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Leadership Assignment

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Submitted for University of

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Wales

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8/21/2010

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Table of content

Leadership Style

Managerial Gird

Manager’s vs Leaders

LIKERT'S leadership in organization

Comparison

LEWIN'S leadership in organization

Managerial Gird

Importance of leadership in Organization:-

References

Leadership Styles

Page 2
Leadership style is the manner and approach of providing direction,
implementing plans, and motivating people.
Kurt Lewin (1939) led a group of researchers to identify different
styles of leadership. This early study has been very influential and
established three major leadership styles.
Whether you are managing a team at work, captaining your sports team
or leading a major corporation, your leadership style is crucial to your
success. Consciously, or subconsciously, you will no doubt use some of the
leadership styles.

There are a number of different approaches, or 'styles' to leadership

and management that are based on different assumptions and
theories. The style that individuals use will be based on a
combination of their beliefs and values and preferences , as well
as the organizational culture and norms which will encourage
some styles and discourage others.

There is a significant amount of literature in both the pop or self-

help domains and in the organisational research arena. Generally,
theorists and proponents of Leadership style fall into 1 of 3 key
beliefs:

1) Leaders are born, not made. This approach suggests that

great leaders are heroic, genetically pre-determined to rise to the
role of leader at the right time. Winston Churchill and the Dali Lama
are two individuals who are thought to have been destined (for
different reasons) to be leaders of their time.

2) Leaders have personality styles that make them what they

are –

Great. This approach assumes that people have certain qualities

that are stable and inherent: good leaders have a particular set of
qualities that mean they have a natural affinity to the role. Of
course, there are many people who have the set of qualities
considered to indicate good leadership style but do not become
leaders!

3) What makes a good Leader differs across contexts. This

final approach suggests that a good leader may have a set of
general qualities that provide optimal support, but they also have
specific qualities and skills they can use to effect outcomes in
particular situations. At times, they may utilise a leadership style

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that is participative, while at other times they are more directive or
authoritative in their approach.

Leadership

According to Prof.George terry, “Leadership denotes the relationship

in which a person i.e. the leader influences others to work together
willingly on related tasks to attain that which the leader desires.”

According to R.Shukla, “Leadership is the process of exercising an

authority and decision making”.

According to Prof .H.Koontz and O’Donnell, “management leadership

is the ability of manager to induce subordinates to work with
confidence and zeal.”

• The ability to influence a group toward the achievement of

goals

• “When you boil it down, contemporary leadership seems to a

matter of aligning people toward common goals and
empowering them to take the actions needed to reach them.”

Sherman, 1995

Manager Characteristics

• Administers

• A copy

• Maintains

• Focuses on systems and structures

• Relies on control

• Short range view

• Asks how and when

• Eye on bottom line

• Imitates

• Accepts the status quo

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 • Classic good soldiers

• Does things right

Leader Characteristics

• Innovates

• An original

• Develops

• Focuses on people

• Inspires trust

• Long range perspective

• Asks what and why

• Eye on horizon

• Originates

• Challenges the status quo

• Own person

• Does the right thing

MANGERS VS. LEADERS:

You may think of the words “manager” and “leader” as two

concepts representing
opposite ends of a continuum. The term manager typifies the more
structured, controlled, analytical, orderly, and rule-oriented end of
the continuum. The leader end of the continuum connotes a more

Page 5
experimental, visionary, unstructured, flexible, and impassioned
side. Managers and leaders are not the same. They think differently
internally, and behave differently externally. The two are related,
but their central functions are different. Management's concern with
efficiency means doing things right to conserve resources.
Leadership is focused on effectiveness - doing the right thing.

For example, the military must manage its resources well to

maximize efficiency. But in waging war, the military's critical
responsibility is to be effective and win the war regardless of the
resources required. Getting a bargain does not reflect effective
leadership if it means losing the war.

Good management is important, but good leadership is essential.

The business sector in today’s society is increasing rapidly, and with
this increase comes the need for more people to manage and lead
the growing companies, but this growing need also raises some
potential questions: Can anyone become a leader or a manager? Is
there a difference between the two? Can people be trained to
become Leaders or a managers? Just like many other questions that
might be asked in business; these questions have no one, definite
answer. Let’s begin first by acknowledging the definitions of the two
root words; the word manage means to handle, where as the word
lead means to go. Similarly as the two words have different
definitions, they also have different purposes. The manager
administers; the leader innovates.

A manager basically directs resources to complete predetermined

goals or projects.
For example, a manager may engage in hiring, training, and
scheduling employees in order to accomplish work in the most
efficient and cost effective manner possible.
A manager is considered a failure if he/she is not able to complete
the project or goals with efficiency or when the cost becomes too
high. On the other hand, a leader within a company develops
individuals in order to complete predetermined goals and projects. A
leader develops relationships with his/her employees by building
communication, evoking images of success, and by eliciting loyalty.

Here are some key differences:

• A manager takes care of where you are; a leader takes you to a
new place.
• A manager deals with complexity; a leader deals with uncertainty.
• A manager is concerned with finding the facts; a leader makes
decisions.
• A manager is concerned with doing things right; a leader is
concerned with
doing the right things.
• A manager's critical concern is efficiency; a leader focuses on

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effectiveness.
• A manager creates policies; a leader establishes principles.
• A manager sees and hears what is going on; a leader hears when
there is no sound and sees when there is no light.
• A manager finds answers and solutions; a leader formulates the
questions and identifies the problems.
• A manager looks for similarities between current and previous
problems; a leader looks for differences.
• A manager thinks that a successful solution to a management
problem can be used again; a leader wonders whether the problem
in a new environment might require a different solution.

Management's concern with efficiency means doing things right to

conserve resources. Leadership is focused on effectiveness - doing
the right thing. For example, the military must manage its resources
well to maximize efficiency. But in waging war, the military's critical
responsibility is to be effective and win the war regardless of the
resources required. Getting a bargain does not reflecteffective
leadership if it means losing the war.

The manager is a copy; the leader is an original.

The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses
on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range
perspective.
The managers asks how and when; the leader asks what and why.

Managers have their eyes on the bottom line; leaders have their
eyes on the
horizon.

The manager imitates; the leader originates.

The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his own
person.
The manager does things right; the leader does the right thing.

LIKERT'S LEADERSHIP STYLES in ORGANIZATION

Rensis Likert identified four main styles of leadership, in particular

around decision-making and the degree to which people are
involved in the decision.

Page 7
Exploitive authoritative

In this style, the leader has a low concern for people and uses such
methods as threats and other fear-based methods to achieve
conformance. Communication is almost entirely downwards and the
psychologically distant concerns of people are ignored.

Benevolent authoritative

When the leader adds concern for people to an authoritative

position, a 'benevolent dictatorship' is formed. The leader now uses
rewards to encourage appropriate performance and listens more to
concerns lower down the organization, although what they hear is
often rose-tinted, being limited to what their subordinates think that
the boss wants to hear. Although there may be some delegation of
decisions, almost all major decisions are still made centrally.

Consultative

The upward flow of information here is still cautious and rose-tinted

to some degree, although the leader is making genuine efforts to
listen carefully to ideas. Nevertheless, major decisions are still
largely centrally made.

Participative

At this level, the leader makes maximum use of participative

methods, engaging people lower down the organization in decision-
making. People across the organization are psychologically closer
together and work well together at all levels.

This is a classic 1960s view in that it is still very largely top-down in

nature, with the cautious addition collaborative elements towards
the Utopian final state

Forces
A good leader uses all the above styles, depending on what forces
are involved between the followers, the leader, and the situation.
Some examples include:

• Using an authoritarian style on a new employee who is just

learning the job. The leader is competent and a good coach.
The employee is motivated to learn a new skill. The situation is
a new environment for the employee.

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 • Using a participative style with a team of workers who know
their job. The leader knows the problem, but does not have all
the information. The employees know their jobs and want to
become part of the team.
• Using a delegative style with a worker who knows more about
the job than you. You cannot do everything! The employee
needs to take ownership of her job. Also, the situation might
call for you to be at other places, doing other things.
• Using all three: Telling your employees that a procedure is not
working correctly and a new one must be established
(authoritarian). Asking for their ideas and input on creating a
new procedure (participative). Delegating tasks in order to
implement the new procedure (delegative).

Forces that influence the style to be used included:

• How much time is available.

• Are relationships based on respect and trust or on disrespect?
• Who has the information - you, your employees, or both?
• How well your employees are trained and how well you know
the task.
• Internal conflicts.
• Stress levels.
• Type of task. Is it structured, unstructured, complicated, or
simple?

Positive and Negative Approaches

There is a difference in ways leaders approach their employee.
Positive leaders use rewards, such as education, independence, etc.
to motivate employees. While negative employers emphasize
penalties. While the negative approach has a place in a leader's
repertoire of tools, it must be used carefully due to its high cost on
the human spirit.

Negative leaders act domineering and superior with people. They

believe the only way to get things done is through penalties, such as
loss of job, days off without pay, reprimand employees in front of

Page 9
others, etc. They believe their authority is increased by frightening
everyone into higher lever of productivity. Yet what always happens
when this approach is used wrongly is that morale falls; which of
course leads to lower productivity.

Also note that most leaders do not strictly use one or another, but
are somewhere on a continuum ranging from extremely positive to
extremely negative. People who continuously work out of the
negative are bosses while those who primarily work out of the
positive are considered real leaders.

COMPARISION OF MANAGER VS LEADERS:

Manager: A company CEO directs Sarah, one of the companies up

and coming managers, to hire enough new employees to provide
the company with a state-of-the-art customer service department.
Sarah undertakes her project with enthusiasm. She hires only those
employees who can work the assigned hours, will accept the modest
pay, and have experience working in customer service. She trains
her new employees to perform the job to her expectations and
assigns the employees to their new positions. Sarah measures her
success in terms of efficiency, calls handled per hour, and cost
effectiveness, i.e., did she meet her budget. However, Sarah did not
anticipate that of the employees she hired, only a handful would
remain working six months later.

Leader: Rob obtains the same assignment as Sarah. Rob hires

employees that he believes he can develop a working relationship
with, versus just those employees who will worked the assigned
hours and take the modest pay. Rob's goal is to hire a diverse group
of employees, some of who do not have any customer service
experience, who he feels he can develop a personal connection. A
large part of Rob's training involves team building, telling successful
stories, and listening to each employee's own desires for what
constitutes a fulfilling job. Rob still assigns his employees their job
duties and schedules at the end of training, and he also measures
success in terms of efficient and cost effectiveness, but he also
measures success in terms of low employee turnover, employee
morale, and employee development. Rob feels proud when one of
his employees obtains an advance level position a year or two after
being hired.

Page 10
LEWIN'S LEADERSHIP STYLES

Kurt Lewin and colleagues did leadership decision experiments in

1939 and identified three different styles of leadership, in particular
around decision-making.

Autocratic

In the autocratic style, the leader takes decisions without consulting

with others. The decision is made without any form of consultation.
In Lewin's experiments, he found that this caused the most level of
discontent.

An autocratic style works when there is no need for input on the

decision, where the decision would not change as a result of input,
and where the motivation of people to carry out subsequent actions
would not be affected whether they were or were not involved in the
decision-making.

Democratic

In the democratic style, the leader involves the people in the

decision-making, although the process for the final decision may
vary from the leader having the final say to them facilitating
consensus in the group.

Democratic decision-making is usually appreciated by the people,

especially if they have been used to autocratic decisions with which
they disagreed. It can be problematic when there are a wide range
of opinions and there is no clear way of reaching an equitable final
decision.

Laissez-Faire

The laissez-faire style is to minimize the leader's involvement in

decision-making, and hence allowing people to make their own
decisions, although they may still be responsible for the outcome.

Laissez-faire works best when people are capable and motivated in

making their own decisions, and where there is no requirement for a
central coordination, for example in sharing resources across a
range of different people and groups.

In Lewin et al's experiments, he discovered that the most effective

style was Democratic. Excessive autocratic styles led to revolution,
whilst under a Laissez-faire approach, people were not coherent in
their work and did not put in the energy that they did when being
actively led.

Page 11
These experiments were actually done with groups of children, but
were early in the modern era and were consequently highly
influential.

The Managerial Grid

Leaders may be concerned for their people and they also must also
have some concern for the work to be done.

The question is, how much attention to they pay to one or the
other?

This is a model defined by Blake and Mouton in the early 1960s.

Country
Club Team
High
managem management
ent

Middle of the
Concern for Mediu road
People m
management

Impoverish
ed Authority-
Low
managem compliance
ent

Low Medium High

Concern for Production (Task)

Impoverished management

Minimum effort to get the work done A basically lazy approach that
avoids as much work as possible

Authority-compliance

Strong focus on task, but with little concern for people. Focus on
efficiency, including the elimination of people wherever possibl

Page 12
Country Club management

Care and concern for the people, with a comfortable and friendly
environment and collegial style But a low focus on task may give
questionable results.

Middle of the road management

A weak balance of focus on both people and the work Doing enough
to get things done, but not pushing the boundaries of what may be
possible.

Team management

Firing on all cylinders: people are committed to task and leader is

committed to people (as well as task).

This is a well-known grid that uses the Task vs. Person preference
that appears in many other studies. Many other task-people models
and variants have appeared since then. They are both clearly
important dimensions, but as other models point out, they are not
all there is to leadership and management.

The Managerial Grid was the original name. It later changed to the
Leadership Grid.

LEADERSHIP TIPS:

In some situations, an autocratic or authoritarian style is

appropriate:

• In critical situations, where one leader is required

• When the leader has specific knowledge that others do not

In some situations, a delegative style is appropriate:

• If a team member knows more than you do about a task

• When work loads and deadlines are pressing (shared success

builds team cohesion)

In most situations, a participative style is appropriate:

Page 13
• Especially when team members understand the objectives and
their role in the task

• To gain engagement and buy-in from all team members (it is

noted that participative decision making is different to participative
leadership and not always possible)

There are multiple Leadership Styles within each of the three key
beliefs listed above. Some styles reflect more than 1 belief and
share some overlap – e.g., autocratic leaders are a form of
transactional leader.

IMPORTANCE OF LEADERSHIP IN ORGANIZATION:-

Establishing co-ordination:-
In a large sized organization, the total work is split up and divided
into smaller departments. It is necessary to establish proper co-
ordination, between the job of one individual with that of another
and one department with the other. In the absence of such co-
ordination there is likely to be disorder in the organization. The
managers have to perform as a link, and bring effective co-
ordination in the organization.

Maximum utilization of human resources:-

In modern large sized organizations, many people are engaged to
manage the jobs at different levels. Due to individual differences,
each of them differs from the other as far as their personalities,
abilities, education etc are concerned. The leadership in the
organization has to see to it that the principle of fitting the right man
to the right job is strictly followed. This facilitates the maximum use
of the efficiency of the employees and also provides maximum job
satisfaction to the employees.

Motivation and morale building :-

A good and dynamic leader knows the art of inducing, encouraging
and motivating the followers to give their best possible performance
.He can make the people work towards the attainment of group
goals.
Good leadership is also an indispensable aspect for employee
morale building. Employees with high morale show positive
behavior, attitude and high productivity.

Page 14
Basis of all other management functions:-
The management process consists of many functions which are
inter-related to each other. It involves planning, organization,
directing, budgeting etc. Among all these, effective leadership is of
critical importance because if the leader is competent enough they
can perform the other functions in a better manner.

Effectiveness of communication: -
In an organization, the workers, employees, managers and others
perform their work at different levels. The interpersonal and inter-
departmental communications necessary for bringing co-ordination
in the organization Effective leadership is only capable of developing
an efficient communication network within the organization.

Removal of obstacles or problems: -

There arise problems of varying nature during the course of working
of any organization. These problems may or may not be of a
predictable nature. The responsibility of removing these difficulties
lies with the leader.

Leading the charge

The final stage is to remain up-front and central during the action. Transformational
Leaders are always visible and will stand up to be counted rather than hide behind
their troops. They show by their attitudes and actions how everyone else should
behave. They also make continued efforts to motivate and rally their followers,
constantly doing the rounds, listening, soothing and enthusing.

It is their unswerving commitment as much as anything else that keeps people going,
particularly through the darker times when some may question whether the vision can
ever be achieved. If the people do not believe that they can succeed, then their efforts
will flag. The Transformational Leader seeks to infect and reinfect their followers
with a high level of commitment to the vision.

One of the methods the Transformational Leader uses to sustain motivation is in the
use of ceremonies, rituals and other cultural symbolism. Small changes get big
hurrahs, pumping up their significance as indicators of real progress.

Overall, they balance their attention between action that creates progress and the
mental state of their followers. Perhaps more than other approaches, they are people-
oriented and believe that success comes first and last through deep and sustained
commitment

Page 15
In many organizations, both transactional and transformational leadership are needed.
The transactional leaders (or managers) ensure that routine work is done reliably,
while the transformational leaders look after initiatives that add new value.

References
Balogun and Hailey, Exploring Strategic Change, Prentice Hall 2004

Senior, B. and Fleming, J. (2006) Organizational Change (3rd Ed),

Harlow: Prentice-Hall.

Paton, R.A. and McCalman, J. (2008) Change Management (3rd

edition), London: Sage.

Tushman and Anderson, Managing Strategic Innovation and Change,

Oxford 2004

Cooperrider, D.L. and Srivastva, S., (Editors) (1998). Organizational

Wisdom and Executive Courage, San Francisco: New Lexington
Press.

Johnson, G,Scholes, K and Whittington R.(2008), Exploring Corporate

Strategy, Text and Cases, 8th edition, Harlow: FT Prentice-Hall.

Google.com

Scribe.com

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