2. LEADERSHIP DEFINED
Hodge and Johnson defines “leadership as the ability to
shape the attitudes and behavior of others, whether formal
or informal situations.”
Koontz and O’Donnell says leadership is “ the art or
process of influencing people so that they will strive willingly
and enthusiastically towards the achievement of group
goals.”
In the words of Chester Barnard, “leadership is the quality
of behaviour of individuals whereby they guide people or
their activities in organising efforts.”
3. CHARACTERISTICS OF AN EFFECTIVE LEADER
Develop responsibility &initiative among his subordinates
Motivate the employees
Make decisions for the organization and implement them.
Make use of their authority for the good of the organization
4. Be capable of handling the strong group of people in the
organization
Be aggressive and ambitious and should deal very
pleasantly with the subordinates
Challenge the processes by taking risks, exploring and
experimenting new ways
Evolve and inspire a shared vision
Provide collaborative efforts for others to act
5. LEADERSHIP FUNCTIONS
Goal setter: A leader establishes organizational goals and
objectives
participates the subordinates in this process.
Sets goals for the group and for the whole organisation.
Planner: A leader makes decisions concerning the ways
and means with which the organizational goals can be
achieved.
He lays down the clear cut plan and policies to be followed
by the members to achieve the organisational objectives.
6. Executes: A leader has to inspire the members to take
appropriate activities to realize the objectives.
He evaluates the consequences of different options and
chooses the best.
Team Work: Leader has to foster and develop team work
within organisations to achieve goals and objectives.
A leader should create appropriate working environment, so
that all can contribute towards the growth and development
of the organisation.
All the employees should be taken into confidence while
taking decisions.
A leader should follow the principle of equity.
7. Team Representative: In an organisation a leaders stands
as a link between the management and members of his
team.
The leader has to communicate the grievances and
difficulties of the team members to the management.
Counselling: When the team members face problems in
professional or personal life, a leader should guide and
advice them.
The leader should provide technical and emotional support
to the employees.
8. Obtaining Group Effectiveness:
The leader should administer reward and punishment to
the members to increase group effectiveness.
The members who perform extraordinary well should be
rewarded for their efforts.
Leader should delegate authority and obtain active
participation from the subordinates to enhance group
effectiveness.
9. DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT
Management and leadership are closely related.
Management is the process of planning, organising,
coordinating, directing and controlling the activities of the
organisation.
Leadership is the process of influencing the behaviour of
the followers to achieve the objectives of the org.
10. Management deals with various managerial functions.
But leadership is one of the aspects of directing the
employee behaviour
Management makes policies to guide the functioning of
the organization and leadership initiates activities for the
accomplishment of its goals.
Management is done for completely organized groups
11. Leadership can be practiced in completely unorganized
groups
Leadership is the process of influencing the behaviour of
others irrespective of nature of goals
Leadership is concerned with influencing the behaviour of
the employees to achieve the organizational objectives
12. Management is concerned with the promotion of the
welfare of the entire organization but leadership influences
the performance of the individuals.
Leaders have followers but managers do not have
followers.
Leaders have emotional appeal but managers need not
necessarily have emotional appeal and charisma.
13. THE LEADERSHIP STYLES
Autocratic or authoritarian leader: Autocratic leader is
one who centralizes the decision making power in himself
and gives orders to the employees and also insists that
they should be obeyed.
He decides policies for the group without consultation.
Take steps as per the policies determined.
An autocratic leader does not delegate authority and does
everything by oneself.
14. The employees are not communicated about the purpose of
an order issued by him.
The subordinates are not informed about the future plans.
He expects his employees to obey him blindly and without
questioning.
15. Strict autocrat: Strict autocrat is one who relies on
negative influence and gives order which must be obeyed
by the subordinates without question.
Penalty and criticism is imposed on the employees who do
not obey the orders and directives.
16. Benevolent autocrat: Benevolent autocrat is one
who uses a positive motivation style.
Rewards are given to the subordinates to motivate
them to perform well and to obey the orders.
This model is good in getting higher productivity
and developing good human relationships.
17. Advantages
Some employees get satisfied as the work under
centralized authority situation and strict discipline
As decisions are taken by a single person
Facilitates quick decision making
18. Disadvantages
Because of strictness and negative motivational style, the
employees dislike it
Lack of motivation, low morale, frustration and insecurity
affects the organizational efficiency.
There is no scope for individuality and initiative
Future leaders in the organization do not develop.
This style is unpopular and is resisted by the employees
19. Participative or democratic leader
Democratic leaders are those who take decisions in consultation
with their subordinates.
They emphasize on consultation with and participation of their
subordinates and encourages initiative from them.
They seeks advice and opinions of subordinates on matters which
affects job and employee performance.
Democratic leaders give the final authority to the group. The
leaders function as collectors of opinions and take vote for decision
making.
They delegate full authority to the subordinates.
20. ADVANTAGES OF PARTICIPATIVE LEADERSHIP
It increases the acceptance of management’s ideas
It reduces resistance to change
Employees feel motivated and moral will be very high.
The decisions are implemented wholeheartedly
Employee’s productivity is increased
It reduces the number of grievances of employees
Better decisions as subordinates are involved
Good relationship between the leader and the followers
21. Limitations
Lower level of employees may not understand the complex
nature of organization and hence their participation cannot
be effective.
22. LAISSEZ FAIRE OR FREE-REIN STYLE:
Leader entrusts the decision making authority to his
subordinates.
Laissez faire leaders do not direct or make any
contribution to the overall effort of subordinates.
They avoid using power and delegate it completely to the
subordinates
Subordinates establish the goals and workout plans to
attain those goals.
23. This style of leadership can be adopted if only the
subordinates have a sincere desire to discharge
their responsibilities
The employees should be highly competent and
duty conscious
They must be motivated to do the job even without
any direction of the manger.
24. SITUATIONAL THEORY
According to the situational theory of leadership,
leadership is affected by a situation from which the
leaders emerges and in which they work.
The situation, the group, the problem, and its environment
affect the style of leadership.
Under this approach lot of importance is given for the
interaction between the leader and members of the group.
25. People follow the person who is capable of fulfilling their
desires.
Situational theory upholds the view that there is no single
best style of leadership which is universally applicable to
all situations
The leader has to change his style of leadership from
situation to situation.
If the leaders adopt the same style under all situations,
they may not be successful
26. CHOOSING A LEADERSHIP STYLE
Forces in the Manager: It refers to the manger’s level of
confidence in his subordinates
Forces in the subordinates: This refers to the
readiness of the subordinates to assume responsibility of
making decisions
Forces in the situation: It includes the group objective,
complexities of the problem and type of organization.
