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Leadership

The ability to influence a group towards the

achievement of goals.

Following are the essential factors that influence

leaders:

• Self confidence
• A vision
• Ability to articulate the vision.
• Strong conviction about the vision.
• Behavior, i.e out of the ordinary.
• Perceived as being a change agent.
• Environment sensitivity.

Leadership Theories

• Trait Theory of Leadership - Theories that sort

personality, social, physical or intellectual traits

that differentiated leaders from non-leaders.

• Behavioral Theory of Leadership – Theories

proposing that specific behaviour differentiate

leaders from non leaders.

Trait Theory

• Theories that consider personality, social, physical, or

intellectual traits to differentiate leaders from

nonleaders

• Not very useful untill matched with the Big Five

Personality Framework

• Leadership Traits

• Extroversion
• Conscientiousness
• Openness
• Emotional Intelligence (Qualified)

• Traits can predict leadership, but they are better at

predicting leader emergence than effectiveness.

TRAITS ‘n’ SKILLS

TRAITS SKILLS

• Adaptable to situations
• Alert to social environment
• Ambitious and achievement oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
  • Clever (intelligent)
  • Conceptually skilled
  • Creative
  • Diplomatic and tactful
  • Fluent in speaking
  • Knowledgeable about group task
  • Organized (administrative ability)
  • Persuasive
  • Socially skilled

5

Stogdill (1974) identified the following traits and skills as critical to leaders

Ohio state study – The study shows how leaders carry out their

leadership function. The theory specially stresses upon two

important factors which determine a leader :

• Initiating Structure – Extend to which a leader is lightly to define

and structure his/her role and those of subordinates in the search

for goal attainment.

• Consideration – Extend to which a leader is lightly to have job

relationship characterized by mutual trust, respect for

subordinates ideas, and regard for their feeling.

Behavioral Theories

University of Michigan has defined the

characteristics of leadership is based on two dimensions. These are

• Employee oriented leaders – one who emphasis on

interpersonal relations.

• Production oriented leaders – one who emphasis on

technical or task aspects of the job.

Behavioral Theories

Study by Blake and Mouton –

• Further defined as Managerial Grid. It is 9 x 9

matrix outlining 81 different leadership styles.

(1, 1) is defined Impoverished Management -

In this block the leaders who are having lowest degree of concern for people and lowest degree

of concern for production are studied and placed. It’s a kind of leadership where neither the leaders are interested in productivity nor in developing interpersonal relations.

(1, 9) is defined as Country Club Management.

The leadership style which is discussed under this studies all those leaders who have highest degree of

concern for people but lowest degree of concern for production. These kinds of leaders are defined as people oriented leaders.

(9, 1) is Authority Obedience –

These kinds of leaders have highest degree of concern for production and lowest

degree of concern for people. These kinds of leaders are defined as task oriented leaders. They have impersonal attitude towards people.

(5, 5) is Organization Man Management –

Those with this kind of leadership style have comfortable level of concern for

production and concern for people also and the block is also defined as an equilibrium state where the leaders have optimal managerial aptitude

(9, 9) is Team Management

where the leaders have highest degree of concern for people as well as

highest degree of concern for production. This is the best style of leadership where you do have a mass appeal and utmost level of task production achievement.

Scandinavian Study –

• It’s a development oriented leaders. Further

defined as one who values experimentation,

seeking new ideas and generating and

implementing change.

Contingency Theories

• Fidler theory/ Fidler Model by Fred Fidler – This model contains

the relationship between leadership styles and the favorableness of this

situation.

• FCM (Fidler contingency model) which is defined as the theory that

effective groups depend upon a proper match between a leader style of

interacting with subordinates and the degree to which the situation gives

control and influence to the leaders.

• He has further developed the tool to identity the leadership quality which

is known as LPCQ (Least preferred coworker questionnaire). An

instrument that purports to measure whether a person is task or

relationship oriented.

• Cognitive resource theory – A theory of leadership that states that a leader obtains effective group performance by first making effective plans, decisions and strategies and then communicating them through directive behavior.
• Situational leadership by Paul Hersey and Kem Blanchard – A contingency theory that focuses on follower’s readiness. Following are the factors that determine the leadership qualities that are discussed under this theory.
• Telling
• Selling
• Participating
• Delegating

• LMX theory (Leader member exchange theory) – It is propounded by Gorge Graen. Leaders create in group and out group and subordinates with in group status will have higher performance ratings, less turnover and greater satisfaction with their superiors.
• Path Goal Theory – Propounded by Robert House. The theory that a leader’s behaviour is acceptable to subordinates in so far as they viewed it as a source of either immediate or future satisfaction.
• Leader Participation Model – Propounded by Victor Vroom and Philip Yetton. A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situation.

Modern Theory

• Attribution Theory – The attribution theory proposes

that leadership is merely an attribution that people make

about other individuals.

• Charismatic leadership – This kind of leadership

basically states that followers like attributions of heroic or

extra ordinary leadership abilities when they observe certain

behaviors.

Types of leaders

• Transactional leaders – Leaders who guide or motivate their followers in direction of established goals by clarifying role and task requirement.
• Transformational leaders – Leaders who provide individualize consideration and intellectual stimulation and who possess charisma.

Characteristics :

• Charisma
• Inspiration
• Intellectual stimulation
• Individualized consideration

Types of leaders

 Democratic:

 May help motivation and involvement

 Workers feel ownership of the firm and its ideas

 Improves the sharing of ideas

and experiences within the business

 Can delay decision making

Types of leaders

 Laissez-Faire:

 ‘Let it be’ – the leadership responsibilities are shared by all  Can be very useful in businesses where creative ideas are important  Can be highly motivational, as people have control over their working life  Can make coordination and decision making time-consuming and lacking in overall direction  Relies on good team work  Relies on good interpersonal relations

Traditional issues in leadership

• Power
• Trust
• Managing Conflict
• Trouble Shooting
• Motivation
• Lone decision making
• Delayed decision making
• Coaching
• Setting goals

Contemporary Issues in leadership

Out of box thinking

Leading by example

Setting goals

Globalization

Changing group dynamics

Technology

Quick decision making

Dealing with change and uncertainty

Ethical behavior

Mentoring

Recruiting and retaining quality circles