Module - I

Leadership Excellence

MBA Semester IV

LEADERSHIP & MANAGING EXCELLENCE

BS702
 What is Leadership…
Leadership is the process of guiding & directing the behavior of the followers
within the workplace so as to successfully attain the goal & objectives of the
organization.
Opportunity for
Leading People
 What Is Leadership?

Leadership
The ability to influence a group
toward the achievement of
goals.

Management
Use of authority inherent in
designated formal rank to obtain
compliance from organizational
members.
Learning through Movies:
Leader vs Boss
 Some Characteristics Of Managers Versus Leaders
In The 21st Century
Manager Characteristics Leader Characteristics
Administers Innovates
A copy An original
Maintains Develops
Focuses on systems and structures Focuses on people
Relies on control Inspires trust
Short-range view Long-range perspective
Asks how and when Asks what and why
Eye on the bottom line Eye on the horizon
Imitates Originates
Accepts the status quo Challenges the status quo
Classic good soldier Own person
Does things right Does the right thing
 A Social Cognitive Approach To Leadership

LEADER
(includes cognition)

ENVIRONMENT
LEADER BEHAVIOR (includes subordinates
and organizational variables)
 Trait Theories
Traits Theories of Leadership
Theories that consider Leadership
LeadershipTraits:
Traits:
personality, social, physical, or •• Ambition
Ambitionand
andenergy
energy
intellectual traits to •• The
Thedesire
desireto
tolead
lead
differentiate leaders from
•• Honest
Honestand
andintegrity
integrity
nonleaders.
•• Self-confidence
Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevantknowledge
knowledge
 Ralph Stogdill’s Leadership Traits

• Desire for accomplishment

• Pursuit for goals
• Creativity & Intelligence
• Initiative
• Self assumed personality
• Willingness to accept behavioural consequences
• Low susceptibility to stress
• High tolerance to ambiguity
• Influence People
• Structure social interactions
 Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders
from non-leaders.

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
 Theory Emphasis End Result
Trait Theory Personal Charisma Separate leaders
from non-leaders

Behavioral Theory How a leader Follower’s

behaves performance &
satisfaction
 Likert’s 4 System of Leadership…
 AUTHORITATIVE

Leadership Traits:
EXPLOITATIVE-AUTHORITATIVE
• Motivational Quality

• Communication BENOVOLENT-AUTHORITATIVE

• Influencing  PARTICIPATIVE

• Decision Making

• Goal Setting CONSULTATIVE

• Controlling
PARTICIPATIVE
• Performing
The Managerial
Grid
(Blake and Mouton)
 Emerging styles of Leadership:

Styles of Leadership:

(9,1) Style: Authority / Autocratic Mgt

(1,9) Style: Country Club Mgt
(1,1) Style: Impoverished Mgt
(9,9) Style: Team Mgt

Other Styles of Leadership:

(5,5) Style: Middle of the Road Mgt

(9+9) Style: Paternalistic Style of Mgt
Opportunistic / Situational Mgt (“What is in it for me” Style)
 Paternalistic Style of Leadership:
1,9 Style

9 + 9 Style

9,1 Style
Student Activity: Leadership Style

https://
www.mentimeter.com/s/299dcd6e71b624aa7dba07f4fc6acfdc/5782ebca16d7/edit
 Reddin’s 3D Leadership Theory
More Effective Style

DEVELOPER EXECUTIVE
Less Effective Style

MISSIONARY COMPROMISER BUREAUCRAT BENEVOLENT

AUTOCRAT
Basic Leadership Style

Task Orientation
ISOLATED AUTOCRAT
RELATED INTEGRATED DESSERTER

Relationship Task Orientation

Oriented ness
SEPARATED DEDICATED

Task Orientation
 Tannenbaum & Schmidt’s Theory (1958):
Managerial Power & influence Non-managerial Power & influence (Subordinate
centered Leadership centered Leadership)

USE OF AUTHORITY BY LEADERS

(High Structure, Low Consideration)

AREA OF FREEDOM
OF THE
GROUP OR SUBORDINATES
(Low Structure, High Consideration)

Leader decides, Leader sells Leader Announces Presents Presents Presents Gives Group as
Announces A Decision, tentative problems problems with much freedom
A Decision Permits Decisions Asks for ideas boundary as he has to
Decision To Questions Consults & Group then define problem
The Group Group & then decides & then decide
then decides
decides

TELLS S E L L S CONSULTS J O I N S

Leadership Styles
 Path Goal Theory (House, 1987):
Subordinate Attitude & Behavior
LEADERSHIP STYLE CONTINGENCY FACTORS Perception that
Leader is being  Job Satisfaction:
 Instrumental / Directive  Characteristics of
helpful
subordinates: Job Rewards
- Ability
Elimination of  Acceptance of Leader:
 Supportive -Locus of Control
obstacles
-Needs, Motives Leader Rewards

 Participative  Work Environmental factors:  Motivational behavior:

- Subordinate tasks Effort -> Performance
-Formal authority system Performance Rewards
 Achievement Oriented -Primary Work Group
 Hersey and Blanchard’s Situational Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness.

Unable and Unable but Able and Able and

Unwilling Willing Unwilling Willing

Follower readiness:
ability and willingness

Leader:
Leader: decreasing
decreasing need
need
for
for support
support and
and supervision
supervision

Directive High Task and Relationship Orientations Supportive Participative Monitoring

 Unwilling Willing
Follower
Readiness

Able Supportive
Monitoring
Participative
Leadership
Styles

High Task
Unable Directive and
Relationship
Orientations

Leadership Styles and Follower Readiness

(Hersey and Blanchard)
 Contingency Theories
Fiedler’s Contingency Model
The theory that effective groups depend on a proper match
between a leader’s style of interacting with subordinates and the
degree to which the situation gives control and influence to the
leader.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure
whether a person is task- or relationship-
oriented.
 Fiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect subordinates have in
their leader.

Task Structure
The degree to which the job assignments are procedurized.

Position Power
Influence derived from one’s formal structural position in the
organization; includes power to hire, fire, discipline, promote,
and give salary increases.
 Fiedler’s Contingency Leadership Theory
Classification of Leaders:

• Relationship Oriented Leader

• Task Oriented Leader

Classification of Situations:

PositionPower
Position Power

LeadershipStyle
Leadership Style&&Behavior
Behavior

Leader-Member
Leader-Member  TaskStructure
Task Structure
Relationship
Relationship  Organizationalstructure
Organizational structure
Fiedler’s Contingency Leadership Theory
Leader Member GOOD POOR
Relation

Task structure HIGH LOW HIGH LOW

Position Power
Strong Weak Strong Weak Strong Weak Strong Weak

SITUATIONS: I II III IV V VI VII VIII

Very Favorable Very Unfavorable

 Contingency Theory Model:
Situational Favorability

Very favorable Moderately favorable Very Unfavorable

HIGH Task Oriented Leader Relationship Oriented Task Oriented Leader

Leader

Performance
Effectiveness
LOW Relationship Oriented Task Oriented Leader Relationship Oriented
Leader Leader
Leader-Member Exchange Theory
 Transactional Leadership
• These leaders determine what subordinates need to achieve of
their own and organizational objectives, classify those
requirements and help subordinates to become proficient.
 Transformational Leadership
• It implies a process whereby an individual attempts to elevate his
or her consciousness (chetana) so that various common place
conflicts and dualities begin at higher levels of synthesis.

• These leaders attempt to change the whole organization from one

“style” or “culture” to another.
 Nature of Transformational Leaders
• Anticipatory Skills
• Visionary Skills
• Value (congruence Skills)
• Empowerment skills
• Self-understanding (introspective skills)
• Change agent
• Self driven
• Emotional atonement or self awareness & people skills
• Emotional management