LEADERSHIP

Unit – IV
Dr. Prof. M.R. Jhansi Rani
Learning Objectives
Explains the meaning of leadership

List down the traits of leadership

Differentiate between a leader and a manager

Describe the managerial grid and approaches to

leadership

Elaborate the Contemporary leadership theories

 Case Studies/Research Articles/Relevant Videos etc.
• https://hbr.org/2004/01/understanding-leadership

• https://hbr.org/2014/05/the-trouble-with-leadership-theories

• https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/leadershipskillsdiffer.aspx

• https://www.shrm.org/resourcesandtools/hr-topics/people-managers/pages/not-all-managers-are-leaders.aspx

• https://www.youtube.com/watch?v=lmyZMtPVodo

• https://www.youtube.com/watch?v=2lEp4TVpxgA

• https://www.youtube.com/watch?v=9MO1aY1xC80

• https://www.youtube.com/watch?v=ZnjJpa1LBOY

• https://www.youtube.com/watch?v=b79JjBoKPFQ

• https://www.youtube.com/watch?v=Yosh5o64uj0

• https://www.youtube.com/watch?v=n9h8fG1DKhA

• https://www.youtube.com/watch?v=C6tNK3t7Q9k
 Basic Approaches to Leadership

• What is Leadership?
The ability to influence a group toward the achievement of goals.
• Leadership plays a central part in understanding group behavior.
• There are many definitions of leadership and various theories have been
proposed
• Is "Management" the same as "Leadership"? What does a manager do?
What does a leader do? Why is “coping” important according to Kotter?

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 Concept of Leadership
A leader is considered more than a manager since he motivates and gives confidence to his team. Leadership can be
defined as being able and willing to take on the control of a system for managing people in the organization and an
internal drive of doing the best for the organ

Leadership skills are built on certain basic foundations, which are as follows:

 Mission: Without a mission, an organisation would not exist. It is necessary to have a clear sense of mission, which is
important for guiding people and taking the right decisions.

 Vision: Every leader should have a vision that should conceptualise the future which should be the right state towards
which the leader takes the organisation.

 Strategy and decisions: Leaders help in taking important strategic decisions for an organisation. An effective strategy
is required by an organisation for sustaining and succeeding in a competitive environment.
 Importance of Leadership
• Leaders are the ones who craft organisational structure, divide resources and share the strategic vision.
They work in an uncertain environment on very complex issues that influence organisations. Leadership
focuses highly on the strategic productivity.

• Leadership is important for the organisation in the following ways:

 Develop loyalty

 Update knowledge regularly

 Make the judicious use of power

 Wider perspective/outlook

 Inculcate motivation

 Develop compassion

 Have Self-control

 Generate social skills

 Have self-awareness

 Readiness to delegate and authorize

 Traits of A Leader
• Lead by example • Humble and confident
• Passionate about their work • Effective communication
• Right values • Positive attitude
• Clear Vision • Effective planner
• Motivate and inspire • Interpersonal skills
• Innovation
Leader vs. Manager
• The most significant difference between leaders and managers is that
people follow leaders while managers take care of the systems and have
people who work for them.
• Following some differences between leaders and managers:
 Leaders help create a vision and managers create goals
 Leaders innovate while managers organize
 Leaders lead people while managers manage them
Visionary Leadership
• A visionary leader refers to the person having a clear idea about how the future should look.

• As per Daniel Goleman ‘the ability to drive teams’ thinking by communicating an inspirational, motivating and stimulating future people will
want and choose to buy into’.

• Following are the characteristics of visionary leaders:

 These leaders have strategic insight

 These leaders are able to communicate the vision and mission clearly and effectively

 These leaders vision is inspiring, engaging and motivational.

 These leaders display good emotional intelligence qualities such as self-awareness, self-reliant and self-driven.

 These leaders are empathetic and compassionate

 These leaders build awareness and compassion as they push their team towards the goals

 These leaders have a collaborative and co-operative nature

 These leaders encourage and engage others people on the journey

 These leaders need the support, engagement, drive and motivation of other stakeholders

 These leaders are completely focused on the journey and the goal

 These leaders are innovative and have creative ideas

 Approaches to
Leadership/Leadership Theories
 Trait Theories
• Theories that consider personal qualities and characteristics that
differentiate leaders from non-leaders.
• Some traits increase the likelihood of success as a leader, but none of
them guarantee success.

• Traits predict behavior better in “weak” than “strong” situations.

• Unclear evidence of the cause and effect of relationship of leadership

and traits.

• Better predictor of the appearance of leadership than distinguishing

effective and ineffective leaders.

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Behavioral Theories

• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.

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 Behavioral Theories

• Ohio State Studies

Initiating structure vs. Consideration

• University of Michigan Studies

Employee oriented vs. production oriented

• The Managerial Grid

Concern for people vs. concern for production (i.e. 81 different styles on which a leader's
behavior may fall)

• Scandinavian Studies

Effective leaders display “development-oriented behavior” (value experimentation, seeks

new ideas, and generates and implements change)

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 Contingency Theories
• Fiedler Model
Effective group performance depends upon the proper match between the leader's style of interacting
with subordinates and the degree to which the situation gives control and influence to the
leader. Assumes an individual's leadership style is fixed.

• Identify style via the Least Preferred Co-worker (LPC) scale

Leader-member relations

Task structure

Position power

• Match leaders and situations

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Hersey and Blanchard’s Situational
Leadership Theory

Leader: decreasing need for support and supervision

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Leader–Member Exchange Theory

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 Path-Goal Theory and Leader-
Participation Model
Path-Goal Theory

• A leader's behavior is acceptable to subordinates insofar as they view it as a

source of either immediate or future satisfaction.

• Directive vs. supportive leadership

Leader-Participation Model

• Provides a set of rules to determine the form and amount of participative

decision making in different situations. There are now 12 contingency
variables in the latest revision of this model.

• This model is often complicated for managers/leaders to actually put into

place in organizations.

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Implications for Managers

• Leaders usually are the members of an organization who provide the

direction toward goal attainment.

• Re: Traits - Generally speaking, individuals who are ambitious; have

high energy, a desire to lead, self-confidence, intelligence, and are
flexible are more likely to succeed as leaders than those without these
traits.

• No particular style (behavioral theories) is effective in all situations

• Contingency models help us better understand leadership.

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Pre-Recorded Session 1 – Modern
Theories of Leadership (Cont..)

1-21
Contemporary Issues in Leadership

Trust
• A positive expectation that another will not act opportunistically

• Competence, consistency, loyalty and openness are

dimensions of trust

• You cannot lead others who do not trust you! Reengineering,

downsizing, and the use of 'temps' have undermined employee
trust in management

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 Three Types of Trust
• Deterrence Based Trust (based on
fear)

• Knowledge Based Trust (based

on predictability over time)

• Identification Based Trust (based

on mutual understanding of wants
and needs)

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Charismatic and Transformational
Leadership
• Charismatic Leadership

Followers make attributions of

heroic or extraordinary leadership
abilities when they observe certain
behaviors (ex - Martin Luther King
and JFK)

Are charismatic leaders born or

made?

Can charisma be a liability?

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 Transactional vs.
Transformational Leadership

 Transactional - leaders who guide or motivate

their followers in the direction of established goals by
clarifying role and task requirements

 Transformational - leaders who inspire

followers who transcend their own self-interests and
who are capable of having a profound and
extraordinary effect on followers.

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Visionary Leadership
• Visionary Leadership

The ability to create and articulate a realistic,

credible, attractive vision of the future for an
organization or organizational unit that grows
out of and improves upon the present.

• Key Skills: The ability to explain the vision to

others, the ability to express the vision not just
verbally but through the leader’s behavior, and the
ability to extend the vision to different leadership
contexts.

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Pre-Recorded Session 2 – Modern Theories

of Leadership (Cont..)

1-27
Emotional Intelligence
• Emotional Intelligence (EI) & Leadership Effectiveness

EI has 5 key components - which "great" leaders demonstrate:

• self-awareness

• self-management

• self-motivation

• empathy

• social skills

• EI may be added to our list of "traits" of effective leaders

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Contemporary Leadership Roles

• Providing Team Leadership

Many leaders are not equipped to handle the change to teams.

• New skills such as the patience to share information, trust others,

give up authority, and knowing when to intervene are paramount.

• Team leaders are liaisons with external constituencies,

troubleshooters, conflict managers, and coaches

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Mentoring & Self-Leadership

• Mentoring: A senior employee

who sponsors and supports a
less-experienced employee.

• Self-Leadership: A set of
processes through which
individuals control their own
behavior.

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Challenges to Leadership
• Leadership as an Attribution

Is leadership merely an attribution that people make about other individuals?

• Substitutes and Neutralizers to Leadership

• Some argue that sometimes leaders are not even needed! Sometimes individual, job,
and organizational variables can act as substitutes for leadership or neutralize the
leader's effect to influence followers (ex = a highly structured task)

• Finding and Creating Leaders

Can we use selection to help? (personality tests, interviews – match to situation)

Training (can we train leadership? E.g. trust building, mentoring, situation-analysis skills)

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 Implications for Managers

• Trust is important - as organizations are less stable, personal trust is

key in defining relationships and defining expectations

• Transformational leaders are in demand. Organizations want leaders

with vision and charisma to carry out the visions.

• Invest in leadership selection and training (and follow up with

assessment centers, courses, workshops, rotating job
responsibilities, coaching, and mentoring)

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 Learning Outcomes
At the end of this unit, you would:

Assess the traits of a leader

Evaluate managerial grid

Appraise the approaches to leadership

Assess the leadership challenges in current context