1. Leadership

2. Some one who can influence others and who has managerial authority.
Leader
Some one who can influence others and who has managerial authority.
All managers should ideally be leaders.
Not all leaders have the ability to be an effective manager
Leadership
Is a process of influencing a group toward the achievement of goals

3. Managers Versus Leaders
Do things right
Status quo
Short term
Means
Buildings
Problem solving
Leaders
Do the right thing
Change
Long term
Ends
Architects
Inspiring and motivating
Nature of Leadership
Leadership is an ability to influence and motivate others towards
organizational goals

4. What Leaders actually do!
Process behavior include
Influencing organizational goals
Motivating behaviors towards goals
Helping define organizational culture

5. How Leaders Influence Others?
Sources of Leadership Powers:
Legitimate Power
Power stemming from a position’s placement in the managerial hierarchy.
Reward Power
Power based on the capacity to provide valued rewards to others.
Coercive Power
Power based on the ability to punish others.
Expert Power
Power based on the possession of expertise valued by others.
Information Power
Power based on access and control over the distribution of information.
Referent Power
Power resulting from being liked, admired or identified with.

6. Effective Use of Power Likely reaction to use of Power! Cordon
Legitimate
Information
Reward
Referent
Expert
Resistance
Compliance
Commitment

7. Leadership schools Trait Model Behavioral Models Iowa Studies
Michigan Studies
Ohio State Studies
Leadership Grid

8. Leadership Trait Search for Leadership Traits Intelligence
Leadership Property! Set of characteristics attributed to individuals perceived to be leader.
Search for Leadership Traits
Approach assumes that some basic traits (individual qualities) differentiated leaders from non-leaders.
Later research on the leadership process identified traits associated with successful leadership:
Intelligence
Supervisory Ability
Initiative
Drive
Individuality
Self Confident
Risk Taker
Motivated
Hard Working
Self Assurance
Drive, the desire to lead, honesty and integrity, self-confidence, intelligence,
job- relevant knowledge, and extraversion.

9. Behavioral Theories
Knowing the ways how effective leaders behave would provide basis for training other leaders.
2. Behavioral Models
Iowa Studies
Michigan Studies
Ohio State Studies
Leadership Grid

10. Behavioral Models Iowa Studies (By Kurt Lewin)
Identified three leadership styles related to performance:
Autocratic style: centralized authority, low participation, leader dictated the work.
Democratic style: involvement, high participation, feedback, involved staff in decision making.
Laissez faire style: hands-off management, gave the group complete freedom.
Research findings: mixed results
No specific style was consistently better for producing better performance
Employees were more satisfied under a democratic leader than an autocratic leader.

11. Behavioral Models Michigan Studies
Employees centered leaders superior to job or Production centered Leaders?
Identified two dimensions of leader behavior
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
Research findings:
Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

12. Behavioral Models Ohio State Studies
Suggested that the ideal was for leaders to combine job-centered-ness (Initiating structure) with an ability to build mutual trust with subordinates (consideration).
Identified two dimensions of leader behavior
Initiating structure: the role of the leader in defining his or her role and the roles of group members
Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.
Research findings: mixed results
High-high leaders generally, but not always, achieved high group task performance and satisfaction.
Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

13. Behavioral Models Leadership Grid
Appraises leadership styles using two dimensions:
Concern for people
Concern for production
Places managerial styles in five categories:
Impoverished management
Task management
Middle-of-the-road management
Country club management
Team management

14. The Leadership Grid

15. Contingency Theories of Leadership
Basic Assumptions
Leader’s effectiveness depends on the situation.
Must isolate situational conditions or contingencies.