Professional Documents
Culture Documents
LEADERSHIP
“If your actions inspire others to dream more, learn more,
do more and become more, you are a leader” –
John Quincy Adams
INTRODUCTION:
zzLeadership does not mean dominating the subordinates. The leader’s job is t
get work done by other work done by other people,, and make people willingly want to
accomplish something. So effective leadership means effective and productive group
performance. Leadership is the inspiration for decided response and getting work done through
others. Leader focus on purpose and doing the right thing. They are future oriented changed by
change and able to plan strategies and facilitate human potential. A leader need good stress and
time management to meet the challenges of leadership they need to use good communication
and decision making skills. Leaders needs to use their knowledge of leadership theories help
leaders to know how to adjust their leadership style to fits on different situations Leaders focus
on doing the right thing but may also be manage who help do the thing right way.
2
LEADER
A leader is an influential person has the ability to lead a group or department without
having a formal appointment.
A leader is the person who influences and guides direction, opinion and course of
action.
Arieu, A. defines a leader as "a person capable of inspiring and associate others with a
dream."
It is therefore important that organizations have a mission high transcendent, since it is a
powerful way to strengthen the leadership of its directors.
L – LEAD, LOVE, LEARN
E – ENTHUSIASTIC, ENERGETIC
A – ASSERTIVE, ACHIEVER
D – DEDICATED, DESIROUS
R – RESPONSIBLE, RESPECTFUL
LEADERSHIP
Origin of the word is from the word “lead” meaning “to go”
Leader ship is the process of influencing people to accomplish goals; that is, it is the ability to
influence the behavior of others, towards the achievement of a mutually established goal.
Leadership is the art of getting others to want to do something you are convinced should be
done.
Leadership is management skills that focus on the development and employment of vision,
mission and strategy as well as the creation of a motivated work force.
Leadership is a style or a process whereby a person called a nurse leader will influence a group
of people known as the followers for the purpose of attaining a single goal or objective
DEFINITION
John.F. Kennedy
3. The act of guiding or influencing people to achieve desired outcomes; occurs any time
a person attempts to influence the beliefs, openions or behaviors of an individual or
group
Hersey and Blanchard.
4. Leadership is the special quality which enables people to stand up and pull the rest of
us over the horizon. Jamse L Fisher.
5. Leadership is getting people to work for you when they are obligated.
Fred Smith.
6. Leadership is lifting a person’s vision to higher sight, the raising of a person’s
performance to a higher standard, the building of a personality beyond its limitations.
Peter F Druckes
7. A process of influencing the behavior of either an individual or a group, regardless of
the reason, in an effort to achieve goals in a given situation.
8. Leadership is the process of influence the thoughts and action of the other people (a
person or a group) to attain the desired objectives.
LEADER:
Leaders typically are the ones who “go first”. They have a vision and they influence othersby
their actions and their comments. This ability is the essence of leadership like the word “Lead”.
The verb “to lead” is also defined in several ways to guide, to run in a special direction, to
direct, to go at the head of, to be first, to open play, to tend towards a definite result. As far as
Nursing is concerned all of these actions are expected by a Nurse Leader.the leader and
follower roles are determined by people’s interaction within groups.
An effective leader is a catalyst who facilitates effective interaction among manpower, material
and time.
A skilful leader is a synergist, who co-ordinates the efforts of multiple workers with diverse
skills.
4
LEADERSHIP OVERVIEW:
TYPE OF LEADERS:
a) Natural leader:
Here the person becomes the leader inspite of himself. He does not seek the goal, it is trusted
upon him by the group and by the tide of events.
b) Charismatic leader:
Here the person is an authentic hero in the eyes of his followersfor he can do no wrong. He/she
inspires people to make any sacrifice even their lives for the cause.
c) Rational leader:
d) Consensus leader:
The leader is perceived as acceptable to all. He/she rises in the absence of the above three and
this leader is in a tenous position of walking a tight rope for existence.
e) Leader by force:
Here the leaders power speaks through the nozzle of gun. He/she dominates others through
fear. He is ruthless in suppressing opposition. He does not reign as long as this type of
leadership contaiiiins with in itself the seeds of its own destruction.
ROLES OF A LEADER
Service provider
Team builder
Recourse manager
Decision maker and problem solver
Change agent
Clinical consultant
mentor
FUNCTIONS OF A LEADER:
VALUING
VISIONING
COACHING
EMPOWERING
TEAM BUILDING
6
knowing the
world knowing
oneself
FIVE TYPES OF
knowing KNOWLEDGE
buisness knowing the
job
knowing
organizations
Professionalism
Advocacy
Acts as an advocate for others specially for nursing profession and for nursing staff
Acts as an advocate with physician
Acts as patient advocate
Acts as an advocate for nursing education and students for the right and standards.
Diagnosing: Diagnosing involves being able to understand the situation and the
problem to be solved or resolved .this is a cognitive competency.
Adapting: Adapting involves being able to adapt behaviors and other resources to
match the situation. This is a behavioral competency.
Communicating; Communicating is employed to advance the process in a way that
individuals can understand and accept. This is a process competency.
Self-awareness: Ability to read one’s own emotional state and be aware of one’s
own mood and how this affects staff relationships.
Self-management: ability to take corrective action so as not to transfer negative
moods to staff relationship.
Social awareness: An intuitive skill of empathy and expressiveness in being sensitive
and aware of the emotions and mood of others.
Relationship management: effective communication with others that disarms
conflict and the ability to develop the emotional maturity of team members.
Firm personality, insistent, self assured, highly directive, dominating, with or with out
intention.
Has high concern for work than fir the people who perform the task.
Uses the efforts of the workers to the best possible shows no regard to the interests of
the employees.
Sets rigid standards and methods of performance and expects the subordinates to obey
the rules and follow the same.
Makes all decisions by him or her related to the work and pass orders to the workers
and expect them carry out the orders.
There is minimal group participation or none from the workers.
Thinks that what he or she plans does is the best. May listen to them by not influenced
by their suggestions.
Has no trust or confidence in the subordinates in turn they fear and feel they have
nothing much in common.
Exercise power, manipulate the subordinates to act according to his goals, plans and
keeps at the center of attention.
LEADERSHIP:
Identity
Independence
Authenticity
Responsibility
Courage
Integrity
9
SITUATIO
N
ILM
FOLLOW
ER LEADER
From a review of leadership theories, there is no best leadership style. Leaders are rarely totally
people oriented or task oriented. Intrapersonal, interpersonal, organizational, cultural, physical,
mental, emotional and spiritual perspectives are all important. The leader, the follower, the
situation – al influence the leadership effectiveness. Consequently an integration of leadership
theories seems appropriate. Leaders need to be aware of their own behaviour and influence on
others, individual differences of followers, group characteristics, motivation, task structure,
environmental factors and situational variables and situational variables adjust their leadership
styles accordingly. Integrative leadership is a holistic approach to oneself and others that
requires adaptive behaviour.
LEADERSHIP SKILLS:
Leadership is influential that is it motivates others to change their behaviors and achieve
a goal. (shinitzky& kub ,2001). Leaders are creative problem – solvers, who use their
imagination to visualize new connections between ordinary events; they continually
analyze the efficiency of the status quo and ask “What if” question.
LEADERSHIP FUNCTIONS
There are 5 essential functions are required for effective leadership at any level
Creative function
Leader must be creative and must envision and better ways to solve problems.
This first step involves creative thinking about problems, which includes developing methods
and activities for carrying out their solutions. This function requires knowledge to stimulate
sensory perception, curiosity, openness, sensitivity to problem, and flexibility.
11
The creative leadership function includes generating ideas and developing design for
action. It also involves risk taking and inventive problem solving when buffering resisting
forces. Finally it includes empowering others to use their own creativity to accomplish goals.
Initiating function
A leader introduces changes and sets its process in motion. For a nurse, the
initiating function includes convincing clients or followers of the need for change, starting the
problem solving process, and launching the activities needed to carry out the plan. Like all of
the other leadership function it requires decision –making skills. The initiating function begins
the process toward goal accomplishment. It is the stimulus that starts clients or followers on
their way to meet personal or agency goals.
Every leader is faced with uncertainty, and to proceed under uncertain condition is to
be a risk-taker, leaders cannot guarantee outcomes. The leadership process requires careful
planning based on all available data and the creation of scenarios to predict all possible
obstacles and outcomes. It requires preparation of alternative course of action, should earlier
plans fail. Nevertheless, some variables cannot be predicted beyond a certain point, and leaders
must be willing to take risk and expose themselves to possible failure and embarrassment.
Taking risks also means that they may expose clients or followers to potential negative
outcomes. Effective leaders, however take calculated risks, they weigh the potential
consequences, pro and con of each action before proceeding. Their concern is to minimize
perceived barriers and harmful consequences and maximize positive outcome for followers.
The integrative aspect of the leadership role focuses on strengthening collective ties
and uniting clients or followers through a strong sense of purpose. The leader remains the
followers of their goals. Encourages pride in their group identity. Stabilizers intra group
relations, and meditates interpersonal conflict (kouzer&posner 2003)
Individuals in any group setting tend to have their own agendas and separate needs.
One job of the nurse leader is to keep the client group on target by clarifying and reinforcing
the goals that they mutually identified. The integrative function requires good inter personal
skills for establishing positive relationship with as well as between followers. The function
supports the aim of promoting member commitment and cooperation.
Instrumental
Leaders also must keep followers moving in the right directions; this is the purpose
of the instrumental or facilitative function inspired by vision and goals, the leader serves as an
enabler to move followers to act (Kouzs & Posner,2003 Sullivan Decker & Jamerson 2001)
For nurse leaders, this function involves good communication. They must keep in constant
touch with clients or followers to make certain that goals and activities are understood and
agreed on and to encourage both positive and negative feedback. Leaders further stimulate
12
The values, skills, and style of leaders are important. The leader must have an honest
understanding of who you are, what you know, and what you can do. Also note that it is the
followers, not the leader or someone else who determines if the leader is successful. you have
to convince your followers, not yourself or yours superiors, that you are worthy of being
followed.
Followership is the flip side of relationship. followers are vital because they accept or
reject the leader and determine the leader’s power.
The specific circumstances surrounding any given leadership situation will vary.
Elements such as work demands ,control systems, amount of task structure, degree of
interaction , amount of time available for decision making, and external environment shapes
the differences among situations .the personality styles of both superiors and subordinates have
an influence on the situation. What you do in one situation will not always work in another.
You must use your judgment to decide the best course of action, and the leadership style needed
for each situation.
Communication process varies among groups as to the patterns and channels used and in regard
to how open or closed the communication flow is. Communicating is basic to the process of
influencing. Through communication the leader’s vision and messages are received by the
followers. Communication is transmitted through both verbal and non verbal modes.
Organizations have goals, and individuals working in organization is also have goal. These
goals may or may not be congruent.
Traits are characteristics that an individual possess. Traits may or may not lead to the actions
that are required for successful leadership. It is also possible to lack leadership traits yet be able
to carry out successful leadership behaviours.
Critical thinking:
The ability to think critically is a multistep process similar to the nursing process. Critical
thinkers must be able to analyse data, organise and plan, and use creativity in the resolution of
problems. Leaders must often make important decisions on the basis of incomplete data.
Problem solving:
Being able to use problem solving process effectively is essential to effective l eadership.
Leadersin the health care settings, face problems that arise from many sources, including
staffing and personnel, scheduling, and administrative budget and client demands.
Personality is the sum total of people’s experiences. Because no two people have identical
experiences. Because no two people have identical experiences, each one has different needs,
feelings and orientations. The effective leader recognises these differences and is able tto direct
the people to their highest level of achievement given their highest level of achievement given
their varying orientations.
Active listening:
To be effective, leaders must be able to not only hear the words that the person is saying but
also observe the body language and its underlying emotions and meaning. The experts tells that
7% of communication, 93% is all the other non verbal content. Leaders often fail in their
leadership roles when they do not listen to the full message of the individuals they are
attempting to lead.
Skillful communication:
Communication is a complex process that involves and exchange of information and feed back.
Mistakes happen on both sides when the information being shared is incomplete or confusing.
Providing frequent and positive feed back is one of the best methods for leaders to determine
how well they are communicating and how open the communication channels remain.
Groups who lack clear goals often feel frustrated and lost. Initially, leaders must clearly identify
the goals shared by the group and use them to motivate the group. Successful outcome is often
a thoughtful melding of the vision of the leader and the group.
One of the most valuable lessons that nursing students can learn while in nursing school is that
education does not end when they graduate-it begins. One of the primary goal of nursing
14
education process should be to teach the students how to learn. Life long learning is a goal that
effective leaders seek not only for themselves but also for those whom they are leading.
ELEMENTS OF LEADERSHIP:
VISION
INFLUENCE
POWER
AUTHORITY
RESPONSIBILITY
ACCOUNTABILITY
VISION:
Provides direction to the influence process.
For leadership to occur, leaders must communicate the vision the their followers in such
a way that the followers adopt the vision as their own
It is essential for organizational effectiveness and success
INFLUENCE:
Ability to obtain followers, compliance or request
It is a skill that can be developed , and is one of a major components of the power
triangle
KINDS OF INFLUENCE:
Assertiveness
Ingratiation
Rationality
15
Blocking
Coalition
Sanction
Exchange
Upward appeal
POWER:
Ability to efficiently and effectively exercise authority and control through personal,
organizational and social strength
Ability to impose the will of one person or group to bring about certain behaviors in
other groups or persons
AUTHORITY:
FORMS OF AUTHORITY:
a. Chain of Command
16
b. Unity of Command
c. Span of Control
Staff Authority
Team Authority
RESPONSIBILITY:
ACCOUNTABILITY:
It is a form of reckoning, where one accepts the consequences of their decisions, good
or bad
LEADERSHIP STYLES:
a) Style:
Style is a particular form of a behavior directly associated wioth an individual.
Or
The way in which a leader uses interpersonal influences to acheivet he objective of an
organization.
One should ask why the style of functioning of a leader need to be understood?
The reasons are;
The style of leadership affect the health care delivery system.
A style allows the nurse to interact more productively and more harmoniously
to achieve personal and organizational goals.
b) Leadership style:
Leadership style is how a leader uses interpersonal influence to accomplish goals of an
organization.
Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of
leadership. This early study has been very influential and established three major leadership
styles. The three major styles of leadership are;
o Authoritarian or autocratic
o Participative or democratic
o Delegative or Free Reign or Laissez-Faire style of leadership
o Bureaucratic style of leadership
17
AUTOCRATIC LEADERSHIP:
Authoritarian leadership
Directive leadership
The leader is referred to as “dictator”
The leader assumes complete control over the decisions and activities of the
group. The authority for decision making is not delegated to persond in lower level positions
(centralized organization). In this style, leader takes all decisions and assigns all responsibilities
to himself, he is firm, insistent, self-assured and dominating (eg. Tipu, Asoka, Shajahan). Such
a leader stresses prompt, orderly and predictable performance from employees or followers.the
authoritarian leader may also be “Benevolent Autocratic” says often by –‘You do what I say,
I know that is best for you’.
Following on from the merits and drawbacks listed above, the autocratic leadership style is
useful in the following work situations:
1. Short term projects with a highly technical, complex or risky element.
2. Work environments where spans of control are wide and hence the manager has little time
to devote to each employee.
3. Industries where employees need to perform low-skilled, monotonous and repetitive tasks
and generally have low levels of motivation.
4. Projects where the work performed needs to be completed to exact specifications and/or with
a tight deadline.
5. Companies that suffer from a high employee turnover, i.e. where time and resources devoted
to leadership development would be largely wasted. Although one could argue that a lack
of leadership development in the first place caused the high turnover.
ADVANTAGES:
Efficient in times of crisis, easy to make decision by one person than by group and less
time consuming.
It is useful when there is only one leader who is experienced, having new and essential
information while the subordinates are in-experienced and new.
It is useful when the workers are unsure of takin gdcision and expect the leader to tell
them what to do.
A more productive group ‘while the leader is watching’.
Improved logistics of operations.
Faster decision making.
Reduced stress due to increased control.
DISADVANTAGES:
Does not encourage the individuals growth and does not recognize the potentials,
initiativeness and creates less co-operation among members.
The leader lacks supportive owet that results in decisions made with consultation
although he may be correct.
19
Inhibits group participation which results in lack of growth, less job satisfaction can
lead to less commitment to the goals of organization.
Short-termistic approach to management.
Manager perceived as having poor leadership skills.
Increased workload for the manager.
People dislike being ordered around.
Teams become dependent upon their leader.
DEMOCRATIC LEADERSHIP:
The leader is people oriented, which focus on the human aspect and builds effective work
group. Togetherness is emphasized.
CHARACTERISTICS:
3. Non profit organisations also tremendously benefit from drawing upon the creative
energies of all their staff to bring about cost cutting techniques or fund raising ideas.
21
4. As previously mentioned, creative industries such as advertising and television enjoy alot
of benefits from the free flow of ideas that democratic leadership brings.
ADVANTAGES:
DISADVANTAGES:
It takes more time for making the decisions by the group than the leader alone. However
the advantages overweigh the negative outcomes.
Lengthy and ‘boring’ decision making.
Danger of pseudo participation.
In this style, the leader allows the employees 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 and determine what needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain tasks.
22
This is not a style to use so that you can blame others when things go wrong, rather
this is a style to be used when you fully trust and confidence in the people below you. Do not
be afraid to use it, however, use it wisely!
NOTE: This is also known as laissez faire (or lais·ser faire), which is the non interference in
the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow +
faire, to do.]
This style is also referred to as the “freedom style” or permissive leadership. This
type of leader denies responsibilities and abdicates authority to the group, ie; the leader leaves
all decision making and decision making to the group. Here he leader chooses not to adopt a
leadership roles and actually abdicates the leadership positions. It may be due to lack of self
confidence and fear of failure. The leader may think that subordinates will perform better if a
great deal of freedom is given. This style is effective where the subordinates are highly
motivated and experienced.
Characteristics features
The group where there is no appointed leader will fall in this category
ADVANTAGES:
In limited situations creativity may be encouraged for specific purposes. Eg. Highly
qualified people plan a new approach to a problem that need freedom of action.
To try new method of actions.
DISADVANTAGES:
In this kind of leadership the leader functions only on lines with rules and
regulations. The leader cannot be flexible and does not like to take any risks out of the rules.
The bureaucratic leadership style is concerned with ensuring workers, follow rules and
procedures accurately and consistently. Bureaucratic leadership normally has the following
characteristics.
1. Leaders expect an employee to display a formal, business like attitude in the workplace
and between each other.
2. Managers gain instant authority with their position because rules demands that
employees pay them certain privileges, such as being able to sign off on all major
decisions. As a result, leader suffer from ‘position power’. Leadership development
becomes pointless, because only titles and roles provide any real control or power.
3. Employees are rewarded for their ability to adhere to the rules and follow procedures
perfectly.
4. Bureaucratic systems usually, gradually develop over a long period of time and hence
more commonly found in large and old buiseness.
ADVANTAGES:
Increased safety
In dangerous work places where procedures saves lives, a bureaucratic
management styles can help enforce health and safety rules.
Quality work
Some tasks such as, completing professional works or medical examinations,
need to be done in a meticulous fashion. Laziness can result in poor work, and hence
one solution is to enforce the rules via bureaucratic leadership style.
Ultimate control
25
DISADVANTAGES:
It is found in extremely large corporations such as General Electric, Daimler and General
Motors.
1. Government bodies often have bureaucratic systems, and while these are often despised
by the public, they ensure accountability to the tax payer and fair treatment for all.
Excessive form filling also serves the purpose oof passing effort from the government
authority (with a tight budget) onto the individual, helping to save costs.
2. Dangerous workplaces such as, mines, oil riges, construction sites and film sets, all
benefits from the tight control over health and safety that rules over.
Paternalism has at times been equated with leadership styles. Yet most definitions of
leadership normally state or imply that one of the actions within leadership is that
of influencing. Leadership is influencing people — by providing purpose, direction, and
motivation — while operating to accomplish the mission and improving the organization.
“a system under which an authority undertakes to supply needs or regulate conduct of those
under its control in matters affecting them as individuals as well as in their relationships to
authority and to each other”.
26
Thus paternalism supplies needs for those under its protection or control, while leadership gets
things done. The first is directed inwards, while the latter is directed outwards.
A transactional leader is focused on the maintenance and management or ongoing and routine
work.
Transformational leadership
Our Self,
Others,
Groups, and
Organizations
The transformational style requires a number of different skills and is closely associated with
two other leadership styles: charismatic and visionary leadership. Transformational leadership
encompasses the intuitive and emotional nature of people and inspire followers to high levels
of commitment and effort to achieve group goals which emphasizing interpersonal relationship
trans formational leaders gain the respect and trust of their followers; instill in them a sense of
pride and ,mission, communicate high expectations promote intelligent, rational problem
solving; and give followers individualized consideration it is leadership that creates purposes
for institutions.
28
Contrary to the belief of many, groups do not automatically accept a new "boss" as leader. We
see a number of ineffective managers who didn't know the behaviors to use when one taking
over a new group.
Team Leadership
A few years ago, a large corporation decided that supervisors were no longer needed and those
in charge were suddenly made "team leaders." Today, companies have gotten smarter about
how to exert effective team leadership, but it still takes leadership to transition a group into a
team.
Facilitative Leadership
This is a special style that anyone who runs a meeting can employ. Rather than being directive,
one uses a number of indirect communication patterns to help the group reach consensus.
Cross-Cultural Leadership
Not all individuals can adapt to the leadership styles expected in a different culture whether
that culture is organizational or national. In fact, there is some evidence that American and
Asian Leadership Styles are very different, primarily due to cultural factors.
Leadership Grid
It is the graphical tool for evaluating leader behaviour along two basic attributes concern for
results and concern for people. Effective leadership styles exhibit high levels of both
attributes.
The Grid itself is a framework for understanding various approaches to leadership, and how
those different approaches can harness or impede potential. It has two components: Concern
for Production and Concern for People, which are measured on a scale from 1 to 9.
29
How it works.
Concern for Production refers to commitment to expected outcome, such as number of units
produced, time expended, sales volume, quality level - whatever a team is responsible for
producing.
Concern for People refers to attitude towards superiors, peers or subordinates, and include
concerns about job satisfaction, quality of work life, training/development, working
conditions, salary structure, fringe benefits, job security etc.
30
LEADERSHIP THEORIES
Because strong management skills are historically valued more than strong leadership skills,
the scientific study of leadership did not begin until the 20th century. Early works focused on
the broad conceptualization of leadership, such as the traits or behaviours of the leader.
Contemporary research focuses more on leadership as a process oof influencing others within
an organizational culture and the interactive relationship of the leader nad the follower. To
better understand the newer views about leadership, it is necessary to look at how leadership
theory has evolved over the last century.
This theory attempts to classify what personality characteristics sucha s physical, personality
and mental are assosciated with leadership success. Trait theory has a belief that leadrs are born
with certain wualities that determine leadership ability and success and relies on research that
relates various traits to the success of a leader. A broad classification of six categories of traits
are as follows.
According to this theory, the leader is gifted with or develops certain physical, intellectual, or
personality characteristics.
The Great Man Theory and trait theories were the basis for most of the leadership research until
the mid 1940s. Focuses on certain characteristics of the leader until mid 1940s, the trait theory
was the basis for leadership research. Early work in this area maintained that traits are inherited,
but later theories suggest that traits could be obtained through learning and experiences. The
Great Man theory, from Aristotelian philosophy, asserts what some people are born to lead
whereas others are born to be led. It also suggests that great leaders will arise when the situation
demands it.
Trait theories assumes that some people have certain characteristics or personality traits make
them better leaders than others. To determine the traits that distinguish great leaders,
researchers studied the lives of prominent people throughout history. The effect of followers
and the impact of the situation were ignored. Contemporary opponents of these theories argue,
however that leadership skills can be developed, not just inherited.
In the trait approach, theorists have sought to understand leadership by examining the
characteristics of leaders. The trait list has generated multiple lists of traits proposed to be
essential for leadership. Researchers identified the leadership traits as; energy, drive,
enthusiasm, ambition, aggressiveness, decisiveness, self- assurance, friendliness, affection,
honesty, fairness, loyalty, dependability, technical mastery teaching skills. Later researches
arrived at some common leadership traits.
They are;
Initiative: leaders must be initiative and have the ability to perceive and start courses of acting
which are not considered by others.
Creative: creativity is an asset, having originality; the ability to think of new solutions to
problems and ideas of new ways to be productive is helpful for a leader.
33
Emotional maturity with integrity: Emotional maturity is very much essential trait of a
leader. Other trait is persistence dependability and objectivity. Mature leaders do what they say
and are consistent in their action which is referred to integrity.
Communication: Communication skills are important. The leader needs to understand others
speak and write clearly.
Persuasion: Communication is used by leaders to gain the consent of followers’ .The leader
makes suggestions, supply supportive data, ask penetrating or exploring questions, make
compromise and request action to persuade others.
CHARISMATIC THEORY:
People may be leaders because they are charismatic, but relatively little is known about this
intangible characteristics. What constitutes charisma? It is an inspirational quality possessed
by some people that makes others feel better in their presence. The charismatic leader inspires
others by obtaining emotional commitment from followers and by arousing stron feelings of
loyality and enthusiasm. Under charismatic leadership, one may overcome obstacles not
thought possible. Howver, because charisma is so elusive, some ,ay sense it while others do
not.
Charismatic leaders have a strong conviction in their own beliefs, high self confidence, and a
need for power. They are likely to set an example, by their behaviour, commun icate high
expectationsto followers and express confidence in them, and arouse motives for the group’s
miossion.
Charisma is more likely attributed to a leader aho advocates a vision discrepent from the status
quo, emerges during a crisis, accurately assess the situation, communicate self-confidence, uses
personal power, makes self sacrifices, and uses unconventional strategies. Followers may
idolize and worship charismatic leaders as spiritual figures or super-humans. This blind
obedience can lead to good or bad outcomes, such as group suicide. Both Mahatma Gandhi and
Adolf Hitler can be classified as charismatic leaders. Transformational leaders use charisma
for good things only.
ATTITUDINAL THEORY:
• Initiating Structure
– The extent to which a leader is likely to define and structure his or her role and
those of subordinates in the search for goal attainment
• Consideration
• Employee Oriented
• Production Oriented
MANAGERIAL GRID:
The managerial grid model (1957) is a behavioral leadership model developed by Robert R.
Blake and Jane Mouton. This model originally identified five different leadership styles based
on the concern for people and the concern for production. The optimal leadership style in this
model is based on Theory Y.
The Managerial Grid focuses on task (production) and employee (people) orientations of
managers, as well as combinations of concerns between the two extremes. A grid with concern
for production on the horizontal axis and concern for people on the vertical axis and plots five
basic leadership styles. The first number refers to a leader's production or task orientation; the
second, to people or employee orientation. The Blake Mouton Managerial Grid (Blake &
Mouton, 1964)
Blake and Mouton propose that “Team Management” - a high concern for both employees
and production - is the most effective type of leadership behaviour.
• Leaders may be concerned for their people and they also must also have some concern
for the work to be done. The question is, how much attention to they pay to one or the
other?
• The Managerial Grid was the original name. It later changed to the Leadership Grid.
Behavioural Elements
Element Description
SITUATIONAL THEORY:
Situational theories become popular during 1950s. The idea that leadership style should vary
according to the situation or the individuals involved was first suggested almost 100 years ago
by Mary Parker Follett, on eof the earliest management consultants and among the first to view
an organization as a social system of contingencies.
Situational theories focuses on the frequency of the observed behaviours to make predictions.
The leader observes abilities and motives in the followers. One choice of a leader has is to alter
his or her own behaviour and the leadership style used. A leader would choose to alter his or
her behaviour and style.
Among the variables that determine the effectiveness of leadership such as;
A person may be a leader in one situation and a follower in other situations, because
the types of leadership required depends on the situation. A leader would choose hios or her
behaviour and style if the needs and motives of the followers varied. Personal flexibility and
leadership skills are needed to vary one’s style when the followers needs and motives are
different. The ability to diagnose, choose and alter behaviour to implement a leadership style
best matched to the situation is a critical skill needed for effective leadership. Thus no, one
leadership is optimal in all situations. The nature of the situation need to be considered. Styles
can be chosen to match the situation.
• An ideal leader (according to this theory) studies the overall situation, draws
conclusions and adopts the leadership style which is most appropriate to the prevailing
situation. This is the essence of situational leadership theory.
• An ideal leader is one who can adjust his style of functioning as per the situation within
which he has to operate. This means the internal and external environment to the
enterprise.
• A leader may act as a dictator at one time and also as a democratic leader on some other
occasion. A good leader is one who studies the situation around him and adopts the
most suitable leadership style.
• A situational leader knows different leadership styles but selects one particular style,
which is most, appropriate to a given situation/environment.
• A situational leader adopts flexible approach in his style of functioning. This makes his
leadership effective and result-oriented. A situational leader knows when to use
autocratic style and when to use democratic style. He makes corresponding adjustment
in his style. This makes him effective/successful as a leader.
• The situational leadership theory is a practical one and is based on real facts of life. The
best leadership style is situational.
• It focuses attention not on the personality of the leader, but on the personality of the
Organisation as a whole.
• The situational leadership theory is flexible and adaptable. It can operate in any style
(autocratic, democratic, etc.) as per the need of the situation.
• In situational leadership, more importance is given to the situation and less to personal
traits. Leadership should involve both traits and situations. However, the theory gives
importance to situation only.
Fred Fielder introduced the contingency model of leadership in 1960s. He argued that a
leadership style will be effective or ineffective, dependent on the situation. He identified three
aspects of a situation that structures the leaders role.
Leader member relations involve the amount the amount of confidence and loyality the
followers have in their leader.
Task structure is high if it is easy to define and measure a task. The structure is low if it is
difficult to define the task and to measure progress towards its completion. Fielder used four
criteria to determine the degree of task structure.
These theories suggest that the traits required of a leader differ according to varying situations.
Among the variables that determine the effectiveness of leadership such as;
The expectancy theory argues that the people act as they do because they expect their
behavior to produce satisfactory results.
In the path-goal relationship, the leader facilitates task accomplishment by minimizing
obstructions to the goals and by rewarding followers for completing their tasks.
The leader helps the staff to assess the needs, explore alternatives.
Helps them to make the most beneficial decisions
38
The path-goal theory intrinsically rests on the expectancy theory which states that an individual
cognitively determines his motivation based on amount of effort required, the rewards or
returns of the effort and the importance the individual gives to the rewards.
Leaders who practiced structured activities have more productive work groups and got higher
performance evaluations from the superiors. Structure includes planning, organizing, directing
and controlling through activities such as clarifying expectations, scheduling work, making
assignments, determining procedures and setting standards.
Path-Goal theory defines the role of a leader as one who defines the goal and lays down the
path for the subordinate that facilitates completion of goal.
• Clarifies the criteria on which both the task success and subordinates accomplishments
will be judged.
• Leadership Style
• Subordinate Preference
• Task Structure
Here are 4 types of leadership behaviors as per the path-goal theory of leadership which
effective project leaders use time to time knowingly or unknowingly.
• Directive Leadership – Such project leaders let followers know what is expected and
tells them how to perform their tasks.
• Participative Leadership – Such project leaders consult the followers, asks for their
suggestions before making a decision.
39
• Supportive Leadership – Such project leaders are friendly and approachable and
shows concern for the follower’s well being.
Strengths of Path-Goal:
• It is the first attempt to provide an expanded framework which combines the previous
works of situational, contingent leadership and expectancy theory.
• It is also the first theory to emphasize the importance of motivational factors from the
subordinate perspective.
Criticism of Path-Goal:
• It is very complex theory since it considers more parameters and requires analysis of
those parameters to effectively choose leadership style.
• It is also criticized for placing a great deal of responsibilities on the leader and less on
the subordinates, thus it might make the subordinates more dependent on leadership
and inhibit their independent growth.
TRANSACTIONAL LEADERSHIP:
Transactional leadership focuses on management tasks and trade-offs to meet tha goals. It is an
exchange posture that identifies the needs of followers and provides rewards to meet these
needs in exchange for expected performance. It is a contract for mutual benefits that has
contingent rewards. The leader or manager is a care taker who sets goals for employees, focuses
on day-to-day operations, and uses management by exception. It is a competitive, task focused
approach that takes place in the hierarchy. It tends to maintain the status quo through policies,
procedures routinized performances, self interest and interpersonal dependence.
Burns (1978) said that transactional leadership occurs when the leader takes the initiative in
contacting others for the exchange of valued things. Therefore transactional leadership is
comparable to a bargain or contract for mutual benefits that aids the individual differences of
both the leader and the follower. Key characteristics are contingent rewards and management
by exception. Expected effort and expected performance are the outcomes. The transactional
leader works within the existing organizational culture and is an essential component of
effective leadership.
Eg. In Nursing, exchange of salary for the services of a nurse to provide care.
CONTEMPORARY THEORY:
TRANSFORMATONAL LEADER:
40
A transformational leader is defined as a leader who motivates followers to perform their full
potential over time by influencing a change in perceptions and by providing a sense of
direction. They use charisma, individualized consideration and individual stimulation to
produce greater effort, effectiveness and satisfaction in followers.
Transformational leadership occurs when person engages with others to higher levels f
motivation and ethical decision making. Instead of emphasising difference between the leader
and followers, transformational leadership focuses on collective purpose and mutual growth
and development. This type of leadership is used for higher order change and to change the
organizations culture.
Eg. In Nursing, “magnet Hospitals” where the nursing organizations facilitates the best efforts
in their staff.
Individual consideration
Charisma
Intellectual stimulation
During the human relations era, many behavioural and social scientists studying management
also studied leadership. As leadership theory developed, researchers moved away from
studying ehat traits the leader had and placed emphasis on what he or she did – the leader’s
style of leadership. A major breakthrough occurred when Lewin (1951) and White and
zLippitt (1960) isolate common leadership styles. The four styles of leadership based on the
behavioural theory.
According to the theory, a leader bhaves according to the role expectations of the group. This
theorists believe that leadership style, like other behaviours can be learned., regulated and
developed. The effectiveness of each leadership style depends upon the situation. As the
situation changes, the effective manager adapts by changing leadership behaviour.
This theory was developed dby Elton Mayo and Fritz Roethlisberger after conducting series of
studies from 1924 to 1932 at Howthrone Western electric plan, Chicago to test several
assumption of scientific management. They believe that real power centres within the
organization are the interpersonal relationship established within the wok organization these
studies aimed at finding out if changes in illumination, rest period and lunch breaks can affect
41
the productivity of the workers. It was found that less light, shorter and fewer rest periods and
shorter lunch breaks resulted in increased productivity. Increased in productivity was attributed
to the attitude of the workers towards each other and their feeling of togetherness. In addition
attention paid to the workers by researcher made them feel important which resulted in
improvement in their work performance. It suggest that organization should be developed
around human relationship including those between leaders, managers and employees. These
finding of the study concluded that a leader not only should plan, decide, organise and lead and
control but also consider the human element.
Mc GREGOR THEORY:
Dougla sMc Gregor (1960) categorised leadership style into two categories in his theory, ie.
Theory X and theory Y., having two different beliefs and assumptions about subordinates.
Manager, who believes in theory X and assumes that people inherently dislike work and will
avoid it when possible and the average individual prefers to be directed, wants to avoid
responsibility and is more interested in financial incentives than personal achievement.
Therefore the style of leadership exercises strong controls and directions and wherever
necessary punish people if they do not do the work of people do the work as desired, they
may even get monetary or other rewards.
In contrast to the theory X, the theory Y provides a more accurate assessment of human nature,
one that encourages workers to develop their full potential. This theory Y assumes that
employees can enjoy physical and mental work just as they enjoy play and rest. employees are
capable of self motivation and job satisfaction, if they are happy in the organization and
committed to its goals. Under proper condition the average person learns both to seek and
accept responsibility. The capacity to apply creativity in solving organizational problems is
widely, not narrowly distribute d among the workers. Theory Y leader assumes that people will
work hard and assume responsibility if they can satisfy their personal needs and the objectives
or goals of their organizations.
It is suggested that theory Y organization will satisfy higher human needs, resulting in greater
employee responsibility and in turn , higher productivity. An effective leader need to examine
carefully his own ideas about the motivation and behaviour of the subordinates and others, as
well as situation, before adapting any particular leadership.
42
LEADERSHIP Vs MANAGEMENT
"Leaders manage and managers lead, but the two activities are not synonymous….
Management functions can potentially provide leadership; leadership activities can contribute
to managing. Nevertheless, some managers do not lead, and some leaders do not manage".
Leadership is setting a new direction or vision for a group that they follow, ie: a
leader is the spearhead for that new direction
By definition, managers have subordinates - unless their title is honorary and given as a mark
of seniority, in which case the title is a misnomer and their power over others is other than
formal authority.
Managers have a position of authority vested in them by the company, and their subordinates
work for them and largely do as they are told. Management style is transactional, in that the
manager tells the subordinate what to do, and the subordinate does this not because they are a
blind robot, but because they have been promised a reward (at minimum their salary) for
doing so.
Work focus
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from stable home
backgrounds and led relatively normal and comfortable lives. This leads them to be relatively
risk-averse and they will seek to avoid conflict where possible. In terms of people, they
generally like to run a 'happy ship'.
Leaders do not have subordinates - at least not when they are leading. Many organizational
leaders do have subordinates, but only because they are also managers. But when they want
to lead, they have to give up formal authoritarian control, because to lead is to have
followers, and following is always a voluntary activity.
43
Telling people what to do does not inspire them to follow you. You have to appeal to them,
showing how following them will lead to their hearts' desire. They must want to follow you
enough to stop what they are doing and perhaps walk into danger and situations that they
would not normally consider risking.
Leaders with a stronger charisma find it easier to attract people to their cause. As a part of
their persuasion they typically promise transformational benefits, such that their followers
will not just receive extrinsic rewards but will somehow become better people.
People focus
Although many leaders have a charismatic style to some extent, this does not require a loud
personality. They are always good with people, and quiet styles that give credit to others (and
takes blame on themselves) are very effective at creating the loyalty that great leaders
engender. Although leaders are good with people, this does not mean they are friendly with
them. In order to keep the mystique of leadership, they often retain a degree of separation and
aloofness.
This does not mean that leaders do not pay attention to tasks - in fact they are often very
achievement-focused. What they do realize, however, is the importance of enthusing others to
work towards their vision.
Seek risk
In the same study that showed managers as risk-averse, leaders appeared as risk-seeking,
although they are not blind thrill-seekers. When pursuing their vision, they consider it natural
to encounter problems and hurdles that must be overcome along the way. They are thus
comfortable with risk and will see routes that others avoid as potential opportunities for
advantage and will happily break rules in order to get things done.
A surprising number of these leaders had some form of handicap in their lives which they had
to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others
were shorter than average. This perhaps taught them the independence of mind that is needed
to go out on a limb and not worry about what others are thinking about you.
Managers Leaders
Seek and then follow direction Provide a vision to believe in and strategic
alignment
Control people by pushing them in the Motivate people by satisfying basic human
right direction needs
Conclusion:
Bibliography: