LEADERSHIP

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 LEADERSHIP
At the end of this module the learning
outcomes are:
• What is leadership?
• What are the differences between managerial
qualities and leadership?
• What are the various styles of leadership?

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 LEADERSHIP
SUGGESTED READING
• Management – A Global Perspectives by
Koontz, Weilrich, Chapter 15, 10th edition.
• Management
By Gilbert, Freeman & Stoner
Chapter 17.

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 LEADERSHIP
Leadership-Definition
Leadership is defined as influence, that is the
art or the process of influencing people so that
they will strive willingly and enthusiastically
toward the achievement of group goals

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 LEADERSHIP
Leadership
• Tendulkar as player
Worldclass
• Tendulkar as Captain
??
• Saurabh Ganguly as captain?
Leadership requires certain qualities to be
successful.

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Fundamental Principle of Leadership
Since people tend to follow those who, in
their view, offer them a means of satisfying
their own personal goals, the more managers
understand what motivates their subordinates
and how these motivations operate, and the
more they reflect this understanding in
carrying out their managerial actions, the
more effective they are likely to be as leaders

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 LEADERSHIP
Leadership and Managerial qualities
• are not same terms
• Leadership is an important aspect of
managing
• An effective manager has to lead effectively
• Essence of leadership is following
• Followers accept leaders
• Quality of leadership is critical.

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 LEADERSHIP
Ingredients of Leadership
Four Ingredients
• Ability to use power effectively and in a
responsible manner.
• Ability to comprehend that human being have
different motivation forces at different times
and in different situations

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 LEADERSHIP
Four Ingredients
• Ability to inspire
• Ability to act in a manner that will develop a
climate conductive to responding to and
arousing motivations.

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 LEADERSHIP
Traits approaches to Leadership
• Ralph M Stogdill
• Traits a leader must possess
• Specific traits
Five physical traits
• Energy, appearance, height
Four intelligence and ability traits

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 LEADERSHIP
Traits approaches to Leadership
Sixteen personality traits
• Adaptability, aggressiveness, enthusiasm and
self-confidence
Six task-related characteristics
• Achievement drive, persistence and initiative
Nine social characteristics
• Cooperativeness, interpersonal skills and
administrative ability
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 The Managerial Grid

The grid has two dimensions:

 Concern for people

 Concern for production

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The Managerial Grid

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 LEADERSHIP
The Managerial Grid
• 1.1 Impoverished Management
• 9.9 Team Managers
• 1.9 Country club management
• 9.1 Autocratic task managers

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 Leadership as a Continuum

Leadership continuum
conceptualizes leadership as
involving a variety of styles,
ranging from one that is highly
boss-centered to one that is
highly subordinate-centered.

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 Fiedler's Contingency
Approach to Leadership

People become leaders not only

because of the attributes of their
personalities but also because of
various situational factors and
the interactions between leaders
and group members.

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 LEADERSHIP
Leadership at Southwest Airlines
• Herbert Kellher, Chairman
• Family feeling among his employees
• Personal birthday cards
• Hands-on leadership style
• Respect
• Friendly service and keeping the costs low.
• No sackings after Sept11 attacks
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 LEADERSHIP
Styles of Leadership
• Autocratic
• Democratic/Participative
• Free-rein

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 LEADERSHIP
Autocratic Leaders
• Commands and expect compliance
• Positive
• Leads by ability to withhold or give rewards
and punishment

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 LEADERSHIP
Democratic Leader
• Consult with subordinates
• Encourage participation
• Does not take actions without subordinate
concurrence.

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 LEADERSHIP
Free-rein Leader
• Very little use of power
• Gives subordinates a high degree of
independence in their operations
• Let subordinates set their own goals
• Means of achieving them
• Role as one aiding the operations of followers
by furnishing them with information.
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Leadership
Styles
Based on
Use of
Authority

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 LEADERSHIP
Style Depends on Situation
• Which is the best style?
• Situation dependent
• Autocratic in emergency
• Fire fighting
• How to gain commitment
• Participation

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 LEADERSHIP
Day to day life
• Free rein
– Working style
• Autocratic
– Wearing a helmet for safety.

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 Transactional and Transformational
Leadership
• Transactional leaders identify what
subordinates need to do to achieve
objectives, clarify organizational roles and
tasks, set up an organization structure,
reward performance, and are considerate for
the social needs of its followers
• Transformational leaders articulate a vision
and inspire followers. They have the capacity
to motivate, shape the organizational culture,
and create a climate favorable for
organizational change

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 LEADERSHIP
• Environment, societies and organizations
changing rapidly.
• To manage change, new types of leaders are
required.
• Leaders need to motivate , bring together
diverse & less loyal work force.
• Leaders need to be flexible and mindful of
constraints of borderless environment.
• Many challenges and no clear cut blue print.
• Who is a leader? Values of leaders studied
centuries ago still valid? Are leaders necessary?
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 LEADERSHIP
• Mgrs have to develop leadership skill.
• Leadership principles can be practiced and applied for effective
leadership.
• Leadership is a social influence process.
• It is not a position, title or privilege- it is a responsibility and a
process – an observable, understandable learnable skills and
practices.
• Inspire people to pursue goals by extraordinary examples.

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 LEADERSHIP
• It is indirect and not intentional.
• It involves creating a vision of future-
devising a strategy for achieving that vision
and communicating it to people and impress
them to believe in it and motivate them to
overcome obstacles.
• Leadership brings about change.

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 GUIDING PRINCIPLES FOR
LEADERSHIP
1. Know yourself
2. Be a role model
3. Learn to communicate with your ears open & mouth shut.
4. Know your team and be a team player
5. Be honest with yourself as well as with others
6. Do not avoid risks
7. Believe in yourself
8. Take the offense rather than defense
9. Know the ways of disagreement and the means of
compromise
10. Be a good follower

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