1. LEADERSHIP

2. LEADERSHIP LEADERSHIP VERSUS MANAGEMENT:
Leadership and management are two terms that are often confused.
John Kotter of the Harvard Business School argues that “managers promote stability while leaders press for change and only organizations that embrace both sides of the contradiction can survive in turbulent times.”
Professor Rabindra Kanungo at McGill University indicates, Leaders provide vision and strategy; managers implement that vision and strategy, coordinate and staff the organization, and handle day-to-day problems.

3. LEADERSHIP

4. LEADERSHIP SUPERVISORY LEADERSHIP:
These early theories focused on the supervisory nature of leadership—that is, how leaders managed the day-to-day functioning of employees.
The three general types of theories:
Trait
Behavioural
Contingent

5. LEADERSHIP Trait Theories:
Personality, social, physical, or intellectual traits that would describe leaders and differentiate them from non-leaders.
People such as Nelson Mandela, Richard Branson of the Virgin Group, and Steve Jobs of Apple are identified as leaders.
Then describe them in terms such as charismatic, enthusiastic, decisive, and courageous.

6. LEADERSHIP Traits can predict leadership.
Traits do a better job at predicting the emergence of leaders and the appearance of leadership than in actually distinguishing between effective and ineffective leaders

7. LEADERSHIP Types of Traits Preferred in Leaders: Studies suggest that:
Universally liked attributes should be used by leaders working in any culture.
Universally disliked attributes should be avoided by leaders.
Attributes over which there is a lot of disagreement should be used cautiously, based on specific cultures.

9. LEADERSHIP Behavioural Theories
Theories that propose that specific behaviours differentiate leaders from non-leaders.
There are three Behavioural Theories studies:
The Ohio State Studies
Michigan studies
Blake and Mouton’s Leadership Grid

10. LEADERSHIP The Ohio State Studies
These involve two dimensions known as initiating structure and consideration.
initiating structure The extent to which a leader is likely to define and structure his or her role and the roles of employees in order to attain goals.
consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

11. LEADERSHIP The Michigan Studies
These developed two dimensions of leadership behaviour that they labelled
employee-oriented and production-oriented.
Employee-oriented leader A leader who emphasizes interpersonal relations.
Production-oriented leader A leader who emphasizes the technical or task aspects of the job.

12. LEADERSHIP The Leadership Grid
Blake and Mouton developed a graphic portrayal of a two-dimensional view of leadership style.
They proposed a Leadership Grid based on the styles of “concern for people” and “concern for production,

13. LEADERSHIP
The Leadership Grid

14. LEADERSHIP Contingency Theories
These are Theories that propose that leadership effectiveness depends on the situation.

15. LEADERSHIP Fiedler Contingency Model
This theory proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader.

16. LEADERSHIP
Fiedler identified three contingency dimensions that together define the situation a leader faces:
Leader-member relations. The degree of confidence, trust, and respect members have in their leader.
Task structure. The degree to which the job assignments are procedurized (that is, structured or unstructured).
Position power. The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

17. Fiedler suggested that task-oriented leaders perform best in situations of high and low control, while relationship- oriented leaders perform best in moderate control situations.

18. LEADERSHIP
Path-goal Theory This theory says it’s the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their individual goals are compatible with the overall goals.

19. LEADERSHIP
According to this theory, leaders should follow three guidelines to be effective:
Determine the outcomes subordinates want. These might include good pay, job security, interesting work, and the autonomy to do one’s job.
Reward individuals with their desired outcomes when they perform well.
Let individuals know what they need to do to receive rewards (that is, the path to the goal), remove any barriers that would prevent high performance, and express confidence that individuals have the ability to perform well.

20. LEADERSHIP

21. LEADERSHIP Transactional Vs Transformational Leadership:
Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
In some styles of transactional leadership, the leader uses rewarding and recognizing behaviours

22. LEADERSHIP
Transformational leaders inspire followers to transcend their own self-interests for the good of the organization and have a profound and extraordinary effect on their followers.
Transformational leadership is built on top of Transactional leadership—it produces levels of employee effort and performance that go beyond what would occur with a transactional approach alone.

24. LEADERSHIP DISPERSED LEADERSHIP: Mentoring
A mentor is often a senior employee who sponsors and supports a less-experienced employee (a protégé). The mentoring role includes coaching, counselling, and sponsorship. As a coach, mentors help develop their protégés’ skills.
As counsellors, mentors provide support and help bolster protégés’ self-confidence.
As sponsors, mentors actively intervene on behalf of their protégés, lobby to get their protégés visible assignments, and politic to get their protégés rewards such as promotions and salary increases.

25. Coaching:
Coaching is often more task oriented and short term. Coaching is used by senior and middle managers in particular, although other managers use coaching as part of their leadership style. A good coach:
Emphasizes self-development and self-discovery of the person being coached.
• Offers the person being coached constructive feedback on how to improve
Meets regularly with the person being coached
• Is a good listener
• Challenges the person being coached to perform
• Sets realistic standards for the person being coached to achieve.

26. LEADERSHIP
Ethical Issues in Leadership: There are four cornerstones to a “moral foundation of leadership”: • Truth telling. Leaders who tell the truth as they see it allow for a mutual, fair exchange to occur. • Promise keeping. Leaders need to be careful about the commitments they make, and then careful to keep those commitments. • Fairness. Leaders who are equitable ensure that followers get their fair share for their contributions to the organization. • Respect for the individual. Leaders who tell the truth, keep promises, and are fair show respect for followers. Respect means treating people with dignity.

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