1. Leadership– What is it?
It is the process of directing and influencing the task related activities of group members
It is influencing people so that they will strive willingly towards the achievement of group goals
It is art of influencing the behavior of an individuals or group to work willingly and enthusiastically to achieve the specific goals

2. So We Can Say---
Leadership involves other peoples- employees or followers to work willingly
All the group members have the power but still the leader will have more power.
It is the use the different form of power to influence followers’ behavior in number of ways.
Leadership is about value. The leader who ignores the more components of leadership may go down in the history.

3. What the Gurus have to say?
“Leadership is the ability to influence a group towards the achievement of goals.” – Stephen Robbins
“Leadership is the process of influencing people so that they will strive willingly and enthusiastically towards the achievement of group goal”. – Knootz and Weihrich

4. Characteristics of Leadership
Influence
Leader and Leadership
Common Goal
Continuous Process
Unidirectional Authority
Leadership is Situational

5. Importance of Leadership
Initiates action
Motivation
Providing guidance
Creating confidence
Building morale
Builds work environment
Co-ordination

6. Representative of the Organization Friend, Philosopher and Guide
Role of a Leader
Required at all Levels 1
Representative of the Organization 2
S/He Solicits Support 3
Integrate Goals 4
Friend, Philosopher and Guide 5

7. Qualities Qualities of a Leader Physical Appearance
Vision and Foresight
Intelligence
Communicative Skills
Objective
Knowledge of Work
Sense of Responsibility
Self Confidence and Will Power
Humanist
Empathy
Qualities

8. Leader Vs Manager Subject Leader Manager Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work

9. Leader Vs Manager Subject Leader Manager Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames

10. Leadership Mistakes

11. Leadership Styles
Authoritarian / Autocratic
Democratic / Participative
Laissez-Faire/ Free Rein

12. Autocratic Also known as dictatorship / authoritarian
Here leader believes in the centralization of power and authority
The leader expects the subordinates to accept decisions without comment
The leader offers rewards to obedient and efficient subordinates and punishment to inefficient and indiscipline subordinates
Suitable where the followers are uneducated & skilled and prefer to be lead by others

13. Features of Autocratic Leadership
Leaders make all the decisions without the consultation of the subordinates
Leader issues orders and expect total obedience of the orders
One way communication and leader controls all the information
Provision of strict supervision and control
Emphasis on negative motivation
Leader sets standards and asks the subordinates to complete the job as per the standard set

14. Autocratic Can be classified into two Strict Autocrat
The leader follows autocratic styles in very strict sense.
He influences his subordinates by using negative motivation techniques
Benevolent Autocrat
Leader have centralized decision making power and authority, he uses positive motivation techniques influence their followers .
In some situation, they may also encourage their followers to provide some suggestions as well.

15. Autocratic
Leader
Follower

16. Advantages
It provides strong motivation and reward to leaders as he has centralized power and authority.
It provides quick decisions as the leader independently take all decisions. Hence it is very much effective for emergency situations.
It is easier for leaders to implement the decisions as the subordinates do not have any right to restrict or question on the decision taken by leader.
It also provides scope for less competent subordinates as the planning, organizing and directing activities are done by leader.

17. Disadvantages
The subordinates dislike this leadership style due to strict rules & regulations and negative motivation techniques.
It decreases organizational efficiency due to low motivation, frustration and insecurity of employee.
Employees’ potential cannot be used for the benefit of the organization.
Due to the lack of feedback mechanism the corrective actions cannot be taken.

18. Democratic
This style is also known as participative leadership style or liberal style
The leader delegates his power and authority to his subordinates and takes the decisions in consultation
This leadership style is suitable for those organizations where subordinates are trained, experienced and skilled.
The leader uses the positive motivation techniques
Helps to increase employees’ creativity and develop the cooperation

19. Features of Democratic Leadership
Emphasis in decision making process
Two way communication and exchange of ideas and experience
More scope for use of human creativity and initiative
Reorganization of human values and treatment as subordinates being part of a organization
Provides importance of team spirit and group effort to gain common goal

20. Democratic
Leader
Follower

21. Advantages
The leaders and followers both are involved in the decision making process
There is greater satisfaction of the employees as there is two way communications
Employees ideas and suggestions are also considered in decision making
To some extent employees are given rights to do their job independently
Provides opportunity for the development and growth of the subordinates. Their creativity is encouraged
Results in high employee morale and productivity. People feels more committed towards their goals

22. Disadvantages
There will be delay in decision making as the decisions are made with consultation with the employees.
Lower level of employees may not understand the complex nature of organization and their participation may not be effective.
Over the period of time, subordinates may develop the habit of expecting to be consulted on every issue and they may feel frustrated when they are not consulted.
As some levels of freedoms are given to the employees to their work, the problem of discipline may arise among the subordinates.

23. Autocratic–Democratic, The Difference

24. Laissez-Faire
This leadership style is also known as ‘Hans off’ or ‘Free Rein’ Style
The leader once determines the policies, programs and limitations for the actions and delegates complete authority & freedom to their followers.
Followers should themselves determine their goals, make the decisions and resolve their problems on their own
The leader serves only as a co-ordinator and facilitator

25. Laissez-Faire
This leadership technique is mostly appropriate while leading a team of highly motivated and skilled people who have produced excellent work in the past
Primarily horizontal communication between peers.
This leadership style is very rarely used in business organization

26. Advantages
It increases the job satisfaction and the morale of followers.
It provides maximum scope for the development of followers.
It fully utilizes the followers’ capability.
It is effective for research oriented and creative jobs.

27. Disadvantages
Followers do not get proper guidance and support from the leaders.
It ignores the contribution of leader; hence it may decrease the efficiency and creativity of leader.
This leadership style is not suitable if the subordinates are less qualified and don’t wish to take responsibilities and authorities.

28. Perfect View of Leadership

29. Approaches to Leadership
Behavioral
Ohio State Studies
The University of Michigan Studies
The Leadership Grid
Situational
Fielders Contingency Model
Path Goal Theory

30. Behavioral Approach
Result of the presumed failures of early trait studies
Outcome of research from the 1940s through the 1960s
Study of behaviors exhibited by leaders as a means to separate leaders from non-leaders.
This approach of leadership is basically concerned about what a leader actually does and how he does in the job

31. Ohio State Studies These studies, started in the late 1940s
Attempted to find what behaviors substantially accounted for most of the leadership behavior described by employees.
The research was base on questionnaires to leaders and subordinates. These are known as the
Leader Behavior Description Questionnaire (LDBQ)
Supervisor Behavior Description Questionnaire (SDBQ)

32. Ohio State Studies
List of more than 1,000 behavioral dimensions the researchers eventually narrowed it down to just two
Initiating Structure
This Dimension refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment.
It includes behavior that attempts to organize work, work relationships, and goals.

33. Ohio State Studies Consideration
This dimension is the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.
People who are high in consideration show concern for followers’ comfort, well-being, status, and satisfaction.
Major Finding of this study was that consideration for workers and initiating structure exists simultaneously and in different amounts.

34. Ohio State Studies

35. Ohio State Studies
Both factors were found to be associated with effective leadership
They stated that;
Followers of leaders who are high in consideration were more satisfied with their jobs; more motivated, and had more respect for their leader
Leaders who were high in initiating structure typically had higher levels of group and organization productivity along with more positive performance evaluations.

36. The University of Michigan Studies
Roughly contemporary to the Ohio State studies,
A team of researchers lead by Renis Likert at the University of Michigan undertook the studies in the late 1940s
This set of studies had similar research objectives:
To locate behavioral characteristics of leaders that appeared to be related to measures of performance effectiveness.
They also came up with two dimensions of leadership behavior that were critical

37. The University of Michigan Studies
Employee-Oriented.
Leaders who were employee oriented were described as emphasizing interpersonal relations.
They took a personal interest in the needs of their employees and accepted individual differences among members.
Production-Oriented.
These leaders tended to emphasize the technical or task aspects of the job.
Their main concern was in accomplishing their group’s

38. The University of Michigan Studies
The results of these studies were closely related to those from Ohio State.
Employee-oriented leadership is similar to consideration and production-oriented leadership is similar to initiating structure.
The Michigan researchers strongly favored leaders who were employee-oriented in their behavior.
These leaders were associated with higher group productivity and higher job satisfaction.

39. Blake and Mouton's Leadership Grid
Building from the results of both the Ohio State and Michigan studies,
Blake and Mouton created a leadership assessment instrument that was based on the styles of
Concern for people
This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task

40. Blake and Mouton's Leadership Grid
Concern for production
This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task
They evaluated a leader’s use of these behaviors, ranking them on a scale of 1 (low) to 9 (high)
This tool is still very popular today and is used in both leadership selection and training programs.

41. Blake and Mouton's Leadership Grid

42. Blake and Mouton's Leadership Grid
Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the following five leadership styles.
Country Club Management (1,9)
Team Management (9,9)
Middle of the Road Management (5,5)
Improvised Management (1,1)
Authority Compliance Management (9,1)

43. Country Club Management (1,9)
It refers to the high degree of concern for people in work settings.
Leadership behaviors of this category are more concerned to satisfy the needs of people and thus to try to maintain relations that lead to a comfortable, friendly organizational atmosphere and work tempo
Team Management (9,9)
It refers to the high degree of concern for people and production of a leader in a work setting.
This leadership behavior leads to relationship of trust and respect through committing people to work for common goals.

44. Middle of the Road Management (5,5)
It refers to the optimum level of concern for people and production in organizational settings.
Leaders of this category believe that adequate organizational performance is possible through balancing the conditions for work with need satisfaction of people.
Improvised Management (1,1)
It refers to the low degree of concern for people and production.
Leaders of this category believe in putting minimum efforts to get required work done with a view to sustain organization memberships.

45. Authority Compliance Management (9,1)
It refers to the high degree of concern for production of a leader in the organizational settings.
Such a leader concentrates on enhancing work efficiency and arranging working conditions accordingly.
Behavioral Theory Summary. Leaders who display consideration and structuring behaviors do appear to be more effective.

46. Situational Approach
These models assumes that appropriate leader behavior varies from one situation to another.
A larger number of studies have shown the leadership is strongly affected by the situation from which the leader has emerged
The goal was to match leadership style with work conditions in order to achieve leadership effectiveness.
Isolating the situational conditions proved to be somewhat difficult.

47. Situational Approach Here leader are the products of given situation.
This theory recognizes there is an interaction between leader, follower and situation.
It contends that there is no one best leadership styles that fit to all situations.
To be a successful leader, S/he must be adaptive and flexible.

48. The Fiedler Contingency Model
One of the first models of this type was developed by Fred Fiedler, gave this approach to leadership in
It 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.
This model proposes that effective group performance depends on the proper match between the leaders’ style and the amount of control and influence in the situation.

49. The Fiedler Contingency Model
The model was based on the premises that certain leadership style would be most effective in different types of situation.

50. Identifying Leadership Style.
Fiedler created the Least Preferred Coworker (LPC) questionnaire, which purports to measure whether a person is task- or relationship-oriented.
High LPC scores indicate a relationship-oriented leader; low LPC scores indicate a task-oriented leader.
Fiedler assumed that an individual’s leadership style is fixed.
If the situation and style are not optimal, then the situation needs to be modified or the leader needs to be replaced.

51. Defining the Situation
Three contingency dimensions that defined the key situational factors that will determine the appropriate leadership style.
Leader-member relations: the degree of confidence, trust, and respect members have in their leader. Measured as good or poor.
Task structure: the degree to which the job assignments are structured or unstructured. Measured as high or low.
Position power: the degree of influence a leader has over hiring, firing, discipline, promotions, and salary increases. Measured as strong or weak.

52. Eight Potential Situations
The combination of the measurements of these three dimensions creates eight potential situations (“octets”) that a leader might face.

53. Matching Leaders and Situations
Task-oriented leaders tend to perform better in situations that are either very favorable to them or which are very unfavorable (category I, II, III, VII, or VIII).
Relationship-oriented leaders perform better in moderately favorable situations (categories IV through VI).
Recently Fiedler has condensed these eight situations down to three based on the degree of control: task-oriented leaders perform best in situations of high and low control while relationship-oriented leaders perform best in moderate control situations.

54. Using the Model to Improve Leadership Effectiveness.
Because Fiedler believes an individual’s leadership style is fixed, there are really only two ways to improve leader effectiveness
Change the leader to fit the situation.
Change the situation to fit the leader. This can be done by restructuring tasks or increasing/decreasing the power the leader has to control factors such as salary increases, promotions, and disciplinary actions.

56. Path Goal Theory
A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by:
Clearly identifying the outcomes that subordinates are trying to obtain from their jobs.
Rewarding subordinates with these outcomes for high-performance and attainment of work goals
Clarifying the paths leading to the attainment of work goals

57. Developed by Robert House, this theory extracts elements from the Ohio State leadership research as well as the expectancy theory of motivation
House’s theory advocates servant leadership.
Leadership is not viewed as a position of power. Rather, leaders act as coaches and facilitators to their subordinates.
According to House’s path-goal theory, a leader’s effectiveness depends on several employee and environmental contingent factors and certain leadership styles

60. There are four identified leadership behaviors in this theory:
Leader Behaviors.
Unlike Fiedler, House assumes leaders are flexible and that the same leader can display any or all of the necessary behaviors for effectiveness in a given situation.
There are four identified leadership behaviors in this theory:
Directive: these leadership behaviors include letting followers know what is expected of them, scheduling work to be done, and giving specific guidance as to how to accomplish tasks.

61. Supportive: these behaviors include being friendly and showing concern for the needs of followers.
Participative: the leader consults with followers and uses their suggestions before making a decision.
Achievement-Oriented: the behaviors for this type of leader include setting challenging goals and expecting followers to perform at their highest level.

62. Major Components

63. Contingency Variables.
Environmental Variables: factors that are outside the control of the employee
These variables determine the type of leader behavior required for outcomes to be maximized.
Employee Characteristics: variables which are the interpersonal characteristics of the employee.
These variables determine how the environment and leader behavior are interpreted.

64. Path-Goal Theory Predictions.
The theory proposes the leader behavior will be ineffective when it is redundant with the sources of environmental structure or contrasting with employee characteristics.
Specific predictions (i.e., effective matches between leadership behaviors and contingency variables) include:

65. Directive leadership behaviors are more appropriate when tasks are ambiguous or stressful.
Supportive leadership is more effective when employees are performing structured tasks.
Directive leadership is inappropriate when employees have high perceived ability or considerable experience.
Participative leadership behaviors are more appropriate for employees with internal locus of control.
Achievement-oriented behaviors are appropriate when tasks are ambiguously structured.