INSTITUTE…………UIE…………..

DEPARTMENT ..Computer Science Engg

Introductions to Management and
Leadership UCT-242

Leadership DISCOVER . LEARN . EMPOWER

 Introductions to
Management and
Leadership
Course Outcome
CO Number Title Level

CO1 To familiarize the students with basics and Understand

concepts in Management and Leadership for
conceptual understanding and applied interface

2
 Introduction
Leadership is the ability to develop a vision that motivates others to move
with a passion toward a common goal. So leadership is a process by which a
person influences others to accomplish an objective and directs the
organization in a way that makes it more cohesive and coherent.
Definition
 leadership is the “process of social influence in
which one person can enlist the aid and support
of others in the accomplishment of a common
task”.
M Chemers.
 "Leadership is ultimately about creating a
way for people to contribute to making
something extraordinary happen."
Alan Keith.
Four factors of leadership
 Leader - You must have an honest understanding of who
you are, what you know and what you can do. To be
successful you have to convince your followers not your
superiors, that you are worthy of being followed.

 Follower -You must know your people. The fundamental

starting point is having a good understanding of human
nature, such as needs, emotions and motivation.
 Communication-The nonverbal communication is
leading. E.g.- when you set example that communicates
to your people that you would not ask them to perform
anything that you would not be willing to do. Bad
communication harm the relation between leader and
employee.

 Situation-We must use our judgment to decide the best

course of action and the leadership style needed for each
situation. What we do in one situation will not always
work in another.
Styles of leadership
The three major styles of leadership are (U.S. Army Handbook, 1973) :

 Authoritarian or autocratic
 Participative or democratic
 Delegative or Free Reign
Autocratic – The authoritarian leader makes decisions alone
as power is centralized in one person. Decisions are
enforced using rewards and the fear of punishment. it is an
abusive, unprofessional style called “bossing people
around.
”
Democratic- The participative leader include one or more
employees in the decision making process. Communication flow
freely; suggestions are made in both directions. The
participation encourages member commitment to the final decisi

on.
Laissez-faire- The free-rein leader gives power to subordinates
to make the decisions. However, the leader is still responsible
for the decisions that are made. This is used when employees
are able to analyze the situation. Deligative style is
generally not useful.
Theories of leadership
TRAIT
THEORY

BEHAVIORAL
THEORY

CONTINGENCY
THEORY

SITUATIONAL
THEORY
Trait theory-
The Trait Approach arose from the “Great Man” theory as a way of
identifying the key characteristics of successful leaders. It was believed that
through this theory critical leadership traits could be isolated and that people
with such traits could then be recruited, selected, and installed into
leadership positions. This theory was common in the military and is still used
as a set of criteria to select candidates for commissions.
Advantages of Trait Theory -

 It is naturally pleasing theory.

 It serves as a yardstick against which the leadership

traits of an individual can be assessed.

 It gives a detailed knowledge and understanding of the

leader element in the leadership process.
Limitations of The Trait Theory –

 There is bound to be some subjective judgment in determining

who is regarded as a „good‟ or
„successful‟ leader.

 There is also a disagreement over which traits are the most

important for an effective leader
 Behavioral Theory-

 These theories of leadership are based upon the

belief that great leaders are made, not born.
 Rooted in behaviorism, this leadership theory
focuses on the actions of leaders not on mental
qualities or internal states.
 According to this theory, people can learn to
become leaders through teaching and observation.
 The behavior approach says that anyone who
adopts the appropriate behavior can be a good
leader.
Studies of Behvioral theory
 Ohio state leadership university studies.

 Managerial Grid

 University of Michigan studies

Contingency theory-
In Contingency theory of leadership, the success of the leader is a
function of various contingencies in the form of subordinate,
task, and/or group variables. The Leaders who are very
effective at one place and time may become unsuccessful
either when transplanted to another situation or when the
factors around them change.
This helps to explain how some leaders who seem for a
while to have the 'Midas touch' suddenly appear to go off the boil
and make very unsuccessful decisions.
Different Sets/theories of contingency theory :

 FIEDLER‟S CONTIINGENCY MODEL

 HARSEY & BLANCHARD‟S SITUATIONAL THEORY

 PATH GOAL THEORY

 VROOM-JAGO CONTINGENCY MODEL

FIEDLER’S CONTINGENCY MODEL
Fiedler's model assumes that group performance depends on:
Leadership style, described in terms of task motivation and
relationship motivation.
Situational favourableness, determined by three factors:
a) Leader-member relations - Degree to which a leader is
accepted and supported by the group members.
b) Task structure - Extent to which the task is structured and
defined, with clear goals and procedures.
c) Position power - The ability of a leader to control
subordinates through reward and punishment.
 Blanchard's situational theory-

• The Hersey-Blanchard Situational Leadership Theory was created

by Dr Paul Hersey and Ken Blanchard. The theory states that
instead of using just one style, successful leaders should change
their leadership styles based on the maturity of the people
they're leading and the details of the task. Using this theory,
leaders should be able to place more or less emphasis on the
task.
According to Hersey and Blanchard, there are four main leadership
styles:

Telling (S1) – Leaders tell their people exactly what

to do, and how to do it.
Selling (S2) – Leaders still provide information and direction, but
there's more communication with followers. Leaders "sell" their
message to get the team on board.
Participating (S3) – Leaders focus more on the relationship and
less on direction. The leader works with the team, and shares
decision-making responsibilities.
Delegating (S4) – Leaders pass most of the responsibility onto the
follower or group. The leaders
Path-Goal theory-
According to path-goal theory, the leader‟s responsibility is to increase
subordinates‟ motivation to attain personal and organizational goal.A
person may do these by adopting a certain leadership style, according to
the situation:

Directive leadership – it tells subordinates exactly what they are supposed

to do, which includes planning, making schedules, setting performance goals
and behaviour standards.

Supportive leadership - it shows concern for subordinates‟ well

being and personal needs.
Participative leadership - Decision making is based on group consultation and
information is shared with the group.
Achievement-oriented leadership - Challenging goals are set and high
performance is encouraged while showing confidence in the groups' ability.
Managerial grid
It describes the relationship between the leader's
concern for task and concern for people, but this theory differs in its
perspective. The managerial grid Considers leadership style
based on their focus on task and people.
The Managerial Grid is based on two behavioral dimensions:

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.

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.
Using the axis to plot leadership „concerns for production‟
versus „concerns for people‟, Blake and Mouton defined the
following five leadership styles:
Country Club Leadership –(High People/Low Production)
Produce or Perish Leadership – High Production/Low
People
Impoverished Leadership – Low Production/Low People
Middle-of-the-Road Leadership – Medium
Production/Medium People
 Team Leadership – High Production/High People
 Likert‟s school of leadership
Dr Rensis Likert (1903 - 1981) was a management theorist.
According to Likert, the efficiency of an organisation or its departments
is influenced by
their system of management. Likert categorised his four management
systems as follows:

1. Exploitive authoritative system

2. Benevolent authoritative system
3. Consultative system
4. Participative (group) system
Exploitative Authoritative: Responsibility lies in the hands of the
people at the upper echelons of the hierarchy.

Benevolent Authoritative: The responsibility lies at the managerial levels

but not at the lower levels of the organizational hierarchy.

Benevolent Authoritative: The responsibility lies at the managerial levels

but not at the lower levels of the organizational hierarchy.

Participative: Responsibility for achieving the organizational goals

is widespread throughout the organizational hierarchy.
 Advantages Disadvantages

Simple to construct Lack of reproducibility

Each item of equal value so that respondents

Absence of one-dimensionality or
are scored rather than items
homogeneity

Likely to produce a highly reliable scale Validity may be difficult to

demonstrate

Easy to read and complete

 APPLICATIONS
• Helpful in understanding the concepts of management.
• We get to know about the functions the managers perform in an organization and the role of management.

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 REFERENCES
• Essential of Management by Harold Koontz and Heinz Weihrich
• Principles of Management by Stephen P Robbins

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 THANK YOU

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