Leadership

Prof. Mrunali Tikare

Leadership
To lead

Definitions of Leadership
John C Maxwell : "leadership is influence - nothing more, nothing less."
Warren Bennis : "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

John W. Gardner :Leadership is the process of persuasion and example by which an individual (or leadership team) induces a group to take action that is in accord with the leaders purpose, or the shared purposes of all.

Definition of Leadership: Organization

Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills.

Definition of Leadership
Contemporary definitions most often reject the idea that leadership revolves around the leader's ability, behaviors, styles or charisma. Today, scholars discuss the basic nature of leadership in terms of the "interaction" among the people involved in the process: both leaders and followers. Thus, leadership is not the work of a single person, rather it can be explained and defined as a "collaborative endeavor" among group members. Therefore, the essence of leadership is not the leader, but the relationship (Rost, 1993).

Definition of Leadership
Leadership is a dynamic, relational process involving interactions among leaders, members and sometimes outside constituencies. SITUATION LEADERS ====== FOLLOWERS COMMUNICATION

What is Good Leadership...

A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go but where they ought to go. Rosalynn Carter The best executive is the one who has sense enough to pick good men to do what he wants done, and selfrestraint to keep from meddling with them while they do it. Theodore Roosevelt

Good leadership is like beauty you know when you see it.

Unknown

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. Peter Drucker

Sources of power
Organizational:
legitimate power reward power coercive power

personal
referent power expert power

EXPERT POWER
Power as a result of skill or experience. Someone who is skillful when holding power. Examples: some politicians, a doctor, lawyers, Bill Gates

LEGITIMATE POWER
Power is justified. Power as a result of position. Someone who has a lawful reason to hold power. Examples: judges, principal, police

COERCIVE POWER
Power that you have after manipulating people to do something. Someone who takes power. Example: criminal with a gun, parents, Napoleon.

REWARD POWER
Getting someone to do something in return for power. Someone who is in power for service. Example: If you do this I will give you this.--- bosses, teachers.

REFERENT POWER
Associated with a particular group or person. Someone who is given power after being appointed.

MYTHS ABOUT LEADERSHIP

ONLY POPULAR PEOPLE ARE LEADERS LEADERS ARE CHOSEN OR ELECTED YOU MUST HAVE A FORMAL POSITION TO BE A LEADER YOU MUST BE A GREAT MOTIVATOR TO BE A LEADER

LEADERS ARE BORN NOT MADE

A LEADER ONLY REPRESENTS THE WISHES OF THE PEOPLE SHE/HE LEADS

Managers and leaders: same skills?

Managers are not necessarily leaders Leaders are not necessarily managers However, good managers and leaders should have both management and leadership skills

Leadership vs. Management

Leaders:
..FLUID..

Managers:

Seek to challenge and change systems Create new visions and new meanings Empower Seek to inspire Have a long-term focus Focus on the strategic picture

Seek to operate and maintain current systems Accept given objectives and meanings Control and monitor Trade on exchange relationships Have a short term focus Focus on detail and procedure

Manager Vs. Leader

Managers Administer Maintain the status quo Use control Deal with details and tactics Focus on systems and rules Have limited view Do the thing right

Leaders Innovate Develop Inspire trust Deal with strategies Focus on people and values Look at the big picture Do the right thing

Qualities

Managers Rule-oriented Communicative Create pressure Care about satisfaction Outcome-oriented Problem controller Respectful of traditions Reactive Responsible

Leaders Assertive Persuasive Able to work under pressure Good motivator Visionary Problem solver Creative Proactive

Leaders are
Risk taking Guiding vision or sense of purpose Passion and enthusiasm Integrity Self-knowledge Honesty Curiosity

Indirect vs. Direct Leadership

Direct leadership: Leaders directly influence employee attitudes and behaviours. Indirect leadership: middle and lower level managers act on behalf of the leader, management systems, HRM, organisational culture etc. Ideally, direct and indirect leadership are used in a consistent manner to magnify the desired effects.

Do you want to gain Leaders skills?

First, you need to explore your values
Second, who can serve as a model for you and why? Third, what is your vision of your profession, service, organization?

Do you want to gain Leaders skills?

Develop emotional intelligence Including empathy And trustworthiness Need to decide whether you want innovation, change and risk taking

Emotional intelligence
Good leaders have also Self-awareness Self-confidence Self-control Commitment and integrity Ability to communicate, influence, initiate change and accept change (Goleman, 1998)

the path ahead,

in a pattern of C
creativity curiosity consciousness communication commitment courage concrete steps continuity celebration

Leadership Development
Self-Assessment Communication Competencies (skills) Knowledge

Leadership Development
Self-Assessment Communication
Writing Speaking Giving directions Listening, seeking feedback Working with the media Managing conflict Selecting priorities Managing time Negotiating Building teams Writing grants

Competencies (skills)

Knowledge
Dynamics of groups Influence of gender and difference Evaluation of leaders Culture of academic health care

Leadership Effectiveness

Objective measures of performance: net profits, sales increase, market share, return on investment etc.

Leadership
Follower outcomes: commitment, satisfaction, development, motivation, group processes, psychological wellbeing

Current Themes in Leadership Research

Globalizing context Perceived need
How leadership is legitimized ?

Requirements

Leadership development

What can be done about leadership ?

Challenges for leaders

Managing participation is a balancing act: between management control and team opportunity; between getting the work done quickly and giving people a chance to learn; between seeking volunteers and pushing people into it; between too little team spirit and too much. Kanter (1983).