Leadership - Prof. Noor Afza
- 1. LEADERSHIP BY DR. NOOR AFZA Tumkur university
- 2. LEADER Leaders –are People who can influence the behaviors of others without having to rely on force. People who are accepted as leaders by others. what leaders actually do. Use noncoercive influence to shape the group’s or organization’s goals. Motivate others’ behavior toward goals. Help to define organizational culture.
- 3. LEADERSHIP Leadership is defined by results not by attributes. Leadership is the ability to influence a group toward the achievement of goals Not all leaders are managers Not all managers are leaders
- 4. MEANING OF LEADERSHIP Leadership is 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. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal. 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.”
- 5. IMPORTANCE OF LEADERSHIP[ Initiates action Motivation ‘provides action Creating confidence building morale builds work environment coordination ‘provides support
- 6. MANAGEMENT VS. LEADERSHIP Leadership and management are two different terms Management involves developing formal plans and monitoring results Leadership is about coping with change and establishing a vision
- 7. DISTINCTIONS BETWEEN MANAGEMENT AND LEADERSHIP Leadership Activity Management Establishing direction and vision for the organization Creating an agenda Planning and budgeting, allocating resources Aligning people through communications and actions that provide direction Developing a human network for achieving the agenda Organizing and staffing, structuring and monitoring implementation Motivating and inspiring by satisfying needs Executing plans Controlling and problem solving Produces useful change and new approaches to challenges Outcomes Produces predictability and order and attains results
- 8. QUALITIES OF LEADER “Leader do and don’t look or act like we expect” Self awareness Integrity Confidence Courage Vision Enthusiasm Innovation Wisdom Adaptability Strong interpersonal skills Effective communication Insight Peer respect Sense of humour Competence
- 9. LEADER SHIP THEORIES 1. "Great Man" Theories: Great Man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.
- 10. TRAIT THEORIES: 2. Trait Theories: Similar in some ways to "Great Man" theories,trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.
- 11. CONTINGENCY THEORIES: 3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.
- 12. SITUATIONAL THEORIES: 4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision- making.
- 13. BEHAVIORAL THEORIES: 5. Behavioral Theories: Behavioral 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.
- 14. PARTICIPATIVE THEORIES: 6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
- 15. MANAGEMENT THEORIES: 7. Management Theories: Management theories (also known as "Transactional theories") focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.
- 16. . RELATIONSHIP THEORIES: Relationship theories (also known as "Transformational theories") focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.
- 17. LEADERSHIP STYLES leader ship styles are : --Autocratic--Bureaucratic --Laissez-faire Bureaucratic --Democratic
- 18. AUTOCRATIC STYLE This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments.
- 19. BUREAUCRATIC LEADERSHIP STYLE Bureaucratic leadership is where the manager manages “by the book¨ Everything must be done according to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules.
- 20. DEMOCRATIC LEADERSHIP STYLE Democratic Leadership Style The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision.
- 21. LAISSEZ-FAIRE LEADERSHIP STYLE Laissez-Faire Leadership Style This French phrase means "leave it be," and it's used to describe leaders who leave their team members to work on their own. The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.
- 22. CHARISMATIC LEADERSHIP A charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.
- 23. TRANSFORMATIONAL LEADERSHIP Leadership that goes beyond ordinary expectations, by transmitting a sense of mission, stimulating learning, and inspiring new ways of thinking. Seven keys to successful leadership Trusting one’s subordinates Developing a vision Keeping cool Encouraging risk Being an expert Inviting dissent Simplifying things
- 24. EMERGING APPROACHES TO LEADERSHIP Strategic Leadership Top management’s capability to understand the complexities of both the organization and its environment and to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment. Cross-Cultural Leadership The capability to provide purpose and direction that encompasses both international and diversity-based differences in the organization.
- 25. EMERGING APPROACHES TO LEADERSHIP (CONT’D) Ethical Leadership Providing a strong corporate governance model to the organization that reflects the high ethical standards of its leaders. Holding those who lead the organization accountable for their actions and the consequences of their actions.
- 26. MANAGERIAL GRID The managerial grid model (1957) is a behavioral leadership model developed byRobert R. Blake and Jane Mouton. It is a graphic portrayal of a two- dimensional view of leadership style it is a nine-by-nine matrix outlining 81 different leadership styles. This model originally identified five different leadership styles based on the concern for people and the concern for production. in other words managerial grid is a theoretical model based on the premise that concern for people and concern for production are the two primary attitudes that influence management style.
- 27. BLAKE & MOUTON MANAGERIAL GRID 1,9 9,9 1,8 1,7 1,6 1,5 5,5 1,4 1,3 1,2 1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1 (Low)ConcernforPeople(High) (Low) Concern for Production (High) “Authority” type “Laissez-faire” type Best
- 29. MANAGERIAL GRID Five leadership styles are identified by the grid: 1.1 Impoverished Managers Low concern for production, low concern for people. 1.9 Country Club Managers High concern for people, low concern for production 9.1 Task Managers High concern for production, low concern for people 5.5 Middle of the Road Managers Medium concern for production, medium concern for people 9.9 Team Managers High concern for production, high concern for people
- 30. MANAGERIAL GRID CONTD… The five resulting leadership styles are as follows: Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines and as a result disharmony and disorganization prevail within the organization. The leaders are termed ineffective wherein their action is merely aimed at preserving job and seniority.
- 31. MANAGERIAL GRID CONTD… Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned about production and have less concern for people. The style is based on theory X of McGregor. The employees’ needs are not taken care of and they are simply a means to an end. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. Such a style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is inevitable.
- 32. MANAGERIAL GRID CONTD… Middle-of-the-Road (5, 5): This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met.
- 33. MANAGERIAL GRID CONTD… Country Club (1, 9): This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results
- 34. MANAGERIAL GRID CONTD… Team Management (9, 9): Characterized by high people and task focus, the style is based on the theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in