LEADERSHIP

LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types of people become good
leaders?
How leaders adapt their behavior to each
situation?
Skills essential for effective leadership?
How leaders use power & influence?
 CONCEPT

NATURE OF LEADERSHIP
WHAT DO LEADERS DO?

Initiate ideas Communicate formally with

subordinates
Set goals
Informally interact with
Organise & structure subordinates
work Stand up for & support
make decisions subordinates
Take responsibility
Solve problems
Develop group atmosphere
Generate enthusiasm Reward & punish
Train & develop subordinates
employee skills
SPECIFIC LEADER SKILLS
ORGANISING JOB KNOWLEDGE
ANALYSIS & ORGANISATIONAL
DECISION MAKING KNOWLEDGE
PLANNING TOUGHNESS
COMMUNICATION
INTEGRITY
DELEGATION
DEVELOPMENT TO
WORK HABITS
OTHERS
CAREFULNESS
LISTENING
INTER PERSONAL
SKILLS
 LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUAL

HUMAN

TECHNICAL
 QUALITIES OF A GOOD LEADER
 ENERGY =FLEXIBILITY OF MIND
EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
WHAT MAKES A LEADER?
Leadership through PERSONALITY & BEHAVIOR
Leadership through PERFORMANCE
SITUATIONAL LEADERHIP
Leadership through SUBORDINATE RELATIONSHIPS
Leadership through DECISION MAKING
Leadership through CONTACT
Leadership through POWER
Leadership through VISION
Leadership through INFLUENCE

7
TRUSTWORTHINESS TOPS THE LIST

“INTEGRITY IS HONESTYCARRIED
THROUGH THE FIBRES OF THE BEING
AND THE WHOLE MIND, INTO THOUGHT
AS WELL AS INTO ACTION SO THAT THE
PERSON IS COMPLETE IN HONESTY.
THAT KIND OF INTEGRITY I PUT ABOVE
ALL ELSE AS AN ESSENTIAL OF
LEADERSHIP”-Pearl.S. Buck, winner of
1938 Nobel Prize for literature
 What Is Leadership?

management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
 LEADERSHIP is different from
management
Leadership complements management; it
doesn't replace it.
Management is about coping with
complexity-Leadership is about coping
with change
Management involves planning &
budgeting,organizing & staffing;
Leadership is about setting direction &
aligning people
 LEADERSHIP is different from
management

Management ensures plan accomplishment

by controlling & problem solving ( pushing in
the right direction)while leadership requires
motivating & inspiring(satisfying needs
&drives).
Leadership needs to create challenging
opportunities.
 Theories of Leadership
Charismatic theory Trait theory

leadership

Behavioral theory Situational theory

LEADERSHIP TRAITS
 TRAIT THEORY
PHYSICAL TRAITS
ABILITY-INTELLIGENCE,
FLUENCY OF SPEECH,
KNOWLEDGE
PERSONALITY
-EXTROVERSION-
INTROVERSION, DOMINANCE,
PERSONAL ADJUSTMENT,
SELF CONFIDENCE, INTER
PERSONAL SENSISTIVITY,
EMOTIONAL CONTROL
Trait Theories
Leadership
LeadershipTraits
Traits::
•• Ambition
Ambitionand
andenergy
energy
•• The
Thedesire
desireto
tolead
lead
•• Honesty
Honestyandand
integrity
integrity
•• Self-confidence
Self-confidence
•• Intelligence
Intelligence
•• Job-relevant
Job-relevant
knowledge
knowledge
 Trait Theories
Limitations
Limitations::
•• No
Nouniversal
universaltraits
traitsthat
thatpredict
predictleadership
leadership
in
inall
allsituations.
situations.
•• Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
in“weak”
“weak”
than
than“strong”
“strong”situations.
situations.
•• Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipofofleadership
leadershipandandtraits.
traits.
•• Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceofof
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
 PERSONAL
CHARACTERISTICS
ADAPTABLE FRIENDLY
ASSERTIVE HONEST
CHARISMATIC INTELLIGENT
CREATIVE MASCULINE
DECISIVE OUTGOING
DOMINANT SELF-CONFIDENT
ENERGETIC WISE
EXTROVERTED
 TRAITS
INTELLIGENCE & SELF CONFIDENCE
KNOWLEDGE ANALYTICAL ABILITY
ABILITY TO FOCUS CHARISMA
ATTENTION CREATIVITY
AMBITION & ENERGY FLEXIBILITY
EMPHASIS ON COMMON MANAGING CHANGE
VALUES AVOIDING ‘DO-IT-ALLISM’
STAYING IN TOUCH WITH FACING UP TO FAILURE
PEOPLE-INTER PERSONAL DESIRE TO LEAD
SENSITIVITY INTEGRITY
INITIATIVE
 MOST STABLE TRAIT
SELF MONITORING
CHANGE BEHAVIOR
TO MEET DEMANDS
OF SITUATION OR
PERSON WITH WHOM
DEALING
LEADERSHIP
MOTIVATION
PATTERN-TASK
FOCUS
 LEADER EMERGENCE vs
LEADER PERFORMANCE
LIKELIHOOD THAT INDICATES THAT
A PERSON WOULD EXCELLENT
BECOME A LEADERS POSSESS
LEADER CERTAIN
CHARACTERISTICS
THAT POOR
LEADERS DO NOT
RELATIONSHIP BET THE 2 : TRAITS, NEEDS &
ORIENTATION
 Enthusiasm Physical

Dominance Leadership Intelligence

Traits

Determination Self Confidence

Sociability
BEHAVIORAL DIMENSIONS OF
LEADERSHIP
Behavioral Theories

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
 BEHAVIOR THEORIES
EXPLAINS REASONS & CAUSES OF
EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL QUALITIES
COULD BE ATTRIBUTED TO
LEADERSHIP
LEADERSHIP CAN BE TAUGHT
LEADERSHIP BEHAVIOR vs TRAITS

APPROPRIATE BEHAVIOR AND

ACTIONS

TRAITS PROVIDE LATENT

POTENTIAL OF A LEADER WHILE
BEHAVIOR DEMONSTRATES IT
 Leader Behavior

Leader Characteristics Leaders Hierarchical

Position
STUDIES ON BEHAVIORAL THEORIES

OHIO STATE-INITIATING STRUCTURES WORK &

WORK RELATIONSHIPS FOR ATTAINMENT OF
GOALS& CONSIDERATION OF JOB RELATIONSHIPS
WITH TEAM MEMBERS
UNIVERSITY OF MICHIGAN STUDIES-EMPLOYEE
ORIENTED & PRODUCTION ORIENTED
MANGERIAL GRID-PEOPLE CONCERN &
PRODUCTION CONCERN (9-9)
SCANDINAVIAN STUDIES- DEVELOPMENT
ORIENTATION
Ohio State Studies
University of Michigan Studies
 The
Manage
rial Grid

EXHIBIT 11-1
Scandinavian Studies
 RELATIONSHIP BETWEEN
MANAGERIAL GRID (MG) THEORY,
Theory X and OHIO State(OS) theory

Country club (MG)

HIGH Task (MG)
Consideration (OS)
Theory Y
PERSON Middle of the road
(MG)
ORIENTATION

Impoverished (MG) Task Centered (MG)

LOW Initiating Structures (OS)
Theory X
LOW
HIGH
TASK ORIENTATION
 Leadership Styles- based on
Behavioral Approach

Power Leadership as Likert’s Managerial Tri

Orientation Continuum Mngt System Grid DimensionalGrid
 Power Orientation
Autocratic Leadership
 Strict
Autocrat
 Benevolent Autocrat

 Incompetent Autocrat

Participative
Free Rein
 Leadership as a continuum
Autocratic Free Rein
Use of Authority by
manager
Area of freedom for subordinates

Takes Sells Presents Presents Presents Defines Permits

decision decision idea tentative decision problems Limits
 Likerts Management System
Leadership Autocratic Benevolent Participative Democratic
variable Autocratic
Trust &
Confidence

Motivation

Communication

Interaction-
Influence
Decision making

Goal Setting&
Control process
 Tri Dimensional Grid
Task Orientation
Relationship Orientation
Effectiveness
 CONTINGENCY OR
SITUATIONAL LEADERSHIP
SITUATIONAL OR CONTINGENCY
APPROACH
FIEDLER’S CONTINGENCY MODEL-
Influence through Structure & Power

HERSEY AND BLANCHARD’S

SITUATIONAL THEORY-Subordinate
THEORY- ability

GRAEN’S LEADERSHIP-MEMBER
EXCHANGE THEORY-Subordinate
THEORY-
relationship
SITUATIONAL OR CONTINGENCY
APPROACH
DANSERAU,GRAEN & HAGA’S LEADER-MEMBER
EXCHANGE THEORY- Leadership & Subordinate
relationship

HOUSE’S PATH GOAL THEORY- Subordinate

Support Requirement

VROOM-YETTON LEADER –PARTICIPATION-

through decision making

IMPACT THEORY-Organizational
THEORY- climate
Contingency Theories: Fiedler’s Model
 FIEDLER’S CONTINGENCY MODEL

LEADERSHIP STYLE IS THE RESULT OF A

LIFETIME OF EXPERIENCES
EFFECTIVE ONLY IN CERTAIN SITUATIONS
-UNDERSTAND YOUR LEADERSHIP STYLE &
LEARN HOW TO MANIPULATE A SITUATION SO
THAT THE TWO MATCH
Read your Least Preferred Coworker scores. Low
LPC Score leaders tend to be task oriented,
whereas High LPC leaders tend to be more
concerned with inter personal relations.
FIEDLER’S CONTINGENCY MODEL-
Leadership through Influence
FAVOURABLENESS OF A SITUATION IS
DETERMINED BY THREE VARIABLES-
TASK STRUCTUREDNESS (more
structured-more favourable), LEADER
POSITION POWER (greater the power, the
more favourable the situation), LEADER-
MEMBER RELATIONS (the more leader
liked by subordinates , the more favourable
the situation)
Fiedler’s Model: Defining the Situation
FIEDLER’S RESEARCH & TRAINING

LEADERSHIP STYLE CANNOT BE

EASILY CHANGED- BUT LEADERS
CAN BE TAUGHT TO DIAGNOSE
SITUATIONS AND THEN CHANGE
THESE SITUATIONS TO FIT THEIR
PARTICULAR LEADERSHIP STYLE-
CALLED LEADER MATCH TRAINING
 FIEDLER’S CONTINGENCY MODEL OF
LEADERSHIP
STYLE OF
LEADERSHIP

TASK ORIENTED

HUMAN RELATIONS
ORIENTED
FAVOURABLE
VERY
VERY
UNFAVOURABLE UNFAVOURABLE FAVOURABLE

FAVOURABLENESS OF THE SITUATION

Findings from Fiedler
Model
Cognitive Resource Theory
Research
ResearchSupport
Support: :
• • Less
Lessintelligent
intelligentindividuals
individuals
perform
performbetter
betterininleadership
leadership
roles
rolesunder
underhigh
highstress
stressthan
than
do
domore
moreintelligent
intelligent
individuals.
individuals.
• • Less
Lessexperienced
experiencedpeople
people
perform
performbetter
betterininleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
than
do
domore
moreexperienced
experienced
people.
people.
 HERSEY AND BLANCHARD’S
SITUATIONAL THEORY
LIFE CYCLE MODEL-SELECTION OF
LEADERSHIP STYLE DETERMINED BY
MATURITY LEVEL OF SUBORDINATE
(employee situation)termed as ‘
DEVELOPMENT LEVEL’ refers to task-specific
combination of
employee competence &
motivation to perform
Emphasis on an individual employee’s
capabilities to undertake a specific task
 HERSEY AND BLANCHARD’S SITUATIONAL
THEORY
- Subordinate Ability

Development stage Recommended style

1.Low Ability, Low Willingness Telling (High direction, Low

Insecure support)

2. Low Ability, High Willingness Selling (High Direction, High

Confident Support)

3. High Ability, Low Willingness Participating ( Low Direction,

Insecure High support)

4. High Ability, High Willingness Delegating ( Low Direction,

Confident Low Support)
 Hersey and Blanchard’s
Situational Leadership Theory

e ss
n gn
illi
w
nd
y a
i lit
: ab
e ss
d in
a
r re
w e
llo
Fo
Leader: decreasing need for support and supervision
Leader–Member Exchange
Theory
DANSERAU,GRAEN & HAGA’S LEADER-MEMBER
EXCHANGE THEORY- Leadership & Subordinate
relationship

ACKNOWLEDGED THAT LEADERS ACT DIFFERENTLY

WITH DIFFERENT SUBORDINATES
DUE TO TIME CONSTRAINTS LEADERS TRY & ESTABLISH
A SRECIAL RELATIONSHIP WITH A GROUP OF
SUBORDINATES-’IN GROUP’ WHO GET MORE TIME &
ATTENTION THAN THE ‘OUT GROUP’ WHOSE
RELATIONSHIP WITH LEADER IS BASED ON FORMAL
AUTHORITY INTERACTION
THEORY PREDICTS HIGHER PERFORMANCE RATINGS,
LESSER TURNOVER & GREATER SATISFACTION WITH
SUPERIOR OF THE ‘IN GROUP’ IN COMPARISON WITH
THE ‘OUT GROUP’
 LEADER-MEMBER EXCHANGE THEORY
-VERTICAL DYAD LINKAGE

DYAD-RELATIONSHIP BETWEEN 2 PEOPLE

VERTICAL-POSITION OF LEADER ABOVE
SUBORDINATE
LINKAGE-INTER RELATED BEHAVIOR
Leader-Member Exchange
Theory
Path-Goal Theory
 House's PATH GOAL THEORY
LEADER ‘S BEHAVIOR ACCEPTED BY SUBORDINATES
ONLY TO THE EXTENT TO WHICH BEHAVIOR HELPS
SUBORDINATES ACHIEVE THEIR GOALS.

LEADERS WOULD BE SUCCESSFUL ONLY IF THEIR

SUBORDINATES PERCEIVE THEM AS WORKING WITH
THEM TO MEET CERTAIN GOALS & IF THOSE GOALS
OFFER A FAVUORABLE OUTCOME FOR THE
SUBORDINATES

NEEDS OF SUBORDINATES CHANGE WITH NEW

SITUATIONS , LEADERS NEED TO ADJUST THEIR
BEHAVIOR TO MEET NEEDS OF SUBORDINATES
EFFECTIVE LEADERSHIP: House

RECOGNISE SUBORDINATE’S NEEDS &

WORK TO SATIFY IT
REWARD SUBORDINATES WHO REACH
THEIR GOALS
HELP SUBORDINATES IDENTIFY BEST
PATHS TO RAECH GOALS
CLEAR THOSE PATHS TO ENABLE
EMPLOYEES TO REACH THOSE GOALS
The Path-Goal Theory
 PATH GOAL THEORY
- Leadership through Decision Making

BEHAVIORAL SITUATION
LEADERSHIP STYLE

INSTRUMENTAL Planning, organizing, controlling

activities of employees
SUPPORTIVE
Concern for employees
PARTICIPATIVE Share info with employees &
ACHIEVEMENT participation in decision making
ORIENTED Set challenging goals &
performance linked rewards.
 VICTOR VROOM & PHILLIP YETTON’S
LEADER PARTICIPATION MODEL

LEADER BEHAVIOR MUST ADJUST TO REFLECT

THE TASK STRUCTURE which has varying
demands for routine & non routine activities
PROBLEM ATTRIBUTES with decision quality
dimension ( cost considerations, info availability,
nature of problem structure)& employee acceptance
attribute( need for commitment, prior
approval,congruence of goals, conflict among
employee, level of subordinate information, time
constraints, geographical distribution of subordinates,
leader’s motivation to invest time with subordinate)
Leader-Participation Model
Contingency Variables in the Revised
Leader-Participation Model
 LEADER PARTICIPATION MODEL-
Leadership through Decision making
LEADERSHIP STYLE PROBLEM ATTRIBUTE
AUTOCRATIC AI Info available;leader solves
problem directly
AUTOCRATIC AII Data obtained from subordinates
77 then decision made by leader

CONSULTATIVE CI Leader obtains ideas from

subordinates individually after
explaining problem to them
CONSULTATIVE CII Leader meets a group of
subordinates to share problem &
obtains inputs to decide
GROUP II Shares problems & facilitates
discussion on alternatives
 GEIER, DOWNEY & JOHNSON’s
IMPACT THEORY-Leadership & org climate

6 LEADERSHIP STYLES
 INFORMATIONAL
 MAGNETIC
 POSITION
 AFFILIATION
 COERCIVE
 TACTICAL
EACH STYLE APPLICABLE IN A PARTICULAR
SITUATION OR ORG CLIMATE
 Comparison of IMPACT styles & bases
of power
IMPACT STYLE BASES OF POWER
Informational Expert
Magnetic Referent
Position Legitimate
Affiliation
Coercive Coercive/ Reward
Tactical
 Situational Applicability of IMPACT styles
IMPACT SITUATIONAL CHARACTERISTICS
STYLE APPLICABILITY
Information Climate of Lack of Information
al Ignorance Low morale-lead through
Magnetic Climate of Despair energy & optimism
Position Climate of People unsure of action
Affiliation Instability Insecure-people orientation
Controlling reward/punishment
Coercive Climate of Anxiety
Tactical Climate of Crisis
Change unfreezing
Climate of
Disorganization process
APPROACH TO LEADERSHIP
FUNCTIONAL APPROACH
OHIO-MAINTENANCE OF MEMBERSHIP, OBJECTIVE
ATTAINMENT, GROUP FACILITATION
PRIMARY & ACCESSORY FUNCTIONS
PRIMARY-EXECUTIVE, PLANNER, POLICY MAKER,
EXPERT,EXTERNAL GROUP, REPRESENTATIVE, REWARD
& PUNISHMENTS, ARBITRATOR & MEDIATOR
ACCESSORY-EXEMPLER, IDEOLOGIST, FATHER FIGURE,
SCAPEGOAT, SUBSTITUTE FOR INDIVIDUAL
RESPONSIBILITY
INTERACTIONIST APPROACH
LEADER-SUBORDINATE RELATIONSHIP
FOCUS ON HUMAN ASPECTS OF
SUBORDINATES
SUPERVISORY ROLE
 ROLES OF A LEADER
GROUP TASK ROLES- INITIATOR,
INFORMATION SEEKER, OPINION GIVER, ELABORATOR,
COORDINATOR, ORIENTER, EVALUATOR-CRITIC,
ENERFGISER,PROCEDURAL TECHNICIAN, RECORDER
GROUP BUILDING & MAINTENANCE
ROLES- ENCOURAGER, HARMONISER, COMPROMISER,
GATEKEEPER & EXPEDITER, STANDARD SETTER, GROUP
OBSERVER, FOLLOWER

INDIVIDUAL ROLES- AGGRESSOR, BLOCKER,

RECOGNITION SEEKER, SELF CONFESSOR, DOMINATOR, HELP
SEEKER,HELP PLEADER
CLASSIFICATION OF A LEADER

BUREAUCRAT
AUTOCRAT
DIPLOMAT
EXPERT
QUARTER BACK
CLASSIFICATION OF A LEADER

PERSONAL LEADERSHIP
IMPERSONAL LEADERSHIP
FUNCTIONAL LEADERSHIP
PATERNALISTIC LEADERSHIP
 TYPES OF LEADERSHIP
DIRECTIVE - INITIATES REWARDS & PENALITIES,
MORALE LOW, NO LEADERSHIP DEVELOPED AMONG THEM

PERMISSIVE- INITIATES ACTIONS FOR OTHERS,HIGH

FRUSTRATION TOLERANCE, SENSITIVE TO FEELINGS OF
OTHERS -GETS JOB DONE BUT DOES NOT DEVELOP LEADERS

PARTICIPATIVE-
 ORGANISATIONAL
LEADERSHIP

Charismatic & Transformational

Leadership
ORGANIZATIONAL LEADERSHIP

CHARISMATIC
TRANSFORMATIONAL
TRANSACTIONAL
VISIONARY
STRATEGIC
STEWARDSHIP & SERVANT
 CHARACTERISTICS OF
CHARISMATIC LEADERS
VISIONARY
SUPERB COMMUNICATION SKILLS
SELF CONFIDENCE & MORAL CONVICTION
ABILITY TO INSPIRE TRUST
HIGH RISK ORIENTATION
HIGH ENERGY & ACTION ORIENTATION
RELATIONAL POWER BASE
MINIMUM INTERNAL CONFLICT
ENPOWERING OTHERS
SELF PROMOTING PERSONALITY
 PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
 CHARISMATIC LEADERSHIP

LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF
THE SITUATION
 PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
SOCIALIZED- pursue organization
driven goals & promote feelings of
empowerment, personal growth, &
equal participation in followers
TRANSFORMATIONAL LEADERSHIP

Develop a clear & appealing vision

Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes key values
Lead by example
 CHARISMATIC LEADERSHIP

LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF
FOLLOWER PERCEPTIONS &
REACTIONS, INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS & BEHAVIOR
BUT ALSO BY TH ECONTEXT OF
THE SITUATION
 Evaluation & implication of
Charismatic Leadership
Response through feelings &
emotions towards leaders Not very effective
Not a rational predictive in transformational
process but a collective social
process , change process
Irrespective of leader's own or conflicting
accomplishment
Not necessarily dyadic situations etc
relationship but more a social
identification process
where shared
leadership more
effective
TRANSFORMATIONAL LEADERSHIP

FOCUS ON WHAT LEADERS

ACCOMPLISHES RATHER THAN
INDIVIDUAL’S PERSONAL
CHARACTERISTICS & FOLLLWERS’
REACTIONS
REQUIRES ONE WHO CAN CRAFT &
IMPLEMENT BOLD STRATEGIES
TRANSFORMATIONAL LEADERSHIP

SERVES TO CHANGE THE STATUS

QUO BY ARTICULATING TO
FOLLOWERS THE PROBLEM IN THE
CURRENT SYSTEM AND A
COPELLING VISION OF WHAT A
NEW ORGANISATION COULD BE.
TRANSFORMATIONAL LEADERSHIP

Develop a clear & appealing vision

Develop a strategy for attaining the vision
Articulate & Promote the vision
Act Confident & optimistic
Express confidence in followers
Use early success in small steps to build confidence
Celebrate successes
Use dramatic ,symbolic actions to emphasizes key values
Lead by example
 CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
TAKE CHARISMA A STEP CONVEY VISION & FORM
FURTHER , BEYOND THE STRONG EMOTIONAL BONDS
VISIONARY TO THE WITH FOLLOWERS
ACTION STAGE MAY NOT BE ABLE TO
ARTICULATE A MOTIVATE ENOUGH FOR
COMPELLING VISION OF FOLLOWERS TO TRANSEND
SELF INTEREST FOR THE
THE FUTURE &
BENEFIT OF A HIGHER IDEAL
INFLUENCE FOLLOWERS
OR SOCIETAL NEED
TO AROUSE STRONG
EMOTIONS IN SUPPORT GENERALLY EMERGE OUT OF
CONFLICTS, CRISIS
OF THE VISION.
CAN EMERGE FROM
DIFFERENT LEVELS OF
ORG
 CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
BOTH ARE GENERALLY INVOLVED IN CONFLICT OR
CHANGE ( must be willing to embrace conflict, create
enemies, make unusual allowances for self sacrifice, be
extraordinarily focused in order to achieve &
institutionalize their vision)
PEOPLE ‘S RESPONSE TO A CHARISMATIC LEADER OR
TRANSFORMATIONLA LEADER ARE LIKELY TO BE
POLARISED, HOWEVER EMOTIONAL LEVELS OF
RESISTANCE RESISTANCE TOWARDS ANY MAJOR
CHANGE NEGATIVE TO INDIVIDUALS IS LIKELY TO BE
MORE EXTREME TOWARDS CHARISMATIC THAN
TRANSFORMATIONAL LEADERS
ATTRIBUTES OF A TRANSFORMATIONAL
LEADERSHIP

SEE THEMSELVES AS A CHANGE AGENTS

ARE VISIONARIES WHO HAVE A HIGH LEVEL
ARE RISK TAKERS , BUT NOT RECKLESS
CAPABLE OF ARTICULATING A SET OF CORE VALUES
THAT TEND TO GUIDE THEIR OWN BEHAVIOR
POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE IN
CAREFUL DELIBERATION BEFORE TAKING ACTION
BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR
NEEDS
ARE FLEXIBLE & OPEN TO LEARNING FROM EXPERIENCE
TRANSACTIONAL LEADERSHIP

SEEKS TO MAINTAIN STABILITY RATHER

THAN PROMOTING CHANGE WITHIN AN
ORGANISATION, THROUGH REGULAR
ECONOMIC AND SOCIAL EXCHANGES
THAT ACHIEVE SPECIFIC GOALS FOR
BOTH THE LEADERS AND THEIR
FOLLOWERS
 TRANSACTIONAL LEADERSHIP vs
TRANSFORMATIONAL LEADERSHIP
GOES INTO SPECIFIC PROMOTES CHANGE
CONTRACTUAL THROUGH ECONOMIC &
ARRANGEMENTS WITH EMOTIONAL EXCHANGES
FOLLOWERS EXCHANGE BENEFITS
IN EXCHANGE FOR ARE MORE INTANGIBLE
SPECIFIC OBJECTIVES , ( inspiring vision, shared
LEADER SATISFIES values, or emotional
CERTAIN NEEDS & bonding)
DESIRES
 ORGANISATIONAL
LEADERSHIP & CHANGE
 Transformation Process
Recognizing Need for Increase sensitivity to
Change environmental changes &
threats
Respond to subtle radical
changes in environment
Employ alternative strategies
for monitoring environment
Encourage everyone to think
Creating New Vision with a future orientation
Involve others
Express in ideological, not
just economic terms
 Transformation Process
Managing Transition Instill in managers a sense
of urgency for change
Raise followers awareness &
Institutionalizing the expectations
Change
Help followers understand
need for change
Increase followers self
confidence & optimism
Avoid temptation of a “quick
fit”
Recognize & deal openly
with emotional component of
resisting change
 Transformation Process
Institutionalizing the Enable & Strengthen followers
Change with a “greatness attitude”
Help followers find self
fulfillment with new vision
Help followers look beyond
self interest
Change reward systems &
appraisal procedures
Implement team building
interventions & personnel
changes
Appoint a special task force to
monitor progress
 STRATEGIC LEADERSHIP

PROCESS OF PROVIDING
INPIRATION NECESSARY TO
CREATE AND IMPLEMENT A VISION ,
MISSION & STRATEGIES TO
ACHIEVE & SUSTAIN
ORGANIZATIONAL OBJECTIVES
 STRATEGIC LEADERSHIP
FRAMEWORK
Analyze external Analyze internal
environment environment
Vision

Mission

FEEDBACK Formulate Strategy FEEDBACK

Implement Strategy

Strategic Competitiveness
Above Average Returns
FUNCTIONS OF STRATEGIC
LEADERSHIP
Achieving
Common
TASKS

Building &
Motivating &
Maintaining
developing
TEAM
INDIVIDUAL
CHARACTERISTICS OF A
STRATEGIC LEADER
INTELLIGENCE
IMAGINATION
HUMILITY
WISDOM
CHARACTER
FUNCIONS OF STRATEIC
LEADER
PROVIDING DIRECTION
GETTING STRATEGY& POLICY RIGHT
MAKING IT HAPPEN
ORGANIZING&/OR REORGANIZING
RELEASING CORPORATE SPIRIT
RELATING TO ORG & OTHER ORG
DEVELOPING TOMORROW’S LEADERS
STEWARDSHIP& SERVANT
LEADERSHIP
STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS &
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY
FRAMEWORK FOR STEWARDSHIP

Strong teamwork orientation

Decentralized decision making and
power
Equality assumption
Reward assumption
 VALUES OF STEWARDSHIP

Equality Effective listening

Assumptions

Stewardship

Reward
Assumption Decentralization
 FRAMEWORK FOR SERVANT
LEADERSHIP
Helping others discover their inner
spirit
Earning and keeping others trust
Service over self interest
Effective listening
 GUIDELINES TO SERVANT
LEADERSHIP
Service to others over Teamwork
self interest Orientation

Servant leadership

Earning and keeping Helping others

others trust discover their inner
spirit
 Leading Change
Stage I Stage I Stage I

Unfreezing Changing Refreezing

Form powerful Institutionalize changes in

Establish a sense coalition the organizational culture
of responsibility
Developing a compelling
vision

Communicate the vision widely

Generate short-term wins

Consolidate gains,create
greater change
LEADERSHIP STYLE
 LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP
 Where are you?
Mastered the skills?
Are you a high self- monitor?
Are you high on both task & person
orientation
What is your Leadership motive pattern?
N-Ach, Aff, Power?
Are you emotionally stable?
Do you have the personality & skill to be a
transformational Leader
INSTITUTIONALISING A LEADERSHIP-
CENTRED CULTURE IS THE ULTIMATE
ACT OF LEADERSHIP
IDEAL WAY TO DEVELOP LEADERSHIP

USING POWER TO INFLUENCE

THOUGHTS & ACTIONS OF PEOPLE
MANAGERIAL PERSONALITY
EMPHASISES ON RATIONALITY &
CONTROL -DIFFERS FROM LEADERSHIP
PERSONALITY REQUIRING
INNOVATION/CONTROL
LEADERSHIP REQUIRES A DISCIPLINE
OF BUILDING CHARACTER
IDEAL WAY TO DEVELOP LEADERSHIP

TO BECOME LEADERS, MANAGERS NEED TO

TRANSLATE THEIR PERSONAL VALUES INTO
CALCULATED ACTION.
SELF ENQUIRY MUST LEAD TO SHREWD,
PERSUASIVE & SELF CONFIDENT ACTION IF IT
IS TO BE AN EFFECTIVE TOOL.
MANAGERS NEED TO DETERMINE IF THEIR
ETHICAL VISION WILL BE SUPPORTED BY
THEIR COWORKERS & EMPLOYEES.
 LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUAL

HUMAN

TECHNICAL
 QUALITIES OF A GOOD LEADER
 ENERGY =FLEXIBILITY OF MIND
EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
 LEADERSHIP STYLES
AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIP
FREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIP
EXPERT LEADERSHIP
INSTITUTIONALISING A LEADERSHIP-
CENTRED CULTURE IS THE ULTIMATE
ACT OF LEADERSHIP
IDEAL WAY TO DEVELOP LEADERSHIP

TO BECOME LEADERS, MANAGERS NEED TO

TRANSLATE THEIR PERSONAL VALUES INTO
CALCULATED ACTION.
SELF ENQUIRY MUST LEAD TO SHREWD,
PERSUASIVE & SELF CONFIDENT ACTION IF IT
IS TO BE AN EFFECTIVE TOOL.
MANAGERS NEED TO DETERMINE IF THEIR
ETHICAL VISION WILL BE SUPPORTED BY
THEIR COWORKERS & EMPLOYEES.