This document discusses leadership styles and their relationship to psychological well-being. It focuses on authentic and ethical leadership styles specifically. The objective is to study these two styles and their correlation with leader well-being using a leadership and well-being scale. It aims to understand how different leadership styles may impact a leader's psychological health and which effects are positive or negative. Understanding these relationships can help leaders select styles that improve their well-being and performance.
2. Abstract
This project focuses on two different types of leadership styles namely,Ethical and
Authentic leadership. The study primarily focuses on authentic and ethical leadership
styles and their relationship with the psychological wellbeing of leaders. The objective
of this project is to study and understand these two types of leadership styles and their
correlation with the psychological wellbeing of the leader,with the help of Leadership
And WellBeing Scale.
Leadership is a very important topic for research in today's work settings. It's very
important to study different types of leadership styles and to find out how and in what
ways each leadership style affects the psychological wellbeing of the leader. Authentic
and Ethical leadershipstyles are also two very effective leadership styles and are being
studied very extensively by industrial and organizational psychologists. The main
objective of this study is to find the correlation between authentic/ethical leadership and
psychological well being of the leaders.
3. Being a successful leader is not an easy job and it requires a lot of knowledge and
expertise. From recruitment and training to decision making and problem solving ,a
leader has many responsibilities. The pressure of all these responsibilities may also
affect the personal life of the leader and may exert some effect on his physical as well as
psychological health. Each distinct type of leadershipstyle has some effect on the leader.
In this study,we try to find out if authentic/ethical leadership styles have some effect on
the leader's psychological wellbeing and if it's there,of what sort it is.
The main objective of this project is to understand and explain the relationship between
authentic/ethical leadership styles and the psychological wellbeing of the leader.
This project will help the managers and leaders understand the importance of
authentic/ethical leadership styles in different situations and also it will help them
understand the correlation between these leadership styles and their own psychological
well being. This project will help the leaders select the appropriate leadership style in
order to improve their psychological wellbeing. This,in turn,will increase their efficacy
and performance as group leaders.
About the organization
National Thermal Power Corporation(NTPC) is India's largest power company. It was set
4. up in 1975 to accelerate power development in India. It is emerging as an ‘Integrated
Power Major’, with a significant presence in the entire value chain of power generation
business.
NTPC ranked 341st in the ‘2010, Forbes Global 2000’ ranking of the World’s biggest
companies.
Human resources at NTPC
People before PLF (Plant Load Factor) is the guiding philosophy behind the entire gamut
of HR policies at NTPC. The human resources department at NTPC is strongly
committed to the development and growth of all the employees as individuals and not
just as employees. It currently employs approximately 26,000 people at NTPC.
Competence building, Commitment building, Culture building and Systems building are
the four building blocks on which it's HR systems are based.
NTPC has a well established talent management system in place, to ensure that it
delivers on it's promise of meaningful growth and relevant challenges for it's employees.
The talent management system comprises PERFORMANCE MANAGEMENT,
CAREER PATHS and LEADERSHIP DEVELOPMENT.
5. Introduction
The concept of leadership
Leadership can be defined as a process by which one individual influences others
toward the attainment of group or organizational goals. Three points about the definition
of leadership should be emphasized. First, leadership is a social influence process.
Leadership cannot exist without a leader and one or more followers. Second, leadership
elicits voluntary action on the part of followers. The voluntary nature of compliance
separates leadership from other types of influence based on formal authority. Finally,
leadership results in followers' behavior that is purposeful and goaldirected in some sort
of organized setting. Many, although not all, studies of leadership focus on the nature of
leadership in the workplace.
Leadership is probably the most frequently studied topic in the organizational sciences.
Thousands of leadership studies have been published and thousands of pages on
leadership have been written in academic books and journals, businessoriented
7. Behavioral 1940s and The behaviors of effective leaders are different than the
Theories 1950s behaviors of ineffective leaders. Two major classes of
leader behavior are taskoriented behavior and
relationshiporiented behavior.
Contingency 1960s and Factors unique to each situation determine whether
Theories 1970s specific leader characteristics and behaviors will be
effective.
Historical Leadership Theories
Leadership Time of
Major Tenets
Theory Introduction
LeaderMember 1970s Leaders from highquality relationships with some
Exchange subordinates but not others. The quality of leader
subordinates relationship affects numerous workplace
outcomes.
Charismatic 1970s and Effective leaders inspire subordinates to commit
Leadership 1980s themselves to goals by communicating a vision,
displaying charismatic behavior, and setting a powerful
personal example.
Substitutes foe 1970s Characteristics of the organization, task, and
Leadership subordinates may substitute for or negate the effects of
leadership behaviors.
14. The Two Most Important Keys to Effective Leadership
According to a study by the Hay Group, a global management consultancy, there are 75
key components of employee satisfaction (Lamb, McKee, 2004). They found that:
• Trust and confidence in top leadership was the single most reliable predictor of
employee satisfaction in an organization.
• Effective communication by leadership in three critical areas was the key to
winning organizational trust and confidence:
1. Helping employees understand the company's overall business strategy.
2. Helping employees understand how they contribute to achieving key
business objectives.
3. Sharing information with employees on both how the company is doing and
how an employee's own division is doing — relative to strategic business
objectives.
Principles of Leadership
To help you be, know, and do, follow these eleven principles of leadership (U.S. Army,
15. 1983). The later chapters in this Leadership guide expand on these principles and
provide tools for implementing them:
1. Know yourself and seek selfimprovement In order to know yourself, you have
to understand your be, know, and do, attributes. Seeking selfimprovement means
continually strengthening your attributes. This can be accomplished through self
study, formal classes, reflection, and interacting with others.
2. Be technically proficient As a leader, you must know your job and have a solid
familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions Search for ways to
guide your organization to new heights. And when things go wrong, they always
do sooner or later — do not blame others. Analyze the situation, take corrective
action, and move on to the next challenge.
4. Make sound and timely decisions Use good problem solving, decision making,
and planning tools.
5. Set the example Be a good role model for your employees. They must not only
hear what they are expected to do, but also see. We must become the change we
want to see Mahatma Gandhi
6. Know your people and look out for their wellbeing Know human nature and
the importance of sincerely caring for your workers.
7. Keep your workers informed Know how to communicate with not only them,
16. but also seniors and other key people.
8. Develop a sense of responsibility in your workers Help to develop good
character traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished
Communication is the key to this responsibility.
10.Train as a team Although many so called leaders call their organization,
department, section, etc. a team; they are not really teams...they are just a group of
people doing their jobs.
11.Use the full capabilities of your organization By developing a team spirit, you
will be able to employ your organization, department, section, etc. to its fullest
capabilities.
Attributes of Leadership
If you are a leader who can be trusted, then those around you will grow to respect you.
To be such a leader, there is a Leadership Framework to guide you:
BE KNOW DO
BE a professional. Examples: Be loyal to the organization, perform selfless service, take
personal responsibility.
18. degree how its leaders respond to problems and opportunities. This is brought about by
its heritage of past leaders and its present leaders.
Goals, Values, and Concepts
Leaders exert influence on the environment via three types of actions:
1. The goals and performance standards they establish.
2. The values they establish for the organization.
3. The business and people concepts they establish.
Successful organizations have leaders who set high standards and goals across the entire
spectrum, such as strategies, market leadership, plans, meetings and presentations,
productivity, quality, and reliability.
Values reflect the concern the organization has for its employees, customers, investors,
vendors, and surrounding community. These values define the manner in how business
will be conducted.
Concepts define what products or services the organization will offer and the methods
and processes for conducting business.
These goals, values, and concepts make up the organization's personality or how the
organization is observed by both outsiders and insiders. This personality defines the
roles, relationships, rewards, and rites that take place.
21. • Are leaders free to make decisions?
• What will happen if I make a mistake?
Organizational climate is directly related to the leadership and management style of the
leader, based on the values, attributes, skills, and actions, as well as the priorities of the
leader. Compare this to “ethical climate” — the feel of the organization about the
activities that have ethical content or those aspects of the work environment that
constitute ethical behavior. The ethical climate is the feel about whether we do things
right; or the feel of whether we behave the way we ought to behave. The behavior
(character) of the leader is the most important factor that impacts the climate.
On the other hand, culture is a longterm, complex phenomenon. Culture represents the
shared expectations and selfimage of the organization. The mature values that create
tradition or the “way we do things here.” Things are done differently in every
organization. The collective vision and common folklore that define the institution are a
reflection of culture. Individual leaders, cannot easily create or change culture because
culture is a part of the organization. Culture influences the characteristics of the climate
by its effect on the actions and thought processes of the leader. But, everything you do as
a leader will affect the climate of the organization.
For information on culture, see LongTerm ShortTerm Orientation
22. The Process of Great Leadership
The road to great leadership (Kouzes & Posner, 1987) that is common to successful
leaders:
• Challenge the process First, find a process that you believe needs to be
improved the most.
• Inspire a shared vision Next, share your vision in words that can be understood
by your followers.
• Enable others to act Give them the tools and methods to solve the problem.
• Model the way When the process gets tough, get your hands dirty. A boss tells
others what to do, a leader shows that it can be done.
• Encourage the heart Share the glory with your followers' hearts, while keeping
the pains within your own.
Theories of leadership
Leadership is "organizing a group of people to achieve a common goal". The leader may
or may not have any formal authority. Students of leadership have produced theories
involving traits,[2] situational interaction, function, behavior, power, vision and values,
27. • adjustment
• extraversion
• conscientiousness
• openness to experience
• general selfefficacy
While the trait theory of leadership has certainly regained popularity, its reemergence
has not been accompanied by a corresponding increase in sophisticated conceptual
frameworks.
Specifically, Zaccaro (2007) noted that trait theories still:
1. focus on a small set of individual attributes such as Big Five personality traits, to
the neglect of cognitive abilities, motives, values, social skills, expertise, and
problemsolving skills;
2. fail to consider patterns or integrations of multiple attributes;
3. do not distinguish between those leader attributes that are generally not malleable
over time and those that are shaped by, and bound to, situational influences;
4. do not consider how stable leader attributes account for the behavioral diversity
necessary for effective leadership.
32. Illustration 1: A graphical representation of the managerial grid model
A graphical representation of the managerial grid model
Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the
influence of leadership styles and performance. The researchers evaluated the
performance of groups of elevenyearold boys under different types of work climate. In
each, the leader exercised his influence regarding the type of group decision making,
praise and criticism (feedback), and the management of the group tasks (project
management) according to three styles: authoritarian, democratic, and laissezfaire.
The managerial grid model is also based on a behavioral theory. The model was
44. aggregate of the moods of the individual members of the group and refers to mood
at the group level of analysis. Groups with leaders in a positive mood have a more
positive affective tone than do groups with leaders in a negative mood.
3. Group processes like coordination, effort expenditure, and task strategy. Public
expressions of mood impact how group members think and act. When people
experience and express mood, they send signals to others. Leaders signal their
goals, intentions, and attitudes through their expressions of moods. For example,
expressions of positive moods by leaders signal that leaders deem progress toward
goals to be good. The group members respond to those signals cognitively and
behaviorally in ways that are reflected in the group processes.
In research about client service, it was found that expressions of positive mood by the
leader improve the performance of the group, although in other sectors there were other
findings.
Beyond the leader's mood, her/his behavior is a source for employee positive and
negative emotions at work. The leader creates situations and events that lead to
emotional response. Certain leader behaviors displayed during interactions with their
employees are the sources of these affective events. Leaders shape workplace affective
54. • Explain the rules: Your people know they have to follow procedure, but it helps
them do a better job if they know why.
• Be consistent: If your role in the team is to enforce the company line, you have to
make sure you do so consistently and fairly. It’s easy to respect someone objective,
but hard to trust someone who applies policy differently in similar circumstances.
• Educate before you enforce: Having everyone understand your expectations up
front will mean less surprises down the road. Being above board from the outset
prevents a lot of miscommunications and misunderstandings.
• Listen, even if you don’t change: We all want to feel like our opinions are
appreciated, even if they aren’t going to lead to immediate change and being a
leader means that your team will want to bring their opinions to you. It’s important
to be clear that they are heard, no matter the outcome.
Participative or democratic style
The democratic leadership style consists of the leader sharing the decisionmaking
abilities with group members by promoting the interests of the group members and by
practicing social equality.
A Participative Leader, rather than taking autocratic decisions, seeks to involve other
57. laissez faire style is sometimes described as a "hands off" leadership style because the
leader provides little or no direction to the followers.
The characteristics of the laissez faire style include:
• Allows followers to have complete freedom to make decisions concerning the
completion of their work or ask questions of the leader
• The leader provides the followers with the materials they need to accomplish their
goals and answers the follower's questions
In this type of leadership style,the leader totally trusts their employees/team to perform
the job themselves. He just concentrates on the intellectual/rational aspect of his work
and does not focus on the management aspect of his work.
The team/employees are welcomed to share their views and provide suggestions which
are best for organizational interests. This leadership style works only when the
employees are skilled, loyal, experienced and intellectual.
Narcissistic leadership
Various academics such as Kets de Vries, Maccoby, and Thomas have identified
narcissistic leadership as an important and common leadership style.
59. and boss from hell.
Basic traits of toxic leadership
The basic traits of a toxic leader are generally considered to be either/or
insular,intemperate, glib, operationally rigid, callous, inept, discriminatory, corrupt or
aggressive by scholars such as Barbara Kellerman.
These may occur as either:
• Oppositional behaviour. • Poor selfcontrol and or restraint.
• Plays corporate power politics. • Physical and/or psychological
• An overcompetitive attitude to other bullying.
employees. • Procedural inflexibility.
• Perfectionistic attitudes. • Discriminatory attitudes (sexism,
• Abuse of the disciplinary system etc.).
(such as to remove a workplace rival). • Causes workplace division instead of
• A condescending/glib attitude. harmony.
• Use "divide and rule" tactics on their
employees.
63. • An individual connects with and aligns decisions to their personal conscience.
This means higher levels of ethics and personal integrity.
• Leaders appreciate and utilize ‘difference versus sameness’. This fosters
innovation and an ability to resolve conflict.
• New ways of thinking develop. This provides an opportunity to view the world
differently and solve issues of great complexity .
A Higher Self guides and mentors leaders to:
• Assist them to identify certain practices and ways of thinking, feeling and
behaving that are no longer benefiting them.
• Support leaders to take risks and make the changes necessary in order to grow
themselves and their relationship with the world.
Overtime, this change process develops within the leader a capacity (confidence,
resourcefulness) and inner resilience that allows them to face future challenges
without mentoring. They become self sufficient. Not only is this cost effective but
most importantly liberating!
Following is some theoretical and philosophical insight into Authenticity:
The profession of psychology and those spiritual have been exploring, theorising and
researching authenticity for decades. The central premise is that human beings are born
70. • Values. Ethical leadership begins with an understanding of and commitment to
our individual core values. By first discovering the values at the core of our
identities, we begin the process of integrating our unique values with our choice
making on all levels of our personal and civic lives.
• Vision. Vision is the ability to frame our actions – particularly in service to others
– within a real picture of what ought to be.
• Voice. Claiming our voice is the process of articulating our vision to others in an
authentic and convincing way that animates and motivates them to action.
• Virtue. Understanding that we become what we practice, we foster virtue by
practicing virtuous behavior – striving to do what is right and good. In this way,
we develop the character of virtue. In particular, virtue stands for the common
good. Ethical leaders ask, “How are my values, vision and voice in keeping with
the common good?”
Dr. Grace identified three additional elements that are key to the development of ethical