LEADERSHIP

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LEADERSHIP
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leadership
leadership is the process whereby one individual
influences, other group members toward the
attainment of defined group or organizational
goals Jerald Greenberg leadership is the
ability to influence a group toward the
achievement of goals Stephen p.
robins. leadership is both a process and a
property as a process leadership involves the
use of non coercive influence as a property,
leadership is the set of characteristics
attributed to someone who is perceived to use
influence successfully griffin an interaction
between members of a group. leaders are agents of
change, person whose acts affect other people
more than other peoples acts affect them.
leadership occurs when one group member modifies
the motivation or competencies of others in the
group bernard.m.bass
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LEADERSHIP
LEADERSHIP IS THE PROCESS WHEREBY ONE INDIVIDUAL
INFLUENCES OTHER GROUP MEMBERS TOWARD THE
ATTAINMENT OF DEFINED GROUP OR ORGANIZATIONAL
GOALS JERALD GREENBERG
LEADERSHIP IS PRIMARILY A PROCESS INVOLVING
INFLUENCE- ONE IN WHICH A LEADER CHANGES THE
ACTIONS OR ATTITUDES OF SEVERAL GROUP MEMBERS OR
SUBORDINATES
A
LEADERSHIP INVOLVES THE EXERCISE OF INFLUENCE FOR
A PURPOSE-TO ATTAIN DEFINED GROUP OR
ORGANIZATIONAL GOALS
B
CENTRAL ROLE OF INFLUENCE, IMPLIES THAT
LEADERSHIPIS REALLY SOMETHING OF A TWO-WAY STREET
C
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MANAGERS AND LEADERSNOT NECESSARILY
IDENTICALALTHOUGH SOME MANAGERS ACT AS LEADERS,
OTHERS DO NOT.FURTHER NOT ALL LEADERS ARE
MANAGERS.FOR THESE IS ISUSEFUL TO DISTINGUISH
CLEARLY BETWEEN THE TWO TERMS
LEADERS WHO ARE NOT MANAGERS
MANAGERS WHO ARE NOT LEADERS
LEADERS
MANAGERS
MANAGERS WHO ARE ALOS LEADERS
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MANAGERS VERSUS LEADERS
MANAGEMENT IS ABOUT COPING WITH COMPLEXITY. GOOD
MANAGEMENT BRINGS ABOUT ORDER AND CONSISTENCY BY
DRAWING UP FORMAL PLANS, DESIGINING RIGID
ORGANIZATION STRUCTURES, AND MONITORING RESULTS
AGAINST THE PLANS. LEADERSHIP, IN CONTRAST IS
ABOUT COPING WITH THE CHANGE. LEADERS ESTABLISH
DIRECTION BY DEVELOPING A VISION OF THE FUTURE
THEN THEY ALIGN PEOPLE BY COMMUNICATING THIS
VISION AND INSPIRING THEM TO OVERCOME HURDLES
JOHN KOTTER OF HARWARD BUSINESS SCHOOL
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MANAGERS VERSUS LEADERS
MANAGERS USE THE AUTHORITY INHERENT IN
THEIR DESIGNATED FORMAL RANK TO OBTAIN
COMPLIANCE FROM ORGANIZATION MEMBERS. MANAGEMENT
CONSISTS OF IMPLEMENTING THE VISION AND STRATEGY
PROVIDED BY LEADERS, COORDINATING AND STAFFING
THE ORGANIZATION, AND HANDLING DAY TO DAY PROBLEMS
ROBERT HOOSE OF THE WHARTON SCHOOL
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DIFFERENCES BETWEEN LEADERS AND MANAGERS
LEADER
MANAGER
INNOVATES
ADMINISTER
AN ORIGINAL
A COPY
DEVELOPS
MAINTAINS
FOCUS ON PEOPLE
FOCUS ON SYSTEM
INSPIRES TRUST
RELIES ON CONTROL
LONG RANGE PERSPECTIVE
SHORT RANGE VIEW
ASKS WHAT AND WHY
ASKS HOW AND WHEN
EYE ON THE HORIZON
EYE ON THE BOTTOM LINE
ORIGINATES
IMITATES
CHANLLENGES THE STATUS QUO
ACCEPTS THE STATUS QUO
CLASSIC GOOD SOLDIER
OWN PERSON
DOES THE RIGHT THING
DOES THINGS RIGHT
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EDWIN GHISELLIS PERSONAL TRAITS
RALPH STOGDILLS TRAIT FACTORS

1. INTELLIGENCE AND SCHOLARSHIP
2. PHYSICAL TRAITS
3. PERSONALITY
4. SOCIAL STATUS AND EXPERIENCE
5. TASK OREINTATION

• VERY IMPORTANT
• DECISIVENESS
• INTELLECTUAL CAPACITY
• JOB ACHIEVEMENT ORIENTATION
• SELF-ACTUALIZATION FEELINGS
• SELF-CONFIDENCE
• MANAGEMENT ABILITY ----TEAM BUILDER
• MODERATELY IMPORTANT
• AFFINITY FOR WORKING CLASS
• DRIVE AND INITIATIVE
• NEED FOR A LOT OF MONEY
• NEED FOR JOB SECURITY
• PERSONAL MATURITY
• ALMOST NO IMPORTANCE
• MASCULINITY VERSUS FEMININITY

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CRITICISM OF TRAIT APPROACH
PEOPLE WHO FAIL AS LEADERS AND PEOPLE WHO NEVER
ACHIEVE POSITIONS OF LEADERSHIP OFTEN POSSESS
SOME OF THE SAME TRAITS AS SUCCESSFUL
LEADERS. BOTH PHYSICAL ATTRIBUTES(HEIGHT,
WEIGHT, APPEARANCE ETC) AND PSYCHOLOGICAL
ATTRIBUTES (PERSERVERANCE, INTELLIGENCE, INITIATIV
E ETC) HAVE BEEN CONSIDERED TRAITS THE TRAITS
POSSESSED BY SUCCESSFUL LEADERS ARE
INVARIABLY VALUE-JUDGED AS POSITIVE. THERE IS
LITTLE CONSENSUS ON WHAT WORDS MEAN THAT ARE
USED TO LABEL TRAITS. IT IS OFTEN DIFFICULT TO
MEASURE TRAITS. EVEN IF A TRAIT CAN BE CLEARLY
DEFINED AND ACCURATELY MEASURED (TILL ORDER), IT
IS MUST ACHIEVE ON A GIVEN TRAIT TO MAKE IT
EFFECTIVE.
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LOWA UNIVERSITY LEADERSHIP STUDIES(RONALD
LIPPIT, RALPH K WHITE LEWIN)
PARTICIPATIVE
FREE REIN
AUTOCRATIC
EMPLOYEES
LEADER
LEADER
EMPLOYEES
EMPLOYEES
EMPLOYEES
WHOLE GROUP EMPHASIS
EMPLOYEES
LEADER
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MUCZYK AND REIMAN LEADERSHIP STYLES
DESCRIPTION
LEADERSHIP STYLE

• MAKES DECISIONS UNILATERILLY
• CLOSELY SUPERVISES ACTIVITIES OF
• SUBORDINATES

DIRECTIVE AUTOCRAT

• MAKES DECISIONS UNILATERILLY
• ALLOWS SUBORDINATES CONSIDERABLE
• LATITUDE IN CARRYING OUT ASSIGNED
• TASKS

PERMISSIVE AUTOCRAT

• MAKES DECISIONS PARTICIPATIVELY
• CLOSELY SUPERVISES ACTIVITIES OF
• SUBORDINATES

DIRECTIVE DEMOCRAT

• MAKES DECISIONS PARTICIPATIVELY
• ALLOWS SUBORDINATES CONSIDERABLE
• LATITUDE IN CARRYING OUT ASSIGNED
• TASKS

PERMISSIVE AUTOCRAT
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MY EFFECTIVE BOSSES HELPED ME TO GET THE JOB
DONE. THEY GIVE ME ADVICE, ANSWERED MY QUESTIONS,
AND LET ME KNOW EXACTLY WHAT WAS EXPECTED OF ME.
MY INEFFECTIVE BOSSES DIDNT DO THIS
MY EFFECTIVE BOSSES SEEMED TO CARE ABOUT ME AS
PERSON. THEY WERE FRIENDLY, LISTENED TO ME WHEN
I HAD PROBLEMS OR QUESTIONS, AND SEEMED TO HELP
ME TOWARD MY PERSONAL GOALS. MY INEFFECTIVE
BOSSES DIDT DO THIS
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OHIO STATE STUDIES
HIGH STRUCTURE HIGH CONSIDERATION
LOW STRUCTURE HIGH CONSIDERATION
THE LEADER PROVIDES A LOT OF GUIDANCE ABOUT HOW
TAKS CAN BE COMPLETED WHILE BEING HIGHLY
CONSIDERATE OF EMPLOYEE NEEDS WANTS
LESS EMPHASIS IS PLACED ON STRUCTURING EMPLOYEE
TASK WHILE THE LEADER CONCENTRATE ON SATISFYING
EMPLOYEE NEEDS AND WANTS
HIGH
CONSIDERATION
HIGH STRUCTURE LOW CONSIDERATION
LOW STRUCTURE LOW CONSIDERATION
PRIMARY EMPHASIS IS PLACED ON STRUCTURING
EMPLOYEE TASKS WHILE THE LEADER
DEMONSTRATE LITTLE FOR EMPLOYEE NEEDS WANTS
THE LEADER FAILS TO PROVIDE NECESSARY STRUCTURE
AND DEMONSTRATES LITTLE CONSIDERATION FOR
EMPLOYEE NEEDS AND WANTS
LOW
LOW
HIGH
INITIATING STRUCTURE
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BLAKE MOUTONS LEADERSHIP GRID
(9,9) TEAM
(1,9) COUNTRY CLUB
THOUGHTFUL ATTENTION TO NEEDS OF PEOPLE FOR
SATISFYING RELATIONSHIPS LEADS TO A COMFORTABLE
FRIENDLY ORGANIZATION ATMOSPHERE WORK TEMPO.
WORK ACCOMPLISHMENT IS FROM COMMITTED PEOPLE
INTERDEPENDENCE THROUGH A COMMON STAKE IN
ORGANIZATION PURPOSE LEADS TO RELATIONSHIP
OF TRUST AND RESPECT
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(5,5) MIDDLE OF THE ROAD
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ADEQUATE ORGANIZATION PERFORMANCE IS POSSIBLE
THROUGH BALANCING THE NECESSITY OF GET OUT
WORK WITH MAINTAINING MORALE OF PEOPLE AT A
SATISFACTORY LEVEL
CONCERN FOR PEOPL
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4
3
(1,1) IMPOVERISHED
(9,1) AUTHORITY COMPLIANCE
EFFICIENCY IN OPERATIONS RESULTS FROM ARRANGING
CONDITIONS OF WORK IN SUCH A WAY THAT
HUMAN ELEMENTS INTERFERE TO A MINIMUM DEGREE
EXERTION OF MINIMUM EFFORT TO GET REQIRED WORK
DONE IS APPROPRIATE TO SUSTAIN ORGANIZATION
MEMBERSHIIP
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1
4
5
6
7
8
9
1
2
3
CONCERN FOR PRODUCTION
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BLAKE AND MOUTON 5 LEADERSHIP STYLES
STYLE OF LEADER
GRID POSITION
CHARACTERISTICS
EFFECTIVENESS
WORST LEADERSHIP STYLE
1,1
LITTLE CONCERN FOR EITHER PEOPLE OR PRODUCTION
IMPOVERISHED TYPE
PEOPLE-ORIENTED STYLE
1,9
LOWEST CONCERN FOR PRODUCTION AND HIGHEST
FOR PEOPLE
COUTNRY-CLUB TYPE
PRODUCTION- ORIENTED STYLE
9,1
HIGHEST CONCERN FOR PRODUCTION AND LOWEST FOR
PEOPLE
AUTOCRAT TYPE
MAINTAIN PRESENT BALANCE STYLE
5,5
COMFORTABLE CONCERN FOR BOTH PEOPLE AND PRODUCTION
MIDDLE OF ROAD TYPE
PEAK OF LEADERSHIP STYLE
9,9
HIGHEST CONCERN FOR BOTH PRODUCTION AND PEOPLE
TEAM TYPE
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THE TANNENBAUM AND SCHMIDT CONTINUM OF LEADERSHIP
BEHAVIOR
BOSS CENTERED LEADERSHIP
SUBORDINATE CENTERED LEADERSHIP
MANAGER PRESENTS PROBLEM, GETS SUGGES_ TIONS MAKES
DECISION
MANAGER PRESENTS IDEAS AND INVITES QUERRIES
MANAGER PERMITS SUBORDI- NATES TO FUNCTION WITHIN
DEFINED LIMITS
MANAGER DEFINES LIMITS ASKS GROUP TO
MAKE DECISION
MANAGER SELLS DECISION
MANAGER MAKES DECISION AND ANNOUNCES IT
MANAGER PRESENTS TENTATIVE DECISION SUBJECT TO
CHANGE
RANGE OF BEHAVIOR
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LEADERSHIP STYLES DRAWN FROM THE CLASSIC STUDIES
AND THEORIES OF LEADERSHIP
EMPLOYEE CENTERED
BOSS CENTERED
THEORY Y
THEORY X
DEMOCRATIC
AUTOCRATIC
EMPLOYEE-CENTERED
PRODUCTION CENTERED
GENERAL
CLOSE
CONSIDERATION
INITIATING STRUCTURE
HUMAN RELATIONS
TASK DIRECTED
SUPPORTIVE
DIRECTIVE
PARTICIPATIVE
DIRECTIVE