CONCEPT OF LEADERSHIP AND MANAGEMENT

Leadership

• The act of guiding or influencing people to achieve desired outcomes; occurs any time a person attempts to
influence the beliefs, opinions or behaviors of an individual or group

Management

• Coordination of resources, such as time, people, and supplies, to achieve outcomes; involves problem-solving
and decision-making process

Difference between Leadership and Management

• the ability to guide or influence others, whereas management is the coordination of resources (time, people,
supplies) to achieve outcomes.

Formal Leader

• the radiographer who is appointed to an approved position (manager, supervisor, etc.)

Informal Leader

• is exercised by the person who has no official or appointed authority to act, but is able to persuade and influence
others

Great Man Theory of Leadership

• espouses that great leaders are born, not made.

• Great leaders will emerge when there is a great need
• These individuals come into the world possessing certain characteristics and traits not found in all people.
• These abilities enable them to lead while shaping the very pages of history.
• Under great man theory, prominent leaders throughout the course of history were born to lead and deserved to
do so as a result of their natural abilities and talents.

The Great Man Theory of Leadership centers on two main assumptions:

• Great leaders are born possessing certain traits that enable them to rise and lead.
• Great leaders can arise when the need for them is great

Trait Theory of Leadership

• doesn’t believe good leaders are born with specific traits.

• Instead, the theory focuses on characteristics that make persons good leaders.
• So if working on them, anyone can become a leader with many followers.
• The trait theory of leadership analyzes traits such as mental, physical, and social characteristics of leaders.
• Based on a combination genetics and socialization, each of us develops a unique set of traits.
• Some traits are particularly suited to leadership. According to this perspective, people who make good
leaders have the right (or sufficient) combination of traits.
• The trait theory of leadership argues that leaders can become more successful by developing and learning
those key traits, a significant difference from the earlier Great Man Theory

Leadership

• a process by which an executive can direct, guide and influence the behavior and work of others towards
accomplishment of specific goals in a given situation.
 • the ability of a manager to induce the subordinates to work with confidence and zeal.
• the potential to influence the behavior of others. It is also defined as the capacity to influence a group towards
the realization of a goal.
• Leaders are required to develop future visions, and to motivate the organizational members to want to achieve
the visions.
• According to Keith Davis, "Leadership is the ability to persuade others to seek defined objectives enthusiastically.
It is the human factor which binds a group together and motivates it towards goals."

Qualities of a Leader: A leader has got multidimensional traits in him which makes him appealing and effective in
behavior.

The following are the requisites to be present in a good leader:

✓ Physical appearance- A leader must have a pleasing appearance. Physique and health are very important for a
good leader. (Power dressing)
✓ Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward looking. He has to
visualize situations and thereby has to frame logical programs.
✓ Intelligence- A leader should be intelligent enough to examine problems and difficult situations. He should be
analytical who weighs pros and cons and then summarizes the situation. Therefore, a positive bent of mind and
mature outlook is very important.
✓ Communicative skills- A leader must be able to communicate the policies and procedures clearly, precisely, and
effectively. This can be helpful in persuasion and stimulation.
✓ Objective- A leader has to have a fair outlook which is free from bias, and which does not reflect his willingness
towards a particular individual. He should develop his own opinion and should base his judgement on facts and
logic.
✓ Knowledge of work- A leader should be very precisely knowing the nature of work of his subordinates because
it is then he can win the trust and confidence of his subordinates.
✓ Sense of responsibility- Responsibility and accountability towards an individual's work is very important to
bring a sense of influence. A leader must have a sense of responsibility towards organizational goals because
only then he can get maximum capabilities exploited in a real sense. For this, he has to motivate himself and
arouse an urge to give best of his abilities. Only then he can motivate the subordinates to the best.
✓ Self-confidence and willpower- Confidence in himself is important to earn the confidence of the subordinates.
He should be trustworthy and should handle situations with full willpower.
✓ Humanist-This trait to be present in a leader is essential because he deals with human beings and is in personal
contact with them. He has to handle the personal problems of his subordinates with great care and attention.
Therefore, treating human beings on humanitarian grounds is essential for building a congenial environment.
✓ Empathy- A leader should understand the problems and complaints of employees and should also have a
complete view of the needs and aspirations of the employees. This helps in improving human relations and
personal contacts with the employees.

Leadership Styles

The leadership style varies with the kind of people the leader interacts and deals with. A perfect/standard leadership
style is one which assists a leader in getting the best out of the people who follow him.

Autocratic leadership style:

• The leader himself gets the things done and has a complete command and hold over their employees/team.
• The team cannot put forward their views even if they are best for the team's or organizational interests, cannot
criticize or question the leader's way of getting things done.
• works only when the leader is the best in performing or when the job is monotonous, unskilled and routine in
nature or where the project is short-term and risky.
Advantage:

• Leads to speedy decision.

• Making and greater productivity under leader's supervision.

Drawbacks:

• Leads to greater employee absenteeism& turnover.

Laissez Faire Leadership Style:

• The leader totally trusts their employees/team to perform the job themselves.
• concentrates on the intellectual/rational aspect of his work and does not focus on the management aspect of
his work. The team/employees are welcome to share their views and provide suggestions which are best for
organizational interests.
• This leadership style works only when the employees are skilled, loyal, experienced and intellectual.
• provides an environment where the subordinates get many opportunities to make decisions.
• The leader himself abdicates responsibilities and avoids making decisions and therefore the group often lacks
direction.

Democratic/Participative leadership style:

• Leaders invite and encourage the team members to play an important role in the decision-making process,
though the ultimate decision-making power rests with the leader.
• guides the employees on what to perform and how to perform, while the employees communicate to the leader
their experience and the suggestions if any.

Advantages :

• it leads to satisfied, motivated and more skilled employees.

• leads to an optimistic work environment and also encourages creativity.

Drawback:

• time-consuming.

Bureaucratic leadership:

• leaders strictly adhere to the organizational rules and policies.

• make sure that the employees/team also strictly follow the rules and procedures.
• Promotions take place on the basis of employees' ability to adhere to organizational rules.
• gradually develops over time.
• more suitable when safe work conditions and quality are required.
• discourages creativity and does not make employees self-contented.

Transactional style of leadership

• First described by Max Weber in 1947 and then by Bernard Bass in 1981.
• Most often used by the managers. It focuses on the basic management process of controlling, organizing, and
short-term planning.
• Involves motivating and directing followers primarily through appealing to their own self- interest.
• Power of transactional leaders comes from their formal authority and responsibility in the organization.
• The main goal of the follower is to obey the instructions of the leader.
• The style can also be mentioned as a 'telling style'.
 • The leader believes in motivating through a system of rewards and punishment. If a subordinate does what is
desired, a reward will follow, and if he does not go as per the wishes of the leader, a punishment will follow.
Here, the exchange between leader and follower takes place to achieve routine performance goals.
• Viewed as insufficient, but not bad, in developing the maximum leadership potential.
• Forms as the basis for more mature interactions but care should be taken by leaders not to practice it
exclusively, otherwise it will lead to the creation of an environment permeated by position, power, perks, and
politics.

Servant Leadership

• Servant leaders put others first. They're called to lead organizations because they sincerely want to help
employees, or a company reach their goals.
• It’s more important to the leader to develop employees rather than focus on elevating themselves.
• Morale is often high in these environments, but putting themselves last is not something that comes easily to all
leaders.
• Servant leaders live by a people-first mindset and believe that when team members feel personally and
professionally fulfilled, they're more effective and more likely to regularly produce great work. Because of their
emphasis on employee satisfaction and collaboration, they tend to achieve higher levels of respect.
• Servant style is an excellent leadership style for organizations of any industry and size but is especially prevalent
within nonprofits.
• These types of leaders are exceptionally skilled in building employee morale and helping people re-engage with
their work.

Charismatic Leadership

• Charismatic leaders are visionaries, and they're known for their inspirational approach to getting a team excited
about reaching a shared goal & often transformative leaders.
• These leaders have big personalities and a contagious spirit, and that's a plus for many organizations. Because a
charismatic leader often becomes the face of the company, turnover not only impacts internal morale, but it can
impact the public image.

Transformational Leadership

• One of the many kinds of leadership that is usually on display in the real world.
• The reason for focusing on this particular type of leadership is to highlight the need for transformational
leadership in these tough times when the ability to articulate a vision and motivate the employees along with
putting the company before self is badly needed.
• The point here is that unless corporate leaders display transformational leadership in these turbulent times, the
organizations that they head would not be able to withstand the headwinds of turbulence and navigate the
choppy seas of competition.