UNIT-1 Introduction to Leadership 1

UNIT Introduction to
1 Leadership

Syllabus
Traits, Styles, Skills, Behaviors, Vision, Inspiration and Momentum of Leadership, International
Framework for Analyzing Leadership-Personality Types and Leadership Five Factor Model of
Personality-Leadership Perspectives on Cultural Values, Social Responsibility and Organizational
Performance-Current Issues in Leadership Contemporary Leadership Styles.

Learning Objectives

After studying this unit, one would be able to understand,

v The Concept of Leadership, Characteristics, Significance, Process and its Types.

v The Concept of Leadership Traits, Skills, Behaviors, Vision, Inspiration and Momentum
of Leadership.

v The International Framework for Analyzing Leadership.

v The Concept of Personality and its Five Factor Model.

v The Perspectives of Leadership on Cultural Values, Social Responsibility and Organizational

Performance.

v Current Issues in Leadership and Contemporary Leadership Styles.

introduction

According to Koontz and O’Donnell, “Leadership is defined as influence, the art or process of
influencing people so that they will strive willingly towards the achievement of group goals”.

Leadership traits refer to the qualities possessed or developed by an efficient leader. Trait approach
leadership method involves selecting leaders of eminence and studying their characteristics. The
hypothesis was that the persons having certain traits could become successful leaders.

The word personality has been originated from the Latin word ‘Persona’ which means ‘to speak
through’. It is a basic characteristic feature of an individual which helps in influencing others
through the external appearance.

Leadership and leadership development program is the dynamic and consistently evading field of
current scenario. Therefore, if the changes are made in the world’s environment it automatically
creates new challenges or issues for the leaders.

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2 Leadership and Change Management

1.1 Introduction to Leadership

Q1. Define Leadership. Describe the characteristics and significance of leadership.
Answer :
Leadership
According to Koontz and O’Donnell, “Leadership is defined as influence, the art or process of influencing
people so that they will strive willingly towards the achievement of group goals”.
According to Peter F. Drucker, “Leadership is the lifting of man’s visions to higher rights, the raising
of man’s performance to higher standards, the building of man’s personality beyond its normal limitations”.
According to House et al, “Leadership is the ability of an individual to influence, motivate and enable
others to contribute towards the effectiveness and success of the organization”.
In 1991 Rost stated “leadership is a multidirectional influential relationship between a leader and
followers with a common aim of achieving real change. It facilitates group of people and makes collective
efforts to achieve shared objectives”.
A process of influencing individuals towards attaining a common goal is termed as leadership. In the
leadership, an individual makes an attempt to influence a group of people to accomplish a specific goal. It
is an interactive event and is not restricted to the formally assigned leader in a group. It helps in developing
confidence and strength among those individuals who make attempts to achieve organisational goals. It is an
act that makes other to perform according to a shared direction.
Characteristics/Features of Leadership
The following are the characteristics/features of leadership,
1. Process of Influencing Others
A leader can make others to do the work for achieving the common goals of an organization through
the process of influencing. The leader must have the ability to affect the behaviour, attitude and beliefs of the
followers. Several times, the employees may take work stress and feel demotivated. It is the responsibility of
a leader to motivate them for achieving there targets.
2. Personal Quality
It is a personal quality which makes the people to follow the leader. These qualities includes intelligence,
excellence, communication skills, will power, confidence, positive attitude and other managerial skills.
Possession of such qualities helps a leader in making others to follow or direct together to do the required
work. These qualities can be utilized depending up on the situations.
3. Continuous Process
Leadership is continuous and ongoing behaviour process. Because a manager can become a good leader
if he maintains the leadership continuously.
4. Group Process
Leadership is a group process. It requires two or more people which interact and work together. The
leader cannot lead without his followers and followers can’t exist without leaders. A leader leads a team to
get the things done. Through leadership process, leaders can help their followers to know their importance in
the organization and the importance of the task carried out by them.
5. Relationship between Leaders and Followers
It is very important for a leader to develop a relationship with followers in order to successful. A leader
needs to gain confidence of his followers in order to develop two-way relationship. This can be achieved
through an effective inter-personal relationship and participative decision-making.
6. Situational
Leadership skills are used depending on the different situations. Leaders make use of different approaches
under different situations. There may be various situations in which one situation may be easy to deal with,
while the other situation may be difficult. Thus, the leader must handle both the situations appropriately.
7. Positive Attitude
Leadership requires a positive attitude. A leader must be optimistic because nobody wants a leader
who is pessimistic, angry and have a negative attitude. A leader who stay positive and accepts the challenges
with a smile set an example for subordinates.
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UNIT-1 Introduction to Leadership 3
8. Handling of Conflicts 1. Competent
Leadership is a process of handling conflicts. Effective leaders act based on reason, moral
If any conflicts arises among the followers, it is the principles and domain knowledge. Skills and
responsibility of a leader to solve the conflicts between knowledge are main goals so, effective leaders should
them and remove the negative feelings and hatred. try to improve them and should try to acquire new
Significance of Leadership knowledge and skills.
The following points highlight the significance 2. Honest
of leadership in an organization, A leader should show integrity, honest and
sincerity in actions. Deceitful behaviour will not
1. Enhancement of Growth
encourage trust.
Leaders mainly contribute towards the success 3. Intelligent
or failure of the firms. The functioning of
A leader should read, study and obtain difficult
leaders helps in guiding a team or individual
task and solve them.
to achieve a certain goal through direction and
motivation. Thus, it helps in enhancement of 4. Flexibility
growth of an organization. In today’s fast changing environment, one
2. Encourages Employees should be ready to adjust as per the changing
situations.
It is very important for the organizations to
5. Humility
motivate their employees, so that they can
perform well. An effective leadership enables Leadership is indicated through character
a leader to encourages and motivates the but not through ego. Humility makes friendly and
employees towards high performance. confidence in subordinates.
6. Visionary/Forward-Looking
3. Enhancement of Confidence Level
The end point of any purpose is vision. A
An effective leader increases the confidence
leader must fix goals and make vision for the future.
level of his followers by advising and guiding
The vision should be possessed all over the firm.
them. This inturn helps the organization to
Successful leaders visualize what they need and how
obtain good results.
to obtain it. They regularly select priorities which
4. Increases the Productivity and Stability Level comes from their fundamental values.
An effective leadership helps in increasing 7. Assertive and Fair-Minded
the morale and self esteem of the employees, A leader should display clear and honest
which helps in increasing the productivity and behaviour towards every individual. He should
stability of the organization. show sympathy by being sensitive to the feelings but
5. Retention of Employee confident for what should be done. There are many
The way the leaders treat their employees helps things which are not clear, so be confident but hold
in determining whether the employees will stay responsiveness.
or leave the organization. So, the leaders should 8. Creative
effectively treat the employees for retaining Display creativity by thinking new and better
them in the organization. goals, solutions to problems and idea is an import
Q2. What are the characteristics of a trait of a leader. Be novel, learn to think regarding
successful leader? Briefly write about difficulties of future and create solutions today.
leadership styles. 9. Emotional Intelligence
Answer : Dec.-12/Jan.-13, Q2(a) An effective leader is a good team player,
Characteristics of a Successful Leader works efficiently in times of pressure and use his/her
A leader is a person who gives meaning to capability to the optimum extent.
the position of leadership equation. It consists of 10. Inspiring
personal history, interests, traits and motivation. A leader should be confident and positive in all
All the leaders do not have similar characteristics. aspects that he do. By displaying patience in physical,
Leaders are different from their followers and there mental and spiritual aspects, he can inspire others to
is difference between an ineffective leader and an attain goals.
effective leader in terms of traits, cognitive abilities, Leadership Styles
skills and values. The characteristics of a successful For answer refer Unit-I, Page No. _, Q. No. 11,
leader are as follows, Topic: Leadership Styles.
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4 Leadership and Change Management
Q3. Discuss leadership as an influencing Leadership as an Interactive Process
process and interactive process. Leadership is the result of the interaction which
Answer : takes place between a leader and his followers.
Leadership as an Influencing Process Fred Fiedler was the first person who identified the
Influencing is considered as a process where a significance of leader, follower and situation in the
leader communicates his ideas to his followers, obtain leadership process.
their acceptance and encourages them to execute and
support their ideas through change.
Leadership is a mutual influence process
where a leader influences his followers and followers
influence their leaders as follows,
1. Leader’s Influence on Followers
The five sources of power which a leader helps
in changing the behaviour of his followers are as
follows, Figure: Interactional Framework of Leadership
1. The Leader
(i) Reward Power
A leader is a person who gives meaning to
The ability of a leader to reward his followers
the position of leadership equation. It consists of
is considered as reward power.
personal history, interests, traits and motivation.
(ii) Coercive Power All the leaders do not have similar characteristics.
The ability of a leader to threaten or punish his Leaders are different from their followers and there
followers is considered as coercive power. is difference between an ineffective leader and an
(iii) Legitimate Power effective leader in terms of traits, cognitive abilities,
The power which a leader enjoys after taking skills and values. Personality of a leader also have an
up a particular position in an organisation is effect on leadership which means the leader can be
considered as legitimate power. calm or lose his temper.
2. The Followers
(iv) Expert Power
The followers are the most important element
The power which a leader obtain from his
of the leadership process. The factors like follower’s
specialised skills and knowledge with respect
desires, personality traits, maturity levels, competence
to the task carried out by the subordinates is
levels and motivation influences the process of
considered as expert power.
leadership greatly.
(v) Referent Power 3. The Situation
This power depends on the degree to which the The situation is the third component of the
employees identify, respect and want to follow leadership process. Situation deals with the way
their leaders. in which the leader and the follower interacts in
2. Follower’s Influence on Leaders a particular situation. It is considered as the most
The followers influences the leaders in the confusing aspect of leadership system as it deals with
following ways, a situation or task in which the worker from a group
(i) Leaders are influenced by the responses or the are engaged for performing the work.
performances given by their followers. Thus, from the above points it is clear that
leadership is an influence interaction process.
(ii) The characteristics of the followers such as
young or old, personal background, educational Q4. Explain the various types of leadership.
qualification etc., influences the leaders. Answer : May-15, Q3(b)
In the year 1996, Cole categorized leaders
(iii) The nature or the significance of task carried
into five different types and related leadership with
out by the followers.
behaviour. He considered leadership as a dynamic
(iv) The organisational policy, its environment and process rather than a static. The five types of
climate influences the leaders. leadership presented by Cole are in behavioural terms.
(v) Influence of the peers or the co-employees on The dynamic ideology of leadership described by Cole
their leaders. is opposite to the management process, that is static
Thus, in this way, leaders influence their in nature. According to cole, there are five types of
followers and followers influence their leaders. leadership. They are as follows,
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UNIT-1 Introduction to Leadership 5

Various Types of Leadership

Traditional Leader/ Situational Leader/ Appointed Leader/ Functional Leader/ Charismatic

Leadership Leadership Leadership Leadership Leader/Leadership
Figure: Types of Leadership
1. Traditional Leader/Leadership
Traditional leaders refers to those individuals who receive leadership traits from their parents. In other
words, traditional leaders get birth right and power from their inheritance. In this type of leadership, the roles
and responsibilities are passed from parents to their children. For example, kings, dictators, family owned
business etc.
2. Situational Leader/Leadership
The impact of situational leaders on organisation is limited because the leadership success of situational
leaders cannot be moved to other situations. They can perform leadership activities successfully only in
particular situations. The skills of situational leaders relys upon being at right place and at the right time.
3. Appointed Leader/Leadership
This type of leadership includes many managers wherein the leadership influence comes from their
appointment to a position. For example in a school, if a person is appointed as subject leader then it means
that the person is appointed as a leader of the group. In this context, national standards also focus on subject
leadership instead of subject management. Mostly, the appointment and related job specifications and
descriptions highlight the management problems instead of the complicated role of leadership.
4. Functional Leader/Leadership
This type of leaders perform actions in such a way that they assure their influence on followers. Functional
leaders can operate as leaders without the appointment to a position.
5. Charismatic Leader/Leadership
The word ‘charisma’ has been derived from Greek language which means ‘divinely inspired gift’.
Charisma is a special or unique quality of a leader which differentiates him from other individuals. A leadership
which has a charismatic effect on the individuals is considered as charismatic leadership. Charisma is an
important element of transformational leadership. The words charismatic leadership and transformational
leadership are used interchangeably. The terms “leader and leadership” are not limited to one particular style.
The various characteristics of different types of leaders can be learned but the last type the “charismatic leader”
contains the traits and qualities that can be modified but cannot be learned (Cole, 1996).
Q5. Sketch a profile of an ethical leader.
Answer : April/May-11, Q3(b)
The profile of an ethical leader can be explained through the various roles/responsibilities performed
by a leader and various principles for developing ethical leader which are as follows,
Role/Responsibilities of an Ethical Leader
Following points highlight the role/responsibilities of an ethical leader,
1. Leaders have a special responsibility to treat every employee with respect and dignity at all times
irrespective of the employee’s job performance.
2. An ethical leader need to be sensitive to the needs and wants of his followers, as he enjoys a position
that provides him greater opportunity to significantly influence others.
3. It is their responsibility to influence their followers. To do so, they themselves need to act ethically and
responsibility.
4. They should believe and promote ethical values, because it influences and impact the overall values of
the organization.
5. According to Burns, it is a leaders ethical responsi-bility to help followers assess their needs, values,
etc., to function more effectively and strive towards justice, liberty and equality.
6. From the perspective of servant leadership, ethical leadership is central in the leader-follower relationship.
7. According to Brady (1999), the ethic of caring for others has become the most important element for
building trust and mutually beneficial relationships.
8. In the recent years, the “Caring Principle” is considered as the moral responsibility of an ethical leader
and it is his implied duty to protect and care for all his/her followers.
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6 Leadership and Change Management
Principles of Ethical Leadership 5. Providing Service
The following principles of ethical leadership One of the most important duty of an ethical
helps in developing an effective leadership in an leader is to provide service to the followers. Leaders
organization. should coordinate with others, provide service to them
Honesty and make decisions accordingly. Service principle
is considered as an important aspect of leadership.
Justice An ethical leader should carry out service behaviour
activities, like mentoring, empowerment, team building
Respect Ethical and citizenship behaviour in an organization. In short,
leadership
an ethical leader serves his followers and organization.
Community
1.1.1 Leadership Traits
Service Q6. What is Trait and Leadership Traits? What
are the various types of leadership traits?
Figure: Principles of Ethical Leadership Answer :
1. Honesty Trait
It is very important for an ethical leader to be Trait is defined as a relatively long-lasting quality
honest and trustworthy. If a leader is dishonest, then of an individual. The ‘Trait approach’ aims to determine
the employees will loose faith in him and will develop what makes a successful leader from the leader’s own
negative attitude towards him. Trustworthiness and personal characteristics. It emphasizes that a particular
honesty are important personality traits of an effective individual becomes a successful leader because he
leader. An ethical leader should have integrity while possesses certain qualities or characteristics.
managing the followers. This means that he should be Leadership Traits
faithful and dedicated towards the rational principles.
Leadership traits refer to the qualities possessed
2. Justice or developed by an efficient leader. Trait approach
An ethical leader should be fair, should give equal leadership method involves selecting leaders of
treatment to all his followers. These leaders reward their eminence and studying their characteristics. The
employees for their good work. In an organization, the hypothesis was that the persons having certain traits
leaders should not give special attention or special treatment could become successful leaders.
to any one particular employee except when a particular Types of Leadership Traits
situation demands it. Equal attention should be given to all
The traits can be classified into innate qualities
the employees on the basis of the individuals need, effort
and acquirable qualities, which are as follows,
and merit. If justice is not shown in the organization, then
Types of Leadership Traits
conflicts may arise among the employees.
3. Respecting Others
Innate Qualities Acquirable Qualities
An ethical leader should give and take respect.
Respecting others is one of the most important principle Physical Features Emotional Stability
of ethical leadership which contributes to effective Intelligence Motivating Skills
Technical Skills
leadership. A leader should listen to his followers and
Communicative Skills
should respect their views. If the leaders show respect
Social Skills
towards their followers, then they too will become
1. Innate Qualities
competent and skillful towards their work.
Innate qualities are those qualities which are
4. Builds Community
possessed by various individuals by birth. These qualities
Leadership is defined as a process, where are natural, often known as God gifted. These qualities
a leader influences the group of individuals for cannot be acquired by individuals. It includes,
achieving a common goal. This definition indicates
(i) Physical Features
that leadership mainly involves goal attainment. When
Physical features of a man are determined by
a leader and the follower work towards the attainment
heredity factors for efficient leadership. Heredity
of common goal, they will build or form a community.
is the transmission of the qualities from ancestors
By forming a community, a leader and his followers
to descendants. Physical characteristics and role of
should fulfill the goals and purpose of the community maturity determine personality formation, which
and should concentrate on the ways in which the is an important factor in determining leadership
changes imposed by a leader and his followers will success. Height, weight, physique, health and
influence the organization and community. appearance are also important for leadership.
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UNIT-1 Introduction to Leadership 7
(ii) Intelligence leaders like Mahatma Gandhi, Abraham Lincoln etc.,
Higher level of intelligence is required for efficient possessed these traits (such as integrity, high energy,
leadership. Intelligence is generally expressed in self confidence and internal locus of control etc).
terms of mental ability. Intelligence to a great The trait approach is quite different from other
extent is a natural quality in the individuals. There leadership approaches, as it emphasizes solely on the
are some persons who believe that most of the leader and not on other elements like followers and
human qualities are partly natural and partly a situation. In theoretical terms, trait approach is a much
matter of acquisition through training. straight forward approach when compared to the other
2. Acquirable Qualities approaches. The trait approach deals with what traits are
Acquirable qualities of leadership are those which required by a leader and shows who possess these traits.
can be acquired and increased through various processes. The trait approach does not specify or gives out principles
Behavioural patterns are developed in the child as various or hypotheses regarding what a leader needs to do in
traits over a period of time. Many of these traits can be different set of situations or what kind of leader needs
increased through training programmes. It includes, to be placed in certain situation and so on. However, it
(i) Emotional Stability focuses on a leader who possesses few set of traits that
A leader should have a high level of emotional makes the leadership effective. In a leadership process,
stability. He should be free from bias, consistent the emphasis is laid on leader and his personality.
in action and refrain from anger. He should be By using the trait approach, organizations can
well-adjusted, self-confident and should have select the right person for the managerial post. This
no anti-social attitudes. can be done by using test and interviews, that assess
(ii) Motivating Skills the personality and innate qualities, of potential
The leader can play an active role in stimulating candidates. It is common for organizations to specify
the inner capabilities of his followers. A leader the preferable characteristics for managerial positions.
must understand capabilities his people to the It is based on the assumption that such talented people
extent that he knows how to activate them. would enhance the organizational effectiveness.
(iii) Technical Skills Strengths of Trait Theory/Approach of
The ability to plan, organize, delegate, analyze, Leadership
seek advice, make decisions, control and win The trait leadership theory or approach is the
cooperation requires the use of important most widely researched topic and showcases the
abilities which constitute technical competence following strengths,
of leadership. The various technical competencies 1. The general perception of a great leader in
of leaders may win support from their followers. our society is that he/she is someone special,
(iv) Communicative Skills unique i.e., “a person with natural gifts”. This
A successful leader knows how to communicate approach fully supports, that perception as it
effectively. Communication has great force in proposes, that there are certain unique traits,
getting acceptance from its receivers. A leader that make extraordinary leaders example
uses communication skillfully for persuasive, Mahatma Gandhi etc.
informative and stimulating purposes. A 2. Its data is correct and credible as it is backed by
successful leader is an extrovert. more than a century of research. There has been
(v) Social Skills extensive research on it by famous scholars like
A successful leader has social skills. He Stogdill, Kirkpatrick, Bader etc.
understands people and knows their strengths 3. It highlights the role of a leaders competencies,
and weaknesses. He should have the ability in the leadership process. Leadership is
to work with people and conduct himself so composed of three elements i.e., leaders,
that he gains their confidence and loyalty and followers and situations. This approaches
people cooperate willingly with him. exclusively deals about the first element.
Q7. Explain trait approach of leadership with 4. It provides invaluable and practical knowledge
strengths, critisms and applications. for understanding and improving the overall
Answer : effectiveness of supervisors and leaders in the
Trait Theory/Approach of Leadership organization.
The trait approach of leadership aims to explain 5. It has provided organizations with benchmarks
how traits influence leadership. Traits are the innate and assessment tools to select an effective and
personal characteristics of any person. The great efficient candidate to lead the organization.
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8 Leadership and Change Management
Criticisms of Trait Theory Approach of Leadership Applications of Trait Theory/Approach of
The trait approach limits its scope to the study Leadership
of leaders and thus is criticized on the following The application of trait theory/approach are
grounds, given below,
1. Trait approach can be used by the individuals
1. Although, the trait theory has proposed of different organisations at all levels.
hundreds of leadership traits, it has failed 2. It Provides the guidance as to which traits
to define a limited number of traits, that are are better and needed to work effectively in a
universally applicable. leadership position.
2. Inspite of more than years of research study 3. The personality tests and other related
its findings are sometimes uncertain and questionnaires helps people in identifying their
ambiguous. strengths, weaknesses about leadership and
other traits which are essential for leadership.
3. A major drawback is that this approach
4. Regardless of its limitations, trait approach
is incomplete as it focuses only on the
offers valuable and important information
characteristics of a leader and ignores, two
about leadership concept.
other important elements of effective leadership
5. It is helpful to the managers in examining
i.e., followers and situation.
and valuing their personality with respect to
4. Scholar stogdill has pointed out that it is quite personal characteristics, strengths and level of
difficult to isolate leadership traits, without understanding.
considering the situation and other elements. 6. The information provided by trait approach
5. A final criticism against the trait approach is facilitates the managers in understanding the
that it is not useful for training and development areas where their personal characteristics are
of leaders. beneficial to the company and also the areas in
which they need to be improved/enhanced.

1.1.2 Leadership Styles

Q8. W
ho is called as successful leader? What 2. Intelligence
are the styles of leadership. Dec.-13, Q2(a) 3. Self-confidence
OR 4. Sociability
Discuss various styles of leadership. 5. Will (Initiative, Persistence, Ambition)
Jan.-12, Q2(b) 6. Dominance
(Refer Only Topic: Leadership Styles) 7. Surgency (Talkative, Cheerfulness,
OR Geniality, Enthusiasm, Expressiveness,
Discuss in detail about various styles of Alertness and Originality)
leadership.  Dec.-14, Q2(a) In simple words, leader is defined as a person
(Refer Only Topic: Leadership Styles) who motivates inspire, supports and guide his followers
Answer : in achieving the organizational or personal goals. A
Successful Leader good leader gives meaning to the leadership concept
Trait is defined as a relatively enduring quality of or equation which includes all the factors and helps the
an individual. The ‘Trait approach’ seeks to determine followers to live a life based on good ethical principles.
what makes a successful leader from the leader own Leadership Styles
personal characteristics. It is emphasized that a particular The essence of leadership style is the traits,
individual becomes a successful leader because he skills and behaviours which the leaders use while
possesses certain qualities or characteristics. communicating with their followers. Behaviour is
Trait approach leadership method involves regarded as the most important element of leadership
selecting leaders of eminence and studying their style, as it is the behaviour which distinguishes a
characteristics. The hypothesis was that persons leader from other persons. So, leadership style consists
having certain traits could become successful leaders. of the behavioural pattern of an individual who tries to
influence others. Leadership style includes two types
According to Stogdill, various trait theories have
of behaviours, task related and relationship related
suggested the following traits in a successful leader,
behaviours. Task related leadership style is concerned
1. Physical and Constitutional Factors with accomplishment of task whereas relationship
(Height, weight, physique, energy, health, related leadership style is concerned with developing
appearance). close interpersonal relationships.
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UNIT-1 Introduction to Leadership 9
The different types of leadership styles are as (ii) Consensus Leadership Style
follows, In this type of leadership style, a leader makes
1. Autocratic or authoritarian style of leadership a decision only after considering the opinions
2. Participative style of leadership and of his employees. The leader here, gives
3. Free rein style of leadership. more importance to group discussions. The
1. Autocratic or Authoritarian Style of decisions taken by the leaders are sustained
Leadership and supported by all their team members.
In the autocratic leadership style, leaders take (iii) Democratic Leadership Style
decisions by themselves. Leaders are very confident in In this type of leadership style, the right to
decision making and they feel that the group members make decisions rests with the group members.
should act accordingly. Autocratic leaders mainly The leader gives the needed authority to an
focus on completing the task, hence they are regarded individual or group for taking a decision.
as task oriented leaders. They set clear performance Merits of Participative Style of Leadership
standards and dictate various aspects by framing rules Some of the merits of participative style of
and regulations for their group members. leadership are as follows,
An autocratic leader makes independent
(a) It provides an opportunity to the employees to
decisions, instructs and informs the employees
state their opinions and ideas.
about their tasks and carefully supervises them. In
this type of leadership style, the employees do not (b) It helps in improving the efficiency of
have freedom to participate in decision making unlike employees as they participate in decision-
participative leadership style. making and policy making.
Merits of Autocratic Style of Leadership (c) It leads to improvement in decision-making
and enables retention of workforce.
Some of the merits of autocratic style of
leadership are as follows, (d) It helps in maintaining co-ordination in work
(a) Autocratic style of leadership includes, place and builds a sense of responsibility in
centralised authority and discipline. Most of employees as they participate in decision
the people wish to work under centralised making.
authority of command and also in disciplined (e) It reduces opposition or resistance to change
environment. prevents lockouts, strikes, bandhs etc and
(b) It gives high motivation to people to work. promotes good industrial relations.
(c) It ensures quick decisions and actions. 3. Free Rein Style of Leadership
(d) It helps in maintaining secrecy and prevents Free rein leadership style is also known as
confusions as the task is assigned by a single person. “Laissez Faire” – a French word meaning “do not
(e) It is highly successful in emergency situations. interfere” or relinquishment style leadership or
2. Participative Style of Leadership withdrawing style of leadership. The free rein leader
delegates complete authority to their employees. These
In participative leadership style, leaders allow
types of leaders do not take-up any responsibility,
the group members to take part in decision making.
they take lot of time for decision-making and do not
This type of leadership style is mainly characterised
give any feedback to their employees. This style of
by involvement of employees in decision-making.
leadership is mostly suitable for the employees who
A participative leader consults with the
seek motivation and experience to do work. These
subordinates, obtains their ideas and opinions and
employees are self-sufficient and do not need any help
considers their suggestions at the time of decision
or emotional support from their leaders.
making. These leaders work along with their
employees for solving their problems. Merits of Free Rein Style of Leadership
Participative leadership style includes the Some of the merits of free rein style of
following types of behaviours or styles, leadership are,
(i) Consultative Leadership Style (a) It provides opportunity to the subordinates to
develop their own personality.
In this type of leadership style, leaders meet
with their group members and discuss with (b) It creates a sense of responsibility in
them, before making a final decision. But, the subordinates.
right to decision making will remain with the (c) It promotes healthy industrial relations.
leader. The leader has a serious concern for the (d) It prevents competition and encourage co-
employee’s suggestions, ideas and opinions. operation among employees.
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10 Leadership and Change Management
Q9. Explain the experience of any successful unlike, the western countries, where there exists wide
company due to effective leadership style. changes on the functionality of company as well as in
Answer : May/June-12, Q2(a) the leadership pattern of a company.
Infosys technologies was established in 1981 with At Infosys, leadership styles undergo
a group of seven people. It had an initial investment of transformations from the entrepreneurial style to a
U.S 250$. However, today it has become a dominating professional style wherein the entrepreneur plays the
player in the world market with a total revenue of role of an active leader. In the views of Nilekani, it is
about US $ 3 billion a total work force of about 80,000 important for the leader to change with time so as to
employees belonging to 65 different countries. Their overcome the risk of becoming obsolete.
main purpose is to define, design and to deliver. The Among them, Murthy’s leadership style is
IT-related services which helps in improving the autocratic, wherein his leadership is characterized by
practices of outsourcing throughout the world. Under the forcefulness, aggressiveness, perseverant and of focussed
chairmanship of Narayana Murthy, Infosys established type, while on the other hand free in leadership style is
a committee often referred to as “Narayana Murthy’s an attribute of Nilekani’s where he allows the people to
committee” on corporate governance which has occupied work calmly and peacefully at their own speed unless
high ratings by the National credit agency’s such as there is a specific need of emergency.
CRISIL and ICRA. N.R. Narayana Murthy lead the Hema Ravichander, a senior vice president of
Infosys by holding the position of CEO of a company, human resource management at Infosys ensures that
for a period of more than 21 years. During his career, they have an efficient and a well developed value system
there has been a wide transition as he has moved from practiced at Infosys which is often referred to as C-life.
chairman of board to the chief mentor of the company. Their main purpose is to provide customer happiness,
Presently Infosys has 15 directors, out of which satisfaction and to dominate and integrate various skills
the 8 directors act as independent directors. thereby providing efficient services to the customers.
The main functions of independent directors Due to effective leadership style, Infosys is
are as follows, enjoying the experience of successful company among
(i) It accelerates the pace with which the the leading companies of the world.
organization grows. Q10. Explain managerial grid or leadership grid
(ii) It fixes the compensation packages for different style.
employees, based on their nature. Answer :
(iii) It helps the firm to take up new investment
Managerial grid was refined and renamed by
proposals. Blake and Mouton in 1964 as ‘Leadership Grid’.
(iv) It resolves conflicts by adopting various grievance Leadership grid style relies mainly on the degree to which
handling mechanisms.The firm must select the an individual has concern for production and people. The
appropriate mechanisms for maintaining smooth leader’s concern for accomplishing the organisational
and harmonious relationships. tasks is considered as ‘concern for production’. It mainly
(v) It helps in risk management aspects of company includes high quality, performance, profit etc., and is
and so on. taken on the horizontal axis of the grid.
The leadership of Infosys have underevent The leader’s concern towards the organisational
a succession from Murthy to Nilekani to Gopal members who are trying to accomplish its goals is
Krishnan, who acts as the present CEO and managing considered as ‘concern for people’. It mainly includes
director of Infosys. In Infosys, every founder and CEO supporting group members, providing good working
undergoes retirement after crossing an age limit of 60 conditions etc., and is taken on the vertical axis of the grid.
years of age and finally it gets replaced by some other
individual on their own.
Their leadership style has neglected the age bar
limit as a result they often tend to continue their hold
and reins on the corporation.
The leadership style at Infosys is developed
by adopting a commonality approach at the top
management. The same perspective is stated by
Nilekani when he cited that congruence tends and
commonality approach which enables them to adopt
a collective vision. The company undergoes subtle
changes when there is a change in leadership pattern Figure: Leadership Grid
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UNIT-1 Introduction to Leadership 11
In the above figure one can see that, leadership 1. Technical Skill
grid has five leadership styles, 1, 1-impoverished Technical skill is the knowledge or expertise
leader 9, 1-authority compliance, 1, 9-country club that one has in a specific field. It includes theoretical
5, 5-middle of the road and 9, 9-team leader. knowledge, competencies, analytical abilities and
1. 1, 1-Impoverished Leader the practical use of various, tools and techniques.
In the figure, (1, 1) style represents that a leader The ability to plan, organize, delegate, analyze, seek
does not have concern for production and people. This advice, make decisions, control and win cooperation
type of leaders only do minimum work needed for requires the use of important abilities which constitute
being a member of the organisation. technical competence of leadership.
2. 9, 1- Authority Compliance Leader Katz states that a leader should be good with
The (9, 1) style of leadership grid represents technical skills to be effective. These skills are
that a leader has high concern for production and important for the low level and middle level leadership
minimum concern for people. Such type of leaders and not for top level leaders.
make use of power and authority and concentrate Example
mainly on completing the task. Technical skills for a software profession
3. 1, 9-Country-club Leader will include knowledge of programming languages,
The (1, 9) style represents that a leader has less web coding, the ability to use web designing and
concern for production and high concern for people. Here, developing tools, etc. Likewise, for an accountant,
the leaders give more importance to people and their technical skills include the detailed knowledge of
feelings, opinions and suggestions to achieve better results. accounting policies and practices, account audit, etc.
4. 5, 5-Middle of the Road Leader 2. Human Skill
The (5, 5) style represents that the leader Human skill it is also known as ‘people skill’
balances the concern for task and concern for and deals with the leaders ability to smoothly work
people. Such type of leaders aim for satisfactory with people belonging to different hierarchy in
organisational performance and team spirit. the organization. These skills help the leader work
5. 9, 9-Team Leader efficiently with their peers, superiors, subordinates,
The (9, 9) style represents that a leader has maximum outsiders etc. According to Katz human skills to
concern for production and people. Such type of leaders foresee and design conceptual ideas.
aim for high performance and employee’s satisfaction.
The leaders requires other leaders to be fully
Thus, leadership grid is a practical leadership aware about his own perspective and the view point of
model which helps in developing the organisations. other employees. Being good with people skills helps
Q11. What do you mean by leadership skills? the leader create an atmosphere of trust, understanding
Explain three-skill approach to leadership and compassion in the organization. It helps to make
and effective behaviours of leadership. employees loyal, committed and motivated towards
OR their job. As shown in the figure below, human skills are
Explain about skills and effective important for leaders at every level of the organization.
behariours of leadership.
Answer :  May/June-16, Q2(a)
Leadership Skills
Leadership skills refers to those skills which a
leader possess in order to motivate, encourage team
members, manage conflict among members, team
building, flexible to opt in any situation etc. They act
as an essential criteria towards attainment of goals
and objectives of an organization.
Three-Skill Approach
Robert katz states that, ‘skills’ are the qualities
that can be learned and accomplished whereas traits are
the innate features of any leader. Katz states that a leader
need to learn and implement the following three skills, Figure: Skills Required by Three Management Levels
1. Technical skill
Example
2. Human skill and
The CEO of a loss making firm need to
3. Conceptual skill.
visualize the firms performance five years from then.
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12 Leadership and Change Management
Infact, the main responsibility of top leadership is be easily learned and developed. Leadership framed
to take proper measures to visualise and develop a along with skills can become a process that individuals
strategic vision for the organization. They are paid can learn and practice to perform their job more
for the mental work, perform for framing strategic effectively.
organizational policies. 3. Friendly Communicative/Expansive
3. Conceptual Skill Perspective of Leadership
Conceptual skill is the ability of the leader to work This approach includes an expansive
with ideas and concepts. These are the most important perspective of leadership involving various
skills for leaders at the middle and top level management components such as problem-solving skills, social
as it helps in shaping and providing direction to the whole judgement skills, knowledge, individual attributes,
organization. It plays a significant role in creating a vision career experiences and environmental influences,
and strategic plan for the organization. An effective and and all these components can further be classified
visionary leader would be expert. into various subcomponents. The outcome of which
Effective Behaviours of Leadership is a leadership image that includes wide range of
For answer refer Unit-I, Page No. _, Q.No. 14. factors. As skills approach involves many variables,
it can easily occupy most of the detailed complexities
Q12. Write in detail about skill approach of
leadership with its strengths, criticisms and
included in leadership that is not seen in other models.
application.
4. Consistent Framework
Answer : This approach provides a consistent framework
Skill Approach of Leadership like the curricula of many leadership education
The skills approach is a systematic procedure for programs. Infact, the leadership education programs
determining the essence of effective leadership. It acts as have traditionally taken classes throughout the country
a route to reach effective leadership in an organization. in the aspects like creative problem solving, conflict
resolution, listening, teamwork and so on. Most of the
Instead of focusing on success in leadership, skill
aspects, of these classes reflect various components
approach mainly characterizes from the aspects of skill.
of skills model.
It urges that leaders must possess problem solving skills,
The skills approach represents a framework
social judgement skills and knowledge, and workers can
that assists in developing the curricula of leadership
enhance their competencies in all these aspects through
eduction and development program.
training and experience. The competencies of leaders
Criticisms of Skill Approach of Leadership
play a crucial role in solving organizational problems
The criticism surrounding skills approach of
eventhough leader’s personal attribute influence his or leadership are as follows,
her own skills. Katz and Mumford, Zaccaro, Harding, 1. Breadth of the Approach
et al. (2000) provided certain suggestions regarding the The skills approach extends itself beyond the
structure and functions of leadership. limitations of leadership.
Strengths of Skill Approach of Leadership For instance, instead of focusing on leadership,
The strengths of skills approach of leadership this approach includes motivation, critical thinking,
are as follows, personality and conflict resolution.
1. Leader Centered Model The Mumford and other models are mostly
This approach is a leader centered model that general and focus less on leadership performance.
gives more significance for developing of a specific 2. Wear in Predictive Value
leadership competencies. This is a first approach This approach is weak in predictive value as
to create an idea and develop a framework of the it gives more preference regarding how the social
leadership process relating to skills. But, earlier judgement skills and problem-solving skills influence
approaches mainly featured the significance of performance. Instead of defining accuracy about how
skills and the value of skills in the different levels the component operates this approach recommends
of management, and lately learned skills were given how the components are related. The main drawback
more importance during the effective leadership of the model is that it does not clarify how skills result
performance at the different levels of management. to effective leadership performance.
2. Intuitively Appealing 3. Represents Trait Model
This approach is intuitively appealing. The As this model argues that it does not relate to trait
leadership considering in terms of skills make model, despite of that it includes a major components of
accessibility of leadership to everyone. Skills are trait model like individual attributes. The factors such as
quite different from the personality traits as they can cognitive abilities, motivation and personality variable
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UNIT-1 Introduction to Leadership 13
considered by Mumford and colleagues are also the Research Studies on Leadership Behaviours
factors considered as trait variables. The main criticism
The following are the two research studies
that follows skills approaches the individual attributes
conducted at Ohio state university and Michigan
that is adopted from trait model that in turn drives skills
university, as follows,
away from leadership performance.
4. Inapplicability to Leadership 1. Ohio State Leadership Studies
As the skills approach was conducted on Researchers carried out number of studies
military personnel and is based on their performance at Ohio State University for determining certain
in the armed service. This leads to the question like, aspects of leadership behaviours. About 1800 specific
are these outcomes applicable to other population or examples of leadership behaviour was identified
organizational settings, etc. This approach may not be in these studies, which was later reduced to 150
suitable to other conditions of leadership. But, certain examples of definite leader behaviour. While carrying
researchers recommended that these findings can be out these studies, researchers developed Leader
applicable to other groups also. Behaviour Description Questionnaire (LBDQ) which
Applications of Skill Approach of Leadership had these 150 examples of definite leader behaviour.
The applications of skill approach of leadership According to this study, a supervisor’s behaviour can
are as follows, be defined into two categories. They are,
1. The skills approach provides valuable (i) Consideration
information relating to leadership eventhough
there is no formal training programs. (ii) Initiating structure.
2. It provides a method to describe the skills of (i) Consideration
leader and which can be used by leaders at all Consideration is the concern which a leader
stages in organization. has towards his subordinates and developing
3. It also help in recognizing ones strengths interpersonal relationships with them. A leader
and weaknesses with respect to the technical, does personal favours for the subordinates
human and conceptual skills. and supports for the work done by them.
4. It guides the leaders regarding the important The leaders who have high consideration
concepts of listening, creative problem solving, are trustful, act in a friendly and supportive
conflict resolution skills etc. manner, obtain respect and develop friendly
5. It can be utilized in form of a template for designing relationship with group members whereas the
extensive leadership development programs. leaders with low consideration are autocratic
6. The skills inventory tests helps an individual to and has neutral or impersonal relationship with
know his/her level of leadership competencies. their group members. Some of the examples
Based on which they may take further training to of consideration behaviour are a leader
improve their contributions to their organization. appreciating the subordinates for their work,
carefully listening their problems and trying
1.1.3 Leadership Behaviours to obtain information from subordinates on
Q13. Write about Leadership Behaviours. Explain essential decisions.
the research methods that have been used (ii) Initiating Structure
to study the leadership behaviour.
Initiating structure describes task oriented
Answer :
leaders. Here, a leader provides guidance
Leadership Behaviours and direction to their subordinates, so that
Leadership behaviours refers to the conduct they can carry out their work activities
or action of a leader in managing the work towards in an effective manner and achieve their
attainment of a goal. goals. The leaders who have high initiating
Leadership is the ability to stimulate, motivate structure define the roles and responsibilities
and provide support to the individuals for achieving of their subordinates and develop appropriate
organisational objectives. With the help of an effective communi-cation channels for carrying out their
leader, the group members can achieve efficiency, work effectively. For example encouraging the
quality and satisfaction throughout the organisation. subordinates to work hard, giving importance
In the last five decades, number of studies were to the deadlines, identifying the poor work of
conducted on leadership behaviour at Ohio State the subordinates and advising them to perform
University and Michigan University. the task effectively etc.
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14 Leadership and Change Management
Ohio State University Leadership Model attention to their personal needs. The leaders
High also recognise and reward their subordinates
Low structure High structure
and and
for their contributions and accomplishments.
High consideration High consideration Thus, employee oriented leadership behaviour
Consideration
Low structure High structure
is very similar to the “consideration” behaviour
and and identified at the Ohio State studies.
Low consideration Low consideration
Low In contrast to the Ohio State Researchers,
High the initial studies of Michigan researchers
Figure: Ohio State University Leadership Model
emphasized on the two main concepts such as
In the above figure, one can see that a leader can employee orientation and production orientation
be high or low on initiating structure or consideration. which are viewed as the opposite ends of a single
The leader with high structure and low consideration continuum. It means that the leaders who were
does not make decisions and make use of one way much focussed towards employees were found
communication. The decisions here are taken by the to be less oriented towards production. Similarly,
managers. The leaders with high consideration and the leaders who were production oriented were
low structure share decision making and make use of less oriented towards employees. Nonetheless,
two way communication in the organisation. these two constructs were reconceptualized
2. Michigan Leadership Studies as two independent orientations, as in the
Researchers carried out number of studies at Ohio State Studies. When both behaviour are
Michigan University for determining the effectiveness considered as independent orientations, the
of leadership. While carrying out these studies, the leaders are found to be flexible towards both
researchers developed a questionnaire known as employees and production simultaneously.
“survey of organisations” which helped them to During 1950s and 1960, Ohio State and the
gather the information relating to leadership styles. University of Michigan conducted a set of
The main aim of the researchers for carrying out these studies to analyze the ways by which the
studies was to compare the behaviours of effective leaders can integrate their behaviour and task
supervisors and ineffective supervisors and to find as to improve satisfaction and performance
out the reasons for effective leadership. Michigan of followers with their significant behaviour.
researchers determined two types of leadership The researchers were seeking for a universal
behaviours. They are, theory of leadership that would describe the
(i) Production orientation effectiveness of leadership in each and every
situation. However, the study on this, resulted
(ii) Employee orientation.
out to be unclear and contradictory.
(i) Production Orientation
Q14. Discuss the behavioural aspects of a
In this leadership style, the leader focuses dynamic leader.
on technical and production aspects of a job. Answer : May-14, Q2(a)
The production oriented leadership behaviour
Leadership is mainly related to the interpersonal
concentrates on achievement of goal and work
aspects of a leader’s job like planning, organising,
facilitation. Here a leader guides and directs the
controlling and administering. As there is a direct
subordinates in setting the performance goals
impact of leadership on organisational performance,
and efficiency. As production oriented behaviour
effective leadership is very important for any
gives importance on reaching the goals and
organisation. Leader’s effectiveness mainly depends
facilitating task structures, this behaviour is very
on the leader’s behaviour. The following are task,
similar to the initiating structure identified at the
relationship and change oriented behaviours of leaders
Ohio State studies.
which acts as a basic important aspects of a dynamic
(ii) Employee Orientation leader,
In this leadership behaviour, leaders 1. Task Oriented Behaviours
concentrate on fulfilling the human needs of In the task oriented behaviours, leaders
their subordinates. The main aspects of this concentrate mainly on the performance of task. These
leadership behaviour is to support leadership and behaviours are not concerned with the interpersonal
to encourage interaction in the organisations. aspects of leadership. In this, the leaders are more
In the employee oriented leadership behaviour, concerned about the way of task that is to be
leaders support and help their subordinates, tries performed and the other effective ways of performing
to understand their problems and gives special the task.
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UNIT-1 Introduction to Leadership 15
The following are the task-oriented behaviours (ii) Encouraging Principles and Values
which are important for effective leadership. One of the role of a leader is to encourage those
(i) Flexible and Adaptable principles and values in the organisation which
It is very important for a leader to be will lead to the success of the organisation and
flexible and adaptable to the various changing its members. These values and principles are
situations of the organisation. On the basis of mainly related with the emotions and feelings
the demands of the situation, the leader should of the individuals. The values and principles
select a suitable structure of the organisation. should be clearly explained to the group
He should supervise the subordinates by members by their leaders, so that they can carry
providing training and developing their skill, out their work accordingly.
so that they get adjusted in the organisation. (iii) Supporting
(ii) Planning and Setting the Direction By having supportive leadership behaviour,
One of the most important role of a leader is leaders can show care and concern towards the
to implement change in the organisation and needs and emotions of their group members and
to set a direction for change. For setting the can build effective interpersonal relationships
direction, leader creates a vision of the future with them. If a subordinate is satisfied by his
and develops strategies for making the desired leader, then he will carry out his task effectively.
changes to achieve the vision. The leader Supportive leaders always encourages and praises
should formulate short term plans and take the group members which in turn increases the
actions for implementing plans by communi- efficiency of the organisation.
cating them to the group members. (iv) Developing
(iii) Risk Taking
Developing helps in improving the skills of
Risk is inherent in any business organisation.
the individuals and also helps them to adjust
Unless and until risk is taken in the organisation,
with the job. A leader having developing
a leader cannot implement ‘change’. Risk
behaviour gives motivational feedback to his
taking is very important for a leader and is an
important aspect of leadership behaviour. Thus, subordinates for maintaining and improving
a leader should always be ready to take risk and their performance which in turn builds
help the group members to accept the change. mutually corporate relationships between the
(iv) Monitoring and Guiding leaders and their subordinates. Developing
Monitoring the operations and performance is mostly beneficial to the employees who
of the employees, helps a leader to plan and are new to the job and organisation. Leaders
solve their problems. A leader should conduct with developing behaviour, coaches, mentors
periodic review meetings against plans and and provide career counselling to the group
budgets and should monitor the key process members. A leader should serve as a role model
variables. They should observe the operations and help the group members to identify their
and performances of the subordinates and strengths and weaknesses.
provide feedback to them. They must also 3. Change Oriented Behaviours
guide the group members about the way in Change is very essential in any business
which they should complete their task. organisation. A leader should keep in touch with
2. Relationship Oriented Behaviours the changing trends in the market and should make
Leadership is a process which influences the changes in their organisations accordingly. Change
leaders and followers for achieving organisational oriented behaviours are the behaviours, attitudes
objectives. Relationship oriented behaviours deal with or skills which concentrates more on implementing
the relationship between the leaders and their followers, changes in the organisation.
The following are the relationship oriented
The following are the changes oriented
behaviours which are important for effective leadership.
behaviours that are important for effective leadership,
(i) Mobilizing and Aligning Individuals
(i) Interpreting
Mobilizing deals with communicating the
expecta-tions to the group members clearly Interpreting implies predicting about what will
and showing care to them. By aligning, all the happen in future. A leader should interpret
organisational members can carry out their events for identifying the urgent need for
work in the same direction and in uniform change. He should interpret and decide what
manner. Both aligning and mobilizing the actions are to be taken in the organisation and
individuals are important behaviours of leader guide the group members in implementing the
which helps in effective leadership. action steps.
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16 Leadership and Change Management
(ii) Innovation 3. Good visions help in the creation of a common
Innovation means to bring in new ideas or identity and a shared sense of purpose.
to make change. Leaders should develop 4. Good visions are competitive, original and
innovative strategies which are connected to unique. They make sense in the market place
the core competencies of their organisations. as they are practical.
They should always promote innovation 5. Good visions foster risk-taking and
and entrepreneurship in their organisations. experimentation.
Innovation is very important to bring about
6. Good visions foster long-term thinking.
change in the organisations.
7. Good visions represent integrity, they are truly
(iii) Monitoring External Environment
genuine and can be used for the benefit of people.
It is very important for a leader to monitor the
The vision represents a positive image about
external environment of the organisation for
the future of the organization and is considered as
identifying the opportunities and threats. A leader
a path towards the destination. With the purpose of
should study the competitor’s and outsider’s
developing a shared vision, leader always searches for
move for getting the ideas of improvement.
the new ideas and organization strategies. Sometimes,
1.1.4 V i s i o n , I n s p i r a t i o n a n d the leaders are artistic as they consider those ideas are
Momentum of Leadership fascinating and authentic.
Inspiration moves Individual towards Action
Q15. What is VIM? Discuss vision, inspiration
and momentum of leadership. Inspiration refers to the emotions, behaviours
Answer : or feeling of enthusiasm which get created by seeing
VIM or listening someone or something. Once the people
VIM stands for Vision Inspiration Momentum. get inspired with the leader and their hearts get
It is an approach and a tool used by a leader to aroused then they arouse the hearts of others. Such
effectively and efficiently carryout his/her role in a inspirational environment is get initiated by the
an organization. This approach is used implicitly positive energy which are created by the leader.
by few leaders and in explicit form by few leaders. Leaders are the persons who have the
The competency to develop vision, inspiration and capability to create a vibrant environment which will
momentum is the main essence of the leadership. The inspires people through caring, respect, inclusion
individuals are not specifically effected by plans and and acknowledgement. They always creates their
analysis. Infact, they are effected by the trinity of other inspirational presence in any environment. They
things. An effective leader gives more importance plays an important role in creating positive and
to all the actions and develop them by using various engaging environment in any kind of people’s
skills for every component of trinity. gathering. According to some researchers “leaders
Vision is a Way towards Destination cannot demand inspiration from: they must create the
According to Kotter (1990), Vision is defined environment that encourages such inspiration”.
as a “Description of something (an organization, Inspiration helps individual to move towards
corporate culture, a business, a technology, an activity) the action. It is among the individuals involved in the
in the future”. organization to move for certain actions. A leader uses
According to E1 – Namaki, “Mental perception interpersonal skills to influence the individuals and
the kind of environment and individual, or an assist them to view the benefits.
organization, aspires to create within a broad time
Momentum Carries Organization towards Its
horizon and the underlying conditions for the
Destination
actualization of this perception”.
Based on the above definitions, vision can be simply Momentum provides benefits to the organization
defined as a perception of future events i.e., it is an imaginary and carries it to the destination. A leader by using efficiency
view of the future. It helps to decide or to know where the and problem solving skills work towards the mission.
organization is going to be in future. It mainly deals with These three aspects i.e., vision, inspiration and
“What and Where” aspects of the company. momentum make leaders to perform more effectively.
The following are the benefits of vision, If a leader is not a visionary then he/she cannot even
1. Good visions are inspiring and exhilarating. inspire. If a leader cannot develop shared vision then
2. Visions represent a discontinuity, a step he/she is not a momentum-sustainer. The small teams
function and a jump ahead so that the company and even large organization can view leadership in the
knows what it is to be. following forms which is as follows:
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UNIT-1 Introduction to Leadership 17
Leadership = Vision × Inspiration × Momentum
An effective leader can develop a considerable level of vision, inspiration and momentum in their
individual teams.
Vision

Momentum
Thresholds levels
to be exceeded

Inspiration

Vision

Figure: Vision, Inspiration and Momentum (VIM) of Leadership

An effective leaders mostly initiates by developing a vision, follows inspiration and momentum.
1.2 International framework for Analyzing Leadership
Q16. Discuss about the framework for analysis of international leaders.  May/June-16, Q2(b)
OR
Discuss international framework for analyzing leadership.
Answer : May/June-12, Q2(b)
International Framework for Analyzing Leadership
The international framework for analyzing leadership includes the following factors,
Childhood Development Professional Organisational
Adaptability Factors Development Development
Training Organisational Structure
and Education
(i) Development of P (i) Analytical skills O (i) Geocentric
Narcissism E (ii) Professional skills R (ii) Third country nationals
(ii) Cultural diversity in R (iii) Other culture G usage
family S studies A (iii) Flat
(iii) International O (iv) International N (iv) Organic
experience in early N environment (v) Multicultural
I
stages. studies
A S
(iv) Multilingualism (v) Languages
L A
(v) Multiple roots (vi) Emotional
I T
(vi) Few as if qualities intelligence
T I
Leadership Y Executive O International Human
factors Development N Resource Management
S A
(i) Self-confidence (i) Responsibility in (i) Career pathing
C early stages L
(ii) Responsibility (ii) Re-entry management
R (ii) Variety of tasks
(iii) Curiosity (iii) Evaluating selection
E (iii) International S criteria
(iv) Imagination
E experience in C (iv) Succession planning
(v) Hardiness
N early stages R (v) Communications.
(vi) Skills of decision-
making (iv) Corporate values E
(vii) Networking abilities E
(viii) Envisioning N
(ix) Communication
skills
(x) Important values
(xi) Goals of carrier and
expectations
Personal
Development
(i) Supportive spouse
(ii) Adaptable spouse
(iii) Children who are
Movable
(iv) Varying interests

Figure: International Framework

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18 Leadership and Change Management
The above framework reveals the various Most of world’s difficult problems are answered
factors contributing towards international leadership. by globalization which is altering companies and it
cultures develop since childhood. These factors can be applied not only to a company’s selling and
responsible for effective leadership are further purchasing activities but also deals with fascinating
improved by early leadership responsibilities, and retaining the world’s most talented people.
international work and educational experiences. According to Former Secretary General of
Development of international leadership United Nations - Kofi Annan . “Arguing against
since childhood, characterized by cultural diversity globalization is like arguing against the laws of
and international experience in early stages helps to gravity”.
improve language skills and an attitude of cultural
empathy. All these depends upon an individuals self-
1.3 Personality types and
experience determined by the nature and quality of
Leadership: Five factor
his self development. Model of Personality
Q17. What is meant by personality of a leader?
If an individual is exposed to leadership
Briefly write about different types of
experiences in the early stages within the organization,
personality.
then it would enable him/her to face the leadership
challenges or difficulties effectively which he/she may May-15, Q2(a)
face in the future. OR
When these early experiences are blend with Explain about different types of
the talent management system and an organizational personality.
structure, then it would contribute towards the (Refer Only Topic: Types of Persoonality or
management of international carriers. Personality Traits)
Explanation of the International Framework Answer : Dec.-14, Q2(b)
Following is the explanation made about Personality of a Leader/Personality Trait
international framework for analyzing leadership from According to the various research studies
the above framework/structure. conducted by managers and human resource specialists,
1. To operate effectively and efficiently in the it was found that every person who wants to become
international world, cultural empathy and an effective leader must posses some personality
adaptability. features, qualities, attributes and competencies which
are called as personality traits. The personality of
2. The extent of cultural diversity existing
a leader must include the competency, honesty,
within the family and early culture exposure
intelligency, flexibility, creativeness, couragious,
influences executives strongly.
humility, sense of humourete.
3. Leadership qualities depends on self
Types of Personality or Personality Traits
engagement activities and challenges faced in
early career stages. The personality traits are classified into two
types.
4. Global leadership qualities should be developed
through the experience of challenging of 1. General personality traits and
foreign tasks in the early stages and forward 2. Task related personality traits.
movement of executive’s career path. 1. General Personality Traits
5. A learning environment is established for global A general personality traits refers to a trait
leadership by multicultural organizational which is observable from inside and outside of the
atmosphere and character. work circumstances. These personality traits deals
6. The additional global leadership qualities with the success and satisfaction of work as well as
can be influenced by the cultural openness personal life. They are of following types,
of spouse and children and their prosperous (i) Self Confidence
adoption towards global lifestyles. Self confidence is a behaviour and
If an individual solves difficult tasks (like turn interpersonal skill which an individual shows
around problem, a merger and acquisition challenge in various difficult situations like being chill
etc.,) in the early stages of his/her career, then there at the times of stress. A self confident leader
are many chances that he/she occupies a top executive induces self confidence among its group
position in the organization. members.
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UNIT-1 Introduction to Leadership 19
(ii) Humility (ii) Courage
A humble leader does not have pride and It is very important for a leader to be brave
arrogance. He confesses his mistakes to his and courageous, so that he or she can face the
group members and confesses that he is not challenges of risk taking and being initiative. If
perfect in everything. For improving the an enterprise fails, only a courageous leader will
organisational performance it is very important have the capacity to recommend a new enterprise.
for the organisations to have humble leaders. (iii) Internal Locus of Control
(iii) Trustworthiness Internal locus of control refers to an individual’s
For a leader to become effective, it is very important belief that events and happenings are
for him to be trustworthy. Trust plays a very important controllable by him. Internal locus of control
role in building effective relationships. It is not only encourages self confidence among the leaders
important for a leader to be trustworthy, but they with which they can effectively control various
should also trust his/her group members. If the situations. The leaders with internal locus of
group members do not have trust in their leaders, control thinks that they have the capacity to
then it develops negative attitude among the group change the adverse situations.
members towards their leaders. (iv) Flexibility and Adaptability
It is very important for a leader to implement
(iv) Extroversion
changes in the organisation, so, for
This trait reflects talkativeness, assertiveness,
implementing changes, the leader have to be
being sociable and open to establish new
flexible and adaptable to various circumstances.
relationships. Such type of leadership trait helps
Being flexible and adaptable helps the leaders
the leaders to be friendly and demonstrative in
to adjust with the changing situations.
various situations. An extrovert leader would
(v) Emotional Intelligence
love to take up the leadership role and take part
The individual’s ability to understand,
in the group activities.
sympathize and manage the emotions and
(v) Assertiveness feelings of other persons is called as emotional
Assertiveness is an individual’s ability to explain intelligence. Emotional intelligence helps a
his demands, opinions, feelings and attitudes leader to connect and understand the feelings
in a straight forward and outspoken manner. If and emotions of his group members. It also
a leader is assertive, then he/she can carry out helps a leader to have self awareness, self
number of tasks and can accomplish its objectives. management, social awareness and managing
An assertive leader tackles his mistakes, desires the relationship with the group members.
for higher performance and have very high Thus, the above mentioned general personality
expectations from his group members. traits and task related personality traits help a leader to
(vi) Emotional Stability become effective and carry out his leadership process
Emotional stability is the individual’s ability to effectively.
cope up with stress. A less emotional stable person Q18. What is meant by personality? Briefly write
tends to be nervous, depressed and insecure, about five factor model of personality.
whereas a positively emotional stable person Dec.-12 | Jan.-13, Q2(b)
tends to be calm, enthusiastic and secure. It is very OR
important for a leader to have positive emotional Define personality and explain the five
stability in them as the team members expects and factor model of personality.
wants stability and uniformity while treating them. June-13, Q2(a)
2. Task Related Personality Traits OR
Define ‘Personality’. Discuss about five
A task related personality traits are those trails
factor model of personality.
which are mainly related with the accomplishment of
Answer : Dec.-13, Q2(b)
a task. They are of following types,
Personality
(i) Passion According to Maddi, “Personality is a
Passion refers to the individual’s obsession collection of features and tendencies that determine
towards accomplishing the organisational the similarities and differences in the behaviour of an
objective. An effective leader should not only individual in the form of thoughts, feelings and actions
have passion for his/her work but should also of people that have continuity in time and that may
have passion for his group members without not be easily understood as a sole result of the social
which he cannot accomplish the task. and biological pressures of the moment”.
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20 Leadership and Change Management
The word personality has been originated from the Latin word ‘Persona’ which means ‘to speak through’. It
is a basic characteristic feature of an individual which helps in influencing others through the external appearance.
However, only physical appearance does not constitutes personality. Personality must also comprises of the social
stimulus value, inner awareness and the specific pattern of measurable traits personality has been defined differently
by different people.
Five Factor Model of Personality/Big Five Personality Traits
The “Big Five” personality traits have been identified after personality experts condensed the innumerable
personality traits described over the years. The Roget’s Thesaurus and Webster’s Dictionary also contains
thousands of words representing personality characteristics. All such words were arranged into 171 clusters
and then, using sophisticated techniques were reduced to five dimensions. These five dimensions include
extraversion, agreeableness, conscientiousness, emotional stability and openness to experience as follows,
1. Extroversion
This trait reflects talkativeness, assertiveness, being sociable and open to establishing new relationships.
Such extroverts possess a comfortable tendency with relationship. The opposite of this represents introversion.
2. Agreeableness
Agreeableness refers to person’s ability to get along with other people. Such people prefer harmony
and does not stick to their say. They are cooperative and trust others.
3. Conscientiousness
A person with high conscientious nature tends to focus on few goals at one time. He is likely to be
organised, systematic, careful, thorough, responsible, self discipline and achievement oriented. Whereas one
who is focussing on many goals at one time is of low conscientious in nature. He is disorganized, careless,
irresponsible, less thorough and less self-disciplined.
4. Emotional Stability
This is the ability to cope with stress. A positive emotionally stable person tends to be calm, enthusiastic
and secure. A less stable person tends to be nervous, depressed and insecure.
5. Openness
People with high levels of openness tends to be interested and impressed by novelty and innovation.
They are willing to listen to new ideas and chance their own ideas, beliefs and attitudes in response to new
information. Thus, this represents a person’s range of interests. People with low level of openness tend to
have few interests, less curious, less creative and less receptive to new ideas.
6. Other Traits
The other traits includes,
(i) Authoritarianism
This trait is used to describe an individual having strong belief in legitimate formed authority, considers
obedience to authority necessary, adheres to traditional value system, is intellectually rigid, opposes the
use of feelings, oriented towards conformity to rules and regulations and prefer autocratic or directive
leadership.
(ii) Machiavellianism
Such people are prone to involve in organisational politics and practices game playing and power
tactics. Jobs requiring bargaining skills and commissioned sales efforts are performed better by
machiavellianism.
(iii) Introversion and Extroversion
Introverts are those who have less interpersonal orientation and are less sociable. They are less gregarious
and talkative. They are shy, quiet and retiring people. These people excel at tasks that require thought
and analytical skills.
Extroverts are more talkative, outgoing, gregarious, sociable and having interpersonal orientation.
Extroverts are suitable for tasks requiring more interaction with others.
(iv) Risk Taking
High risk taking managers make rapid decisions and use less information in making their choices.
Such a trait proves more effective for a stock trader in a brokerage firm, but acts as a disadvantage for
accountants performing auditing activity. Whereas it is reverse with respect to low risk takers.
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UNIT-1 Introduction to Leadership 21

1.4 Leadership Perspectives (ii) Power Distance

on Cultural Values, It is the degree to which the employees accept
the fact that the organizational members have
Social Responsibility different levels of power. The culture in which
and Organizational the authority is obeyed without any question
Performance is considered as high power distance culture.
Q19. How culture influence leadership? In this culture, managers make autocratic
Discuss how leaders can manage decisions and subordinates do as they are told.
culturally diverse workplace. The countries having high power distance
OR culture are France, Spain, Japan and Mexico.
Explain about relation between leadership The culture in which the employees accept
and cultural values.  Dec.-15, Q2(b) the directions of the managers only when they
OR think that the manager is right, is considered
Explain how leadership creates a culture as low power distance culture. In this culture,
and values in an organization. managers consult with the subordinates before
Answer : Jan.-12, Q2(a) decision making and there is a strong work
Influence of Culture on Leadership ethic. U.S, Ireland, Germany and Israel have
In order to become a successful, leader should low power distance cultures.
depend highly on culture where he/she works. It (iii) Uncertainty Avoidance
doesn’t mean that the leaders are capable of leading the The culture in which the managers take more
organization. Inorder to get ability to lead one should risks and accepts the innovative behaviours of
need leadership skill, those skills should match with the the employees is considered as low uncertainty
cultural values where they work and lastly they require avoidance culture. U.S, Canada and Australia
authority to manage such skills. The leader must be have low-uncertainty avoidance cultures.
aware of clear and indistinct cultural differences for
The culture in which the managers try to reduce
influencing, inspiring and motivating culturally distinct
risks and want predictable and certain futures
people. Those differences are generalizations but they
will work as initiating points in the leaders attempt for is considered as high uncertainty avoidance
leading an individual from another culture. culture. Israel, Japan, Italy and Argentina have
Managing Culturally Diverse Workplace high uncertainty avoidance cultures.
For managing the cultural differences at the (iv) Materialism – Concern for Others
work place, the leader has to do the following, Materialism refers to the culture in which
1. Important aspects of differences in cultural values. ‘success, money and material things’ are
considered as dominant values of society. U.S,
2. Effect of cultural values on leadership style and,
Japan and Italy have materialistic cultures.
3. Apply a motivational theory across various
Concern for others is the culture in which the
cultural groups.
dominant values of society are ‘caring for
1. Important Aspects of Differences in others and high quality of life. Sweden and
Cultural Values Denmark have ‘concern for others’ culture.
The following are the important dimensions of (v) Long – Short Term Orientation
differences in cultural values. In the long-term orientated culture, leaders have
(i) Individualism – Collectivism a long-range perspective. These leaders are
Individualism is the tendency of the individuals economical and careful and do not desire for quick
to look after themselves. These individuals give returns on their investments. Pacific Rim countries
importance to their own interests and values. have long-term orientation.
Economically advanced countries like U.S, In short term oriented cultures, the leaders
Canada and Great Britain tends to place greater desire for quick returns on their investments
emphasis on individualism. Countries with high and does not have the tendency of saving. U.S
individualism expects people to be self-sufficient. and Canada have short-term oriented culture.
Collectivism places great deal of importance on 2. Effect of Cultural Values on Leadership
group decision making and affiliation. These Styles
individuals give importance to the success of The cultural values affects not only the
the organization. Japan, Hong Kong, Mexico behaviour of leaders and managers but also the
and Greece are the examples of collectivistic behaviour of other employees of the organization. This
cultures. is because of the interpersonal relationships which

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22 Leadership and Change Management
takes place in the management. Every organization (i) Effective problem solving
has different management and leadership processes on (ii) Leading change in high-performance organizations
the basis of their cultures. There are number of ways (iii) Enhancing follower’s confidence
in which the cultural values affect the leadership style (iv) Motivating others and
of the individuals. (v) Building trust and admiration with leaders.
Cultural values and norms mainly includes
Leader’s social responsible values
leadership behaviours which are acceptable and
societal laws which restricts the use of power to affect
the individual’s actions and decisions. If a leader does Leader’s vision and integrity
Socialized
not follow the societal norms of the organization, charismatic
then the employees will not respect him which in turn leadership
Followers social
reduces his effectiveness as a leader. responsibility values
Apart from cultural values, the behaviours and
styles of the leaders are also affected by the situational Figure: Model of Socialized Charismatic Leadership
variables like organizational size, type of organizational Principles of Socialized Charismatic Leadership
climate, environment, level and functions of the Social responsibility forms a basis for leadership
manager, position, power and status. But nowadays with
called socialized charismatic leadership which can
widespread knowledge of leadership and management,
motivate the follower and leader to reach high level
effective leaders from various geographic countries are
of morality in order to behave independently and in
developing similar styles.
an ethical manner without considering the norms and
3. Apply Motivational Theory Across
expectations of others.
Various Cultural Groups
Inorder to understand the cultural factors The principles of socialized charismatic
affecting leadership, leader should apply motivational leadership are as follows,
theory across various cultural groups. Expectancy Principle-1
theory helps in providing guidelines about cross- The strong socially responsible values forms
cultural motivation to leaders and managers. basis for development of effective and sustainable
Expectancy theory deals with two dimensions leadership at strategic levels of organization.
which are relevant for understanding cross-cultural Individuals with a social responsible sense have high
differences in motivation as follows, levels of morality and engaged in doing right things
(i) Identifying individual’s control on and also have a concern about others. Charismatic
environment and leaders through their actions and policies demonstrate
(ii) Suitability of rewards. their social responsibility values.
According to Nancy. J. Adler, expectancy theory Example
rely mainly on the degree to which the employees think David Varney, chairman of mmO2, a leading
that they have control on the results and trust on their mobile communication services in Europe, has
leader that they will give suitable rewards to them for implemented a strategy in order to show his social
their efforts. Employees’ belief that they have control on responsible sense through working with stakeholders
their results depends on their culture. for developing social responsible policies and to
Q20. Explain briefly about the leadership eliminate the materials which may harm the animals.
perspecives on social responsibility. Best Practices Relevant to Principle-1
OR In order to maintain the social responsible
Write a note on leadership perspectives on values the leaders at strategic levels or executives
social responsibility. What are the principles emphasize more on pursuing high levels of morality,
of socialized charismatic leadership. integration and taking effective decisions by
Answer : considering the social responsible values. For this
Leadership Perspectives on Social Responsibility they have to follow the practices explained below,
Leadership is based on values and focus more
(a) Assessing the Morality of Leaders using
on social responsibility. The social responsibility
Kohlberg’s Morality Scale
values are to be followed by the leaders at strategic
levels which can make them highly effective leaders Leaders have to assess their behaviours and
such as charismatic leaders. These leaders can create decisions using Kohlberg’s morality scale. In this scale,
and develop vision of the organization based on the the pre-conventional stage of morality, leaders act as the
strong values and its powerful imagery as illustrated followers of the authorities only to avoid punishments.
in the following figure. The emphasis of leadership Later in the second stage which is called conventional
on social responsible values help them in, stage, the individuals work upto the expectations
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UNIT-1 Introduction to Leadership 23
of others according to the norms and rules of the Q21. Write a note on perspectives of leadership
organization. In post conventional stage, individuals on an organizational performance
perform without considering the expectations of others and explain the tools and controls or
and follow the principle of justice in order to balance the improving organization performance.
concern for self and for others. Answer :
(b) Considering the Stakeholders in Leadership Perspectives on Organizational
Decision Making Performance
Leaders/executives should take decision Organization performance can be improved
regarding the organization only after examining the with the help of supportive social architecture of
financial reports and balance sheet along with the future organization which consists of structure, processes
relationships with the stakeholders of the organization, along with norms and culture of organization. In
as the decisions of executives mostly affects the order to improve organizational performance strategic
relationships with stakeholders at a large extent. leaders have to perform the following activities,
(c) Be Committed to Social Responsibility 1. Reducing hierarchy or encourage flat
Executives should also have a concern for the organization structure.
society and represent their social commitment through 2. Distribution of authority and responsibility or
their actions such as allotment of funds to charities or decentralization.
social-welfare projects etc. 3. Improving informality instead of rigidity.
Principle-2 4. Creation of a culture which is cohesive and adaptive.
Leadership at strategic levels with a concern 5. Establish standards for individuals and groups.
towards social responsibility should possess the 6. Creating norms at different levels.
following two behaviours, The norms at different levels include,
1. Visionary behaviour (i) Cooperative norms for improving cooperation,
2. Integrity and transparency coordination and information sharing.
Leaders at strategic levels should take into (ii) Performing norms for developing performance
consideration, the social responsible values while of organization.
developing vision in order to show their commitment (iii) Innovating norms for enhancing participation
towards social responsibility. and involvement.
Leaders have to possess the following These three norms help the organization to
behaviours in order to reflect the integrity, improve its performance to become a high performance
(i) Open and sharing the information with followers organi-zation. Leaders are engaged in shaping the
(ii) Keeping one’s word organization culture to fit the organisation structure which
(iii) Have concern for the follower’s interests along with helps in improving performance of the organisation.
concern for self and have a balance between these two. To o l s a n d C o n t r o l s f o r I m p o r o v i n g
In order to draw desirable outcomes, leader Organizational Performance
should create a social responsibility culture among The seven levers can lead the organization
the followers which facilitates them to share common towards high performing organisations. Only
values and beliefs and make them socially responsible one approach cannot suit the requirements of
and ethical individuals. The following are the all the organisations. The method of improving
behaviours that can be perceived by the followers organisation’s performance varies from one firm to
from this type of strategic leadership are, other and depends on the managerial needs of the
(i) Emphasis on the vision organisation. The tools and control that are available
(ii) Decision making accordingly for improving the performance are as follows,
(iii) Possess high ethical standards. Lever (1) : Defining the Target Clearly
Leaders have a great influential role in shaping Leader should differentiate high performance
socially responsible behaviour of the followers. An organisation from low performance organization and
efficient leader can help followers in identifying define the target firm. The basic difference between
the environmental factors and wide variety of these two firms i.e., their strategic direction. High
stakeholders of the organization and their effect on performance organizations have clear, flexible and
the firm’s performance. Leaders have been realized inspiring vision and objectives than low performing
that building strong relationships with stakeholders firms. Leaders have to communicate the vision to
and social responsible sense will lead to success of all the members and make them familiar with the
the organization in all aspects. standards established for performance.

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24 Leadership and Change Management
Lever (2) : Track Performance Lever (5) : Empowering the Employees
Strategic leader has to build a high It is necessary to empower the employees of
performance culture in the organisation through organisation to improve organisation’s performance.
introducing a measuring system in order to measure Empowering is one of the most important tools in
the performance of the implemented strategies. organisation. Leaders have to empower the members
Metrics is a focussing device which provides through focussing on their self-direction and self-
proper feedback on performance of strategies. It management. The development of self managed teams
is essential to have both soft and hard measures. facilitate the members to work towards a common goal
There are number of key metrics that are meant for through self directing and managing themselves.
performance measurement in three areas including, The principles used to empower the
(i) Whole organisation performance such as organisation’s members are,
profitability, growth etc. (i) Valuing the employees
(ii) Performance of the statement of intent (ii) Sharing vision, goals and direction
(iii) Performance of organisation culture. (iii) Building trust with employees
(iv) Transparency in information Lever (6) : Recruiting the Right Candidates
(v) Delegation of authority. Leaders have to select the individuals by
Finally leaders have to assess the SMART considering their ability and behaviours. The
(i.e., Specific, Measurable, Actionable, Relevant and individuals should fit the organisation culture and
Timely) metrics and then communicate the results with contribute more for the organisation’s success.
the stakeholders of an organisation. If transparency of Lever (7) : Rewarding the Members Based
metrics is more, then it is easy for leaders to monitor on Results
the performance and to take corrective actions for An organisation must develop its compensation
further improvements, if necessary. system in such a manner that rewards are given
Lever (3) : Communicating the Organisation’s on the basis of the performance, growth, ability of
View or Strategic Direction individuals and their contribution to the organisation’s
It is necessary for a strategic leader to educate and success. The compensation or reward system should
communicate the followers or members of organisation possess the following features,
regarding the strategic direction of organisation. The (i) Customized reward system.
objectives of the individuals or groups should be (ii) Rewards should be meaningful.
aligned with the organization’s strategic goals and (iii) Rewards should be reasonable when compared
objectives for better accomplishment. Leader should to the value of rewards.
act as a teacher not as an expert to guide the followers (iv) Rewards have to be paid immediately and
in gaining accuracy and empowering views of reality. should be based on the contribution of
They have to direct the followers and help them in members to the organisation’s success.
order to achieve a clear view of reality, the challenges (v) They should be visible and easy to understand.
and opportunities available for them. 1.5 Current Issues in
Lever (4) : Emphasize on Learning
Leadership
Leaders and organisations often fail in their
Q22. Discuss the various problems faced by
efforts, if they are unable to learn new things and
leader. Suggest some techniques for
practices. Learning helps the organisation to respond overcoming those problems.
quickly to the environment and utilizes the opportunities May-15, Q2(b)
effectively. According to Gohm, strategic leaders have OR
to give priority to learning for improving organizational Discuss about various issues in leadership
performance as well as individuals. The ways that can development.  Dec.-15, Q2(a)
be followed for learning are, (Refer Only Topic: Problems/Issues Faced by
(i) Through developing learning habits such Leaders/Leadership)
as listening, asking open-ended questions, OR
developing communications etc. Examine the contemporary issues of
(ii) Through motivating the followers to develop leadership styles.
learning habits and provide feedback to them. (Refer Only Topic: Problems/Issues Faced by
(iii) Creation of learning culture in organizations. Leaders/Leadership)
(iv) Provide the employees with continuous Answer : May-14, Q2(b)
learning opportunities. Problems/Issues Faced by Leaders/Leadership
(v) Distribution of authority and responsibility Leadership and leadership development
among the individuals. program is the dynamic and consistently evading field
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UNIT-1 Introduction to Leadership 25
of current scenario. Therefore, if the changes are made Overcoming the Internal Problems/Challenges
in the world’s environment it automatically creates The techniques to overcome internal problems/
new challenges or issues for the leaders. For example, issues are as follows,
‘COVID-19 pandemic’ crisis situation created (i) The leaders should come out from the feeling
so many challenges or issues for the leaders like, of insecurity. They should keep themselves
managing the company’s work online, accomplishing calm and should have good feeling towards
the task through working from home etc. responsibilities. They should try to find the
During pandemic situation, leaders need to ways to overcome insecurity.
find ways to direct their teams effectively when they (ii) Before taking any important decisions, a
are not physically present. This requires leaders to leader needs to listen to peoples responses
develop a clear and concise communication strategy, to his plans, ideas and opinions. He should
establish clear expectations for their team and invest listen to all either it is positive or negative
in technology that enables them to stay connected assuming that there is something important
with their team members in order to accomplish the in peoples response. This way, an accurate
project work on time. and effective decision can be taken.
The various issues or problems or challenges (iii) In case, if the leader has some sort of problem
faced by leader in current business environment are in dealing with people then he should take the
divided into two categories, assistance of a good friend, a psychotherapist
1. Internal Issues/Problems/Challenges and or a colleague. It is not necessary to solve all
2. External Issues/Problems/Challenges. the problems on his own.
1. Internal Problems/Issues/Challenges (v) To avoid burnout and frustration, the leader
The internal problems/issues/challenges are as should keep his mind fresh by doing any such
follows, activity that takes him away from regular
concerns. Many activities such as meditation,
(i) Sometimes, leaders may feel insecure when
playing music, sports and fitness activities will
they realize that they cannot cope up with the
bring peace and make him healthy.
tasks they face. This insecurity may keep them
(iv) In order to reduce the burden of responsibilities,
from being proactive and a feeling of being a
it is essential to find an individual or a group
leader.
with whom he can discuss the realities and
(ii) Many situations demand for immediate
problems of leadership. This will help the
decisions from leaders. Under this sort of
leader to realize that there are alternative ways
situation, leaders find it very difficult to take
of resolving things and there are many people
up a right decision. It is necessary for leaders to
to support him.
make decisions and should also accept the fact
2. External Problems/Issues/Challenges
that “consequence is the part of leadership”.
The external problems/issues/challenges are as
(iii) Few individuals are so afraid of hurting others follows,
that they don`t say anything negative to anyone. (i) The leaders may be criticized by public i.e.,
Even, if someone is not performing his duty either individuals from his own group or from
properly, they feel reluctant to command them. a mission.
This way they make things more worst, thus (ii) They may face critical situations related to
it is essential for leaders to maintain firmness finances, politics, legal concerns (lawsuits,
being a leader. programs, public relations (scandals) and
(iv) Some leaders are found to be very impatient spiritual issues such as low morale and loss of
with situations and people. They may take interest.
rash/inappropriate decisions which ultimately (iii) The most worst form of crisis is “Disasters”.
makes the situations more worst. Being a Crises are somewhat controllable but disasters
leaders, one should learn to be patient. are very difficult to control. Leaders find it
(v) It is a big challenge for leaders to avoid burn- difficult to deal with disasters as they are left
out. The leaders may burnout due to workload, with no clue to resolve it.
stress, frustrations and many situations. At this (iv) There could be a collaboration between the
point of time, the leader may no longer cares leader`s own group and other groups of an
about vision and the work of the group. This organisation. This may call upon a leader to
creates uncertainty in the group. Thus, it is very establish clearly defined boundaries between
essential to recognize the signs of burnout and the groups to balance the needs of leader`s own
they should find the ways to resolve it. group.
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26 Leadership and Change Management
(v) A leader has to fulfill his work load and no one recognizes the amount of his effort and his contributions.
They are also human beings. Like others, they also need support and comfort.
Overcoming the External Problems
The techniques to overcome external problems/issues are as follows,
(i) The leaders are required to perform their responsibilities irrespective of the situations and criticism
from the groups.
(ii) It is the quality of a leader to have the courage to resolve the conflicts. He should first identify and
acknowledge the conflicts as early as possible because if the conflict grows, it becomes difficult to
resolve it.
(iii) During disasters and other crises situations, the leaders are needed to be creative enough to search for
unusual ways to get things done.
(iv) While taking decisions, the leaders should involve its group members in decision making process. He
should let them to analyze and come out with a best solution. Apart from his own group, the leader
should also support other groups having similar interest.
(v) To revisit the set vision and to renew commitments, occasional meetings must be conducted. This will
be helpful in reminding the vision and refreshers the feeling to get ready for accomplishing the vision.

1.6 Contemporary Leadership Styles

Q23. Write about leadership styles. What are the various contemporary leadership styles?
OR
Discuss the contemporary leadership styles.
Answer : June-13, Q2(b)
Leadership Style
The essence of leadership style is the traits, skills and behaviours which the leaders use while communicating
with their followers. Behaviour is regarded as the most important element of leadership style, as it is the behaviour
which distinguishes a leader from other persons. So, leadership style consists of the behavioural pattern of an
individual who tries to influence others. Leadership style includes two types of behaviours, task related and
relationship related behaviours. Task related leadership style is concerned with accomplishment of task whereas
relationship related leadership style is concerned with developing close interpersonal relationships.
Contemporary Leadership Style
The various contemporary leadership styles are as follows,
Contemporary leadership styles

Transformational Transactional Charismatic Symbolic

leader leader leader Leader

Figure: Contemporary Leadership Styles

1. Transformational Leaders
Transactional leadership is one of the leadership style used by a leader. It mainly deals with the
transactions which takes place between a leader and his followers. In this type of leadership, a leader approaches
his followers with an aim of exchanging one thing for the other. For Politicians promising no new taxes to
win votes or Leaders promising rewards to the employees for increased productivity.
2. Transactional Leader
Transactional leadership is one of the leadership style used by a leader. It mainly deals with the
transactions which takes place between a leader and his followers. In this type of leadership, a leader approaches
his followers with an aim of exchanging one thing for the other. For Politicians promising no new taxes to
win votes or Leaders promising rewards to the employees for increased productivity.
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UNIT-1 Introduction to Leadership 27
3. Charismatic Leaders According to Randy, Dobbs following five key
The word ‘charisma’ has been derived from elements must be present in a leadership to be called
Greek language which means ‘divinely inspired gift’. it as a transformational leadership. Such elements are
Charisma is a special or unique quality of a leader as follows,
which differentiates him from other individuals. (i) It must have the capability to build a culture.
A leadership which has a charismatic effect on the (ii) It must have the capability to develop esprit de
individuals is considered as charismatic leadership. corps.
Charisma is an important element of transformational (iii) It must communicate the issues and actions.
leadership. The words charismatic leadership and (iv) It must be able to change the financial results.
transformational leadership are used interchangeably.
(v) It must train some group of people to become
4. Symbolic Leaders transformational leader of coming future.
Symbolic leadership is based on organizing Qualities of a Transformational Leader
and regulating a powerful organizational culture, The qualities of a transformational leader are
workers and employees learn this culture (shared as follows,
values, beliefs, assumptions of their behaviour in the
1. Integrity and Authenticity
organization) through the entrepreneurial leadership.
Symbolic leadership performs its activities on group An ideal character supplemented with value is
of people and audiences rather than on organization. owned by a transformational leaders. They must be
trustworthy to lead the teams and always “Walks-the-
The leadership style of symbolic leaders under talk”. They will be supported by the organizations and
effective leadership situation is inspiration, while will not go back to make principle-based decisions.
under ineffective leadership situation is perceived as
2. Risk Taking
fool and his leadership style is said to be smoke and
mirrors. In order to take risks in significant conditions,
the transformational leaders should have an exceptional
A symbol leader perceives the organisation as
capabilities. They will generally choose the less time
stage (or) theatre where by various roles are played
consuming paths.
and impressive role are kept. The symbolic leaders
3. Tolerant of Ambiguity
uses various symbols so as to seek the attention of
the employees. They are having tolerant of ambiguity and stay
calm under uncertainy. Thus, the leader can invoke
A symbolic leader is the one to whom people
confidence.
may respond either by emotionally recognizing him
or hating him or he may be an eminent social person, 4. Charismatic Action
whom people may follow. They draws the attention Each and every transformational leaders should
of the people through the symbols of his image, life have great charisma which brings them great personal
style or attitude. Few symbolic leaders carry out power. But, constrastly the non-transformational
their functions beyond particular organizations and charismatic leaders are presenting their extraordinary
structures. For example, Gene Antry, Elvis presley, self-discipline to prevent their desire to use their
Will Rogers. Whereas few other symbolic leaders powers for personal benefits.
carry out their symbolic functions besides their official 5. Conviction and Self-Belief
roles, alive or dead. For example, Winston Churchill, In early 90’s, when infosys was about to be
Queen Elizabeth, Roosevelt, John, F. Kennedy. sold at an exceptional valuation, Narayan Murthy
has his belief to the level he is ready for purchasing
1.6.1 Transformational Leadership
the company if they are going to sell that definitely.
Q24. Define Transformational Leadership. Discuss With this conviction, the other partners also rejected
the qualities of a transformational leader. for selling the company. By taking this decision, they
Answer : have created a value that is more than several thousand
Transformational Leadership times of the offer they got in the process and also
According to Bass, transformational leadership created thousands of jobs and a respect to the Indian
is a “leadership that creates valuable and positive IT company in global or international market.
change in the followers”. 6. People Consideration or Genuine Empathy
According to ‘James MacGregor Burns’, They leaders should have personal interests in
transformational leadership is a process in which, well-being and success of their individual followers
“leaders and followers make each other to advance and they will present it. They can understand
to higher level of moral and motivation”. individual growth and motivation clearly.
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28 Leadership and Change Management
7. Enthusiastic and Passionate
They are passionate and enthusiastic with respect to their work and role/responsibility of a leader. Thus,
the people will react with dedication and enthusiasm. These leaders are the source of inspiration to others.
Because of the reason of enthusiasm, these leaders will lead to the team from the front and they won’t be
afraid of their work and sleeve.
8. Development of People
They are focusing on both achievement of organizational goals and aspects regarding development of
people involved. Because of this, the people who are working under those leaders will get growth.
9. Humility
They leaders are generally simple and have humanity in their nature and approach.
10. Inspirational Motivation
This involves sharing of bigger vision or purpose which helps in empowering their subordinates to act.
1.6.2 Transactional Leadership
Q25. Write about transactional leadership style with its characteristics, and explain how can a
leader successfully implement transactional leadership in an organization.
Answer :
Transactional Leadership
Transactional leadership is one of the leadership style used by a leader. It mainly deals with the
transactions which takes place between a leader and his followers. In this type of leadership, a leader approaches
his followers with an aim of exchanging one thing for the other. For Politicians promising no new taxes to
win votes or Leaders promising rewards to the employees for increased productivity.
Transactional leaders encourage and motivate the employees by rewarding and punishing them. These
type of leaders have authority and control on their employees. The employees need to follow the orders and
instructions given by these leaders. They measure the performance of their followers and reward them for their
effective performance. They closely monitor them and if any mistake arises, they help them to take corrective
actions. Transactional leaders are directive, dominating and action oriented leaders.
Characteristics of Transactional Leaders
Some of the characteristics of transactional leaders are as follows,
1. Contingent Rewards
Contingent rewards means leaders exchanging the efforts of their followers for certain rewards. In
this type of behaviour, the leaders promises specific rewards to their followers for their good performance.
Contingent rewards helps in identifying the accomplishments made by the followers and rewarding them
which in turn increases their motivational level.
2. Management by Exception
Management by exception is a leadership behaviour in which a leader gives negative feedback, support
and corrective criticism to his followers. It is of two types i.e., active and passive management by exception.
In active management by exception, leaders observes their followers for identifying their mistakes and
help them in taking a corrective action.
In passive management by exception, leaders interfere only when their followers do not meet their
standards. Such type of leaders make use of contingent punishments and other corrective actions, if their
followers do not give acceptable performance.
Effective Implementation of Transactional Leadership
For implementing transactional leadership effectively in an organisation, leaders need to do the following.
1. Understand the Motivating Factor of Employees
The effectiveness of transactional leadership depends mainly on whether the employees give importance
to the rewards given by the leaders or not. So, it is very important for a leader to identify and understand what
motivates their followers and should accordingly create their reward systems. Such type of understanding
helps in connecting the rewards valued by employees with the effective completion of task. This also helps
the leaders to offer additional incentives to his employees.
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UNIT-1 Introduction to Leadership 29
2. Assure that Employees Understand the 1. Visionary
Reward System
Charismatic leaders are visionaries who has the
It is often noticed that most of employees do not ability to create a potential picture of an organisation
have knowledge about full benefits package provided as to where it would be and how it can reach there.
by the leaders for their efforts. So, a leader should They create a vision by analysing the various issues,
make sure that employees know about the benefits or values and problems of their organisations.
rewards given by them. This helps in increasing the
motivation of the employees. 2. Effective Communication Skills

3. Assure that Reward and Punishment They have strong, powerful and effective
Systems are Uniformly Practised communication skills. They make use of colorful
languages, exciting symbols and figures for inspiring
Leaders should give equal treatment to and motivating the followers.
their employees on the basis of their performance,
otherwise conflicts arises among the employees. So, in 3. Trusting Nature
order to avoid such type of situations, leaders should They treat all their followers equally and shows
make sure that reward and punishment systems are continuous commitment towards their follower’s
carried out uniformly without any partiality. needs. Such type of qualities of charismatic leaders
4. Give Positive Feedback help in building support and trust between a leader
and his followers.
Leaders should give positive and helpful
feedback to their employees till the completion of the 4. Helping Followers to Become Effective/
work process as it helps them to have a control on the Competent
quantity and quality of employee output. Giving this
They help their followers to become competent
type of feedback encourages the employees and they
and efficient by identifying their potential and on the
will try to work harder.
basis of it giving them easy projects, so that they can
5. Rewards and Recognition Should be achieve success and demand for more challenging
Given on Right Time assignments.
Leaders should identify and reward their 5. Energetic and Expressive
employees on right time as it helps them to create a
track record for future transactions. This also helps They are full of energy and potential. The
in building trustful relationship between a leader and followers consider them as role models as they aim for
his followers. completing things in time. These leaders effectively
make use of their nonverbal expressions like facial
1.6.3 Charismatic Leader expressions, eye contact, warm gestures and are
emotionally expressive.
Q26. What is Charismatic Leadership? What
are the characteristics of charismatic 6. Risk Takers
leaders?
They love to take risks. These leaders do not
Answer :
have the fear of failing. Followers inspire and admire
Charismatic Leadership the courage of such leaders and gets highly motivated
The word ‘charisma’ has been derived from by them.
Greek language which means ‘divinely inspired gift’.
7. Innovative Strategies
Charisma is a special or unique quality of a leader
which differentiates him from other individuals. In order to become effective and successful,
A leadership which has a charismatic effect on the charismatic leaders formulates innovative strategies.
individuals is considered as charismatic leadership. Which helps in inspiring the followers to achieve the
Charisma is an important element of transformational organisational goals.
leadership. The words charismatic leadership and
8. Empowers the Followers
transformational leadership are used interchangeably.
Characteristics of Charismatic Leader It is not possible for a single leader to achieve
the vision. So, a charismatic leader gives coaching,
Apart from charisma, charismatic leaders also
role modelling, encouragement and feedback to their
have other characteristics which helps them to achieve
followers and helps them to take the authority and
outstanding results. Some of those characteristics are
achieve their vision.
as follows,
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30 Leadership and Change Management

Short Questions and answers

Q1. Features of Leadership.
Answer : Dec.-14, Q1(i)
The following are the characteristics/features of leadership,
1. Process of Influencing Others
A leader can make others to do the work for achieving the common goals of an organization through
the process of influencing. The leader must have the ability to affect the behaviour, attitude and beliefs of the
followers.
2. Personal Quality
It is a personal quality which makes the people to follow the leader. These qualities includes intelligence,
excellence, communication skills, will power, confidence, positive attitude and other managerial skills.
3. Continuous Process
Leadership is continuous and ongoing behaviour process. Because a manager can become a good leader
if he maintains the leadership continuously.
4. Group Process
Leadership is a group process. It requires two or more people which interact and work together. The
leader cannot lead without his followers and followers can’t exist without leaders.
5. Positive Attitude
Leadership requires a positive attitude. A leader must be optimistic because nobody wants a leader
who is pessimistic, angry and have a negative attitude. A leader who stay positive and accepts the challenges
with a smile set an example for subordinates.
Q2. Traits of Leadership.
Answer : May/June-16, Q1(b)
Leadership traits refer to the qualities possessed or developed by an efficient leader. Trait approach
leadership method involves selecting leaders of eminence and studying their characteristics. The hypothesis
was that the persons having certain traits could become successful leaders.
The traits can be classified into innate qualities and acquirable qualities, which are as follows,
1. Innate Qualities
Innate qualities are those qualities which are possessed by various individuals by birth. These qualities
are natural, often known as God gifted. These qualities cannot be acquired by individuals. It includes,
(i) Physical Features (ii) Intelligence
2. Acquirable Qualities
Acquirable qualities of leadership are those which can be acquired and increased through various
processes. Behavioural patterns are developed in the child as various traits over a period of time. Many of
these traits can be increased through training programmes. It includes,
(i) Emotional Stability (ii) Motivating Skills (iii) Technical Skills.
Q3. Aggressive Behaviour
Answer : Dec.-14, Q1(c)
Aggressive behaviour, hostile feeling and frustration is a psychological concept. When external factors
contradicts each other and performs against desires and needs of individual, it is common that individuals
becomes frustrated. This frustration may develop hostile feelings. Any individual undergoing a change may
become frustrated and become aggressive in nature or behave aggressively.
Due to aggression, some individuals withdraw from the situations that leads to increase in absenteeisms.
Frustration may develop diseases like high blood pressures, ulcers, heart attacks and asthma.
Q4. What are leadership styles and define autocratic styles of a leader.
OR
Leadership styles.  May-14, Q1(a)
OR
Autocratic leader.  Dec.-14, Q1(a)
OR
Autocratic style of a leader.
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UNIT-1 Introduction to Leadership 31
Answer : May-15, Q1(f) are the innate or in born features of any leader. Katz
Leadership Styles states that a leader need to learn and implement the
The essence of leadership style is the traits, following three skills,
skills and behaviours which the leaders use while 1. Technical skill
communicating with their followers. Behaviour is 2. Human skill and
regarded as the most important element of leadership
3. Conceptual skill.
style, as it is the behaviour which distinguishes a
leader from other persons. So, leadership style consists 1. Technical Skill
of the behavioural pattern of an individual who tries to Technical skill is the knowledge or expertise
influence others. Leadership style includes two types that one has in a specific field. It includes theoretical
of behaviours, task related and relationship related knowledge, competencies, analytical abilities and the
behaviours. Task related leadership style is concerned practical use of various, tools and techniques.
with accomplishment of task whereas relationship 2. Human Skill
related leadership style is concerned with developing Human skill it is also known as ‘people skill’
close interpersonal relationships. and deals with the leaders ability to smoothly work
Autocatic Leader/Autocratic Styles of Leader with people belonging to different hierarchy in
In the autocratic leadership style, leaders take the organization. These skills help the leader work
decisions by themselves. Leaders are very confident in efficiently with their peers, superiors, subordinates,
decision making and they feel that the group members outsiders etc. According to Katz human skills to
should act accordingly. Autocratic leaders mainly foresee and design conceptual ideas.
focus on completing the task, hence they are regarded 3. Conceptual Skill
as task oriented leaders. They set clear performance
Conceptual skill is the ability of the leader to
standards and dictate various aspects by framing rules
work with ideas and concepts. These are the most
and regulations for their group members.
important skills for leaders at the middle and top level
An autocratic leader makes independent management as it helps in shaping and providing
decisions, instructs and informs the employees direction to the whole organization.
about their tasks and carefully supervises them. In
Q7. Define personality. What are the types of
this type of leadership style, the employees do not
personality.
have freedom to participate in decision making unlike
participative leadership style. OR
Define Personality.
Q5. Relinquishment styles of leadership.
 Dec.-15, Q1(a) (Jan-12, Q1(b) | Dec.-15, Q1(b)

OR (Refer Only Topic: Personality)

Withdrawing styles of leadership. OR
Answer : May/June-16, Q1(a) Types of Personality.
Free rein leadership style is also known as (Refer Only Topic: Types of Personality)
“Laissez Faire” – a French word meaning “do not Answer : (Dec.-12 | Jan.-13, Q1(a) | May-14, Q1(b))
interfere” or relinquishment style leadership or Personality
withdrawing style of leadership. The free rein leader The word personality has been originated
delegates complete authority to their employees. These from the Latin word ‘Persona’ which means ‘to
types of leaders do not take-up any responsibility, speak through’. It is a basic characteristic feature
they take lot of time for decision-making and do not of an individual which helps in influencing others
give any feedback to their employees. This style of through the external appearance. However, only
leadership is mostly suitable for the employees who physical appearance does not constitutes personality.
seek motivation and experience to do work. These Personality must also comprises of the social stimulus
employees are self-sufficient and do not need any help value, inner awareness and the specific pattern
or emotional support from their leaders. of measurable traits personality has been defined
Q6. Leadership skills.  Jan.-12, Q1(a) differently by different people.
OR Types of Personality
Skills of a leader. The personality traits are classified into two
Answer : Dec.-13, Q1(a) types.
Robert katz states that, ‘skills’ are the qualities 1. General personality traits and
that can be learned and accomplished whereas, traits 2. Task related personality traits.
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32 Leadership and Change Management
1. General Personality Traits 1. Sociability
A general personality traits refers to a trait It is the degree of friendliness of the organisational
which is observable from inside and outside of the members. The degree of sociability varies from one
work circumstances. These personality traits deals organisation to other.
with the success and satisfaction of work as well as 2. Solidarity
personal life. They are of following types, It is the degree of common sharing of the
(i) Self Confidence organisation tasks and goals by the organisation co-workers.
(ii) Humility Q9. Perspectives of leadership.
(iii) Trustworthiness Answer : Dec.-13, Q1(b)
(iv) Extroversion Perspectives of leadership can be studied under
(v) Assertiveness three headings. Namely,
(vi) Emotional Stability 1. Leadership perspectives on cultural values
2. Leadership perspectives on social responsibility and
2. Task Related Personality Traits 3. Leadership perspectives on organizational
A task related personality traits are those trails performance.
which are mainly related with the accomplishment of 1. Leadership Perspectives on Cultural
a task. They are of following types, Values
(i) Passion As per ‘Goffee and Jones’, the two dimensions
(ii) Courage of organizational culture are - sociability and
(iii) Internal Locus of Control solidarity. Sociability is the degree of friendliness
(iv) Flexibility and Adaptability among the organizational members and solidarity is
the degree of common sharing of the organization
(v) Emotional Intelligence tasks and goals by the co-workers.
Q8. Write about inspiration and cultural values. 2. Leadership Perspectives on Social
OR Responsibility
Inspiration. June-13, Q1(a)
Leadership is based upon values and focuses
more on social responsibility. The social responsibility
(Refer Only Topic: Inspiration) values are to be followed by the leaders at strategic
OR level which can turn them into highly effective leaders.
Cultural Values. 3. Leadership Perspectives on Organizational
(Refer Only Topic: Cultural Values) Performance
Answer : (June-13, Q1(b) | May-15, Q1(a)) Leadership are involved in shaping the organization
Inspiration culture to fit in the organization structure, which may helps
Inspiration refers to the emotions, behaviours in improving performance of the organization.
or feeling of enthusiasm which get created by seeing Q10. Social Responsibility of a Leader.
Answer : (Dec.-12 | Jan-13, Q1(b) | May-14, Q1(c))
or listening someone or something. Once the people
get inspired with the leader and their hearts get Leadership is based on values and focus more
on social responsibility. The social responsibility
aroused then they arouse the hearts of others. Such
values are to be followed by the leaders at strategic
a inspirational environment is get initiated by the
levels which can make them highly effective leaders
positive energy which are created by the leader. such as charismatic leaders. These leaders can create
Cultural Values and develop vision of the organization based on the
A cultural value is defined in a sociological strong values and its powerful imagery as illustrated
perspective as “ a widely held belief or sentiment of in the following figure. The emphasis of leadership
some activities, relationships, feelings or goals that are on social responsible values help them in,
important to the community’s identity or well being.” (i) Effective problem solving
In a psychological view, it can be defined as values (ii) Leading change in high-performance organizations
centrally held and enduring beliefs which guide for (iii) Enhancing follower’s confidence
actions and judgements across specific situations and (iv) Motivating others and
beyond immediate goals to more ultimate end-states (v) Building trust and admiration with leaders.
of existence values, produce inclinations to respond Leader’s social responsible values
to specific stimuli in standard ways.
Thus, values are culturally determined, this
means that they are learned from social interaction, Leader’s vision and integrity
Socialized
largely with families and friends in settings such as charismatic
leadership
schools and churches. Followers social
responsibility values
According to Goffee and Jones the two
dimensions of organisation culture are as follows, Figure: Model of Socialized Charismatic Leadership
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UNIT-1 Introduction to Leadership 33

Frequently Asked Questions and Important Questions

Essay Questions
Q1. Define Leadership. Describe the characteristics and significance of leadership.

Answer : Important Question

For answer refer Unit-I, Page No. 2, Q.No. 1.

Q2. What are the characteristics of a successful leader? Briefly write about leadership styles.

Answer : (Important Question | Dec.-12, Jan.-13, Q2(a))

For answer refer Unit-I, Page No. 5, Q.No. 3.

Q3. Sketch a profile of an ethical leader.

Answer : (Important Question | April/May-11, Q3(b))

For answer refer Unit-I, Page No. 8, Q.No. 6.

Q4. Explain trait approach of leadership with strengths, critisms and applications.

Answer : Important Question

For answer refer Unit-I, Page No. 11, Q.No. 8.

Q5. Explain managerial grid or leadership grid style.

Answer : Important Question

For answer refer Unit-I, Page No. 15, Q.No. 11.

Q6. Write about Leadership Behaviours. Explain the research methods that have been used to
study the leadership behaviour.

Answer : Important Question

For answer refer Unit-I, Page No. 20, Q.No. 14.

Q7. What is meant by personality? Briefly write about five factor model of personality.
REPEATED

Answer : (Dec.-12 | Jan.-13, Q2(b) | June-13, Q2(a) | Dec.-13, Q2(b))

4
TIMES

For answer refer Unit-I, Page No. 28, Q.No. 19.

Q8. How culture influence leadership? Discuss how leaders can manage culturally
REPEATED

2
diverse workplace.

Answer : (Dec.-15, Q2(b) | Jan.-12, Q2(a)) TIMES

For answer refer Unit-I, Page No. 29, Q.No. 20.

Q9. Explain briefly about the leadership perspecives on social responsibility.

Answer : Important Question

For answer refer Unit-I, Page No. 31, Q.No. 21.

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34 Leadership and Change Management
Q10. Write a note on perspectives of leadership on an organizational performance and explain
the tools and controls or improving organization performance.
Answer : Important Question

For answer refer Unit-I, Page No. 33, Q.No. 22.

Q11. Discuss the various problems faced by leader. Suggest some techniques for

REPEATED
2
overcoming those problems.
Answer : (Dec.-15, Q2(a) | May-14, Q2(b)) TIMES

For answer refer Unit-I, Page No. 35, Q.No. 23.

Q12. Write about transactional leadership style with its characteristics, and explain how can a
leader successfully implement transactional leadership in an organization.
Answer : Important Question

For answer refer Unit-I, Page No. 39, Q.No. 26.

Q13. What is Charismatic Leadership? What are the characteristics of charismatic leaders?
Answer : Important Question

For answer refer Unit-I, Page No. 40, Q.No. 27.

Short Questions

Q1. Features of Leadership.

Answer : (Important Question | Dec.-14, Q1(i))

For answer refer Unit-I, Page No. 44, Q.No. 1.

Q2. Traits of Leadership.

Answer : (Important Question | May/June-16, Q1(b))

For answer refer Unit-I, Page No. 44, Q.No. 2.

Q3. What are leadership styles and define autocratic styles of a leader. 
REPEATED

Answer : (May-14, Q1(a) | Dec.-14, Q1(a) | May-15, Q1(f)) 3

TIMES
For answer refer Unit-I, Page No. 45, Q.No. 4.

Q4. Relinquishment styles of leadership.

REPEATED

Answer : (Dec.-15, Q1(a) | May/June-16, Q1(a)) 2

TIMES
For answer refer Unit-I, Page No. 46, Q.No. 6.

Q5. Write about inspiration and cultural values.

REPEATED

Answer : (June-13, Q1(a) | June-13, Q1(b) | May-15, Q1(a))

3
TIMES
For answer refer Unit-I, Page No. 47, Q.No. 8.

Q6. Social Responsibility of a Leader. 

REPEATED

Answer : (Dec.-12 | Jan-13, Q1(b) | May-14, Q1(c)) 3

TIMES
For answer refer Unit-I, Page No. 48, Q.No. 10.

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UNIT-1 Introduction to Leadership 35

internal Assessment
I. Multiple Choice
1. One of the following is the characteristics of the followers,  [ ]
(a) Confidence and Optimism (b) Integrity
(c) Behave in oneself (d) Cultural values
2. The _______ approach emphasizes the importance of contextual factors that influence leadership
processes. [ ]
(a) Power-influence approach (b) Situational approach
(c) Integrative approach (d) Trait approach
3. The ______ style is representative of a leader who is concerned with both the task and with interpersonal
relationships.  [ ]
(a) Middle of the road management (5, 5)
(b) Team management (9, 9)
(c) Impoverished management (1, 1)
(d) Authority compliance (9, 1)
4. Big five personality consists of one of the following traits,  [ ]
(a) Behaviour (b) Experience
(c) Trust (d) Surgency
5. ______ is on a continuum between external and internal belief in control over one’s destiny. [ ]
(a) Locus of control (b) Self-confidence
(c) Dominance (d) High energy
6. ______ leadership occurs when one person takes the initiative in making contract with others for the
purpose of an exchange of valued things. [ ]
(a) Transformational leadership (b) Transactional leadership
(c) Charismatic leadership (d) Free-rein leadership
7. _____ power is the ability of leader to reward his followers.  [ ]
(a) Coercive power (b) Expert power
(c) Reward power (d) Legitimate power
8. Leadership is an _____ process.  [ ]
(a) Influencing (b) Interactive
(c) Communication (d) Influence-interactions
9. Free - rein leadership style is also called as,  [ ]
(a) Management grid (b) Laissez Faire
(c) Servant leadership (d) Participative leadership
10. _____ are the qualities of an ethical leader.  [ ]
(a) Communication (b) Honesty, justice
(c) Decision-making (d) None of the above
II. Fill in the Blanks
1. __________ is a process whereby an individual influences a group of individuals to achieve a common goal.
2. The tendency to be depressed, anxious, insecure, vulnerable and hostile is referred as __________.
3. __________ skills are central to creating a vision and strategic plan for an organization.
4. __________ ability is intellectual ability that is learned or acquired overtime.
5. The __________ style represents a low concern for task accomplishment coupled with a high
concern for interpersonal relationships.
6. The style approach can be applied easily in __________.
7. The term transformational leadership was first coined by __________.
8. The essence of leadership is the ability to create __________ in a group of people.
9. The __________ leadership perspective assumes that follower development, team success and
effective cultures depend upon trust.
10. A __________ leader is one who provides an environment, full of energy and positive reinforcement.
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36 Leadership and Change Management

KEY
I. Multiple Choice
1. (a) 2. (b) 3. (c) 4. (d) 5. (a)
6. (b) 7. (c) 8. (d) 9. (a) 10. (b)
II. Fill in the Blanks
1. Leadership 6. Ongoing leadership settings
2. Neuroticism 7. Dounton
3. Conceptual skills 8. Vision, inspiration and momentum
4. Crystallized cognitive 9. The trust culture
5. Country-club management (1, 9) 10. Charismatic

III. Very Short Questions and Answers

Q1. Define Leadership.
Answer :
According to Koontz and O’Donnell, “Leadership is defined as influence, the art or process of influencing
people so that they will strive willingly towards the achievement of group goals”.
According to Peter F. Drucker, “Leadership is the lifting of man’s visions to higher rights, the raising
of man’s performance to higher standards, the building of man’s personality beyond its normal limitations”.
Q2. What is meant by Trait?
Answer :
Trait is defined as a relatively long-lasting quality of an individual. The ‘Trait approach’ aims to
determine what makes a successful leader from the leader’s own personal characteristics. It emphasizes that
a particular individual becomes a successful leader because he possesses certain qualities or characteristics.
Q3. What do you mean by term ‘personality’?
Answer :
The word personality has been originated from the Latin word ‘Persona’ which means ‘to speak
through’. It is a basic characteristic feature of an individual which helps in influencing others through the
external appearance. However, only physical appearance does not constitutes personality. Personality must
also comprises of the social stimulus value, inner awareness and the specific pattern of measurable traits
personality has been defined differently by different people.
Q4. What is three-skill approach?
Answer :
Robert katz states that, ‘skills’ are the qualities that can be learned and accomplished whereas, traits are
the innate or in born features of any leader. Katz states that a leader need to learn and implement the following
three skills,
1. Technical skill
2. Human skill and
3. Conceptual skill.
Q5. Write about Transactional Leadership.
Answer :
Transactional leadership is one of the leadership style used by a leader. It mainly deals with the
transactions which takes place between a leader and his followers. In this type of leadership, a leader approaches
his followers with an aim of exchanging one thing for the other. For Politicians promising no new taxes to
win votes or Leaders promising rewards to the employees for increased productivity.
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