Leadership

Leadership is the inter-personal influence

exercised in a situation and directed
through communication process towards
the attainment of specific goals.

- Robert Tannenbaum
Leadership is a process of influence on a group in
a particular situation at a given point of time and
in a specific set of circumstances that stimulates
people to strive willingly to attain organizational
objectives, giving them the experience of helping
attain the common objectives and satisfaction
with the type of leadership provided.
- James Gibbin
 Leadership : A Historical
Background
1. The Iowa Leadership studies: A
series of pioneering leadership studies
conducted in the late 1930s by Ronald
Lippitt and Ralf K. White under the
general direction of Kurt Lewin at the
University of Iowa. Lewin is recognized
as the father of group dynamics and
as an important cognitive theorist.
They propounded the following
leadership theories: Authoritarian,
Democratic and Laissez-fair.
Leadership : A Historical
Background…..
2. The Ohio State Leadership
Studies:
At the end of World War II, the Bureau of
Business Research at Ohio State University
initiated a series of studies on leadership.
The research findings are based on Two
main dimensions of leadership i.e.
Consideration and Initiating structure.
The Ohio State studies certainly have value
for the study of leadership. They were the
first to point out and emphasize the
importance of both task and human
 Leadership : A Historical
Background…..
3. The Early Michigan Leadership
studies:
The genera, employee-centered
supervisor, described here, became
the standard-bearer for the traditional
human relations approach to
leadership. It is based on supervision-
productivity relation. Democratic
leadership is the main achievement of
this studies
 • Traditional Theories of
Leadership
(Leaders were felt to be born, not made)

1. Trait theory of leadership

2. Group and Exchange theory of
leadership
3. Contingency theory of leadership
4. Path-Goal theory of leadership
 B. Modern Theories of
Leadership
1. Charismatic leadership theory
2. Transformational leadership theory
3. Social cognitive theory
 Leaders & Revolutionaries
► Churchill ► Walesa
► Thatcher ► Stalin
► Lenin ► Roosevelt
► Mandela ► Gorbachev
► Mao Zedong ► Hitler
► Dr King ► Gandhi
Perceived Leader characteristics
► Inspiring ► Confident
► Visionary ► Single minded
► Charismatic ► Change champion
► Dynamic ► Unconventional
► Communicator ► Risk takers
 Concepts of Leadership
► Leadership is the ability to direct a
group of people in realising a common
goal
► This is done by people applying their
leadership attributes
► Leaders create commitment and
enthusiasm amongst followers to
achieve goals
► Leadership is achieved through
interaction between leader, follower
 Leaders & Managers
Managers Leaders
► Passive attitude ► Personal & active
towards goal attitude towards goal
► Involve people & ideas ► Operate from high risk
to drive at strategy or position
approach ► Intuitive and
► Prefer working with empathetic
people ► Singular attitude
► Relate to people ► Not dependent on
according to hierarchy social indicators of
of structure identity
► Avoid chaos ► More concern with
► Rely on hierarchy of set people, process
authority
 Functions of Leadership
► Setting Goals
► Organizing
► Motivation
► Coordination
► Representation
► Control
► Initiation
► Role modeling
 Leadership Style
Demonstrate that effective leader would have to
employ different style for any given situation

 Autocratic or Dictatorial: In this leadership style,

the leader assumes full responsibility for all actions. Leader
freely uses threats of punishment and penalty for any lack
of obedience.
 Democratic: Taking suggestions, discussions,
consultation and participation are the main
features of these kinds of leaders.
 Laissez-faire or Free Rein Leadership: Quite
contrary to the autocratic leadership style, the
leader depends entirely on his subordinates to
establish their own goals and to make their own
decisions.
 Leadership Style…..
► Autocratic or
Dictatorial:

Leader
 Leadership Style…..
► Democratic:

Leader
 Leadership Style…..
► Laissez-faire or
Free Rein
Leadership:
 Effective Leadership
Is measured at two levels:

 Change in attitude

 Change leading to achievement of specific

goal
 Leadership Theories
► Trait
► Behavioural
► Contingency
► Situational
► Leader-Member Exchange
► Path-Goal
► Charismatic
► Transformational
► Social cognitive
Trait Theory of Leadership
 Intelligence
►Verbal ability, perception, reasoning
 Strength
 Inner motivation and Knowledge
 Integrity
►Honesty, Principled, Believable
 Self confidence
►Certain of your skills and competence
 Behavioral Theory
Emphasis is that the individual can be taught certain behavioural
characteristics to make them a leader
 Initiating structure: define & structure behaviour pattern in
achieving goal
 Consideration: trust, consideration and empathy for sub-
ordinates
 Employee-Oriented Leader: with emphasis on interpersonal
relationship
 Production-Oriented Leader: with emphasis on task

Research concluded the most effective leaders were those with

high degree of interpersonal relationships who achieved
greater success in achieving goals

We are as strong as the weakest link!

 Contingency Theory
► Leadership as being more flexible – different
leadership styles used at different times
depending on the circumstance.
► Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts
► Autocratic – leader dictates decision to sub-
ordinate
► Democratic – shares decision with sub-
ordinate
Contingency theory …...
 Contingency theory …...
► Fiedler’s contingency Model:
Three variables
- Leader-Member relations
• How the members feel
about the l leader
-Task Structure
• Is it structured, or
unstructured
- Position Power
• Can leader reward/punish
 Contingency theory …...
► Least Preferred Co-Worker Measure (LPC)
. LPC_Calculation
. High LPC’s are motivated by relationships –
in an organisation a high LPC looks after
relationships first and then considers the
task
. Middle LPC’s are socio-independent leaders,
tend to be removed from the situation
. Low LPC’s are people who need to
accomplish tasks, secondarily they try to get
on with people – self esteem is measured on
work output not friends!
 Contingency Theories – Fiedler
Model
► Leader-member
► Task structure
► Position power
 Situational Theory
► Directive are task centred behaviour
 The assistance of group members through giving
directions, establishing objectives, setting times,
defining roles
 Often asynchronous and one-way
► Supportive are relationship centred
behaviour
 Synchronous and two-way
 Asking for input, problem solving, praising,
sharing information, listening
 Situational Theory….
Four Styles Identified
S1 – Directing = highly
directive, low support
What and How goals are
achieved and supervision
S2 – Coaching = highly
directive, highly supportive
What and How are still
defined
 Situational Theory….
S3 – Supporting = low directive but high
supportive
 Day-to-day decisions are made by the
subordinates, however, the boss is still
there if needed
S4 – Delegating = low directive, low
supportive
 Gives ownership to subordinates and does
not try to influence socio-emotional needs
 Situational Theory….
Highly Supportive Highly Directive and
and Highly Supportive
Low Directive Coaching
Supporting
Supportive

Delegating Directing

Low Supportive and High Directive and Low

Low Directive Supportive
Directi
ve
Charismatic leadership
Social Cognitive theory

Leader

Leader Environmen
Behavio t
r