Leadership

 LEADERSHIP

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Introduction

·       A process of social influence that creates a way for peoples to contribute in making something extraordinary or achieving a task/goal.

·       Or in simple words we can say

o   Leading peoples

o   Influencing peoples

o   Commanding peoples

o   Guiding peoples

 

Characteristics of Leadership

·       Leader must have followers

·       A leader influence his followers willingly not by force

·       Leadership is exercised in a given situation

·       Purpose is to achieve some common goals

·       It is a working relationship between a leader and his followers

 

Traits & factors of Leadership

·       Traits

o   Surgency (extroversion)

o   Conscientiousness (personal integrity)

o   Agreeableness (cheerful & optimistic)

o   Adjustment (self control)

o   Intellectance (learning oriented)

·       Factors

o   Leader

o   Follower

o   Communication

o   Situation

 Leadership Styles

·        Leadership style refers to a leader’s characteristic approach to guiding, influencing, and motivating individuals or teams to achieve organizational goals.

Power Orientation Leadership Styles

·        Power orientation leadership styles are based on how a leader uses power and authority to influence followers.

a) Autocratic Leadership

• Leader makes decisions unilaterally.
• No or minimal input from subordinates.
• Power centralised.
• Use of positional authority.

Advantages:

• Fast decision-making.
• Useful in emergencies.

Disadvantages:

• Low morale.
• Employee dissatisfaction.

b) Participative (Democratic) Leadership

• Decisions are made with input from team members.
• Leader shares power and responsibility.

Advantages:

• Encourages creativity, motivation.
• Better team bonding and satisfaction.

Disadvantages:

• Time-consuming.
• May lead to indecisiveness.

c) Free-Rein (Laissez-Faire) Leadership

• Leader gives complete freedom to the team.
• Minimal interference.
• Employees make decisions.

Advantages:

• High autonomy.
• Encourages innovation.

Disadvantages:

• Lack of direction.
• Can lead to poor performance.

Managerial Grid (Blake and Mouton’s Grid)

·        A model developed by Robert Blake and Jane Mouton that identifies leadership styles based on concern for people and production (task).

Axis	Meaning
X-axis	Concern for Production (1–9)
Y-axis	Concern for People (1–9)

Key Styles on the Grid

Style	Description
1,1 - Impoverished Style	Low concern for both people and production. Minimal effort. Ineffective leadership.
1,9 - Country Club Style	High concern for people, low for production. Friendly atmosphere, but lacks results.
9,1 - Task/Authority-Compliance Style	High concern for production, low for people. Strict rules, efficiency-focused.
5,5 - Middle-of-the-Road Style	Moderate concern for both. Balance between work and people.
9,9 - Team Style	High concern for both people and production. Ideal leadership. Builds trust, motivates team.

Fiedler’s Contingency Model (Fred Fiedler)

·        Fred Fiedler's model emphasizes that leadership effectiveness depends on the match between leader’s style and the situation.

Key Elements:

1. Leadership Style:
• Determined using Least Preferred Co-worker (LPC) scale.
• High LPC = relationship-oriented leader.
• Low LPC = task-oriented leader.
2. Situational Favorableness:
   Depends on 3 factors:
• Leader-Member Relations – degree of trust, respect, and confidence.
• Task Structure – clarity and structure of tasks.
• Position Power – authority given to the leader.

Matching:

• Task-oriented leaders (Low LPC): Perform best in very favourable or very unfavourable situations.
• Relationship-oriented leaders (High LPC): Perform best in moderately favourable situations. 

Theories of Leadership

·       Trait Theory

o   Leaders were born with inherent physiological and personality traits like

§  Age

§  Height

§  Intelligence

§  Academic achievement

o   Stogdill in 1974 marks some general characteristics that differentiate a leader from a non-leader

§  Capacity

§  Achievements

§  Responsibility

§  Participation & Involvement

§  Socio economic status

·       Behavioural Theory

o   Role theory

§  Always remember that the assumption about a leader are shaped by

·       Culture

·       Training sessions

·       Modelling by seniors

§  Leader defines the roles for themselves and others

§  Leader form expectations about the roles that they & followers will play

§  Leader encourages others to act within the role expectations

o   Managerial grid

§  Managers have two different leadership styles

·       Concern for production (manager who is task oriented) X-axis managers

·       Concern for people (manager who is team oriented) Y-axis managers

·       Contingency Theory

o   The success of the leader is a result of various contingencies in the form of

§  Subordinates

§  Tasks

§  Group variables

o   Leaders who are very successful at one place may be unsuccessful at another place because of the change in factors around them

o   Best example is Dr. Manmohan Singh as a finance minister and as a Prime minister

·       Situational Theory  

o   Successful leaders used different leadership styles instead of a single type of styles in different situation.

o   The style of the leadership depends on the

§  Maturity of the person

§  Details of the task

o   With the help of this theory, leaders should be able to place more or less emphasis on the task.

 

Video Description

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