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Leading people

Influencing people

Commanding people

Guiding people
 What is Leadership?
ã

  



  
  








    

  
 
  







ã There can be no leadership without followers.

ã A leader is capable of influencing them.

ã It is an illusive art, practiced more on the basis

of feel than on the basis of knowledge.
 2

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ã In simple words if we describe leadership in business

world is that it is same like management both works
for the flourishing the business but management more
works on facts and figures but leadership works on
persons own instinct how much he is able to influence
people.
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Management & leadership
ã [ eadership and management are two
distinctive and complementary systems of
action. Each has its own function and
characteristic activities. Both are necessary for
success in an increasingly complex and volatile
business environment...strong leadership with
weak management is no better, and is
sometimes actually worse, than the reverse.
The real challenge is to combine strong
leadership and strong management and use
each to balance the other.[
hn Ktter,
Management/ eadership Authr and Pressr
 rganizati Behvir, Hrvrd Busiess
Sch
  m 
Management leadership
ã Processes ã People
ã Facts ã Feelings
ã Intellectual ã Emotional
ã Head ã Heart
ã Position power ã Persuasion power
ã Control ã Commitment
ã Problem solving ã Possibility thinking
ã Reactive ã Proactive
ã Doing things right ã Doing the right things
ã Rules ã Values
ã Goals ã Vision
ã Light a fire under people ã Stoke the fire within people
ã Written communications ã Verbal communications
ã Standardization ã Innovation
4,,


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 What is More Important?
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 eadership Characteristic
ã Self-Esteem
ã Strong Internal Motivation

e ƏFire
Inside"
ã olerance to Ambiguity
ã Courage
ã ptimism
ã Goal ientation / Vision
ã Locus of Contol
ã Sceening Fo ppouni
ã eed o Ac
ieve
 ëow to Become Winning eader

ã Make People us.
ã Se an example.
ã Be appoac
able and accessible.
ã Paise and ciicize on due ime.
ã Do no ake cedi fo ou eamƍs
wo.
ã Know ou eam well.
ã Focus on ac
ieving ou goals.
ã Mae sue 
a eve membe of ou
eam feels impoan.
ã ae iniiaive o ge 
ings done.
ã A leade
as vision.
ã ae iniiaive o ge 
ings done.
ã A leade
as vision.
 
 ëIP Të I 

ã Charismatic Theory

ã Trait Theory

ã Behavioural Theory

ã ituational Theory
 4 




ã This theory is also known as Great Man Theory.

ã It is based on a principle Ơa leader is born and is not

madeơ.

ã A leader has some charisma which acts as influencer.

ã Charisma is a God gifted attribute in a person which

makes him a leader irrespective of the situations in which
he works.

ã Charismatic leaders are those who inspire followers and

have a major impact on their organizations through their
personal vision and energy
 Accoding o Robe House
ƠCharismatic leader has extremely high levels of self confidence,
dominance, and a strong conviction in the normal righteousness
of his/her beliefs, or at least the ability to convince the followers
that he/she possesses such confidence or conviction.ơ

Assumpions of C
aismaic
eo
ã Leaders have some exceptional inborn leadership qualities
which are bestowed upon them by the divine power.
ã Inborn qualities are sufficient for a leader to be successful.
ã These qualities canƞt be enhanced through education and
training.
ã These qualities make a leader effective and situational factors
donƞt have any influence.
 Trait Theory
ã The weakness of charismatic theory gave way to more realistic
approach to leadership.

ã Trait is defined as relatively enduring quality of an individual.

ã This theory accepted the fact that leadership traits are not
completely inborn but can also be acquired through learning
and experience.

ã This approach seeks to determine Ɲwhat makes a successful

leaderƞ from the leaders own personal characteristics.

ã It gives hypothesis on the qualities such as intelligence,

attitudes, personality and biological factors for effective leaders.

ã Various traits are classified into innate and acquirable traits.

u
nnate traits
Innate qualities are those which are possessed by various individuals
since their birth. These qualities are natural and often known as
god-gifted. On the basis of such qualities, it is said that Ɲleaders are
born and not madeƞ. These qualities can not be acquired by the
individuals. The following are the major innate qualities :

â P
ical feaue :- Physical features of a man are determined by
heredity factors. Physical characteristics and rate of maturation
determine the personality formation. To some extent, height,
weight, physique, health and appearance are important for
leadership.

â Inelligence :- Intelligence is generally expressed in terms of

mental ability. It, to a very great extent is a natural quality in the
individuals because it is directly related with brain. Though, many
psychologists claim that the level of intelligence in an individual can
be increased through various training methods
Ô
irable Traits
Acquirable qualities of leadership are those which can be acquired and
increased through various processes. Such as, when a child is born, he
learns many of the behavioural patterns through socialisation and
identification processes. The following are the major acquirable
qualities:-
ã 'moional Sabili - A leader should have high level of emotional
stability. He should be free from bias, is consistent in action, and
refrains from anger. He must be self confident and believes that he can
meet most situations successfully.
ã Human Relaion- A leader should know how to deal with human
beings. He should have intimate knowledge of people, their relationship
to each other and their reaction to various situations.
ã 'mpa
- 'mpathy refers to observing the things or situations from
others point of view. It is considered as very important aspect for
successful leader. 'mpathy requires respect for the other persons, their
rights, beliefs, values and feelings.
ã bjecivi - Objectivity implies that what a leader does should be
based on relevant facts and information. The leader must be objective
and doesnƞt permit himself to get emotionally involved to the extent
that he finds it difficult to make an objective diagnosis and implement
the action required.
ã Moivaing Sill:- A leader must be self motivated and also has
requisite quality to motivate his followers. Both the inner drive and
external forces motivate a person for higher performance. The leader
can play active role in stimulating the inner drives of his followers.
ã ec
nical Sill:- Leader must have the ability to plan, organise,
delegate, analyses, seek advice, make decision, control and win
cooperation. The use of these abilities constitute technical competence
of leadership.
ã Communicaion Sill:- A successful leader knows how to
communicate effectively. Communication has greater force in getting
the acceptance from the receivers of communication. A leader uses
communication skillfully for persuasive, informative, and stimulating
purposes.
ã Social Sill:- A successful leader has social skills. He understand
people and knows their strengths and weaknesses. He has the ability
to work with people and conducts himself so that he gains their
confidence and loyalty, and people cooperate willingly with him.
 Behavioural Theory
ã Behavioural theory emphasises that strong leadership is the
result of effective role behaviour.

ã Leadership is shown by a personƞs acts more than by his traits.

ã Researchers exploring leadership role come to the conclusion

that to operate effectively, group needs to perform two
functions:-

(i) Task Related Function:- It is also known as problem solving

functions, relates to providing solutions to the problem faced by
the group, in performing jobs and activities.

(ii) Group Maintenance Function:- It is also known as social

functions, relates to action of mediating disputes and ensuring
that individuals feel valued by groups.
  
 
  
 



 
          

ã Funcional Be
aviou-Funcional be
aviou
influence followe poiivel and include uc
funcion a
eing clea goal moivaing emplo ee fo ac
ieving goal
aiing 
e level of moale building eam pii effecive o
a communicaion.

ã Difuncional Be
aviou-Difuncional be
aviou i
unfavoable o 
e folloe and denoe ineffecive
leade
ip. Suc
a be
aviou ma be inabili o accep
emplo ee idea dipla of emoional immaui  poo
uman
elaion ec.
 mitational Theory
ã Siuaional 
eo i alo non a Coningenc 
eo .

ã
i 
eo a applied fi ime in 1920 in 
e amed
foce of Geman i

e objecive o ge good
geneal unde diffeen iuaion.

ã
e pime aenion in 
i 
eo i given o 
e
iuaion in 
ic
leade
ip i execied.

ã 'ffecivene of leade

ip i affeced b 
e faco
aociaed i

e leade Leadeƍ be
aviou and 
e
faco aociaed i

e iuaionSiuaional faco.
ã Transactional leadership ƛ based on
the principles of social exchange.
The basic premise is that individuals
engage in social interaction
expecting mutual social, political,
psychological, and economic
benefits or rewards.
ã Transformational leadership ƛ is
focused on effecting revolutionary
change in organizations through
commitment to the organization in
all its facets.
 eaderԂs Behavior
Leadeƍ be
aviou i fu
e affeced b o vaiable-
ã Leadeƍ C
aaceiic-
e be
aviou of 
e individual
i influenced b inelligence and abili 
i
c
aaceiic lie
i peonali c
aaceiic
aiude inee moivaion and p
ical
c
aaceiic uc
a age  ex and p
ical feaue.

ã Leadeƍ Hieac
ical Poiion-Leadeƍ
ieac
ical
poiion in 
e oganiaion i e impoan becaue
peon a diffeen leel face diffeen ind of
poblem 
ic
effec 
e degee of paicipaion
beeen 
e upeio and
i ubodinae in aiing a
deciion o ole 
e poblem.
 mitational Fa tors
The various situational factors are grouped into four categories:-
ã Subodinae C
aaceiic:-It includes personality
characteristics, attitude, interest, motivation, physical
characteristics such as age, sex, physical features.

ã Leadeƍ Siuaion:-The variables which determine the leaders

situation are:
(i)Leadeƍ poiion poe:-It helps in influencing others. High
position power simplifies the leaderƞs task of influencing others,
while low position power makes the leaderƞs task more difficult.
(ii)Leadeƍ Subodinae elaion:-It is based on the classic
exchange theory which suggests that there is two way influence in
a social relationship. If the leader has good subordinates, and good
relation with them, he is likely to be more effective.
ã Goup Faco- Vaiou goup faco lie a
deign goup compoiion goup nom pee goup
elaion
ip affec leade
ip effeciene and
pefomance. If 
ee faco ae faouable 
e leade
ill be effecie.

ã ganiaional Faco- ganiaional faco

lie oganiaional climae and oganiaional culue
affec leade
ip effeciene. If 
ee ae conducie

e leade ill be effecie.
ƒ4,,  ,
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7* 58 
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 eadership is Ena ted Throgh Commni ation

ãA Leader should be :

Ö Communication Oriented

Ö Responsive and receptive to questions from

participants

Ö Ask and persuade rather than order or command

Ö 'xplain the reasons behind changes and policies

Types of Commni ation

Speaing

Liening

on Vebal

Wiing
Communication Tools for eaders

ãGoup Dicuion

ãPublic Speaing

ãne on ne

ãFomal Meeing

 EERm
 FOR EFFECT
E
COMMUN
CT
ON
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 Commni ation eadership
Framework
ã Coe communicaion ill
ã Acie liening
ã Iemized epone appeciaie full
epone e.g. [What I like about it is ....[ or
[What concerns me is ...Ơ .

ã Paap
ae e.g. ƏI
ea u a ingƕƐ

ã Maing aemen a
e 
an aing
queion . e.g., [donƞt you think it would be
better if ...[.
 4
ã Manageial Communicaion Sill
- liening ubodinaeaff
- Faciliaing
- Diecing.
- Queioning cloe queioning open
queioningpeonal queioning

ã Copoae Communicaion Sill

-Inepeonal communicaion
- public peaing
- peenaion
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 ‰eeping the Commni ation Channels
Open

ã Responsible leaders work hard to prevent bottlenecks

and keep channels open up, down, and throughout the organization
by.

ã (1) 'stablishing an appropriate working climate and adjusting

their communication behavior to fit the situation, and

ã (2) Practicing techniques to improve communication in their

organization.
 Practicing Techniques are
ã Poenial ec
nique
Active listening.

Being with the audience.

Making words count.

Tone and body language.

Using silence.
 
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 Contࠕ
ã Consistent and regular communicaion is key to
organizational harmony. 'mployees interpret corporate
silence in many ways - not least of which is that
the leade
ip has something to hide.

ã Part and parcel of being a leader is to take hard

decisions; to take responsibility for those and to live with
the consequences. Leade
ip communicaion is of
necessity honest and open - it deals with the bad news
as confidently as with the good.
 Contࠕ
ã  4,,   *-   
       

 

    

   
 o lead people al beide 
em ...
A fo 
e be leade 
e people do no
noice 
ei exience.

e nex be 
e people
ono and
paie.

e nex 
e people fea
and 
e nex 
e people
ae ...
W
en 
e be leade o i done 
e
people a 
"We did i ouele"
-Lao-
4,,*-"
 Case tudy Ri hard Branson: m
 m 
ã Si Ric
ad Banon is an iconic and
legendary figure within business circles.
His Vigin companies span the globe,
while his thirst for brand domination and
sense of adventure tell a story of an
fascinating and thought provoking life
sprinkled with danger, high risk tactics ƛ
that push the boundaries of the possible,
ƛ and an all encompassing purpose.
 % <'
 
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ã Sepping uide of ã Meeing e People
Comfo Zone ã  ing e
ing
ã Facing Poblem Head- ã 'njo  Woing
on ã Caie a oepad
ã pen o C
ange ã Suound Self i

ã Maing 'e Second Gea People

Coun ã ae Calculaed Ri
ã Huning fo e ã ae ime o Read &
ppouniie Lean
ã Aing Queion ã ae ime o Canap &
ã C
allenging Self Da deam
ã 'njo  Liing Life o ã ae ime o
in
Fulle
ã Haing Fun
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People do what their minds and
emotions tells them to doƦ. The
L'AD'R
works on their emotions through
his/her thoughts and actions.
So, our advise to our dear
classmates is to be a future
action L'AD'R