What is leadership ?
Leadership is the art of
influencing people so that they will strive willingly & enthusiastically
toward the achievement of group goals.
Ingredients of
leadership
• The ability to use power
effectively & in a responsible manner
• The ability to
comprehend that human being have different motivating forces at diff time &
situation
• The ability to inspire
• The ability to act in a
manner that will develop a climate conducive to responding to & arousing
motivations.
The Importance of
leadership
• Leadership is related to
motivation, interpersonal behaviour & communication.
• Attempt to reduce
employee dissatisfaction
• Help effective process
of delegation & empowerment
• Help to dev teamwork
& integration of individual and group goals
• Help to introduce
culture of change & improvements
Leadership and
Management: what is the relationship
• Mgt. is usually viewed
as getting things done through people to achieve stated goal.
• Manager may react to
specific situation & be more concerned with solving specific short term
problems.
• Mgt is within structured
org & prescribed roles.
• Mgt concerned with
plg, orgng, dirctng & contlg.
• Leadership more with
communicating, motivating, encouraging & involving people.
• Leadership on
interpersonal behaviour on broader context.
• Leadership associated
with willing/enthusiasm of follower.
• Leadership not
necessarily take place within hierarchical structure of organisation.
Differences in attitude
and relations with others
• Managers adopt
impersonal/passive attitudes toward goals. Leaders adopt a more personal &
active attitude.
• To get people to get
solutions managers need continually to co-ordinate to compromise conflicting
values. Leaders create excitement in work & develop choices that substance
to images that excite people.
• Managers maintain a low
level of emotional involvement with people. Leaders have empathy with others
& give attention to what events .
• Managers see themselves
as conservators & regulators of the existing order of affairs with which
they identify and gain rewards. Leaders work in , but do not belong to the org.
Their sense of identity does not depend on membership, they search for
opportunities for change.
The 7-S Organisational
Framework
- Managers emphasize on strategy, structure and systems.
- Leaders have an inherent inclination for utilisation of style, staff, skills and shared goals.
- Watson suggests that 7-s management could be seen as the province of leaders
- Managers will not ordinarily be capable of achieving sufficient mastery of all seven factors To attain a consistently high level of organisational performance.
Distinction between
Management and Leadership
- A manager administers- a leader
innovates.
- A manager maintains – a leader
develops.
- A manager focuses on system
& structure- a leader focuses on people.
- A manager focuses on control –
a leader inspires trust.
- A manager keeps an eye on the
bottom line – a leader has an eye on horizon.
- A manager does things right – a
leader does the right thing..
Approaches to Leadership
• The qualities or traits
approach.
• The functional or group
approach, including action-centred leadership.
• Leadership as a
behavioural category
• Styles of leadership.
• The situational approach
and contingency models.
• Transitional or
transformational leadership
• Inspirational
leadership.
The Qualities or Traits
approach
• Leaders are born, not
made. Leadership consists of certain characteristics or traits which
distinguish leaders from followers. The qualities approach focuses attention on
the person in the job, not on the job itself. It suggests that attention is
given to the selection of leaders rather than to training for leadership.
• The traits may be:
Desire to lead, Self confidence, Knowledge, Creativity & originality,
Positive affectivity, Personal drive, Honesty & integrity, Cognitive
ability, Charisma, Flexibility and adaptiveness.
Limitation of Traits
Approach
- First,
there is bound to be some subjective judgment in determining who is
regarded as a good or successful leader.
- Second,
the lists of possible traits tend to be very long and there is not always
agreement on the most important.
- The
traits approach gives rise to the questions: whether leaders are born or
made and whether leadership is an art or science.
The Functional or Group
Approach
This approach to leadership focuses attention not on
the personality of the leader, nor on the man or woman in the job but on the
functions of leadership. Leadership is always present in any group engaged in a
task. The functional approach views leadership in a terms of how the leader’s
behavior affects and is affected by the group of followers. This approach concentrates
on the nature of the group, the followers or subordinates. It focuses on the
content of leadership.
Action-centred
Leadership
- Attention is given to the
successful training and development of leaders.
- Action-centred Leadership:a gen theory of functional approach focucing on what leaders actually do.
- Meet three areas needs: Common tasks, team maintenance, individual needs.
Task functions involve
- Achieving
the objectives of the work group
- Defining
group tasks
- Planning
the work
- Allocation
of resources
- Organisation
of duties and responsibilies
- Controlling
quality and checking performance
- Reviewing
progress
Team functions involve
- Maintaining
morale and building team spirit.
- The
cohesiveness of the group as a working unit.
- Setting
standard and maintaining discipline.
- Systems
of communications within the group.
- Training
the group.
- Appointment
of sub-leaders
Individual Functions
Involve
- Meeting
the need of the individual members of the group.
- Attending
the personal problems
- Giving
praise and status.
- Reconciling
conflicts between group & individual needs.
- Training
the individuals.
Leadership as a
Behavioral Category
- Positive
and Negative Leadership: Positive will reward & negative will use
penalties to get the job done.
- Consideration
& Structure: Consideration means leader establishes trust, mutual
respect & rapport and shows concern, warmth, support &
consideration. It is associated with two way communication, participation
& human relations approach to leadership. Structure means formalizing
goals & organize group activities.
- Employee
centred and pdn centred: Employee believes in –delegation of auth &
avoid close supervision – interest & concern in sub as individuals –
participation. Pdn cent concerned with high standard performance.
Styles of leadership
- Autocratic: Single focus of power .Single
dec making & auth to determine poli, procedures to reach goals, work
tasks & relationships, control of reward and punishment.
- Participetive: Group focus of power.
Shared with members of the group & manager is part of a team. Members
can participate in dec making, determination of pol, implementation of
systems & procedures.
- Laissez-fair: Manager observes that members
are working well on their own. Manager consciously makes a dec to pass the
focus of powers to members, to allow them freedom of action & not to
interfere, but is readily available if help is needed.
Attn to style of
leadership: participetive is considered to be best. It depends on factors
- Increasing
business competitiveness & recognition of efficient use of human
resources.
- Changes
in the value system of society.
- Broader
standard of education and training.
- Advances
in scientific and technical knowledge.
- Changes
in the nature of the work organization.
- The
influence of trade unions.
- Pressure
for greater social responsibility toward employees.
- Govt.
legislation.
Continuum of leadership
behavior: By Tannenbaun & Schmidt
- Main styles of leadership are: Tells,
Sells, Consults & Joins.
- Main forces in deciding type of
leadership: Forces in manager-value systems, confidence in
subordinates, leadership inclinations, feeling of security in uncertainty. Forces
in sub- strength of the needs for freedom, readiness to assume
responsibility, degree of tolerance for ambiguity, interest in problem
& feeling as to its importance, understanding & identification
with org’ goals, knowledge & experience to deal with problem, learning
to expect to share in dec making. Forces in situation- type of
org, group effectiveness, nature of the problem & pressure of time.
The situational approach
and contingency model
- The situational approach: Emphasizes the situation.
- Contingency theories are based on the
belief that there is no single style of leadership appropriate to all
situations. Major contingency models include
# Favorability of leadership situation-Fiedler.
# Quality & acceptance of leader’s decision-Vroom
# Path-goal theory- House
# Maturity of followers- Hersey and Blanchard
Favorability of
leadership situation- Fiedler’s contingency model
- Leader- member relations are determined by the manner in
which the leader is accepted by the group.
- Task structure reflects the degree to
which one specific way is required to do the jobs.
- Leader position power describes the
organizational power that goes with the position the leader occupies.
Path-Goal Model- House
- Path-goal leadership states
that the leader’s job is to use structure, support and rewards to create a
work environment that helps employees reach the org’s goals. The two major
roles involved are to create a goal education and to improve the path
toward the goals so that they will be attained.
- Goal setting.
- Path improvement.
- Leadership style:
-Directive leadership –Supportive leadership- Achievement oriented
leadership –Participetive leadership.
Empowerment
Empowerment means the employees,
managers or teams at all levels in the org are given the power to make
decisions without asking superiors for permission. Provided they have the
required competencies
Why empowerment?
- It demands greater autonomy
- Superiors have to share their
authority & power with their subordinates
- Most employees want to be involved
& participate in dec making which creates a sense of belongingness
& achievement & raises self-esteem
- Effective mgt requires that
empowerment be sincere, based on mutual trust.
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