LEADERSHIP

-Shruti-Shivam Jangra-Shivam Tomar-S krishna-Shantam-Rohit Tiwari-Sanjna Singh

LEADERSHIP

Creates an inspiring vision of the future.

Motivates and inspires people to engage with that vision.

Manages delivery of the vision.

NATURE OF LEADERSHIP

Personal quality

Presupposes the existence of a group of followers

Process of inter-personal influence

Community of interests between leaders and his followers

Continuous process of influencing behaviour

Specific in nature

Reciprocal relationship-

MANAGEMENT

Management is a term used to represent planning, organising, staffing, directing and controlling the organisational operations to realise certain group goals. It includes leadership.

Management and Leadership are not synonymous:

A Manager may not be a leader in the sense that he is not able to win the trust and confidence of his subordinates and the subordinates do not look up to him for support and guidance. However, a good manager in order to be more successful must possess the qualities of an effective leader.

Management and Leadership are not synonymous

But a Leader need not be a manager. It is not essential for a leader to be appointed formally or have some formal authority. There can be leaders of employee groups who are not managers. Moreover all work done by a leader may not be management activities and employees look towards them for guidance, support and assistance.

Thus, it is essential that a person to be an effective manager must be an effective leader but, a strong leader can sometimes be a weak manager.

Functions of LEADER

Initiates action

•Motivation to the subordinates

•Providing guidance to the subordinates

•Creating confidence among peers and subordinate

•Builds good work environment

• facilitates Co-ordination for achieving organisational goals

•Building morale of the subordinates so as to bring out the best

in them

Leadership Styles

Autocratic or Authoritarian Leadership

Paternalistic Leadership

Participative or Democratic Leadership

Laissez-Faire or Free-Rein Leadership

Autocratic or Authoritarian Leadership

An autocratic leader takes all the decisions himself.

Does not consult his subordinates.

Demands unquestioned obedience.

Characteristics: centralization of authority, close supervision, one way communication and rigid controls.

Three types of autocratic leadership:

1) Strict autocrat

2) benevolent autocrat

3) incompetent autocrat

Paternalistic Leadership

Authoritarian by nature but has consideration for his subordinates.

Heavily work centered but takes care of his subordinates.

Instead of pressure he encourages his subordinates.

Treats the followers as members of his family.

He promises to fulfill their needs if they work hard to achieve common goals.

Superior than autocratic leadership.

Successful in Japan due to its culture.

Laissez-Faire or Free-Rein Leadership

Allows the group to establish its own goals.

Decision making authority given to subordinates.

Leader does not direct at all.

Also known as Permissive Style Leadership.

Leader intervenes only during crises.

Successful when subordinates are highly competent.

Participative or Democratic Leadership

Permits subordinates to participate in decision making.

The final decision is the combined efforts of all.

Main features: decentralization of authority, group decision making and two way communication.

Allows sufficient freedom to talk to him.

Considered to be more effective than other styles.

CONTINUUM OF LEADERSHIP BEHAVIOUR

In actual practice leadership styles do not exist independent of each other and it is not possible to classify them into distinct categories.The leadership continuum was originally written in 1958 by Tannenbaum and Schmidt and was later updated in the year 1973. The concept of leadership continuum has been developed to highlight the variability and inter-dependence of leadership styles. At one end of the continuum is the boss centered leadership and at the other extreme is the sub-ordinate centered leadership as shown in figure 1.The left side shows a style where control is maintained by a manager and the right side shows the release of control.

The continuum identified four main styles of leadership:

•Tells

•Sells

•Consults

•Joins

Choosing a leadershipFollowing factors should be taken in consideration while choosing a leadership style:•Forces in the Manager:

1. Personality and experience,Value systems2. Confidence in subordinates3. Leadership inclinations4. Feelings of security in an uncertain situation

•Forces in the subordinate: :1. Degree of tolerance for ambiguity2. Interest in the problem and feelings as to its importance3. Knowledge and experience to deal with the problem4. Understanding and identification with the goals of the organization

.•Forces in the situation:

1. Type of organization2. Group effectiveness3. Nature of the problem4. Time pressure

Theories

Major approaches to the study of

leadership

Trait (1940s-50s)Behavioural (1950s-60s)Situational (1970s)

Traits Theory

Trait theory is also called great man theory.

What characteristics or

traits make a person a

leader?

Traits or Characteristics

Sound Pysique

Intelligence

Empathy

Maturity

Self confidence

Foresight and vision

Objectivity

Decisiveness

Responsibility

Human&relationattitude

Behavioural Theory

The most important aspect of leadership is not the triats of the leader but what the leader does in various situations. Successful leaders are distinguished from unsuccessful leaders by their particular style of leadership.

Situational Theory

The effectiveness of the leaderis not the only determined by his or her style of behaviourbut also by the situation surrounding the leadership environment. Situational factors include the characteristics of the leader and the subordinates and nature of task the structure of the group and the type on reinforcement.

Renesis Likert- Management System TheoryHe was an American educator and

organizational psychologist best known for his research on management sties.

He and his associates conducted extensive surveys of leadership patterns and management styles in a large number of organizations.

They developed a 4 level model of leadership behavior and assigned numbers from 1-4 in order of stages of evolution

He found that most individual fit into one or the other of his 4 systems in terms of certain operatincharacteristics related to decision making, motivation, leadership, communication etcLikert categorized his four management systems as follows:

1) Exploitative Authoritative 2) Benevolent Authoritative3) Consultative Authoritative4) Participative System

Exploitative authoritative system1) Workers abide by the decisions made by the

superiors

2) Subordinates do not participate in decision making

3) Use fear and threats to make sure their work is done

4) No teamwork involved

Benevolent authoritative

1) Decisions are made by those at the top management

2) Motivated through rewards for their contribution

3) Information flows from subordinates to managers but its restricted to what the managers want to hear

Consultative system

1) Motivated with rewards and degree of involvement in the decision making

2) Involvement is incomplete and major decisions are still made by the senior management

3) Greater flow of information (than benevolent)

4) Information from subordinate to manager is incomplete and euphemistic

Participative system

1) Management have complete confidence in their subordinates

2) There's a lot of communication and subordinates fully involved in the decision making process

3) Subordinates comfortably express opinions and there's a lot of teamwork

4) Employees throughout the organization feel responsible for achieving organizations objectives

5) Subordinates are rewarded economic rewards for achieving organizational goals

6) Participative in nature