNESS
INTER PERSONAL
SKILLS

JOB KNOWLEDGE
ORGANISATIONAL
KNOWLEDGE
TOUGHNESS
INTEGRITY
DEVELOPMENT TO
OTHERS
LISTENING

LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUAL
HUMAN
TECHNICAL

QUALITIES OF A GOOD LEADER

ENERGY
=FLEXIBILITY OF MIND
EMOTIONAL MATURITY
=ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE

WHAT MAKES A LEADER?

TRUSTWORTHINESS TOPS THE LIST


INTEGRITY IS HONESTYCARRIED
THROUGH THE FIBRES OF THE BEING
AND THE WHOLE MIND, INTO THOUGHT
AS WELL AS INTO ACTION SO THAT THE
PERSON IS COMPLETE IN HONESTY.
THAT KIND OF INTEGRITY I PUT ABOVE
ALL ELSE AS AN ESSENTIAL OF
LEADERSHIP-Pearl.S. Buck, winner of
1938 Nobel Prize for literature

What Is Leadership?

management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members

LEADERSHIP is different from


management
Leadership complements management; it
doesn't replace it.
Management is about coping with
complexity-Leadership is about coping
with change
Management involves planning &
budgeting,organizing & staffing;
Leadership is about setting direction &
aligning people

LEADERSHIP is different from


management
Management ensures plan accomplishment
by controlling & problem solving ( pushing in
the right direction)while leadership requires
motivating & inspiring(satisfying needs
&drives).
Leadership needs to create challenging
opportunities.

Theories of Leadership
Charismatic theory

Trait theory

leadership

Behavioral theory

Situational theory

LEADERSHIP TRAITS

TRAIT THEORY
PHYSICAL TRAITS
ABILITY-INTELLIGENCE,
FLUENCY OF SPEECH,
KNOWLEDGE

PERSONALITY
-EXTROVERSIONINTROVERSION,
DOMINANCE, PERSONAL
ADJUSTMENT, SELF
CONFIDENCE, INTER
PERSONAL SENSISTIVITY,
EMOTIONAL CONTROL

Trait Theories
Leadership
LeadershipTraits
Traits::
Ambition
Ambitionand
andenergy
energy
The
Thedesire
desireto
tolead
lead
Honesty
Honestyand
and
integrity
integrity
Self-confidence
Self-confidence
Intelligence
Intelligence
Job-relevant
Job-relevant
knowledge
knowledge

Trait Theories
Limitations
Limitations::
No
Nouniversal
universaltraits
traitsthat
thatpredict
predictleadership
leadership
in
inall
allsituations.
situations.
Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
inweak
weak
than
thanstrong
strongsituations.
situations.
Unclear
Unclearevidence
evidenceof
ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof
ofleadership
leadershipand
andtraits.
traits.
Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceof
of
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.

PERSONAL
CHARACTERISTICS
ADAPTABLE FRIENDLY
ASSERTIVE HONEST
CHARISMATIC
INTELLIGENT
CREATIVE
MASCULINE
DECISIVE
OUTGOING
DOMINANT SELF-CONFIDENT
ENERGETIC WISE
EXTROVERTED

TRAITS
INTELLIGENCE &
KNOWLEDGE
ABILITY TO FOCUS
ATTENTION
AMBITION & ENERGY
EMPHASIS ON COMMON
VALUES
STAYING IN TOUCH WITH
PEOPLE-INTER PERSONAL
SENSITIVITY
INITIATIVE

SELF CONFIDENCE
ANALYTICAL ABILITY
CHARISMA
CREATIVITY
FLEXIBILITY
MANAGING CHANGE
AVOIDING DO-IT-ALLISM
FACING UP TO FAILURE
DESIRE TO LEAD
INTEGRITY

MOST STABLE TRAIT


SELF MONITORING
CHANGE BEHAVIOR
TO MEET DEMANDS
OF SITUATION OR
PERSON WITH WHOM
DEALING
LEADERSHIP
MOTIVATION
PATTERN-TASK
FOCUS

LEADER EMERGENCE vs LEADER


PERFORMANCE
LIKELIHOOD THAT
A PERSON WOULD
BECOME A
LEADER

INDICATES THAT
EXCELLENT
LEADERS POSSESS
CERTAIN
CHARACTERISTICS
THAT POOR
LEADERS DO NOT

RELATIONSHIP BET THE 2 : TRAITS, NEEDS &


ORIENTATION

Enthusiasm

Dominance

Leadership
Traits

Determination

Physical

Intelligence

Self Confidence
Sociability

BEHAVIORAL DIMENSIONS OF
LEADERSHIP

Behavioral Theories

Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

BEHAVIOR THEORIES
EXPLAINS REASONS & CAUSES OF
EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL QUALITIES
COULD BE ATTRIBUTED TO
LEADERSHIP
LEADERSHIP CAN BE TAUGHT

LEADERSHIP BEHAVIOR vs TRAITS


APPROPRIATE BEHAVIOR AND
ACTIONS
TRAITS PROVIDE LATENT
POTENTIAL OF A LEADER WHILE
BEHAVIOR DEMONSTRATES IT

Leader Behavior

Leader Characteristics

Leaders Hierarchical
Position

STUDIES ON BEHAVIORAL THEORIES


OHIO STATE-INITIATING STRUCTURES WORK &
WORK RELATIONSHIPS FOR ATTAINMENT OF
GOALS& CONSIDERATION OF JOB
RELATIONSHIPS WITH TEAM MEMBERS
UNIVERSITY OF MICHIGAN STUDIES-EMPLOYEE
ORIENTED & PRODUCTION ORIENTED
MANGERIAL GRID-PEOPLE CONCERN &
PRODUCTION CONCERN (9-9)
SCANDINAVIAN STUDIES- DEVELOPMENT
ORIENTATION

Ohio State Studies

University of Michigan Studies

The
Manage
rial Grid

EXHIBIT

11-1

Scandinavian Studies

RELATIONSHIP BETWEEN
MANAGERIAL GRID (MG) THEORY,
Theory X and OHIO State(OS) theory
HIGH

Country club (MG)

Task (MG)

Consideration (OS)
Theory Y

PERSON

Middle of the road


(MG)

ORIENTATION

Impoverished (MG)
LOW

Task Centered (MG)


Initiating Structures (OS)

LOW

Theory X

TASK ORIENTATION

HIGH

Leadership Styles- based on


Behavioral Approach

Power
Leadership as Likerts
Managerial Tri
Orientation Continuum Mngt System Grid DimensionalGrid

Power Orientation
Autocratic Leadership
Strict

Autocrat
Benevolent Autocrat
Incompetent Autocrat

Participative
Free Rein

Leadership as a continuum
Autocratic
Use of Authority by
manager

Free Rein
Area of freedom for subordinates

Takes

Sells

Presents

decision

decision

idea

Presents

Presents

Defines Permits

tentative decision problems Limits

Likerts Management System


Leadership
variable
Trust &
Confidence
Motivation
Communication
InteractionInfluence
Decision
making
Goal Setting&
Control process

Autocratic

Benevolent
Autocratic

Participative

Democratic

Tri Dimensional Grid


Task Orientation
Relationship Orientation
Effectiveness

CONTINGENCY OR
SITUATIONAL LEADERSHIP

SITUATIONAL OR CONTINGENCY
APPROACH
FIEDLERS CONTINGENCY MODELInfluence through Structure & Power
HERSEY AND BLANCHARDS
SITUATIONAL THEORY-Subordinate
ability
THEORYGRAENS LEADERSHIP-MEMBER
EXCHANGE THEORY-Subordinate
THEORYrelationship

SITUATIONAL OR CONTINGENCY
APPROACH
DANSERAU,GRAEN & HAGAS LEADERMEMBER EXCHANGE THEORY- Leadership &
Subordinate relationship
HOUSES PATH GOAL THEORY- Subordinate
Support Requirement
VROOM-YETTON LEADER PARTICIPATIONthrough decision making
IMPACT THEORY-Organizational
climate
THEORY-

Contingency Theories: Fiedlers Model

FIEDLERS CONTINGENCY MODEL


LEADERSHIP STYLE IS THE RESULT OF A
LIFETIME OF EXPERIENCES
EFFECTIVE ONLY IN CERTAIN SITUATIONS
-UNDERSTAND YOUR LEADERSHIP STYLE &
LEARN HOW TO MANIPULATE A SITUATION SO
THAT THE TWO MATCH
Read your Least Preferred Coworker scores. Low
LPC Score leaders tend to be task oriented,
whereas High LPC leaders tend to be more
concerned with inter personal relations.

FIEDLERS CONTINGENCY MODELLeadership through Influence


FAVOURABLENESS OF A SITUATION IS
DETERMINED BY THREE VARIABLESTASK STRUCTUREDNESS (more structuredmore favourable), LEADER POSITION
POWER (greater the power, the more
favourable the situation), LEADER-MEMBER
RELATIONS (the more leader liked by
subordinates , the more favourable the
situation)

Fiedlers Model: Defining the Situation

FIEDLERS RESEARCH & TRAINING


LEADERSHIP STYLE CANNOT BE
EASILY CHANGED- BUT LEADERS
CAN BE TAUGHT TO DIAGNOSE
SITUATIONS AND THEN CHANGE
THESE SITUATIONS TO FIT THEIR
PARTICULAR LEADERSHIP STYLECALLED LEADER MATCH TRAINING

FIEDLERS CONTINGENCY MODEL OF


LEADERSHIP
STYLE OF
LEADERSHIP
TASK ORIENTED

HUMAN RELATIONS
ORIENTED
VERY
UNFAVOURABLE

FAVOURABLE
UNFAVOURABLE

VERY
FAVOURABLE

FAVOURABLENESS OF THE SITUATION

Findings from Fiedler


Model

Cognitive Resource Theory


Research
ResearchSupport
Support: :
Less
Lessintelligent
intelligentindividuals
individuals
perform
performbetter
betterininleadership
leadership
roles
rolesunder
underhigh
highstress
stressthan
than
do
domore
moreintelligent
intelligent
individuals.
individuals.
Less
Lessexperienced
experiencedpeople
people
perform
performbetter
betterininleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
than
do
domore
moreexperienced
experienced
people.
people.

HERSEY AND BLANCHARDS


SITUATIONAL THEORY
LIFE CYCLE MODEL-SELECTION OF
LEADERSHIP STYLE DETERMINED BY
MATURITY LEVEL OF SUBORDINATE
(employee situation)termed as
DEVELOPMENT LEVEL refers to task-specific
combination of
employee competence &
motivation to perform
Emphasis on an individual employees
capabilities to undertake a specific task

HERSEY AND BLANCHARDS SITUATIONAL


THEORY
- Subordinate Ability

Development stage

Recommended
style

1.Low Ability, Low Willingness


Insecure

Telling (High direction, Low


support)

2. Low Ability, High Willingness


Confident

Selling (High Direction, High


Support)

3. High Ability, Low Willingness


Insecure

Participating ( Low Direction,


High support)

4. High Ability, High Willingness


Confident

Delegating ( Low Direction,


Low Support)

Hersey and Blanchards


Situational Leadership Theory

s:
s
ne
i
d
a
re
r
e
w
llo
o
F

nd
a
y
li it
ab

ss
e
gn
n
lli
i
w

Leader: decreasing need for support and supervision

LeaderMember Exchange
Theory

DANSERAU,GRAEN & HAGAS LEADER-MEMBER


EXCHANGE THEORY- Leadership & Subordinate
relationship
ACKNOWLEDGED THAT LEADERS ACT DIFFERENTLY
WITH DIFFERENT SUBORDINATES
DUE TO TIME CONSTRAINTS LEADERS TRY & ESTABLISH
A SRECIAL RELATIONSHIP WITH A GROUP OF
SUBORDINATES-IN GROUP WHO GET MORE TIME &
ATTENTION THAN THE OUT GROUP WHOSE
RELATIONSHIP WITH LEADER IS BASED ON FORMAL
AUTHORITY INTERACTION
THEORY PREDICTS HIGHER PERFORMANCE RATINGS,
LESSER TURNOVER & GREATER SATISFACTION WITH
SUPERIOR OF THE IN GROUP IN COMPARISON WITH
THE OUT GROUP

LEADER-MEMBER EXCHANGE THEORY


-VERTICAL DYAD LINKAGE
DYAD-RELATIONSHIP BETWEEN 2 PEOPLE
VERTICAL-POSITION OF LEADER ABOVE
SUBORDINATE
LINKAGE-INTER RELATED BEHAVIOR

Leader-Member Exchange
Theory

Path-Goal Theory

House's PATH GOAL THEORY


LEADER S BEHAVIOR ACCEPTED BY SUBORDINATES
ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS
SUBORDINATES ACHIEVE THEIR GOALS.
LEADERS WOULD BE SUCCESSFUL ONLY IF THEIR
SUBORDINATES PERCEIVE THEM AS WORKING WITH
THEM TO MEET CERTAIN GOALS & IF THOSE GOALS
OFFER A FAVUORABLE OUTCOME FOR THE
SUBORDINATES
NEEDS OF SUBORDINATES CHANGE WITH NEW
SITUATIONS , LEADERS NEED TO ADJUST THEIR
BEHAVIOR TO MEET NEEDS OF SUBORDINATES

EFFECTIVE LEADERSHIP: House


RECOGNISE SUBORDINATES NEEDS &
WORK TO SATIFY IT
REWARD SUBORDINATES WHO REACH
THEIR GOALS
HELP SUBORDINATES IDENTIFY BEST
PATHS TO RAECH GOALS
CLEAR THOSE PATHS TO ENABLE
EMPLOYEES TO REACH THOSE GOALS

The Path-Goal Theory

PATH GOAL THEORY


- Leadership through Decision Making
BEHAVIORAL
LEADERSHIP STYLE

SITUATION

INSTRUMENTAL
SUPPORTIVE
PARTICIPATIVE
ACHIEVEMENT
ORIENTED

Planning, organizing, controlling


activities of employees
Concern for employees
Share info with employees &
participation in decision making
Set challenging goals &
performance linked rewards.

VICTOR VROOM & PHILLIP YETTONS


LEADER PARTICIPATION MODEL
LEADER BEHAVIOR MUST ADJUST TO REFLECT
THE TASK STRUCTURE which has varying
demands for routine & non routine activities
PROBLEM ATTRIBUTES with decision quality
dimension ( cost considerations, info availability,
nature of problem structure)& employee acceptance
attribute( need for commitment, prior
approval,congruence of goals, conflict among
employee, level of subordinate information, time
constraints, geographical distribution of subordinates,
leaders motivation to invest time with subordinate)

Leader-Participation Model

Contingency Variables in the Revised


Leader-Participation Model

LEADER PARTICIPATION MODELLeadership through Decision making


LEADERSHIP STYLE

PROBLEM ATTRIBUTE

AUTOCRATIC AI

Info available;leader solves


problem directly

AUTOCRATIC AII

Data obtained from


subordinates 77 then decision
made by leader

CONSULTATIVE CI

Leader obtains ideas from


subordinates individually after
explaining problem to them

CONSULTATIVE CII

Leader meets a group of


subordinates to share problem
& obtains inputs to decide

GROUP II

Shares problems & facilitates


discussion on alternatives

GEIER, DOWNEY & JOHNSONs


IMPACT THEORY-Leadership & org climate
6 LEADERSHIP STYLES

INFORMATIONAL
MAGNETIC
POSITION
AFFILIATION
COERCIVE
TACTICAL

EACH STYLE APPLICABLE IN A PARTICULAR


SITUATION OR ORG CLIMATE

Comparison of IMPACT styles & bases


of power
IMPACT STYLE

BASES OF POWER

Informational
Magnetic
Position
Affiliation
Coercive
Tactical

Expert
Referent
Legitimate
Coercive/ Reward

Situational Applicability of IMPACT styles


IMPACT
STYLE

SITUATIONAL
APPLICABILITY

CHARACTERISTICS

Informati
onal
Magnetic
Position
Affiliation
Coercive
Tactical

Climate of
Ignorance
Climate of
Despair
Climate of
Instability
Climate of
Anxiety
Climate of Crisis
Climate of
Disorganization

Lack of Information
Low morale-lead through
energy & optimism
People unsure of action
Insecure-people orientation
Controlling reward/punishment
Change unfreezing
process

APPROACH TO LEADERSHIP

FUNCTIONAL APPROACH
OHIO-MAINTENANCE OF MEMBERSHIP, OBJECTIVE
ATTAINMENT, GROUP FACILITATION

PRIMARY & ACCESSORY FUNCTIONS


PRIMARY-EXECUTIVE, PLANNER, POLICY MAKER,
EXPERT,EXTERNAL GROUP, REPRESENTATIVE, REWARD &
PUNISHMENTS, ARBITRATOR & MEDIATOR
ACCESSORY-EXEMPLER, IDEOLOGIST, FATHER FIGURE,
SCAPEGOAT, SUBSTITUTE FOR INDIVIDUAL
RESPONSIBILITY

INTERACTIONIST APPROACH
LEADER-SUBORDINATE RELATIONSHIP
FOCUS ON HUMAN ASPECTS OF
SUBORDINATES
SUPERVISORY ROLE

ROLES OF A LEADER
GROUP TASK ROLES- INITIATOR,

INFORMATION SEEKER, OPINION GIVER, ELABORATOR,


COORDINATOR, ORIENTER, EVALUATOR-CRITIC,
ENERFGISER,PROCEDURAL TECHNICIAN, RECORDER

GROUP BUILDING & MAINTENANCE


ROLES- ENCOURAGER, HARMONISER, COMPROMISER,
GATEKEEPER & EXPEDITER, STANDARD SETTER, GROUP
OBSERVER, FOLLOWER

INDIVIDUAL ROLES- AGGRESSOR, BLOCKER,

RECOGNITION SEEKER, SELF CONFESSOR, DOMINATOR, HELP


SEEKER,HELP PLEADER

CLASSIFICATION OF A LEADER
BUREAUCRAT
AUTOCRAT
DIPLOMAT
EXPERT
QUARTER BACK

CLASSIFICATION OF A LEADER
PERSONAL LEADERSHIP
IMPERSONAL LEADERSHIP
FUNCTIONAL LEADERSHIP
PATERNALISTIC LEADERSHIP

TYPES OF LEADERSHIP
DIRECTIVE - INITIATES REWARDS & PENALITIES,
MORALE LOW, NO LEADERSHIP DEVELOPED AMONG THEM

PERMISSIVE- INITIATES ACTIONS FOR OTHERS,HIGH


FRUSTRATION TOLERANCE, SENSITIVE TO FEELINGS OF
OTHERS -GETS JOB DONE BUT DOES NOT DEVELOP LEADERS

PARTICIPATIVE-

ORGANISATIONAL
LEADERSHIP
Charismatic & Transformational
Leadership

ORGANIZATIONAL LEADERSHIP
CHARISMATIC
TRANSFORMATIONAL
TRANSACTIONAL
VISIONARY
STRATEGIC
STEWARDSHIP & SERVANT

CHARACTERISTICS OF
CHARISMATIC LEADERS
VISIONARY
SUPERB COMMUNICATION SKILLS
SELF CONFIDENCE & MORAL CONVICTION
ABILITY TO INSPIRE TRUST
HIGH RISK ORIENTATION
HIGH ENERGY & ACTION ORIENTATION
RELATIONAL POWER BASE
MINIMUM INTERNAL CONFLICT
ENPOWERING OTHERS
SELF PROMOTING PERSONALITY

PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers

CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF THE
SITUATION

PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers

TRANSFORMATIONAL LEADERSHIP
Develop a clear & appealing vision
Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes key
values
Lead by example

CHARISMATIC LEADERSHIP
LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF THE
SITUATION

Evaluation & implication of


Charismatic Leadership
Response through
feelings & emotions
towards leaders
Not a rational predictive
process but a collective
social process
Irrespective of leader's
own accomplishment
Not necessarily dyadic
relationship but more a
social identification
process

Not very effective


in transformational
, change process
or conflicting
situations etc
where shared
leadership more
effective

TRANSFORMATIONAL LEADERSHIP
FOCUS ON WHAT LEADERS
ACCOMPLISHES RATHER THAN
INDIVIDUALS PERSONAL
CHARACTERISTICS & FOLLLWERS
REACTIONS
REQUIRES ONE WHO CAN CRAFT &
IMPLEMENT BOLD STRATEGIES

TRANSFORMATIONAL LEADERSHIP
SERVES TO CHANGE THE STATUS
QUO BY ARTICULATING TO
FOLLOWERS THE PROBLEM IN THE
CURRENT SYSTEM AND A
COPELLING VISION OF WHAT A NEW
ORGANISATION COULD BE.

TRANSFORMATIONAL LEADERSHIP
Develop a clear & appealing vision
Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes key
values
Lead by example

CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
TAKE CHARISMA A STEP
FURTHER , BEYOND THE
VISIONARY TO THE
ACTION STAGE
ARTICULATE A
COMPELLING VISION OF
THE FUTURE &
INFLUENCE FOLLOWERS
TO AROUSE STRONG
EMOTIONS IN SUPPORT
OF THE VISION.
CAN EMERGE FROM
DIFFERENT LEVELS OF
ORG

CONVEY VISION & FORM


STRONG EMOTIONAL
BONDS WITH FOLLOWERS
MAY NOT BE ABLE TO
MOTIVATE ENOUGH FOR
FOLLOWERS TO
TRANSEND SELF
INTEREST FOR THE
BENEFIT OF A HIGHER
IDEAL OR SOCIETAL NEED
GENERALLY EMERGE OUT
OF CONFLICTS, CRISIS

CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
BOTH ARE GENERALLY INVOLVED IN CONFLICT OR
CHANGE ( must be willing to embrace conflict, create
enemies, make unusual allowances for self sacrifice,
be extraordinarily focused in order to achieve &
institutionalize their vision)
PEOPLE S RESPONSE TO A CHARISMATIC LEADER
OR TRANSFORMATIONLA LEADER ARE LIKELY TO
BE POLARISED, HOWEVER EMOTIONAL LEVELS OF
RESISTANCE RESISTANCE TOWARDS ANY MAJOR
CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO
BE MORE EXTREME TOWARDS CHARISMATIC THAN
TRANSFORMATIONAL LEADERS

ATTRIBUTES OF A TRANSFORMATIONAL
LEADERSHIP
SEE THEMSELVES AS A CHANGE AGENTS
ARE VISIONARIES WHO HAVE A HIGH LEVEL
ARE RISK TAKERS , BUT NOT RECKLESS
CAPABLE OF ARTICULATING A SET OF CORE VALUES
THAT TEND TO GUIDE THEIR OWN BEHAVIOR
POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE
IN CAREFUL DELIBERATION BEFORE TAKING ACTION
BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR
NEEDS
ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE

TRANSACTIONAL LEADERSHIP
SEEKS TO MAINTAIN STABILITY RATHER
THAN PROMOTING CHANGE WITHIN AN
ORGANISATION, THROUGH REGULAR
ECONOMIC AND SOCIAL EXCHANGES
THAT ACHIEVE SPECIFIC GOALS FOR
BOTH THE LEADERS AND THEIR
FOLLOWERS

TRANSACTIONAL LEADERSHIP vs
TRANSFORMATIONAL LEADERSHIP
GOES INTO SPECIFIC
CONTRACTUAL
ARRANGEMENTS WITH
FOLLOWERS
IN EXCHANGE FOR
SPECIFIC OBJECTIVES ,
LEADER SATISFIES
CERTAIN NEEDS &
DESIRES

PROMOTES CHANGE
THROUGH ECONOMIC &
EMOTIONAL EXCHANGES
EXCHANGE BENEFITS
ARE MORE INTANGIBLE
( inspiring vision, shared
values, or emotional
bonding)

ORGANISATIONAL
LEADERSHIP & CHANGE

Transformation Process
Recognizing Need for
Change

Creating New Vision

Increase sensitivity to
environmental changes &
threats
Respond to subtle radical
changes in environment
Employ alternative strategies
for monitoring environment
Encourage everyone to think
with a future orientation
Involve others
Express in ideological, not
just economic terms

Transformation Process
Managing Transition
Institutionalizing the
Change

Instill in managers a sense


of urgency for change
Raise followers awareness &
expectations
Help followers understand
need for change
Increase followers self
confidence & optimism
Avoid temptation of a quick
fit
Recognize & deal openly
with emotional component of
resisting change

Transformation Process
Institutionalizing the
Change

Enable & Strengthen followers


with a greatness attitude
Help followers find self
fulfillment with new vision
Help followers look beyond
self interest
Change reward systems &
appraisal procedures
Implement team building
interventions & personnel
changes
Appoint a special task force to
monitor progress

STRATEGIC LEADERSHIP
PROCESS OF PROVIDING
INPIRATION NECESSARY TO
CREATE AND IMPLEMENT A VISION ,
MISSION & STRATEGIES TO
ACHIEVE & SUSTAIN
ORGANIZATIONAL OBJECTIVES

STRATEGIC LEADERSHIP
FRAMEWORK
Analyze external
environment

Vision

Analyze internal
environment

Mission

FEEDBACK

Formulate Strategy
Implement Strategy

Strategic Competitiveness
Above Average Returns

FEEDBACK

FUNCTIONS OF STRATEGIC
LEADERSHIP
Achieving
Common
TASKS

Building &
Maintaining
TEAM

Motivating &
developing
INDIVIDUAL

CHARACTERISTICS OF A
STRATEGIC LEADER
INTELLIGENCE
IMAGINATION
HUMILITY
WISDOM
CHARACTER

FUNCIONS OF STRATEIC
LEADER
PROVIDING DIRECTION
GETTING STRATEGY& POLICY RIGHT
MAKING IT HAPPEN
ORGANIZING&/OR REORGANIZING
RELEASING CORPORATE SPIRIT
RELATING TO ORG & OTHER ORG
DEVELOPING TOMORROWS LEADERS

STEWARDSHIP& SERVANT
LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS &
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY

FRAMEWORK FOR STEWARDSHIP


Strong teamwork orientation
Decentralized decision making and
power
Equality assumption
Reward assumption

VALUES OF STEWARDSHIP
Effective listening

Equality
Assumptions

Stewardship
Reward
Assumption

Decentralization

FRAMEWORK FOR SERVANT


LEADERSHIP
Helping others discover their inner
spirit
Earning and keeping others trust
Service over self interest
Effective listening

GUIDELINES TO SERVANT
LEADERSHIP
Service to others over
self interest

Teamwork
Orientation

Servant leadership
Earning and keeping
others trust

Helping others
discover their inner
spirit

Leading Change
Stage I

Stage I

Unfreezing

Changing

Establish a sense
of responsibility

Form powerful
coalition
Developing a compelling
vision
Communicate the vision widely
Generate short-term wins
Consolidate gains,create
greater change

Stage I
Refreezing
Institutionalize changes in
the organizational culture

LEADERSHIP STYLE

LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP

Where are you?


Mastered the skills?
Are you a high self- monitor?
Are you high on both task & person
orientation
What is your Leadership motive pattern?
N-Ach, Aff, Power?
Are you emotionally stable?
Do you have the personality & skill to be a
transformational Leader

INSTITUTIONALISING A LEADERSHIPCENTRED CULTURE IS THE ULTIMATE


ACT OF LEADERSHIP

IDEAL WAY TO DEVELOP LEADERSHIP


USING POWER TO INFLUENCE
THOUGHTS & ACTIONS OF PEOPLE
MANAGERIAL PERSONALITY
EMPHASISES ON RATIONALITY &
CONTROL -DIFFERS FROM LEADERSHIP
PERSONALITY REQUIRING
INNOVATION/CONTROL
LEADERSHIP REQUIRES A DISCIPLINE OF
BUILDING CHARACTER

IDEAL WAY TO DEVELOP LEADERSHIP


TO BECOME LEADERS, MANAGERS NEED TO
TRANSLATE THEIR PERSONAL VALUES INTO
CALCULATED ACTION.
SELF ENQUIRY MUST LEAD TO SHREWD,
PERSUASIVE & SELF CONFIDENT ACTION IF IT
IS TO BE AN EFFECTIVE TOOL.
MANAGERS NEED TO DETERMINE IF THEIR
ETHICAL VISION WILL BE SUPPORTED BY THEIR
COWORKERS & EMPLOYEES.

LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUAL
HUMAN
TECHNICAL

QUALITIES OF A GOOD LEADER

ENERGY
=FLEXIBILITY OF MIND
EMOTIONAL MATURITY
=ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE

LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP

INSTITUTIONALISING A LEADERSHIPCENTRED CULTURE IS THE ULTIMATE


ACT OF LEADERSHIP

IDEAL WAY TO DEVELOP LEADERSHIP


TO BECOME LEADERS, MANAGERS NEED TO
TRANSLATE THEIR PERSONAL VALUES INTO
CALCULATED ACTION.
SELF ENQUIRY MUST LEAD TO SHREWD,
PERSUASIVE & SELF CONFIDENT ACTION IF IT
IS TO BE AN EFFECTIVE TOOL.
MANAGERS NEED TO DETERMINE IF THEIR
ETHICAL VISION WILL BE SUPPORTED BY THEIR
COWORKERS & EMPLOYEES.

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