Topic for the class: Computer Science

Unit 5: LEADERSHIP
Date & Time :

K.SANKARA NARAYANA
Assistant Professor
Department of Mechanical
GITAM Institute of Technology (GIT)
Visakhapatnam – 530045

Department of CSE, GIT

EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
Syllabus of Module 5

• Definitions &
PRINCIPLES Management process
OF • Management
MANAGEMENT
principles
• Management theories

• Leadership factors
• Leadership styles
LEADERSHIP
• Leadership theories

Department of CSE, GIT

EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
Learning objectives

1
• Leadership Principles

2
• Leadership styles

3
• Leadership theories
• Factors effecting
4
leadership styles

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EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
 WHAT IS LEADERSHIP?
 Leadership is a process by which a person influences others to accomplish
 an objective and directs the organization in a way that makes it more cohesive and coherent.

ARE LEADERS BORN OR MADE?

 Good leaders are made not born. If you have the desire and willpower, you can become
an effective leader. Good leaders develop through a never ending process of self-study,
education, training, and experience.
Remember, “Leadership is Action, not Position”
Power does not make you a leader...it simply makes you the boss

LEADERSHIP PRINCIPLES
 1 - Show Interest/Develop relations (i.e. Frequent personal contact, LISTEN to others,
Keep an open and honest attitude, Take time to learn & understand other people’s needs,
value to others, Never force a personal agenda, Offer suggestions to help others solve their
OWN problems)
 2 - Positive Approach (i.e. Plan before you speak, Give “benefit of the doubt”, Avoid
jumping to conclusions, Consider other’s point of view and emotional state, Keep negative
emotion out of discussion)
 3 – Complaints (i.e. View complaints not as personal criticism, but as valuable feedback
and suggestions)
 4 – Promises (i.e. Make few promises, and keep them! )
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EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
 5 - Get the Facts (i.e. Examine all facets of a situation,
Evaluate evidence, Allow everyone involved to express viewpoint)
 6 - Discussion Basis (i.e. Keep it like discussion, Stick to the subject & Listen respectfully,
Do not loose temper).
 7 - Design an Approach & Why
 8 - Admit Mistakes (i.e. Recognize no one is perfect)
 9 - Reasonable Expectations (i.e. Present fair/realistic expectations, Listen completely to
any objections)
 10 - Be Prompt
 11 – Compliment (i.e. Always give recognition where deserved)
 12 - Prepare for Change (i.e. Prepare others in advance for changes affecting them)

Major Leadership Factors

Follower - Different people require different styles

Leader – Know yourself as a Communication – Two-way,

leader, people will decide on their you must set the example
own whether to follow you

Situation -all are different, use judgment to determine best course of action
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EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
The Most Important Words
 The six most important words: "I admit I made a mistake."
 The five most important words: "You did a good job."
 The four most important words: "What is your opinion."
 The three most important words: "If you please."
 The two most important words: "Thank you,"
 The one most important word: "We"
 The least most important word: "I“ - Author unknown

LEADERSHIP QUALITIES
Dynamic, Popular, Powerful, Influential, Adored, Motivators, Terrifying, Humble,
Intelligent, Witty, Dictator, Selfless, Keep up commitments, Ability to take risk, Focus on
People, Do the right things, Be trustworthy.

Dynamic: A dynamic character is one who encounters conflict and faces it

successfully. Dynamic characters tend to be more fully developed and described
than flat or static characters.
Ability to Plan: He/she should be a meticulous planner and a visionary.
Keep up Commitment: Commitments made should be delivered on time.
Lead the way/Influential: A leader should know the way and should lead others.
Be trustworthy: Trust is not built in a day. It is carved over a period of time.
Ability to take risk: A leader should not be a ‘Risk Averter’.
Focus on people: Leaders should be selfless and work for the people.
Do the right things: Decision making becomes very important.
Department of CSE, GIT
EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
TYPES OF
LEADERSH
IP
STYLE
Autocratic:
 Leader makes decisions without reference to anyone else
 High degree of dependency on the leader, Can create de-motivation
and alienation of staff
 May be valuable in some types of business where decisions need to be
made quickly and decisively

Autocratic leadership calls for vesting of the power of decision making in the leader with
little or no consultation of subordinates. In contrast, democratic leadership allows
employee participation in varying degrees for work accomplishment through common
consent or consultation. Autocratic leadership is based upon close supervision, clear and
specific instructions and commanding orders of the superior. It encourages quick
decision and making prompt action fosters unity of direction, avoids splits into factions
and guides the recalcitrant and less competent subordinates towards better work
accomplishment. Autocratic leadership relies upon lesser degree of delegation. On the
other hand, this type of leadership demoralizes subordinates, retards the growth of their
capacity and lowers the quality of plans.
Department of CSE, GIT
EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
LEADERSH
IP
STYLE…..

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

 Persuasive: Leader takes decision and seeks to persuade others that the
decision
is correct
 May help motivation & involvement, Workers feel ownership of the firm & its ideas

 Improves the sharing of ideas and experiences within the business, Can delay
decision leadership
Democratic making. requires joint action through the mutual support and concurrence of
subordinates in the plans. Benefits of democratic leadership include greater employee co-
operation, improved formulation of plans because of receiving new ideas and suggestions,
better employee morale, greater understanding of orders an instructions, as well as the
highest personal growth and development. Shortcomings of democratic leadership are
manifested in absence of clear and complete instructions, the fear of unauthorized
alteration or modification of the plan and the employee expectation of participation in all
phases of decision making.
Department of CSE, GIT
EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
LEADERSH
IP
STYLE…..

Laissez-Faire:
 ‘Let it be’ – the leadership responsibilities are shared by all
 Can be very useful in businesses where creative ideas are
important
 Can be highly motivational, as people have control over
their working life
 Can make coordination and decision making time-
consuming and lacking in overall direction
 Relies on good team work
 Relies on good interpersonal relations
Paternalistic
 Leader acts as a ‘father figure’

 Paternalistic leader makes decision but may consult

 Believes in the need to support staff & act as a “Scape Goat”.

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EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
THEORIES OF LEADERSHIP
 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the
institution
Trait Theory/Charismatic Theory
 Is there a set of characteristics that determine a good leader?
 Personality?
 Dominance and personal presence?
 Charisma?
 Self confidence?
 Achievement?
 Ability to formulate a clear vision?
 Are such characteristics inherently gender biased?
 Do such characteristics produce good leaders?
 Is leadership more than just bringing about change?
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 Does this imply that leaders
EHS 301are born not bred?
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Behavioural Theory
 Imply that leaders can be trained – focus on the way of doing things
 Structure based behavioural theories – focus on the leader
instituting structures – task orientated
 Relationship based behavioural theories – focus on the development
and maintenance of relationships – process orientated

Contingency Theory
 Leadership as being more flexible – different leadership styles used at
different times depending on the circumstance.
Suggests leadership is not a fixed series of characteristics that can be
transposed into different contexts
 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

Department of CSE, GIT

EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
Transformational Theory
◦ Widespread changes to a business or organisation
 Requires:
◦ Long term strategic planning
◦ Clear objectives
◦ Clear vision
◦ Leading by example – walk the walk
◦ Efficiency of systems and processes
Invitational Leadership Theory
 Improving the atmosphere and message sent out by the organisation
 Focus on reducing negative messages sent out through the everyday
actions of the business both externally and, crucially, internally
 Review internal processes to reduce these.
 Build relationships and sense of belonging and identity with the
organisation –
that gets communicated to customers, etc.
Transactional Theory
 Focus on the management of the organisation
 Focus on procedures and efficiency
 Focus on working to rules and contracts
 Managing current issues and problems

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EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT
 Factors Affecting Style

 Leadership style may be dependent on various factors:

 Risk - decision making and change initiatives based on degree of
risk involved
 Type of business – creative business or supply driven?
 How important change is – change for change’s sake?
 Organisational culture – may be long embedded and difficult to
change
 Nature of the task – needing cooperation? Direction? Structure?

Department of CSE, GIT

EHS 301 and ENGINEERING ECONOMICS AND MANAGEMENT