SCHOOL OF MANAGEMENT PEBAB46 LEADERSHIP AND CHANGE MANAGEMENT

PEBAB46 LEADERSHIP AND CHANGE MANAGEMENT

LTPC 2 00 2

UNIT I: LEADERSHIP

Concept of Leadership Leadership roles Theories of leadership - Importance of leadership in organization - Impact of leadership on organizational performance UNIT II: LEADERSHIP COMPETENCIES 6

Effective leadership behavior and attitudes - Leadership styles in leadership continuum Gender differences in leadership styles arious leadership patterns and mi! of leadership models in an organizational set up - E-leadership UNIT III: LEADERSHIP DEVELOPMENT 6

The interloc" of po#er$ politics and leadership %eveloping team#or" Leadership traits and motives - Characteristics of a successful leader UNIT IV: CHANGE MANAGEMENT 6

&nderstanding change 'ature of (rganizational Change - )esistance to Change *orces and perspectives relating to change Types of change Ethical issues in changes of management UNIT V: IMPLEMENTING CHANGE 6

+ssembling a change management team Establishing a ne# direction for change ,reparing the organization for change +ligning structure$ systems and resource to support change Identifying and removing road bloc"s to change +bsorb changes into the culture in organizationT(T+L. /0 periods REFERENCES 1- 'il"anth 2 )amanarayan$ 34anaging (rganizational Change5$ 6007 6- Goleman$ %aniel 2 8ingh$ %aliup$ 9antam - 6006$ 3Emotional Intelligence5$ 10th edition /- :ul"$ Gary$ ,erarson Education$ 3Leadership in (rganization5$ 6010 ;- <ondola$ 8hrini#as$ 3=uman Capital 4anagement5$ 6006 >- )obert$ +- ,aton$ ?ames$ 4cCalman$ 3Change 4anagement. + guide to effective implementation5$ )esponse boo"s$ 600>-

UNIT I

Introdu t!on "#$t !% L&$d&r%#!' Leadership is a process by #hich an e!ecutive can direct$ guide and influence the behavior and #or" of others to#ards accomplishment of specific goals in a given situation- Leadership is the ability of a manager to induce the subordinates to #or" #ith confidence and zealLeadership is the potential to influence behavior of others- It is also defined as the capacity to influence a group to#ards the realization of a goal- Leaders are re@uired to develop future visions$ and to motivate the organizational members to #ant to achieve the visions+ccording to <eith %avis$ ALeadership is the ability to persuade others to see" defined obBectives enthusiastically- It is the human factor #hich binds a group together and motivates it to#ards goals-C C#$r$ t&r!%t! % o( L&$d&r%#!' 1- It is an inter-personal process in #hich a manager is into influencing and guiding #or"ers to#ards attainment of goals6- It denotes a fe# @ualities to be present in a person #ho includes intelligence$ maturity and personality/- It is a group process- It involves t#o or more people interacting #ith each other;- + leader is involved in shaping and molding the behavior of the group to#ards accomplishment of organizational goals>- Leadership is situation bound- There is no best style of leadership- It all depends upon tac"ling #ith the situationsRo)& o( $ L&$d&r *ollo#ing are the main roles of a leader in an organization. 1- R&*u!r&d $t $)) )&+&)%- Leadership is a function #hich is important at all levels of management- In the top level$ it is important for getting co-operation in formulation of plans and policies- In the middle and lo#er level$ it is re@uired for interpretation and e!ecution of plans and programmes framed by the top management- Leadership can be e!ercised through guidance and counseling of the subordinates at the time of e!ecution of plans6- R&'r&%&nt$t!+& o( t#& or,$n!-$t!on- + leader$ i-e-$ a manager is said to be the representative of the enterprise- =e has to represent the concern at seminars$ conferences$ general meetings$ etc- =is role is to communicate the rationale of the enterprise to outside public- =e is also representative of the o#n department #hich he leads-

/- Int&,r$t&% $nd r& on !)&% t#& '&r%on$) ,o$)% .!t# or,$n!-$t!on$) ,o$)% - + leader through leadership traits helps in reconciling2 integrating the personal goals of the employees #ith the organizational goals- =e is trying to co-ordinate the efforts of people to#ards a common purpose and thereby achieves obBectives- This can be done only if he can influence and get #illing co-operation and urge to accomplish the obBectives;- H& %o)! !t% %u''ort- + leader is a manager and besides that he is a person #ho entertains and invites support and co- operation of subordinates- This he can do by his personality$ intelligence$ maturity and e!perience #hich can provide him positive result- In this regard$ a leader has to invite suggestions and if possible implement them into plans and programmes of enterprise- This #ay$ he can solicit full support of employees #hich results in #illingness to #or" and thereby effectiveness in running of a concern>- A% $ (r!&nd/ '#!)o%o'#&r $nd ,u!d&- + leader must possess the three dimensional traits in him- =e can be a friend by sharing the feelings$ opinions and desires #ith the employees- =e can be a philosopher by utilizing his intelligence and e!perience and thereby guiding the employees as and #hen time re@uires- =e can be a guide by supervising and communicating the employees the plans and policies of top management and secure their co-operation to achieve the goals of a concern- +t times he can also play the role of a counselor by counseling and a problem-solving approach- =e can listen to the problems of the employees and try to solve them0u$)!t!&% o( $ L&$d&r + leader has got multidimensional traits in him #hich ma"es him appealing and effective in behavior- The follo#ing are the re@uisites to be present in a good leader. 1- P#1%! $) $''&$r$n &- + leader must have a pleasing appearance- ,hysi@ue and health are very important for a good leader6- V!%!on $nd (or&%!,#t- + leader cannot maintain influence unless he e!hibits that he is for#ard loo"ing- =e has to visualize situations and thereby has to frame logical programmes/- Int&))!,&n &- + leader should be intelligent enough to e!amine problems and difficult situations- =e should be analytical #ho #eighs pros and cons and then summarizes the situation- Therefore$ a positive bent of mind and mature outloo" is very important;- Co22un! $t!+& %3!))%- + leader must be able to communicate the policies and procedures clearly$ precisely and effectively- This can be helpful in persuasion and stimulation>- O45& t!+&- + leader has to be having a fair outloo" #hich is free from bias and #hich does not reflects his #illingness to#ards a particular individual- =e should develop his o#n opinion and should base his Budgement on facts and logic6- 6no.)&d,& o( .or3- + leader should be very precisely "no#ing the nature of #or" of his subordinates because it is then he can #in the trust and confidence of his subordinates-

D- S&n%& o( r&%'on%!4!)!t1- )esponsibility and accountability to#ards an individual5s #or" is very important to bring a sense of influence- + leader must have a sense of responsibility to#ards organizational goals because only then he can get ma!imum of capabilities e!ploited in a real sense- *or this$ he has to motivate himself and arouse and urge to give best of his abilities- (nly then he can motivate the subordinates to the best7- S&)(7 on(!d&n & $nd .!))7'o.&r- Confidence in him is important to earn the confidence of the subordinates- =e should be trust#orthy and should handle the situations #ith full #ill po#erE- Hu2$n!%t-This trait to be present in a leader is essential because he deals #ith human beings and is in personal contact #ith them- =e has to handle the personal problems of his subordinates #ith great care and attention- Therefore$ treating the human beings on humanitarian grounds is essential for building a congenial environment10- E2'$t#1- It is an old adage A8tepping into the shoes of othersC- This is very important because fair Budgment and obBectivity comes only then- + leader should understand the problems and complaints of employees and should also have a complete vie# of the needs and aspirations of the employees- This helps in improving human relations and personal contacts #ith the employeesCon &'t% o( L&$d&r%#!' Leaders are made not born- If you have the desire and #illpo#er$ you can become an effective leader- Good leaders develop through a never ending process of self-study$ education$ training$ and e!perience- This guide #ill help you through that processTo inspire your #or"ers into higher levels of team #or"$ there are certain things you must be$ "no#$ and$ do- These do not come naturally$ but are ac@uired through continual #or" and study- Good leaders are continually #or"ing and studying to improve their leadership s"illsF they are '(T resting on their laurelsLeadership is a process by #hich a person influences others to accomplish an obBective and directs the organization in a #ay that ma"es it more cohesive and coherent- Leaders carry out this process by applying their leadership attributes$ such as beliefs$ values$ ethics$ character$ "no#ledge$ and s"ills- +lthough your position as a manager$ supervisor$ lead$ etc- gives you the authority to accomplish certain tas"s and obBectives in the organization$ this po#er does not ma"e you a leader$ it simply ma"es you the bossLeadership differs in that it ma"es the follo#ers #ant to achieve high goals$ rather than simply bossing people around- 9assG H1E7E I 1EE0J theory of leadership states that there are three basic #ays to e!plain ho# people become leaders- The first t#o e!plain the leadership development for a small number of people- These theories are. 8ome personality traits may lead people naturally into leadership roles- This is the Trait Theory+ crisis or important event may cause a person to rise to the occasion$ #hich brings out e!traordinary leadership @ualities in an ordinary person- This is the Great Events Theory,eople can choose to become leaders- ,eople can learn leadership s"ills- This is the Transformational Leadership Theory- It is the most #idely accepted theory today and the premise on #hich this guide is based-

Khen a person is deciding if she respects you as a leader$ she does not thin" about your attributes$ rather$ she observes #hat you do so that she can "no# #ho you really are- 8he uses this observation to tell if you are an honorable and trusted leader or a self-serving person #ho misuses authority to loo" good and get promoted- 8elf-serving leaders are not as effective because their employees only obey them$ not follo# them- They succeed in many areas because they present a good image to their seniors at the e!pense of their #or"ersThe basis of good leadership is honorable character and selfless service to your organization- In your employeesG eyes$ your leadership is everything you do that effects the organizationGs obBectives and their #ell-being)espected leaders concentrate on #hat they are LbeM Hsuch as beliefs and characterJ$ #hat they "no# Hsuch as Bob$ tas"s$ and human natureJ$ and #hat they do Hsuch as implementing$ motivating$ and providing directionJ- Khat ma"es a person #ant to follo# a leaderN ,eople #ant to be guided by those they respect and #ho have a clear sense of direction- To gain respect$ they must be ethical- + sense of direction is achieved by conveying a strong vision of the future-

T=E TK( 4(8T I4,()T+'T <E:8 T( E**ECTI E LE+%E)8=I, +ccording to a study by the =ay Group$ a global management consultancy$ there are D> "ey components of employee satisfaction HLamb$ 4c<ee$ 600;J- They found that. O Trust and confidence in top leadership #as the single most reliable predictor of employee satisfaction in an organizationO Effective communication by leadership in three critical areas #as the "ey to #inning organizational trust and confidence. O =elping employees understand the companyGs overall business strategyO =elping employees understand ho# they contribute to achieving "ey business obBectivesO 8haring information #ith employees on both ho# the company is doing and ho# an employeeGs o#n division is doing - relative to strategic business obBectives8o - you must be trust#orthy and you have to be able to communicate a vision of #here the organization needs to go- The ne!t section$ P,rinciples of LeadershipP$ ties in closely #ith this "ey concept-

Four F$ tor% o( L&$d&r%#!'

L&$d&r :ou must have an honest understanding of #ho you are$ #hat you "no#$ and #hat you can do+lso$ note that it is the follo#ers$ not the leader or someone else #ho determines if the leader is successful- If they do not trust or lac" confidence in their leader$ then they #ill be uninspired- To be successful you have to convince your follo#ers$ not yourself or your superiors$ that you are #orthy of being follo#edFo))o.&r% %ifferent people re@uire different styles of leadership- *or e!ample$ a ne# hire re@uires more supervision than an e!perienced employee- + person #ho lac"s motivation re@uires a different approach than one #ith a high degree of motivation- :ou must "no# your peopleQ The fundamental starting point is having a good understanding of human nature$ such as needs$ emotions$ and motivation- :ou must come to "no# your employeesG be$ "no#$ and do attributesCo22un! $t!on :ou lead through t#o-#ay communication- 4uch of it is nonverbal- *or instance$ #hen you Aset the e!ample$C that communicates to your people that you #ould not as" them to perform anything that you #ould not be #illing to do- Khat and ho# you communicate either builds or harms the relationship bet#een you and your employees-

S!tu$t!on +ll situations are different- Khat you do in one situation #ill not al#ays #or" in another- :ou must use your Budgment to decide the best course of action and the leadership style needed for each situation- *or e!ample$ you may need to confront an employee for inappropriate behavior$ but if the confrontation is too late or too early$ too harsh or too #ea"$ then the results may prove ineffectiveT#& I2'$ t o( L&$d&r%#!' on Or,$n!-$t!on$) P&r(or2$n & Leadership is an important function in small business- Leadership and management represent t#o completely different business concepts- Leadership is commonly defined as establishing a clear vision$ communicating the vision #ith others and resolving the conflicts bet#een various individuals #ho are responsible for completing the company5s vision- 4anagement is the organization and coordination of various economic resources in a business- Leadership can have a significant impact on an organization performanceS&tt!n, t#& Ton& 8mall business o#ners usually set the leadership tone for their organization- (#ners accomplish this by developing a mission or set of values by #hich they operate their company- This creates a minimum level of acceptance for employee behavior- 9usiness o#ners often create company policies or guidelines from the companyIR0/EFs mission or values- ,olicies and guidelines also give business o#ners the ability to remove under-performing employees from the companyT1'&% Three types of leadership are common in business. authoritarian$ democratic and laissez-faireEach type of leadership impacts organizational performance differently- +uthoritarian leadership is commanding and sets clear e!pectations for employees in the organizational- %emocratic leadership encourages feedbac" and input from managers or employees regarding organizational performance- Laissez-faire is a hands-off approach$ #here managers and employees #or" according to their o#n preference and schedule- This leadership style can lead to poor motivation and #or" practices-

F&$tur&% 8uccessful organizational performance relies on the proper behavior from managers and employees- Leadership can be an evolutionary process in companies- 9usiness o#ners #ho provide leadership can transform an employee from a #or"er completing tas"s to a valuable team member- Leadership s"ills can help change an employee mentality by instilling an o#nership mindset- Employees #ho believe they have a direct o#ner-style relationship #ith the organization often find #ays to improve their attitude and productivityFun t!on Leadership can help a business maintain singular focus on its operations- Larger business organizations can suffer from too many individuals attempting to ma"e business decisions9usiness o#ners can use leadership s"ills to get managers and employees on the same page and refocus on the original goal- Leadership s"ills can also help correct poor business practices or internal conflicts bet#een employees"$rn!n, Leadership can have a negative impact on organizational performance- Leaders #ho are overly dominant or become obsessed #ith achieving goals can overloo" various details in the business organization- 4anagers and employees may also be less #illing to help dominant or e!tremely critical leaders #ith accomplishing goals and obBectives- %ominating leadership creates difficult business relationships- (ther companies and business o#ners avoid dominant leaders #ho consistently re@uest financial benefitsL&$d&r%#!' T#&or!&% 7 I2'ort$nt T#&or!&% o( L&$d&r%#!' ?ust as management "no#ledge is supported by various theories$ the leadership function of management too is authenticated by various theories- Khile the behavioral theories of leadership focused on discovering the constant relationship bet#een leadership behaviors and the group performance$ the contemporary theories emphasized the significance of situational factors Hsuch as stress level$ Bob structure$ leader5s intelligence$ follo#ers5 traits$ etc-J as #ellSo2& o( t#& !2'ort$nt )&$d&r%#!' t#&or!&% $r& $% (o))o.%:

B)$3& $nd Mouton8% M$n$,&r!$) Gr!d The treatment of tas" orientation and people orientation as t#o independent dimensions #as a maBor step in leadership studies- 4any of the leadership studies conducted in the 1E>0s at the &niversity of 4ichigan and the (hio 8tate &niversity focused on these t#o dimensions9uilding on the #or" of the researchers at these &niversities$ )obert 9la"e and ?ane 4outon H1E60sJ proposed a graphic portrayal of leadership styles through a managerial grid Hsometimes called leadership gridJ- The grid depicted t#o dimensions of leader behavior$ concern for people Haccommodating people5s needs and giving them priorityJ on y-a!is and concern for production H"eeping tight schedulesJ on !-a!is$ #ith each dimension ranging from lo# H1J to high HEJ$ thus creating 71 different positions in #hich the leader5s style may fall- H8ee figure 1J-

The five resulting leadership styles are as follo#s. 1- Impoverished 4anagement H1$ 1J. 4anagers #ith this approach are lo# on both the dimensions and e!ercise minimum effort to get the #or" done from subordinates- The leader has lo# concern for employee satisfaction and #or" deadlines and as a result

disharmony and disorganization prevail #ithin the organization- The leaders are termed ineffective #herein their action is merely aimed at preserving Bob and seniority6- Tas" management HE$ 1J. +lso called dictatorial or perish style- =ere leaders are more concerned about production and have less concern for people- The style is based on theory S of 4cGregor- The employees5 needs are not ta"en care of and they are simply a means to an end- The leader believes that efficiency can result only through proper organization of #or" systems and through elimination of people #herever possible- 8uch 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/- 4iddle-of-the-)oad H>$ >J. This is basically a compromising style #herein the leader tries to maintain a balance bet#een goals of company and the needs of people- The leader does not push the boundaries of achievement resulting in average performance for organization- =ere neither employee nor production needs are fully met;- Country Club H1$ EJ. This is a collegial style characterized by lo# tas" and high people orientation #here the leader gives thoughtful attention to the needs of people thus providing them #ith a friendly and comfortable environment- The leader feels that such a treatment #ith employees #ill lead to self-motivation and #ill find people #or"ing hard on their o#n- =o#ever$ a lo# focus on tas"s can hamper production and lead to @uestionable results>- Team 4anagement HE$ EJ. Characterized by high people and tas" focus$ the style is based on the theory : of 4cGregor and has been termed as most effective style according to 9la"e and 4outon- The leader feels that empo#erment$ commitment$ trust$ and respect are the "ey elements in creating a team atmosphere #hich #ill automatically result in high employee satisfaction and productionAd+$nt$,&% o( B)$3& $nd Mouton8% M$n$,&r!$) Gr!d The 4anagerial or Leadership Grid is used to help managers analyze their o#n leadership styles through a techni@ue "no#n as grid training- This is done by administering a @uestionnaire that helps managers identify ho# they stand #ith respect to their concern for production and peopleThe training is aimed at basically helping leaders reach to the ideal state of E$ EL!2!t$t!on% o( B)$3& $nd Mouton8% M$n$,&r!$) Gr!d The model ignores the importance of internal and e!ternal limits$ matter and scenario- +lso$ there are some more aspects of leadership that can be covered but are not-

Hou%&8% P$t# Go$) T#&or1

The theory #as developed by )obert =ouse and has its roots in the e!pectancy theory of motivation- The theory is based on the premise that an employee5s perception of e!pectancies bet#een his effort and performance is greatly affected by a leader5s behavior- The leaders help group members in attaining re#ards by clarifying the paths to goals and removing obstacles to performance- They do so by providing the information$ support$ and other resources #hich are re@uired by employees to complete the tas"=ouse5s theory advocates servant leadership- +s per servant leadership theory$ leadership is not vie#ed as a position of po#er- )ather$ leaders act as coaches and facilitators to their subordinates- +ccording to =ouse5s path-goal theory$ a leader5s effectiveness depends on several employee and environmental contingent factors and certain leadership styles- +ll these are e!plained in the figure 1 belo#. *igure 1. ,ath-Goal Leadership Theory

L&$d&r%#!' St1)&% The four leadership styles are.

%irective. =ere the leader provides guidelines$ lets subordinates "no# #hat is e!pected of them$ sets performance standards for them$ and controls behavior #hen performance standards are not met- =e ma"es Budicious use of re#ards and disciplinary action- The style is the same as tas"-oriented one8upportive. The leader is friendly to#ards subordinates and displays personal concern for their needs$ #elfare$ and #ell-being- This style is the same as people-oriented leadership,articipative. The leader believes in group decision-ma"ing and shares information #ith subordinates- =e consults his subordinates on important decisions related to #or"$ tas" goals$ and paths to resolve goals+chievement-oriented. The leader sets challenging goals and encourages employees to reach their pea" performance- The leader believes that employees are responsible enough to accomplish challenging goals- This is the same as goal-setting theory-

+ccording to the theory$ these leadership styles are not mutually e!cusive and leaders are capable of selecting more than one "ind of a style suited for a particular situationCont!n,&n !&% The theory states that each of these styles #ill be effective in some situations but not in others- It further states that the relationship bet#een a leader5s style and effectiveness is dependent on the follo#ing variables.

Employee characteristics. These include factors such as employees5 needs$ locus of control$ e!perience$ perceived ability$ satisfaction$ #illingness to leave the organization$ and an!iety- *or e!ample$ if follo#ers are high inability$ a directive style of leadership may be unnecessaryF instead a supportive approach may be preferableCharacteristics of #or" environment. These include factors such as tas" structure and team dynamics that are outside the control of the employee- *or e!ample$ for employees performing simple and routine tas"s$ a supportive style is much effective than a directive one- 8imilarly$ the participative style #or"s much better for non-routine tas"s than routine onesKhen team cohesiveness is lo#$ a supportive leadership style must be used #hereas in a situation #here performance-oriented team norms e!ist$ a directive style or possibly an achievement-oriented style #or"s better- Leaders should apply directive style to counteract team norms that oppose the team5s formal obBectives-

Con )u%!on The theory has been subBected to empirical testing in several studies and has received considerable research support- This theory consistently reminds the leaders that their main role as a leader is to assist the subordinates in defining their goals and then to assist them in

accomplishing those goals in the most efficient and effective manner- This theory gives a guide map to the leaders about ho# to increase subordinates satisfaction and performance levelGr&$t M$n T#&or1 o( L&$d&r%#!' A%%u2't!on% The leaders are born and not made and posses certain traits #hich #ere inherited Great leaders can arise #hen there is a great needT#&or1 4uch of the #or" on this theory #as done in the 1Eth century and is often lin"ed to the #or" of the historian Thomas Carlyle #ho commented on the great men or heroes of the history saying that Athe history of the #orld is but the biography of great menC- +ccording to him$ a leader is the one gifted #ith uni@ue @ualities that capture the imagination of the massesEarlier leadership #as considered as a @uality associated mostly #ith the males$ and therefore the theory #as named as the great man theory- 9ut later #ith the emergence of many great #omen leaders as #ell$ the theory #as recognized as the great person theoryThe great man theory of leadership states that some people are born #ith the necessary attributes that set them apart from others and that these traits are responsible for their assuming positions of po#er and authority- + leader is a hero #ho accomplishes goals against all odds for his follo#ers- The theory implies that those in po#er deserve to be there because of their special endo#ment- *urthermore$ the theory contends that these traits remain stable over time and across different groups- Thus$ it suggests that all great leaders share these characteristic regardless of #hen and #here they lived or the precise role in the history they fulfilledCr!t! !%2 4any of the traits cited as being important to be an effective leader are typical masculine traitsIn contemporary research$ there is a significant shift in such a mentalityCon )u%!on ,rompted by the great man theory of leadership$ and the emerging interest in understanding #hat leadership is$ researchers focused on the leader - Kho is a leaderN Khat are the distinguishing characteristics of great and effective leadersN This gave rise to the early research efforts to the trait approach to leadership-

Tr$!t T#&or1 o( L&$d&r%#!' The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness- The resulting lists of traits are then compared to those of potential leaders to assess their li"elihood of success or failure8cholars ta"ing the trait approach attempted to identify physiological Happearance$ height$ and #eightJ$ demographic Hage$ education and socioeconomic bac"groundJ$ personality$ selfconfidence$ and aggressivenessJ$ intellective Hintelligence$ decisiveness$ Budgment$ and "no#ledgeJ$ tas"-related Hachievement drive$ initiative$ and persistenceJ$ and social characteristics Hsociability and cooperativenessJ #ith leader emergence and leader effectiveness8uccessful leaders definitely have interests$ abilities$ and personality traits that are different from those of the less effective leadersA2on, t#& or& tr$!t% !d&nt!(!&d $r&.

+chievement drive. =igh level of effort$ high levels of ambition$ energy and initiative Leadership motivation. an intense desire to lead others to reach shared goals =onesty and integrity. trust#orthy$ reliable$ and open 8elf-confidence. 9elief in one5s self$ ideas$ and ability Cognitive ability. Capable of e!ercising good Budgment$ strong analytical abilities$ and conceptually s"illed <no#ledge of business. <no#ledge of industry and other technical matters Emotional 4aturity. #ell adBusted$ does not suffer from severe psychological disorders(thers. charisma$ creativity and fle!ibility

8trengths2+dvantages of Trait Theory It is naturally pleasing theory It is valid as lot of research has validated the foundation and basis of the theory

It serves as a yardstic" against #hich the leadership traits of an individual can be assessedIt gives a detailed "no#ledge and understanding of the leader element in the leadership process-

L!2!t$t!on% o( t#& Tr$!t T#&or1 There is bound to be some subBective Budgment in determining #ho is regarded as a 3good5 or 3successful5 leader The list of possible traits tends to be very long- 4ore than 100 different traits of successful leaders in various leadership positions have been identified- These descriptions are simply generalities

There is also a disagreement over #hich traits are the most important for an effective leader The model attempts to relate physical traits such as$ height and #eight$ to effective leadership- 4ost of these factors relate to situational factors- *or e!ample$ a minimum #eight and height might be necessary to perform the tas"s efficiently in a military leadership position- In business organizations$ these are not the re@uirements to be an effective leaderThe theory is very comple!

I2')! $t!on% o( Tr$!t T#&or1 The trait theory gives constructive information about leadership- It can be applied by people at all levels in all types of organizations- 4anagers can utilize the information from the theory to evaluate their position in the organization and to assess ho# their position can be made stronger in the organization- They can get an in-depth understanding of their identity and the #ay they #ill affect others in the organization- This theory ma"es the manager a#are of their strengths and #ea"nesses and thus they get an understanding of ho# they can develop their leadership @ualitiesCon )u%!on The traits approach gives rise to @uestions. #hether leaders are born or madeF and #hether leadership is an art or science- =o#ever$ these are not mutually e!clusive alternativesLeadership may be something of an artF it still re@uires the application of special s"ills and techni@ues- Even if there are certain inborn @ualities that ma"e one a good leader$ these natural talents need encouragement and development- + person is not born #ith self-confidence- 8elfconfidence is developed$ honesty and integrity are a matter of personal choice$ motivation to lead comes from #ithin the individual$ and the "no#ledge of business can be ac@uired- Khile cognitive ability has its origin partly in genes$ it still needs to be developed- 'one of these ingredients are ac@uired overnight-

L&$d&r%#!'7M&24&r E9 #$n,& :LM;< T#&or1 Informal observation of leadership behavior suggests that leader5s action is not the same to#ards all subordinates- The importance of potential differences in this respect is brought into sharp focus by Graen5s leader-member e!change model$ also "no#n as the vertical dyad lin"age theory- The theory vie#s leadership as consisting of a number of dyadic relationships lin"ing the leader #ith a follo#er- The @uality of the relationship is reflected by the degree of mutual trust$ loyalty$ support$ respect$ and obligation+ccording to the theory$ leaders form different "inds of relationships #ith various groups of subordinates- (ne group$ referred to as the in-group$ is favored by the leader- 4embers of ingroup receive considerably more attention from the leader and have more access to the organizational resources- 9y contrast$ other subordinates fall into the out-group- These individuals are disfavored by the leader- +s such$ they receive fe#er valued resources from their leadersLeaders distinguish bet#een the in-group and out-group members on the basis of the perceived similarity #ith respect to personal characteristics$ such as age$ gender$ or personality- + follo#er may also be granted an in-group status if the leader believes that person to be especially competent at performing his or her Bob- The relationship bet#een leaders and follo#ers follo#s three stages.

)ole ta"ing. Khen a ne# member Boins the organization$ the leader assesses the talent and abilities of the member and offers them opportunities to demonstrate their capabilities)ole ma"ing. +n informal and unstructured negotiation on #or"-related factors ta"es place bet#een the leader and the member- + member #ho is similar to the leader is more li"ely to succeed- + betrayal by the member at this stage may result in him being relegated to the out-group

The L4S D scale assesses the degree to #hich leaders and follo#ers have mutual respect for each other5s capabilities$ feel a deepening sense of mutual trust$ and have a sense of strong obligation to one another- Ta"en together$ these dimensions determine the e!tent to #hich follo#ers #ill be part of the leader5s in-group or out-groupIn-group follo#ers tend to function as assistants or advisers and to have higher @uality personalized e!changes #ith the leader than do out-group follo#ers- These e!changes typically involve a leader5s emphasis on assignments to interesting tas"s$ delegation of important

responsibilities$ information sharing$ and participation in the leader5s decisions$ as #ell as special benefits$ such as personal support and support and favorable #or" schedulesStr&n,t#% o( LM; T#&or1 L4S theory is an e!ceptional theory of leadership as unli"e the other theories$ it concentrates and tal"s about specific relationships bet#een the leader and each subordinateL4S Theory is a robust e!planatory theoryL4S Theory focuses our attention to the significance of communication in leadershipCommunication is a medium through #hich leaders and subordinates develop$ gro# and maintain beneficial e!changes- Khen this communication is accompanied by features such as mutual trust$ respect and devotion$ it leads to effective leadershipL4S Theory is very much valid and practical in it5s approachCr!t! !%2% o( LM; T#&or1 L4S Theory fails to e!plain the particulars of ho# high-@uality e!changes are createdL4S Theory is obBected on grounds of fairness and Bustice as some follo#ers receive special attention of leaders at #or"place and other follo#ers do notI2')! $t!on% +ccording to many studies conducted in this area$ it has been found that leaders definitely do support the members of the in-group and may go to the e!tent of inflating their ratings on poor performance as #ell- This "ind of a treatment is not given to the members of the out-group- %ue to the favoritism that the in-group members receive from their leaders$ they are found to perform their Bobs better and develop positive attitude to#ards their Bobs in comparison to the members of the out-group- The Bob satisfaction of in-group members is high and they perform effectively on their Bobs- They tend to receive more mentoring from their superiors #hich helps them in their careers- *or these reasons$ lo# attrition rate$ increased salaries$ and promotion rates are associated #ith the in-group members in comparison to that of the out-group membersPr!n !')&% o( L&$d&r%#!' 1- <no# yourself and see" self-improvement - In order to "no# yourself$ you have to understand your be$ "no#$ and do$ attributes- 8ee"ing self-improvement means

continually strengthening your attributes- This can be accomplished through self-study$ formal classes$ reflection$ and interacting #ith others6- 9e technically proficient - +s a leader$ you must "no# your Bob and have a solid familiarity #ith your employeesG tas"s/- 8ee" responsibility and ta"e responsibility for your actions - 8earch for #ays to guide your organization to ne# heights- +nd #hen things go #rong$ they al#ays do sooner or later do not blame others- +nalyze the situation$ ta"e corrective action$ and move on to the ne!t challenge;- 4a"e sound and timely decisions - &se good problem solving$ decision ma"ing$ and planning tools>- 8et the e!ample - 9e a good role model for your employees- They must not only hear #hat they are e!pected to do$ but also see- Ke must become the change #e #ant to see - 4ahatma Gandhi 6- <no# your people and loo" out for their #ell-being - <no# human nature and the importance of sincerely caring for your #or"ersD- <eep your #or"ers informed - <no# ho# to communicate #ith not only them$ but also seniors and other "ey people7- %evelop a sense of responsibility in your #or"ers - =elp to develop good character traits that #ill help them carry out their professional responsibilitiesE- Ensure that tas"s are understood$ supervised$ and accomplished - Communication is the "ey to this responsibility10- Train as a team - +lthough many so called leaders call their organization$ department$ section$ etc- a teamF they are not really teams---they are Bust a group of people doing their Bobs11- &se the full capabilities of your organization - 9y developing a team spirit$ you #ill be able to employ your organization$ department$ section$ etc- to its fullest capabilities-

L&$d&r%#!' Mod&)%

Leadership models help us to understand #hat ma"es leaders act the #ay they do- The ideal is not to loc" in to a type of behavior discussed in the model$ but to realize that every situation calls for a different approach or behavior to be ta"en- T#o models #ill be discussed$ the *our *rame#or" +pproach and the 4anagerial GridFour Fr$2&.or3 A''ro$ #

This model suggests that leaders can be put into one of these four categories and there are times #hen one approach is appropriate and times #hen it #ould not be- That is$ any style can be effective or ineffective$ depending upon the situation- )elying on only one of these approaches #ould be inade@uate$ thus #e should strive to be conscious of all four approaches$ and not Bust depend on one or t#o- *or e!ample$ during a maBor organization change$ a 8tructural leadership style may be more effective than a 8ymbolic leadership styleF during a period #hen strong gro#th is needed$ the 8ymbolic approach may be better- Ke also need to understand ourselves as each of us tends to have a preferred approach- Ke need to be conscious of this at all times and be a#are of the limitations of Bust favoring one approach-

Stru tur$) Fr$2&.or3 In an effective leadership situation$ the leader is a social architect #hose leadership style is analysis and design- Khile in an ineffective leadership situation$ the leader is a petty tyrant #hose leadership style is details- 8tructural Leaders focus on structure$ strategy$ environment$ implementation$ e!perimentation$ and adaptationHu2$n R&%our & Fr$2&.or3 In an effective leadership situation$ the leader is a catalyst and servant #hose leadership style is support$ advocating$ and empo#erment- Khile in an ineffective leadership situation$ the leader is a pushover$ #hose leadership style is abdication and fraud- =uman )esource Leaders believe in people and communicate that beliefF they are visible and accessibleF they empo#er$ increase participation$ support$ share information$ and move decision ma"ing do#n into the organizationPo)!t! $) Fr$2&.or3 In an effective leadership situation$ the leader is an advocate$ #hose leadership style is coalition and building- Khile in an ineffective leadership situation$ the leader is a hustler$ #hose leadership style is manipulation- ,olitical leaders clarify #hat they #ant and #hat they can getF they assess the distribution of po#er and interestsF they build lin"ages to other sta"eholders$ use persuasion first$ and then use negotiation and coercion only if necessaryS124o)! Fr$2&.or3 In an effective leadership situation$ the leader is a prophet$ #hose leadership style is inspirationKhile in an ineffective leadership situation$ the leader is a fanatic or fool$ #hose leadership style is smo"e and mirrorsN 8ymbolic leaders vie# organizations as a stage or theater to play certain roles and give impressionsF these leaders use symbols to capture attentionF they try to frame e!perience by providing plausible interpretations of e!periencesF they discover and communicate a visionM$n$,&r!$) Gr!d The 9la"e and 4outon 4anagerial Grid$ also "no#n as the Leadership Grid H1E7>J uses t#o a!is. 1PConcern for peopleP is plotted using the vertical a!is

6-

PConcern for tas" or resultsP is plotted along the horizontal a!is-

They both have a range of 0 to E- The notion that Bust t#o dimensions can describe a managerial behavior has the attraction of simplicity- These t#o dimensions can be dra#n as a graph or grid.

4ost people fall some#here near the middle of the t#o a!is T 4iddle of the )oad- 9ut$ by going to the e!tremes$ that is$ people #ho score on the far end of the scales$ #e come up #ith four types of leaders.
o o o o

+uthoritarian T strong on tas"s$ #ea" on people s"ills Country Club T strong on people s"ills$ #ea" on tas"s Impoverished T #ea" on tas"s$ #ea" on people s"ills Team Leader T strong on tas"s$ strong on people s"ills

The goal is to be at least in the 4iddle of the )oad but preferably a Team Leader T that is$ to score at least bet#een a >$> to E$E- In addition$ a good leader operates at the e!treme ends of the t#o scales$ depending upon the situationAut#or!t$r!$n L&$d&r :#!,# t$%3/ )o. r&)$t!on%#!'J Leaders #ho get this rating are very much tas" oriented and are hard on their #or"ers HautocraticJ- There is little or no allo#ance for cooperation or collaboration- =eavily tas" oriented people display these characteristics. they are very strong on schedulesF they e!pect people to do #hat they are told #ithout @uestion or debateF #hen something goes #rong they tend to focus on #ho is to blame rather than concentrate on e!actly #hat is #rong and ho# to prevent itF they are intolerant of #hat they see as dissent Hit may Bust be someoneGs creativityJ$ so it is difficult for their subordinates to contribute or developT&$2 L&$d&r :#!,# t$%3/ #!,# r&)$t!on%#!'< These leaders lead by positive e!ample and endeavor to foster a team environment in that all team members can reach their highest potential$ both as team members and as people- They encourage the team to reach team goals as effectively as possible$ #hile also #or"ing tirelessly to strengthen the bonds among the various members- They normally form and lead some of the most productive teamsCountr1 C)u4 L&$d&r :)o. t$%3/ #!,# r&)$t!on%#!'< These leaders predominantly use re#ard po#er to maintain discipline and to encourage the team to accomplish its goals- Conversely$ they are almost incapable of employing the more punitive coercive and legitimate po#ers- This inability results from fear that using such po#ers could Beopardize relationships #ith the other team membersI2'o+&r!%#&d L&$d&r :)o. t$%3/ )o. r&)$t!on%#!'< These leaders use a Adelegate and disappearC management style- 8ince they are not committed to either tas" accomplishment or maintenanceF they essentially allo# their team to do #hatever it #ishes and prefer to detach themselves from the team process by allo#ing the team to suffer from a series of po#er struggles-

The most desirable place for a leader to be along the t#o a!es at most times #ould be a E on tas" and a E on people T the Team Leader- =o#ever$ do not entirely dismiss the other three- Certain situations might call for one of the other three to be used at times- *or e!ample$ by playing the Impoverished Leader$ you allo# your team to gain self-reliance- 9e an +uthoritarian Leader to instill a sense of discipline in an unmotivated #or"er- 9y carefully studying the situation and the forces affecting it$ you #ill "no# at #hat points along the a!es you need to be in order to achieve the desired resultI2'ort$n & o( L&$d&r%#!' Leadership is an important function of management #hich helps to ma!imize efficiency and to achieve organizational goals- The follo#ing points Bustify the importance of leadership in a concern1- Initiates action- Leader is a person #ho starts the #or" by communicating the policies and plans to the subordinates from #here the #or" actually starts6- 4otivation- + leader proves to be playing an incentive role in the concern5s #or"ing- =e motivates the employees #ith economic and non-economic re#ards and thereby gets the #or" from the subordinates/- ,roviding guidance- + leader has to not only supervise but also play a guiding role for the subordinates- Guidance here means instructing the subordinates the #ay they have to perform their #or" effectively and efficiently;- Creating confidence- Confidence is an important factor #hich can be achieved through e!pressing the #or" efforts to the subordinates$ e!plaining them clearly their role and giving them guidelines to achieve the goals effectively- It is also important to hear the employees #ith regards to their complaints and problems>- 9uilding morale- 4orale denotes #illing co-operation of the employees to#ards their #or" and getting them into confidence and #inning their trust- + leader can be a morale booster by achieving full co-operation so that they perform #ith best of their abilities as they #or" to achieve goals6- 9uilds #or" environment- 4anagement is getting things done from people- +n efficient #or" environment helps in sound and stable gro#th- Therefore$ human relations should be "ept into mind by a leader- =e should have personal contacts #ith employees and should listen to their problems and solve them- =e should treat employees on humanitarian termsD- Co-ordination- Co-ordination can be achieved through reconciling personal interests #ith organizational goals- This synchronization can be achieved through proper and effective co-ordination #hich should be primary motive of a leader-