Leadership

Leadership

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  Leadership is theability to develop a vision that motivates others to move with a passion toward a common goal. So leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
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  DEFINATION- Leadership is the“process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. -M Chemers. "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." -Alan Keith
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  FOLLOWING ARE THEMAIN ROLES OF A LEADER IN AN ORGANIZATION :  Required at all levels- Leadership is a function which is important at all levels of management.  Representative of the organization  Integrates and reconciles the personal goals with organizational goals  He solicits support  He act As a friend, philosopher and guide
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  FOUR FACTORS OFLEADERSHIP
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  Leader - Youmust have an honest understanding of who you are, what you know and what you can do. To be successful you have to convince your followers not your superiors, that you are worthy of being followed. Follower –Different People requires different style of leadership, eg- A new hire requires more supervision than an experienced one, You must know your people. The fundamental starting point is having a good understanding of human nature, such as needs, emotions and motivation.
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  Communication-The nonverbal communicationis leading. E.g.- when you set example that communicates to your people that you would not ask them to perform anything that you would not be willing to do. Bad communication harm the relation between leader and employee. Situation-We must use our judgment to decide the best course of action and the leadership style needed for each situation. What we do in one situation will not always work in another.
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  STYLES OF LEADERSHIP Thethree major styles of leadership are (U.S. Army Handbook,1973) :  Autocratic  Participative or democratic  Delegative or Free Reign
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  Autocratic- The authoritarianleader makes decisions alone as power is centralized in one person. Decisions are enforced using rewards and the fear of punishment. it is an abusive,unprofessional style called “bossing people Around” Democratic- The participative leader include one or more employees in the decision making process. Communication flow freely; suggestions are made in both directions. The participation encourages member commitment to the final decision.
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  Free Reign -The free-reign leader gives power to subordinates to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation. Deligative style is generally not useful.
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  THEORIES OF LEADERSHIP
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  TRAIT THEORY-  Thetrait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness.  Scholars taking the trait approach attempted to identify Physiological (appearance, height, and weight) Demographic (age, education and socioeconomic background), Personality (self-confidence, and aggressiveness), Intellective (intelligence, decisiveness, judgment,knowledge) Task-related (achievement drive, initiative, and persistence), and Social characteristics (sociability and cooperativeness) with leader emergence and leader effectiveness.
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   Successful leadersdefinitely have interests, abilities, and personality traits that are different from those of the less effective leaders.  The traits approach gives rise to questions: whether leaders are born or made; and whether leadership is an art or science.
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  BEHAVIORAL THEORY-  Thesetheories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states.  According to this theory, people can learn to become leaders through teaching and observation.  The behavior approach says that anyone who adopts the appropriate behavior can be a good leader.
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  CONTINGENCY THEORY-  InContingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables.  The Leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change. This helps to explain how some leaders who seem for a while to have the 'Midas touch' suddenly appear to go off the boil and make very unsuccessful decisions.
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  DIFFERENT SETS/THEORIES OFCONTINGENCY THEORY  FIEDLER‟S CONTIINGENCY MODEL  HARSEY & BLANCHARD‟S SITUATIONAL THEORY  PATH GOAL THEORY  VROOM-JAGO CONTINGENCY MODEL
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  FIEDLER’S CONTINGENCY MODEL Fiedler'smodel assumes that group performance depends on: Leadership style, described in terms of task motivation and relationship motivation. SITUATIONAL FAVORABLENESS, DETERMINED BY THREE FACTORS: a) Leader-member relations - Degree to which a leader is accepted and supported by the group members. b) Task structure - Extent to which the task is structured and defined, with clear goals and procedures. c) Position power - The ability of a leader to control subordinates through reward and punishment.
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  BLANCHARD'S SITUATIONAL THEORY- TheHersey-Blanchard Situational Leadership Theory was created by Dr. Paul Hersey and Ken Blanchard. The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task.
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  ACCORDING TO HERSEYAND BLANCHARD, THERE ARE FOUR MAIN LEADERSHIP STYLES Telling (S1) – Leaders tell their people exactly what to do, and how to do it. Selling (S2) – Leaders still provide information and direction, but there's more communication with followers. Leaders "sell" their message to get the team on board. Participating (S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities. Delegating (S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor.
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  PATH-GOAL THEORY- According topath-goal theory, the leader's responsibility is to increase subordinates‟ motivation to attain personal and organizational goal. A person may do these by adopting a certain leadership style, according to the situation:  Directive leadership – it tells subordinates exactly what they are supposed to do, which includes planning, making schedules, setting performance goals and behavior standards.  Supportive leadership - it shows concern for subordinates‟ well being and personal needs.
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   Participative leadership- Decision making is based on group consultation and information is shared with the group.  Achievement-oriented leadership - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability.
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  MANAGERIAL GRID It describesthe relationship between the leader's concern for task and concern for people, but this theory differs in its perspective. The managerial grid Considers leadership style based on their focus on task and people. The Managerial Grid is based on two behavioral dimensions: Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
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  USING THE AXISTO PLOT LEADERSHIP , “CONCERNS FOR PRODUCTION VERSUS CONCERNS FOR PEOPLE” BLAKE AND MOUTON DEFINED THE FOLLOWING FIVE LEADERSHIP STYLES: (9,9)
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  Country Club Leadership–(High People/Low Production) Produce or Perish Leadership – High Production/ Low People Impoverished Leadership – Low Production/Low People Middle-of-the-Road Leadership – Medium Production/Medium People Team Leadership – High Production/High People
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  LIKERT‟S SCHOOL OFLEADERSHIP Dr Rensis Likert (1903 - 1981) was a management theorist. According to Likert, the efficiency of an organisation or its departments is influenced by their system of management. Likert categorised his four management systems as follows: 1. Exploitive authoritative system 2. Benevolent authoritative system 3. Consultative system 4. Participative (group) system
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   Exploitative Authoritative:Responsibility lies in the hands of the people at the upper echelons of the hierarchy.  Benevolent Authoritative: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy.  Consultative: Responsibility is spread widely through the organizational hierarchy. Some amount of discussion about job related things takes place between the superior and subordinates.  Participative: Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy.
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  REFERENCES From book ofleadership by - Richard L.Draft Craig M.Watson From Internet - www.managementstudyguide.com D.S.Pugh, 'Organization Theory – Selected Readings', Robert P.Vecchio, 'Organizational Behaviour‟ A Practical Overview of Evidence Based Leadership Theory-By Shaun Killian (MLead, MEd)
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  THANK YOU