LEADERSHIP
Module 4
BBA 4 Semester
LEADERSHIP DEFINED
The process of directing the behaviour of others
towards the accomplishment of some objective.
Directing means causing individuals to act in a
certain way or to follow a particular course of
action.
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LEADER VERSUS MANAGER
Managers focus on Leadership focuses on
Goals and objectives Vision
Telling how and when Selling what and why
Shorter range Longer range
Organisation & structure People
Autocracy Democracy
Directing and controlling Inspiring trust
Procedures Policy
Consistency Flexibility
Risk avoidance Risk taking
Restraining Enabling
Maintaining Developing
Imitating Originating
Administrating Innovating
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TRANSACTIONAL LEADERS
Focus on fair exchanges with members to
motivate achieving goals by:
Clarifying role or task requirements
Setting up structures
Providing appropriate rewards
Being considerate of the needs of subordinates
Personal characteristics:
Take pride in running smoothly and efficiently
Have a sense of commitment to the organisation
Encourage conformity to norms and values
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TRANSFORMATIONAL LEADERS
Focus on inspiring change in members and the organization by:
Inspiring and arousing others to unite in seeking extraordinary performance accomplishments
Challenging the status quo and stimulating change in the organisation’s mission, strategy,
structure and culture.
Personal characteristics:
Identify with followers, creating personal loyalty
Motivate employees to transcend individual goals for the sale of a team or organisation by
articulating a clear vision
Pay personal attention to followers needs by supporting and encouraging followers in their
attempts to work toward the vision.
Challenge followers to be innovative, model new behaviors, and exhibit a high moral standard
in their actions.
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LEADERSHIP
Leadership Traits
The desire to lead
Drive
Self confidence
Honesty and integrity
Intelligence and job relevant knowledge
Charisma
A special trait or “gift” that some leaders have to
attract and inspire others.
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LEADERSHIP CONTD..
Charismatic leader traits:
Are enthusiastic and self confident
Relate to others on an interpersonal level
Are superior motivators
Persuasive communicators of their vision
Are risk takers
Are sensitive to followers needs
Display extraordinary behaviors in pursuit of their
vision.
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DO MEN AND WOMEN DIFFER IN
LEADERSHIP STYLES?
Judy Roesner’s study…..
Men tend to rely more on their formal authority
and on rewards and punishment
Women tend to use their charisma, interpersonal
skills, hard work and personal contacts
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FIVE LEADERSHIP PRACTICES KOUZES-
POSNER BEHAVIORAL APPROACH
1. Challenging the Process
2. Inspiring a Shared Vision
3. Enabling others to act
4. Modeling the way
5. Encouraging the heart
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FIVE PRACTICES OF LEADERS
1. Challenging the Process
Leaders search for opportunities to change the
status quo
Leaders look for innovative ways to change the
organisation
They experiment and take risks
They accept the inevitable disappointments as
learning opportunities
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FIVE LEADERSHIP PRACTICES
2. Inspiring a Shared Vision
Leaders passionately believe that they can make
a difference
They envision the future- ideal and unique
organization
Leaders enlist others in their dreams
They breathe life into their vision and get and
get people to see possibilities into the future
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FIVE LEADERSHIP PRACTICES
3. Enabling others to Act
leaders foster collaboration and build spirited teams
They strive to create an atmosphere of trust and
human dignity
They strengthen each others, making each person
capable
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FIVE LEADERSHIP PRACTICES
4. Modeling the Way
Leaders establish principles concerning the way
people ( colleagues, customers, etc) should be
treated and the way goals should be pursued.
They create standards of excellence and set an
example for other to follow
They set interim goals so that people can work on
small wins while working towards larger objectives
They unravel bureaucracy when it impedes action
and set direction when people are unsure of where
to go.
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FIVE LEADERSHIP PRACTICES
5. Encouraging the Heart
Leaders recognize contributions that individuals make, to
keep hope and determination alive
Leaders celebrate accomplishments
They make people feel like heroes.
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THE LEADERSHIP CHALLENGE
1. 5 Practices
2. Foundation of Credibility
3. DWYSYWD
4. Vision + Challenge
5. Love
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LEADERSHIP STYLES
1. Hawthorne Studies – 1924 to 1932 in an
electricity company at Illinois, USA
Conclusions:- Leader has not only to plan, decide,
organise, lead and control but also consider the
human element.
2. Theory X and Y: Mc Gregor ( 1960)
Conclusion: An effective leader needs to examine
carefully his own ideas about the motivation and
behavior of subordinates and others, as well as
the situation, before adopting a particular
leadership style.
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IOWA LEADERSHIP STYLE
in 1939 Lippitt and White under the direction
of Lewin, did a study on 3 different styles of
leadership.
Experiment: 3 groups consisting of 10 year old
boys of same intelligence level .
One group directed by Authoritarian leader
One group directed by Democratic leader
One group directed by Laissez-faire leader
Task : making per masks or model air-planes
or soap carvings.
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IOWA STUDIES CONTD..
Authoritarian leader:
Did not allow participation
Concerned about the task and told what to
do and how to do
Democratic leader:
Encouraged discussion within the group
Allowed particiation in making decisions
Shared his leadership responsibilities
Involved them in the planning and execution
of the task.
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IOWA STUDIES CONTD..
Laissez-faire leader:
Gave complete freedom , did not provide any
leadership
Did not establish any policies or procedures
to do the task.
Each member was let alone
No one attempted to influence the other
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FINDINGS OF IOWA STUDIES
1. 19 out of 20 boys liked democratic style
2. Only one boy who like authoritarian style was son of an
army officer
3. 7 out of 10 boys preferred the laissez faire leader.
4. Boys under laissez faire style exhibited more
aggressiveness, hostility and indifferent behavior
compared to their counterparts.
5. Boys belonging to democratic style showed less
aggressive and more indifferent behavior when brought
under the autocratic style of a leader.
Implication: how different styles of leadership can produce
different complex reactions from the same or similar
groups.
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MICHIGAN STUDIES ON
LEADERSHIP STYLES
Likert ( 1961) at University of Michigan Survey Research
Centre identified two major styles of leadership orientations-
employee orientation and production orientation.
Employee Oriented Leadership Style: takes interest in
every one and accepts the individuality and personal needs
of the individual, has complete confidence and trust in all
matters in his subordinates, subordinates feel free to discuss
things about their jobs with their superior, encourages
participation of ideas and opinions.
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Production Oriented Leadership Style: emphasizes
production and technical aspects of the job, looks at
subordinates or employees as tools to accomplish
organizational goals.
Work, working conditions and work methods are better
understood in this style
Findings: Employee oriented style brought high
producing performance compared to production oriented
style.
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OHIO STATE
STUDIES ON LEADERSHIP STYLES
Stogdill (1957) at the Bureau of Business Research at
Ohio State University initiated a series of researches on
leadership in 1945.
Leader Behavior Description Questionnaire ( LBDQ) as
administered to various groups viz. personnel in armed
forces and various civilian groups.
Two dimensions of leadership continually emerged from
the study i.e., Consideration and Initiating Structure.
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Consideration: Behaviour of leader indicating
friendship, mutual, trust, respect and warmth.
Initiating Structure: defining and structuring their
roles and those of their subordinates towards goal
attainment, establishing channels of
communication and method of procedure.
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LEADERSHIP THEORIES: TRAIT
THEORY
Kelly (1974) attempted to classify what personal characteristics
such as physical, personality and mental are associated with
leadership success.
After conducting a research, 6 categories of traits were
identified.
1. Physical characteristics: age, height, weight
2. Background characteristics: education, social status,
mobility and experience.
3. Intelligence: ability, judgment, knowledge
4. Personality: aggressiveness, alertness, dominance,
decisiveness
5. Task oriented characteristics: achievement need,
responsibility, initiative, persistence
6. Social Characteristics: supervisory ability, cooperativeness,
popularity, prestige, tact, diplomacy
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MANAGERIAL GRID THEORY
Blake and Mouton ( 1978) Managerial grid says ,
leaders are most effective when they achieve a
high and balanced concern for people and for
tasks.
(9,1): Task orientation
(1,9): Country Club
(1,1): Impoverish Management
(5,5): Middle Road
(9,9): Team
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MANAGERIAL GRID
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SITUATIONAL( CONTINGENCY)
LEADERSHIP
The situation determines which leadership
style is effective at maximizing productivity.
An effective leadership style in one situation
will not necessarily work in another
situation.
Contingency Models:
Fielder’sContingency theory
House’s Path Goal theory
Hersey and Blanchard’s Situational Leadership
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FIEDLER’S CONTINGENCY
THEORY
Assumes that a leader’s style is either
relationship-oriented or task-oriented and
that this style is fixed.
Leaders will need to seek out or be assigned
positions that fit their style.
Situational Contingencies
Leader-member relations
Task structure
Position power
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FIEDLERS CONTINGENCY
MODEL
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