MADE BY:

Neeraj Sharma

Mphil ( Mangement)

Roll no 14240157002

Meaning and Definition

Leadership is the important element of directing function of management. Leadership is a process of influencing that

stimulates subordinates to do their best

willingly towards the achievement of desired goals.

Koontz and O`Donnell defined leadership as “ the ability of a manager to induce subordinates to work with confidence and zeal.

Characteristics of Leadership

1)Personal quality

2)Exists with followers

3)Willingness of people to follow makes a leader

4)Process of influence

5)Exists for realisation of common goals

6)Involves readiness to accept complete responsibility in all situations

7)Function of stimulating followers to strive willingly to attain organisational objectives.

8)Not bossism.

Leadership Functions

Setting Goals

Organizing

Initiating action

Co-ordination

Direction and Motivation

Link between Management and Workers

Qualities of A Good Leader1. Good Personality 2. Emotional stability3. Communication Skills4. Self Confidence and diligence 5. Ability to guide and teach6. Honesty and integrity of character7. Objective and flexile approach8. Sociable9. Sense of purpose and responsibility10. Initiatives and creative thinking

Importance of Leadership in Management

The importance of leadership in any group activity is too obvious to be over-emphasised. Wherever, there is an organized group of people working towards a common goal, some type leadership becomes essential.

1. Improves motivation and morale.2. Acts as a motive power to group efforts.3. Acts as an aid to authority.4. Needed at all levels of management.5. Provides the basis for co-operation.

Process or techniques of Effective Leadership

1. The leader should consult the group in framing the policies and lines of action and in initiating any radical change therein.

2. He should attempt to develop voluntary co-operation from his subordinates in realising common objectives.

3. He should exercise authority whenever necessary to implement the policies. He should give clear, complete and intelligible instructions to his subordinates.

4. He should build-up confidence and zeal in his followers.5. He should listen to his subordinates properly and appreciate their

feelings.6. He should communicate effectively.7. He should follow the principle of motivation.

Theories of Leadership

• The Trait Theory.• Charismatic Leadership Theory.• The Behavioural Theory.• The Situational Theories.• The Follower Theory.

The Trait Theory

According to this theory, there are certain personal qualities and traits which are essential to be a successful leader.

Leadership traits are in-born and cannot be acquired by learning

List of traits given is different by different authors.eg:intelligence,direction,integrity,decisiveness,affection,mental and moral etc.

Advocates of this theory are of the opinion that persons who are leaders are psychologically better adjusted to display better judgement. They seek and give more information and take lead in interpreting up a situation.

Some shortcomings of this theory were:

1.Cannot hold good for all sets of circumstances.

2.List of traits are not uniform and are differently given by different authors.

3.Fails to take into account the influence of other factors on leadership.

4.Fails to indicate comparative importance of different traits.

5.There are many persons who were not good leaders although they had traits as specified for leaders.

Charismatic Leadership

• Charisma is a Greek word which means gift. So charisma is a God given gift to a person which makes him a leader irrespective of the situation in which he is placed.

• Leaders is born and not made

• It is a form of interpersonal attraction of a leader that inspires support and acceptance from others.

Assumptions:

1. Leaders have some exceptional inborn leadership qualities which are a gift from God.

2. These qualities cannot be enhanced through education and training.

3. Qualities of a leader are of personal nature, these cannot be shared by others.

4. These qualities make a leader effective and situational factors don’t have any influence.

Limitations:

If we assume that leadership qualities are inborn in a person then it implies that nothing can be done in an organisation to develop leaders.

It is a fact that leaders can be developed, though not great leaders, through proper education, training, development programmes etc.

A charismatic leader may fail in changed situation.

The Behavioural Theory According to this approach, leadership involves an

interpersonal relationship between a leader and subordinates in which behaviour of leader towards the subordinates is the most important element.

Its actual behaviour and actions of leader which matters than personal traits or qualities

The good behaviour of leader raises the morale, builds up confidence and spirit among the team members and the lack of good behaviour will discard him as a leader.

Limitation:

A particular behaviour or action of a leader may be effective at only one point of time.

The Situational Theories

• This theory emphasise upon the situation in which leader operates.

• According to this theory, leadership is greatly affected by a situation and maintain that leadership pattern is the product of situation at a particular time. A good leader is one who moulds himself according to the situation.

Limitation: It fails to consider the fact that in leadership, individual qualities and traits of leader play an important role.

The Follower Theory

• According to this theory, the essence of leadership is followership and it is the willingness of people to follow that makes a person a leader.

• The members of a group tend to follow only those whom they recognise as providing means for achieving their personal desires, wants and needs.

1. What is a leadership style?

A. For many years leadership has been thought of as a combination of personality traits.

B. A leadership style is a particular pattern of behavior exhibited by the leader.

Leadership Styles

Autocratic Leader

Laisseez-fare Leader

Democratic Leader

Bureauceatic Leader

Manipulative Leader

Paternalistic Leader

Autocratic Style Leader

– Tells employees what they want done and how to do it (without getting the advice from others).

– Leader makes decisions without reference to anyone else

– High degree of dependency on the leader

– Can create de-motivation and alienation of staff

– May be valuable in some types of business where decisions need to be made quickly and decisively

Democratic Style Leader

– The leader involves one or more employeess in the decision making process (to determine what to do and how to do it).

– Leader maintains the final decision making authority.

– Allows everyone to be part of a team—everyone feels that they have participated and contributed.

– Improves the sharing of ideas and experiences within the business

– Can delay decision making

Laissez-Faire Style Leader

– Leader allows employees to make the decisions.

– Can be very useful in businesses where creative ideas are important

– Can be highly motivational, as people have control over their working life

– Can be successful when emplyoees are sincere and self disciplined

– Relies on good team work and interpersonal relations

Paternalistic Style Leader

• Leader acts as a ‘father figure’

• Paternalistic leader makes decision but may consult subordinates

• Believes in the need to support staff and guide them

Manipulative Leadership Style

– This style of leadership is based on the belief that employees are persons who should be manipulated by the leader so that his goal may be attained.

– Employee needs and desires are viewed as tools to extract performance.

– It exploits the aspirations of the employees or followers.

– Under this style of leadership the followers know that they are being manipulated and thus become resentful and bitter.

Bureauceatic Leadership

Rules centred leadership. They follow rules rigorously, and ensure that their people follow procedures precisely.

• Decisions are taken in a framework of rules and procedure.

• There is too much of paper work and always a desire to play safe.

• Subordinates perform jobs in a mechanical way.

Leadership styles in Indian Organizations

There may be different styles of different leaders since they are working under different organizations and situations.1. Family-Managed traditional organizations:- There are the

organizations which are managed by he members of a family. There is no consideration of competency, experience, skills etc., the only factor is the continuation of blood relation and inheritance. These are highly centralised in structure.

2. Professionally managed organisations:- These are organisations managed professionally. These have democratic and participative styles of leadership. The persons are properly qualified and competent to manage their work are assigned managerial jobs.

3. Public sector organisations:- These organisations are working under different Govt. Departments. These are managed by civil servants.

The Managerial GridRobert R. Brake and Jone S. Mounton developed the Managerial Grid which has

been used as a means of managerial training and of identifying combinations of leadership:-1. Impoverished Management:- The first style (11) is the impoverished

management under which the manager is least concerned with either people or production.

2. Country Club Management:- leaders have great concern for their people but lack production orientation.

3. Task Management:- The leaders with high concern for production fall under this style.

4. Team Management:- The leaders having the high concern for production as well people fall under this style.

5. Middle of the Road:- The leaders of this style have medium concern for both people and production and try to maintain a balance in the two.

The Managerial Grid implies that the most desirable leader behavior is Team management in which the leader has high concern for production as well as people.

Likert’s Systems of LeadershipOrganisation of variable

System 1Exploitative Authoritative

System 2Benevolent Authoritative system

System 3Consultative

System 4Democratic

1. Extent to which superiors have confidence and trust in subordinates.

Has no trust and confidence in subordinates.

Has condescending confidence and trust such as master has on servant.

Substantial but not complete confidence and trust, still wishes to keep control of decisions

Complete confidence and trust in all matters.

2. Extent to which superiors behave so that subordinates feel free to discuss important things about their jobs with their immediate superior.

Subordinates do not feel at all free to discuss things about the job with their superior.

Subordinates do not feel very free do discuss things about the job with their superior.

Subordinates feel rather free to discuss things about the job with their superior.

Subordinates feel completely free to discuss things about the job with their superior.

3. Extent to which immediate superior generally tries to get subordinates ideas and opinions and make constructive use of them.

Seldom gets ideas and opinions of subordinates in solving job problems.

Sometimes gets idea and opinions of subordinates in solving job problems.

Usually gets ideas and opinions and tries to make constructive use of them.

Always gets ideas and opinions and tries to make constructive use of them.