Leadership : An Introduction and Styles

C.I.A 1

Yudhvir Saund. 1424503Medha Bhattacharjee 1424517Varsha Chandrashekar 1424529

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Defining Leadership/Leader

• “We define leadership as the ability to influence a group toward the achievement of a vision or set of goals.” (Stephen P. Robbins 15th Eds)

• “Organizational Behavior is the study of individuals and their behavior within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication and management.” (University of Cornell).

• We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions.

• Finest Example being Narayana Murthy; rose from being an average software engineer thereby challenging the status quo to become an inspiration to all by being co-founder of software giant ‘Infosys’.

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Leadership and Management : Different but Complimentary

• Leadership and management must go hand in hand. They

are not the same thing. But they are necessarily linked, and

complementary. Any effort to separate the two is likely to

cause more problems than it solves.

• Still, much ink has been spent delineating the differences.

The manager’s job is to plan, organize and coordinate. The

leader’s job is to inspire and motivate.

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Leadership ManagementSetting

out to do

Delivering Results

Process

Outcome

Establishing Direction Planning and Budgeting

Aligning People Organizing And Staffing

Motivating, Inspiring, Mentoring Controlling and Problem Solving

Producing Change Producing Predictability and

Order

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Four Factors of Leadership

Leader Follower Situation Communication

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Managerial Grid

•Devised by Blake and Mouton (1964), the managerial grid

makes use of small face to face groups as a learning

mechanism.

• The theoretical design that forms the foundation of the grid

is what is called the managerial grid.

• It expresses underlying theories regarding the manner in

which people should be managed or governed in an

organization.

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Phases of Managerial Grid

Phase 1 : Studying the

managerial grid

Phase 2: Team work

development

Phase 3: Intergroup

development

Phase 4: Development of ideal strategic

model

Phase 5: Implementation

of the model

Phase 6: Systematic

evaluation of progress

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Types of Leadership

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Types of Leadership

• Laissez Faire Leadership

• Autocratic Leadership

• Participative/ Democratic leadership

• Situational Leadership

• Transformational Leadership

• Transactional Leadership

• Charismatic Leadership

• Innovative Leadership

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Types of Leadership

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Charismatic Leadership

•The most important early research on charismatic leadership was completed by Max Weber, who maintained that societies could be identified in terms of one of three types of authority systems: traditional, legal-rational, and charismatic.• Charismatic giants• Charismatic luminaries• Charismatic failures• Charismatic aspirants

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Charismatic Leadership

• Traditional Authority System

• Legal-Rational Authority System

• Charismatic Authority System

• Follower Characteristics :

• Identification with the Leader and the Vision

• Heightened Emotional Levels

• Willing Subordination to the Leader

• Feelings of Empowerment

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Situational Leadership

• Situational leadership is a leadership style that has been

developed and studied by Kenneth Blanchard and Paul

Hersey. 

• Situational leadership refers to when the leader or manager

of an organization must adjust his style to fit the

development level of the followers he is trying to influence.

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S3

S1S4

S2

Low Supportive and Low Directive

Behavior

High Directive and Low Supportive

Behavior

High Directive and High Supportive

Behavior

High Supportive and Low Directive

Behavior

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

S4 S1S2S3

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

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1. Directing

•High Directive, Low Supportive

• Leader Defines Roles of Followers

• Problem Solving and Decision Making Initiated by the

Leader

•One-way Communication

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2. Coaching

•High Directive, High Supportive

• Leader Now Attempts to Hear Followers Suggestions,

Ideas, and Opinions

• Two-way Communication

• Control Over Decision Making Remains With the Leader

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3. Supporting

•High Supportive, Low Directive

•Focus of Control Shifts to Follower

•Leader Actively Listens

•Follower Has Ability and Knowledge to Do the

Task

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4. Delegating

• Low Supportive, Low Directive

• Leader Discusses Problems With Followers

• Seeks Joint Agreement on Problem Definitions

•Decision Making Is Handled by the Subordinate

• They “Run Their Own Show”

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Laissez Faire Leadership

•Also known as the “hands-off¨ style

•Little or no direction

•Gives followers as much freedom as possible

•All authority or power is given to the followers

•Followers must determine goals, make decisions,

and resolve problems on their own.

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Autocratic Leadership

•Autocratic leadership is a leadership style

characterized by an individual’s absolute control

over group members. 

•Autocratic leaders typically make choices based on

their own ideas and judgments and rarely accept

advice from followers.

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Characteristics of Autocratic Leadership

•Little or no input from group members •Leaders make the decisions •Group leaders dictate all the work methods and processes •Group members are rarely trusted with decisions or important tasks 1. Good fits for Autocratic Leadership: •Military •Manufacturing •Construction

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Autocratic Leadership• Situations where Autocratic Leadership works best

• When decisions need to be made quickly without consulting with a large

group of people.

• Some projects require strong leadership in order to get things accomplished

quickly and efficiently.

• In situations that are particularly stressful, such as during military conflicts,

group members may actually prefer an autocratic style.

• It allows members of the group to focus on performing specific tasks

without worrying about making complex decisions.

• This also allows group members to become highly skilled at performing

certain duties, which can be beneficial to the group.

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Autocratic Leadership

•Downsides of Autocratic Leadership•Abuse an autocratic leadership is often viewed as

tyrannical or dictatorial, which can lead to resentment among group members.•Autocratic leaders make decisions without consulting

the group, people in the group may dislike that they are unable to contribute ideas.• Results in a lack of creative solutions to problems,

which can ultimately hinder the performance of the group.•Autocratic leaders for example Monarchs often let the

power get to them, which has led to anarchy. This is fact that has repeated itself through history.

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Participative or Democratic Leadership

• In this type of leadership the ideas of the members of a group member is valued, but the responsibility of making the final decision rests with the participative leader. • Participative leadership boosts employee morale

because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. •When a company needs to make changes within the

organization, the participative leadership style helps employees accept changes easily because they play a role in the process.

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• Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation• Consultative: process of consultation before decisions are

taken• Persuasive: Leader takes decision and seeks to persuade

others that the decision is correct•May help motivation and involvement•Workers feel ownership of the firm and its ideas• Improves the sharing of ideas

and experiences within the business• Can delay decision making

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Democratic Icon Leaders

• An employee oriented leader, a nature enthusiast and he is

the Managing Partner and Owner of Ahmedabad Nature

Lovers Association (ANALA). He takes interest in the

needs of his employees, cheerful, optimistic , has respect for

his employees, invests great deal of time supervising them

at work and being a friend to them outside the workplace.

• He serves as a leader, trainer, role model and advisor and

also provides his employees with a number of opportunities

within the organization

MADHU MOHAN

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Transformational Leadership

• The transformational leadership style depends on high levels

of communication from management to meet goals.

• Leaders motivate employees and enhance productivity and

efficiency through communication and high visibility.

• This style of leadership requires the involvement of

management to meet goals. Leaders focus on the big picture

within an organization and delegate smaller tasks to the team

to accomplish goals.

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Transformational Icon Leader• The president of Ingersoll Rand India, a 140-year-

old industrial products enterprise was faced with a challenge of diminished growth and profitability after the US based parent company sold most of their construction equipment business in the rest of the world. With creative and collaborative problem-solving approaches, he was able to build unique business models for the existing and newly acquired product lines. His leadership skills drawn from his extensive knowledge of the products and the market. He created a strategy for technology , innovation, and business convergence and established new market segments, which allowed the company to continue to grow profitably at double - digit rates even during the economic downturn in India.

VENKATESH VALLURI

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Transactional Leadership

1. Leaders who guide or motivate their followers in

the direction of established goals by clarifying

role and task requirements.

2. Builds on man’s need to get a job done and make

a living.

3. Is preoccupied with power and position, politics

and perks.

4. Is mired in daily affairs.

5. Is short-term and hard data oriented.

6. Focuses on tactical issues.

7. Relies on human relations to lubricate human

interactions.

8. Follows and fulfils role expectations by striving

to work effectively within current systems.

9. Supports structures and systems that reinforce the

bottom line, maximize efficiency, and guarantee

short-term profits.

Transformational Leadership

1. Leaders who inspires followers to transcend their own self –interest and who are capable of having a profound and extraordinary effect on followers.

2. Builds in a man’s need for meaning.

3. Is preoccupied with purposes and values, morals and ethics.

4. Transcends daily affairs.

5. Is oriented toward long-term goals without compromising human values and principles.

6. Focuses more on missions and strategies.

7. Releases human potential- identifying and developing new talent.

8. Designs and redesigns jobs to make them meaningful and challenging.

9. Aligns internal structures and systems to reinforce overarching values and goals.

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Innovative Leadership• This type of leadership involves synthesizing different leadership

styles in organizations to influence employees to produce creative ideas, products, services and solutions.

• It includes three different stages, which are all dynamic and iterative (constant):

1. Idea Generation2. Evaluation3. Implementation

• The two types of innovation include exploratory innovation, which involves generating brand new ideas, and exploitative innovation, which involves modifying and improving ideas that already exist

• The type of leadership most strongly associated with innovation is transformational leadership.

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Innovative Icon Leader

• Richard Branson

• Launched his first business at 16, founder of Virgin Group, comprising more than 400 companies in fields ranging from music to space tourism. He recently described his philosophy to Inc.magazine: "Dream big by setting yourself seemingly impossible challenges. You then have to catch up with them."

• Grasps the entire situation and goes beyond the usual course of action

• Can see what is not working and brings new thinking and action into play

• When to Use It• To break open entrenched, intractable issues• To create a work climate for others to apply innovative

thinking to solve problems, develop new products and services• Impact on Others• Risk taking is increased for all• Failures don't impede progress• Team gains job satisfaction and enjoyment• Atmosphere of respect for others' ideas is present

RICHARD BRANSON

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Factors Affecting Styles

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Factors Affecting Style

• Leadership style may be dependent on various factors:• Risk - decision making and change initiatives

based on degree of risk involved• Type of business – creative business

or supply driven?•How important change is –

change for change’s sake?•Organisational culture – may be long embedded

and difficult to change•Nature of the task – needing cooperation? Direction?

Structure?

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References

• French, Ray. (2011). Organizational Behaviour. John Wiley and Sons. Retrieved from http://books.google.co.in/books?id=pONh39DERCsC&dq=organizational+behaviour&source=gbs_navlinks_s• Singh, Kavita. (2009). Organizational Behaviour: Text and

Cases. Pearson Education India. Retrieved from http://books.google.co.in/books?id=LszCxHx5HpEC&dq=organizational+behaviour&source=gbs_navlinks_s•Mills, Helm C. Jean, Bratton, Jhon, Forshaw. (2006).

Organizational Behaviour in a Global Context., University of Toronto Press. Retrieved from http://books.google.co.in/books?id=LszCxHx5HpEC&dq=organizational+behaviour&source=gbs_navlinks_s

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References

•Miner, B. John. (2006).,Organizational Behaviour., 31(4), 1102-1108. Retrieved from http://www.jstor.org/discover/10.2307/20159273?uid=3738256&uid=2&uid=4&sid=21104615785101•Longenecker, G. Justin.(1965). Principles of Management and Organizational Behaviour. 16(3), 398-403. Retrieved from http://www.jstor.org/discover/10.2307/3006966?uid=3738256&uid=2&uid=4&sid=21104615785101•Robbins, S. P. (1995). Organizational Behaviour. New Delhi: Printice- Hall India.• Robin, S.K. (1980). Introduction to Organizational Behaviour, Virginia Reston.

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Thank You