10. concept of leadership
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CONCEPT OF LEADERSHIP
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Leadership is about creating a vision,
communicating that vision to one’s subordinates,and exhorting them to move towards that vision.
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Definitions
• According to Koontz et. al, “Leadership is the art or
process of influencing people so that they will strive
enthusiastically towards the achievement of group
goals.” • In the opinion of Chester Bernard, “leadership is the
quality of behavior of individuals whereby they guide
people or their activities in organizing efforts.”
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Formal and Informal Leadership
• Formal leadership occurs when organization officially
bestows upon a leader the power and authority to
guide and direct others in the organization.
• Informal leadership occurs when others in theorganization unofficially accord a person the power
and influence to guide and direct their behavior.
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LEADER
• The person who guides or influences the behavior of
others is called leader.
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Characteristics of Leadership
• Leadership is a continuous process of influencing
other’s behavior.
• Leadership is basically a personal quality that enables
leader to influence the subordinates behavior atwork.
• The success of leader depends on the acceptance of
his leadership by the followers.
• There is a relationship between leader and follower
which arises out of functioning for a common goal.
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Some more hallmarks of successful leadership
• A leader is one who knows the way, goes the way, and
shows the way.
• The function of leadership is to produce more leaders,
not more followers.
• The leader takes people where they want to go – a greatleader takes people where they don’t necessarily want to
go, but ought to go.
•
A leader must have courage to work against expert’s advice.
• Management is doing things right - leadership is doing
the right thing.
• He that cannot obey that cannot command.
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Leadership differs from Management
• Some people treat leadership and management as
synonymous.
• Leadership differs from management,
• Leadership involves influencing people to strivetowards the achievement of group goals.
• Management involves planning, organizing, staffing,
directing and controlling group activities toaccomplish organizational goals.
• Leadership is a part of management not all of it.
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Difference between Leadership and Management
Leadership Management
Leaders lead people.
Leaders can use his/her
informal influence.Leaders create a vision and
inspire others to achieve this
vision.
Leaders possess non-sanctioned influencing ability.
Leaders inspire enthusiasm.
Managers manage things.
Managers hold formal
positions.Managers achieve result by
directing the activities of
others.
Managers enjoy formaldesignated authority.
Managers engender fear.
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Functions of Leadership
• Developing team work.
• Representing the team.
• Counseling the work men.
• Managing the time.
• Using proper power.
• Securing group effectiveness.
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Leadership styles
• Autocratic or Authoritative Style.
• Democratic or Participative Style.
• Laissez – Faire or Free – Rein Style.
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Autocratic or Authoritative Style
• In autocratic style, the leader centralizes power and
decision-making in himself/herself.
• The leader command complete control over the
subordinates who are compelled to obey the orders.
•
The subordinates have no opportunity to makesuggestions or take part in decision making function.
• The autocratic leader has little concern for the well
being of employees.
• Employees have a tendency to avoid responsibility and
try to work as little as possible.
• They also suffer from frustration and low morale.
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Limitations
• It results in low morale and job dissatisfaction.
• Employee’s efficiency tends to decline over period.
• Potential manager-leader employees do not get
opportunity to exhibit their capabilities.
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Suitable situations
• The subordinates are incompetent and inexperienced.
• The leader wants to be active and dominant in decision
making.
• The leader is highly competent for making a rightdecision.
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Democratic or Participative Style
• The subordinates participate in decision-making
function.
• Participation in decision making enables
subordinates to satisfy their social and ego need.• It also makes them more committed to their
organizations.
•
Frequent interaction between the manager-leaderand subordinates also helps build up mutual faith
and confidence.
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Benefits
• It gives opportunity to the subordinates to develop
their potential abilities and assume greater
responsibility.
• It provides job satisfaction, on the one hand, andimproves the morale of subordinates, on the other.
• Subordinates’ participation in decision-making helps
make right decision because ‘two heads are better
than one’.
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Limitations
• Decision-making is a time-consuming process in
democratic style.
• There is possibility that a few dominant subordinates
may influence decision in their favor.• The responsibility of implementing decision cannot
be fixed on an individual subordinate but on the
whole group.
• Sometimes the decisions taken become the distorted
one because ‘many cooks spoil the broth’.
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Suitable situations
• The subordinates are competent and experienced.
• The leader prefers participative-decision making.
• The organization has made its objectives transparent
to the employees.
• Reward and involvement are used as the primary
means of motivation and control.
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Laissez – Faire or Free – Rein Style
• Laissez – Faire style is just opposite to autocratic style.
• The manager-leader leaves decision making to the
subordinates.
• The leader completely gives up his/her leadership role.
• The subordinate enjoy full freedom to decide as and
what they like.
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Limitation
• Due to full freedom to subordinates, it creates chaos
and mismanagement in decision-making.
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Suitable situations
• Leader is able to fully delegate the powers of decision-
making to his/her subordinates.
• Subordinates are also well competent and
knowledgeable.• Organizational goals and objectives are well
communicated to the employees.
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Studies on Leadership
• Hawthrone Studies.
• Iowa Leadership Studies.
• Early Michigan Leadership Studies.
• Ohio State Leadership Studies.
• Scientific Manager’s Style.
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Iowa Leadership Studies
• A series of pioneering leadership studies conducted
in the late 1930s.
• Studies were conducted by Ronald Lippitt and Ralph
K. White under the general direction of Kurt lewin.• The study was done at University of Iowa.
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Early Michigan Leadership Studies
• Survey research centre of University of Michigan
conducted leadership studies in the late 1940s.
• The objective of the study was to find behavioral
characteristics of leaders that appeared to be relatedto measures of performance effectiveness.
• At the Prudential Insurance Company, 12 high-low
productivity pairs of groups were selected for
examination.
• Interviews were conducted with the 24 section
supervisors and 419 clerical workers.
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Michigan also concluded that employee-
oriented leadership result in high productivity
and high job satisfaction.
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Ohio State Leadership Studies
• The research was conducted at Ohio State University,
USA in the late 1940s.
• It provides the basis for behavioral theories.
• The study was done by Bureau of Business Research.
• An interdisciplinary team of researchers from
psychology, sociology economics developed and used
the Leader Behavior Description Questionnaire
(LBDQ).
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Continued…..
• The outcome was amazingly consistent. The same
two dimensions of leadership continually emergedfrom the questionnaire data.
• Consideration and initiating structure.
•
Consideration: The extent to which a person is likelyto have job relationship that are characterized by
mutual trust, respect for subordinates’ ideas and
regard for their feeling.
• Initiating Structure: The extent to which a person islikely to define and structure his/her role and those
of subordinates in the search for goal attainment.
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Scientific Manager’s Style
• F.W.Taylor developed a scientific method to manage
men at work.
• His scientific thought of management was based on
two scientific experiments, namely, time study andmotion study to determine standard time and
standard work respectively.
• This style emphasizes that management of a work
organization must be divorced from human affairs
and emotions.
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• People need to adjust to the management and not
management to the people.
• He believes that the leader is supposed to be the
most competent individual in planning andorganizing the work.
• The way he/she does it is called his/her leadership
style.