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MANGAL PANDEY

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BHAGAT SINGH

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Chandrashekhar Azad

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Swami Vevekanand

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MAHATMA GANDHI

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LAL BAHADUR SHASTRI

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JAWAHAR LAL NEHRU

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Dr. B.R. AMBEDKAR

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INDIRA GANDHI

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ATAL BIHARI VAJPAYEE

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ANNA HAJARE

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Sri Sri Ravi Shankar Ji

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Ramdev Baba

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Nirmala Devi

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NARAYAN MURTHY

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AGIG PREM JI

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INDIRA NOOYI

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RATAN TATA

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Leadership

The process whereby on individual influences other group members toward to attainment of defined group or organizational goals.

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Leadership 1. Great-man Theory Great Man Theory: Individuals are born either with or without the necessary traits for leadership

2. Trait TheoryTrait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders

Six identified leadership traitsAmbition and EnergyDesire to LeadHonesty and IntegritySelf-confidenceIntelligenceJob-Relevant Knowledge

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3. Behavioral TheoriesBehavioral theory focuses on what the

leaders do.A) Ohio State Studies

Initiating Structure – MissionConsideration – Feelings

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Initiating Structure

Consideration

Low

High

High

Low ConsiderationHigh Initiating Structure

High ConsiderationHigh Initiating Structure

Low ConsiderationLow Initiating Structure

High ConsiderationLow Initiating Structure

Low

B). Michigan B). Michigan StudiesStudies

Employee OrientedEmployee OrientedProduction OrientedProduction Oriented

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C) Blake and Mounton Studies

1.Autocratic Leader2.Democratic Leader3.Lassez fair Leader

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1,9

Country club LeaderThoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization

atmosphere and work tempo

9,9

Team LeaderWork accomplishment is from

committed people, interdependence through a “common stake” in organization

purpose leads to relationship of trust and respect

1,1

Impoverished LeaderExertion of minimum effort to get required work done is appropriate

to sustain organization membership

5,5

Middle Road LeaderAdequate organization performance

possible through balancing the necessity to get out work with maintaining

morale of the people at a satisfactory level9,1

Task LeaderEfficiency in operations results

from arranging conditions of work in such a way that human

elements interfere to a minimal degree

1

2

3 4 5 6 987

1

2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

Con

cern

for

peo

ple

D) Managerial Grid Theory

4. Situational Theory The Contingency Model for Leadership

The contingency model links the situation with the concept of task and relationship in the leader-subordinate role

There are three elements of the leader-follower contingency model developed by Fred Fiedler:

Position power – the degree to which a leader’s position ensure compliance.

Task structure – the degree of clarity for goal accomplishment.

Leader-member relations – the nature of relationship between the leader and the members.

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Contingency Theories Fiedler’s contingency Model

I II III IV V VI VII VIII

Good Good Good Good Poor Poor Poor Poor

High High Low Low High High Low Low

Strong weak strong weak strong weak strong weak

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Category

Leader member relations

Task structures

Position power

Moderate UnfavorableFavorable

Task Oriented Relationship Oriented

Performance Good

poor

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Fidler attempted to determine the most effective leadership style for Each of the above eight situations. He came to the conclusion that:

i) Task oriented leaders tend to be most effective in situations that are either very favourable or very unfavourable to them.

ii) Relations oriented leaders tend to be most effective in situations that are intermediate in favorableness.

Situational Leadership by Hersey and BlanchardDirective/Telling Style (S1)Coaching/Selling Style (S2)Participating/Supporting (S3)Delegating (S4)

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Hersey and Blanchard’s Situational Theory

Task behavior

Del

egat

ing

Par

ticip

atin

g sellingtelling

Re

latio

nsh

ip b

eh

avi

or

(Low) (High)

High Moderate Low

M4 M3 M2 M1 Imm

atu

re

Ma

ture

Maturity of follower( s)

(Hig

h)

High Task and low

relationship

Low Relationship

and Low task

High relationship

And low task

High Task And High

relationship

Style of Leader

Situational LeadershipThis style varies in three ways:

The amount of direction – directive behavior.The amount of support – supportive behavior.The amount of involvement in decision making

by the follower.

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Leader identifiesemployee needs.

PathAppropriate goalsare established.

Directive Leader connectsrewards with goal(s)

Directive

Leader provides assistanceon employee’s path toward goals.

Employees become satisfied andmotivated and accept the leader.

Effective performanceoccurs.

Both employees and organization better reachtheir goals.

Supportive behavior Participative behavior

AchievementMotivation

Leader Member Exchange Theory (LMX)

Leadership is a process that is centered on the interactions between leaders and followers.

LMX makes the dyadic relationship between leaders and followers the focal point of the leadership process.

Focus is also placed on the differences that might exist between the leader and each of his or her followers – the leader can not treat all the followers the same.

Leader Member Exchange

LMXTwo kinds of relationships that each follower

falls into based on how well they work with the leader and how well the leader works with them. Personality and other personal characteristics are also related to this process.

In groups – based on expanded and negotiated role responsibilities. Followers go far beyond their formal job description, and the leader in turn does more for these followers.

Out group – based on the formal employment contract. Followers are not interested in taking on new and different job responsibilities.

Leader Member ExchangeIn-Group

more information, influence, confidence & concern from Leader more dependable, highly involved & communicative than out-group

Out-Group less compatible with Leader usually just come to work, do their job & go home

Charismatic Leadership Key Characteristics of Charismatic leaders1. Self Confidence- They have complete confidence in their judgment and ability.

2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.

6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.

7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

Characteristics of Transformational LeadersCharisma: Provides vision and sense of mission,

instills pride, gains respect and trust.Inspiration: Communicates high expectations,

uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

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Difference between Manager & Leader Warren Bennis (1989) explicated a dichotomy between managers

and leaders. He drew twelve distinctions between the two groups: Managers administer, leaders innovate Managers ask how and when, leaders ask what and why Managers focus on systems, leaders focus on people Managers do things right, leaders do the right things Managers maintain, leaders develop Managers rely on control, leaders inspire trust Managers have a short-term perspective, leaders have a longer-

term perspective Managers accept the status-quo, leaders challenge the status-quo Managers have an eye on the bottom line, leaders have an eye on

the horizon Managers imitate, leaders originate Managers emulate the classic good soldier, leaders are their own

person Managers copy, leaders show originality

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