Syntel CQA Forum Leadership CQA Doc No 33

Leadership
Vital 4 Styles of leadership

Directive A Leader gives direction and guides his sub-ordinates

Supportive A Leader should considers the subordinates to make and maintain
very good human relation
Participative He consults his subordinates in decision-making
Achievement He sets highly challenging goals and tries to extract to the extent
oriented from his followers

Charismatic Leadership Theory

A charismatic leader should possess the following skills

a) Extremely High Confidence

b) Dominance
c) Strong Conviction
d) Aware of strength and limitations
e) Has a compelling vision

Transactional leader - One who motivates his followers to attain an established goal by
explaining role and task requirement.

Transformational leader

One who provides individual attention to utilise their intellectual ability.

Characteristics of Leadership

Personal Leadership is basically a personal quality of character in a man that

Quality influence the behaviour of others
Followers Leadership cannot flourish in vacuum so there must be a group of
followers.
Reciprocal Leadership is a reciprocal relation between the leader and the led.
Continuous Leadership is essentially a continuous process of influencing behaviour. It is
not a one-time slot.
Relative Leadership is related to a particular situation at a given point of time and
under the specific set of circumstances.
Guide Leadership guides the individual and the group to achieve a common goal
and unifies and motivates the followers for this purpose.
Process Leadership is something a person does and not something he has, it
emerges grows and is achieved.
Function Leadership is a function of leader, followers, and situational variables. It
removes the barrier in a situation so that followers may function with
freedom and independence.

Main functions of leadership

1) Team work - In a team the leader studies the individual ,creates in them a interest of
work, a hygienic environment and prohibits insidious elements and inculcates a sense of
collectivity in employees to work as a team.

2) Integration of teamwork and organizational objective - Leadership integrates the

effort of the followers and organizational objectives. As each individual perform part of
total work, an interaction of those parts of the whole is of paramount importance towards
the goal attainment

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3) Representative of Subordinates - A leader is the representative of both management
and sub-ordinates ,he acts like linking pin The effectiveness of any organisation depends
on this strength of this linking pins

4) Appropriate Counselor - Leader removes all emotional disequilibrium and stumbling

blocks to effective performance ,he release the emotional tensions of the subordinates

5) Use of power of domination Depending upon situation a Leader uses different types of
power viz. Reward power, coercive power, referent power, legitimate power and expert
power. Besides formal powers sometimes informal power too has an effect, but the usage
of power will be fruitful only when the sub-ordinates follow him willingly. So he must use
the power in best interest of group.

6) Striving for efficiency - Leader should provide an adequate reward structure to

encourage performance of employees, delegates authority whenever necessary, invites
participation to achieve better results. Hence thereby brings effectiveness by providing
workers necessary resources and communicating them what is expected of them.

7) Managing of time - the leader has a thorough knowledge of time management.

8) Fraternity - Fraternity implies co-operation among subordinates to achieve a common

goal. Leader should develop a climate of co-operation among workers to achieve the
success and industrial harmony.

9) Communication - A leader should communicate organizational policies, procedures,

authority and responsibility of each individual in the group so that he may know what has
to do and what not to do and how to do. He should also communicate the performance
(good/bad) so that he/she may improve it.

Differences between Leader and a Manager

Organizational A managerial behavior implies the existence of manager-managed

Relation relationship which exist in an organized group, but a leader may be
there even in a unorganized group and not necessarily in an
organization context.
Role continuance A manager may continue until he performs his duties in congruence
with organizational objective or till his continuance is acceptable to the
organization, but a leader can continue as long as his followers accepts
him.
Reason For People follow the managers because they are the part of the system in
Following which they work and they are governed by rules and regulation. But
people follow leaders on a voluntary basis
Need of A manger can continue in office even if there is no subordinate. But
followers leadership ceases to exist in absence of followers
Accountability Managers are responsible for behavior for their own behavior and
also for the behavior of the subordinates, on other hand leaders are
not accountable to their followers.
Scope of A manager has to perform the 5 functions of management namely
function planning, organizing, staffing, directing and controlling, but a leader’s
function is to get the maximum use of sub-ordinates ability by
directing them.
Subordinates are guided by rules and regulation framed by
organization and enforced by managerial authority, in this process
they may work about 60 to 65 % of their capacity, just enough to
satisfy the requirement of holding their job. In such circumstances
managers must evoke a positive response in them to raise an effort
towards total capacity on their part by exercising leadership. Thus
leadership is a part of managers' directing function but not all of it.
A strong leader may be a weak manager because he may be weak in
any other function of management say planning. A manager may be a
weak leader though he may be acceptable as manager, thus
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management is not a part of leadership whereas leadership is a part of
management.

Notes II

LEADERSHIP

The basic difference between Managers and leaders are :

• Managers do things right.
• Leaders do the right things.

The Five roles of a leader are :

1. Challenging the Process
2. Inspiring a shared vision
3. Enabling others to act
4. Modeling the way
5. Encouraging the heart
Principle centered leadership focuses on living the seven habits of highly effective people in all
the dimensions of an organization.

These seven habits are :

1) Be Proactive
2) Share the Mission, Vision, Principles and Goals
3) Prioritize Joint Commitments
4) Think Win-Win
5) Seek to understand first and then to be understood
6) Constantly have synergistic dialogue
7) Strive for Continuous personal and organizational improvement

A leader should set a clear vision, ensure clarity, run effective meetings, communicate
effectively, and invest in role model for employees so as to motivate then for total quality.

Genuine friendliness and outgoing concern are also hallmarks of a leader. The leader should
have time for smile, a friendly chat, and show sincere interest in the lives, hopes and dreams
of those under his charge.

The leader should build a chain of comradeship with those under him, so that they feel free to
share their ideas and suggestions with him. A leader is always able to communicate with
others. The leader should train himself to think clearly, and, therefore, would be able to
express himself with clarity and persuasiveness to his subordinates.

The leader should be able to create a unity of purpose among his subordinates and achieve
action out of these otherwise conflicting interests.

The leader should command their admiration and respect, their trust, loyalty and
responsiveness. Also, he must be able to organize them such that they achieve their maximum
potential under his guidance.
Distinguish between Leader and Manager:

MANAGER - NON-VISIONARY EXECUTIVE LEADER - VISIONARY EXECUTIVE

Solves daily problems and makes daily Articulates vision and philosophy constantly
decisions
Meets formally with immediate Makes regular contacts with people at all
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subordinates levels
Is aloof, rational, critical and cold Is receptive, expressive and supportive
Talks mainly about current short term Talks about future goals and long term
activities strategic outlook
Pays attention to weaknesses Pays attention to strengths
Rarely seen, too busy to talk and deaf to Is visible, accessible and a good listener.
hear
People and task centered Inspirational and Visionary
Short – term planners Forward Planners
Passive Active
Maintain Stability Change Oriented
Clarifying Challenging
Practical, Concrete and tangible Have initiative and creative

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