1. CHAPTER – 7(SEVEN)
The Leading Process

2. Leadership
Leadership is defined as the process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goals.
Leaders are the people who can influence the behaviors of others without having to rely on force. Leaders are people whom others accept as leaders.

3. DEFFERENCE BETWEEN LEADERSHIP & MANAGEMENT:
MANAGEMENT: Management is about coping with complexity, Good management bring about order and consistency by drawing up a formal plans, designing rigid organizational structures and monitoring result against plans.
LEADERSHIP: Leadership in contrast is about coping with change, leaders establish direction by developing a vision of the future, then they tune people by communicating his vision, and inspiring them to overcome hurdles.

4. PERSONALITY TRAIT OF A LEADER:
Murry Ross’s view of a good leader-
1.Self confident, well integrated and emotionally stable.
Willing to take leadership responsibilities.
3. Identifies with goals and values of the team the lead.
4. Warm. sensitive and sympathetic towards team

5. members and able to provide practical and helpful suggestions.
5. Intelligent in relation to other group members.
6. Capable of performing leadership functions continuously.
These are the personal trait of leadership.

6. Leadership Styles -Based on Use of Authority
Usually leaders have three authority styles as bellow:
1.Autocratic
2. Democratic or participatory
3. Free – rein

7. 1.Autocratic Style: Autocratic leader commands and expects compliance and leads by the ability to withhold or give rewards and punishment.
2.Democratic style: This type of leaders consult with subordinates on proposed actions and decisions and encourages participation from them.
3.Free – rein: In this approach, leader uses his or her power very little. Such leaders give subordinates a high degree of independence in their operations.

8. Trait Theories
Trait theories of leadership make difference from leaders to nonleaders by focusing on personal qualities and characteristics. Traits refers individual’s personal criteria – intelligence, sociability, self – confidence, straightforwardness, responsibility, articulation, energy, ethics and so on.

9. Recognized Seven Traits of Leadership
Ambition and Energy
The desire to lead
Honesty and integrity
Self – confidence
Intelligence
High self – monitoring
Job – relevant knowledge

10. Behavioral Theories
Behavioral theories evolved to trace out critical behavioral determinants of leadership. In behavioral theories, people can be trained up to be the leader.

11. Basic Difference between Trait theories and Behavioral theories
The difference between trait and behavioral theories in terms of application.
Trait theories assume that leaders are born rather than made.
On the other hand, If there were specific behaviors that identified leaders, then we could teach leadership – we could design programs that implanted these behavioral patterns in individuals who desired to be effective leaders.

12. The Managerial Grid
Blake and Mouton developed a two – dimensional view of leadership style. They proposed a managerial grid based on the styles of “concern of people” and “concern of production”.
The managerial grid is portrayed as below:

14. They consider 2 basic dimensions.
1. concern for people( Vertical axis).
2. Concern for Production (Horizontal axis).
Concern for production can be combined with concern for people in various degrees. Here five styles are considered.
9.1-Authority obedience: Maximum concern for production and minimum for people.

15. Here, the manager is a hard task master
Here, the manager is a hard task master. Everyone is expected to work hard. Work or get lost is the rule. People welfare are not at all important here.
1.9-Country club management: Maximum concern for people and minimum for production.
Here the guiding principle is to look after people as in a happy family. The organization runs like a social club. Some work naturally gets done.

16. 1.1- Impoverished management style: Low concern for production as well as for people.
Poorest style of management. Its main characteristics are apathy and lack of vitality.
Symptoms of a dying organization.

17. 5.5-Middle of the roader: Equal concern for people and production.
This style of management aims at balancing the two requirements, concern for people and concern for production.
9.9- Team management: High concern for people and high concern for production.
This is considered to be the best style of management, Here work and people are mutually supportive.

18. LIKERT ’FOUR SYSTEMS OF MGT
Exploitive – Authoritative: Its managers are highly autocratic, have little trust in subordinates, motivate people through fear and punishment and only occasional rewards, engage in downward communication, and limit decision making to the top.

19. System 2
Benevolent – Authoritative: Its managers have a patronizing confidence and trust insubordinates, motives with rewards and some fear and punishment, permit some upward communication, solicit some ideas and opinions from subordinates, and allow some delegation of decision making but with close policy control.

20. System 3
Consultative Mgt: Managers in this system have substantial but not complete confidence and trust in subordinates, usually try to make use of subordinates’ ideas and opinions, use rewards for motivation with occasional punishment and some participation, engage in communication flow both down and up. Most decisions are taken in top level and some specific decision is taken by the specific dept.

21. System 4
Participative Group: Managers in this group have complete trust and confidence in subordinates in all matters. They always get ideas and opinions from subordinates and constrictively use them. They also give economic rewards on the basis of group participation and involvement in such areas as setting goals and appraising progress toward goals.

22. Contingency Theories Fiedler’s Contingency Model
The most appropriate leadership style depends on whether the overall situation is favorable, unfavorable, or in an intermediate stage of favorable to the leader. As the situation varies, leadership requirements also vary.
The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

23. Fiedler’s Model: Defining the Situation
Leader-Member Relations – are determined by the manager in which the leader is accepted by the group. For example if there is group friction with the leader, rejection of the leader, and reluctant compliance with orders then leader member relations are low.
Task Structure – reflects the degree to which one specific way is required to do the job.
Position Power – describes the organizational power that goes with the position the leader occupies. Example to hire and fire, status symbols and power to give pay raises and promotions.

24. Path-Goal Theory
Robert House and others have further developed a path goal view of leadership initially presented by Martin G. Evens.
The theory states that the leader’s job is to use structure, support, and rewards to create a work environment that helps employees reach the organization’s goals. The two major roles involved are to create a goal orientation and to improve the path toward the goals so that they will be attained.

25. In short it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization
Employee's Development level
Leader’s Recommended style
1. Low ability; low willingness
Telling (directive; supportive)
2. Low ability; high willingness
Selling/coaching (directive; low support)
3. High ability; low willingness
Participative/ Supportive (Supportive; low direction)
4. High ability; high willingness
Delegating (low direction; low support)

26. The path-goal leadership process
Leader provides
Assistance on
employee path
toward goals
The leader identifies
employees needs
Appropriate goals
are established
Employees become
satisfied and motivated
and they accept leader
Both employees and
Organization are
Better able to
React their goals
Leader connects
Rewards with goals
Effective
performance
occurs

27. 1) Goal setting – goals play a central role in the path goal process
1) Goal setting – goals play a central role in the path goal process. Goal setting is the establishment of targets and objectives for successful performance both long run and short run.
2) Path improvement – the steps surrounding goal setting represent only half of the path goal leadership process.
3) Leadership style – according to path goal theory the leader’s roles are to help employees understand what needs to be done (the goal) and how to do it (the path). The model identifies four alternatives:

28. a. Directive leadership – the leader focuses of clear task assignments standards of successful performance and work schedules.
b. Supportive leadership – the leader demonstrates concern for employees well being and needs while trying to create a pleasant work environment.
c. Achievement oriented leadership – the leader sets high expectations for employees communicates confidence in their ability to achieve challenging goals and enthusiastically models the desired behavior.

29. d. Participative leadership – the leader incites employees to provide input to decisions and seriously seeks to use their suggestion final decisions are made.
4) contingency factors: two major factors must be analyzed the general work environment and the specific characteristics of the employee.

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