Contents Preface Syllabus Chapter 1: Introduction 1.1 Meaning of Leadership 12 Definitions of Leadership 13 Significance of Leadership 14 Qualities of a Leader 15 Difference between Leadership and Management Conclusion References Chapter 2: Basic Styles of Leadership 21. Styles of Leadership 22 Autocratic Style 23 Democratic 24 Laissez Faire 25 Rensis Likert Styles of Management 26 Leadership Continuum: Tanenbaum and Schmidt Model Conclusion References Chapter 3 : Theories of Leadership 3.1 Traditional Phase 3 Behavioural Theories 3. Contingency Theories References Conclusion © © wavaenn as & <xvi Contents Chapter 4: Culture and Leadership 4.1 Trompenaars Cultural Dimensions 4.2 Hofstede’s Study on Culture 43 Hall's Cultural Theory 44 Globe Model 45 Octapace References Review Questions Chapter 5: E Leadership 5.1 Meaning of E leadership 5.2 Definition 5.3 Need and Significance Especially Pre Covid, during Covid and Post Covid 5.4 Social Media and Leadership 5.5 Use of Video Conferencing Tools for Electronically Connecting the Team and the Leaders 5.6 E-Leadership and Collaborative Tools 5.7 Use of Technology in Providing E-Leadership References Review Questions Chapter 6: Case Study on Narendra Modi References Review Questions Chapter 7: Case Study on Indra Nooyi-The Leader Review Questions Chapter 8: Ratan Tata- The Anmol Ratan of Bharat References Review Questions Chapter 9: Narayana Murthy: The Leader References Review Questions Multiple Choice Questions Previous Years Question PapersIntroduction INTRODUCTION In this chapter the following concepts will be covered: ie 2. Definitions of leadership 3. Significance of leadership 4. 5. Difference between leadership and management Meaning of leadership Qualities of a leader 1.1 MEANING OF LEADERSHIP Leadership means inspiring others, leading others towards a common direction. To lead means to show the way/ direction. Just as a captain decides the direction of a ship, a leader determines the path their followers should take. A captain of a cricket team/ football team tries to keep his/her team together. The captain inspires, motivates his/ her team. a NT at) GES ETN COL a ty UE OTe WALK TOGETHER.” POT Need__Leadership Development “LEADERSHIP 1S ALL Only he can bea ABOUT COURAGE TO leader who never DREAM BIG” loses hope. i R Hocoyana Musthy Mahatma Gandhi j | | “Leadership is the activity of influenci illingly for grouP objectives,” ity luencing people to strive ee a eer ny “influencing peopleto follow theachievementofa common goal Itisthe bility 0%" Jnievement of a 80% inter-pers i the acl ‘personal influence by means of communication towards el nd O'Donn' Leadership is Influence, nothing more, nothing less.” John C. Maxwell “Leadership is the abili 9 , lity to secure desirable actions from a group of foR0% voluntarily without the use of coercion.” a Aor aan “A mi anes manage: takes people where they want to go. A grea leader fakes people where necessarily want to go, but ought to be.” 7) Rosalyn Carter, US First Lady (0197” er others. “As we look in ahead into the next century, leaders will be those who empow' Bill Gates d leader.” “Be willing t isi 'g to make decisions. That's the most important quality in a 00 General George 5. Patton" oo—, Introduction 3 “Leaders are individuals who establish direction for a working group of individuals who gain commitment from these group of members to this direction and who then motivate these members to achieve the direction’s outcomes.” - Conger, J.A. ‘Learning to Lead’ San Francisco: Jossey-Bass (1992, p18) Prentice defined leadership as “the accomplishment of a goal through the direction of human assistants” “I your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams quotes (American 6th US President (1825-29), eldest son of John Adams, 2nd US president. 1767-1848) “Leadership, is the creation of positive, non-incremental change, including the creation of a vision to guide that change—a strategy—the empowerment of people to make the vision happen despite obstacles, and the creation of a coalition of energy and momentum that can move that change forward,” Professor John Kotter What do you understand by the term leadership? aa ery rt is about taking responsibility, not making Cy CTC ai Ratan Tata 13 SIGNIFICANCE OF LEADERSHIP. eae. is a very important component of directing function of management. A leader ach, SOUP! team together and keeps them all together moving towards one direction to ae the vision of the organisation. He is like the head of the family, who knows what is forthe family. He is also like the captain of the ship. The importance of leadership can be lerstood from the following, points as shown in Figure 1.1: 1. Guiding people: A leader is like a friend, philosopher and guide. He advices and councils the followers and helps them achieve not only the group goals but helps a7 ‘ Leadership Development the followers to reach their potential. Like Mahatma Gandhi guided People to nonevoperation and nonviolence as tools to achieve independence. Developing teamwork: A leader acts as the captain of the ship. He promot cooperation and coordination amongst the team members so that esprit de corps (team spint- the 14° principle of management given by Henri Fayol) develops. Maintain discipline: As the head of the family ensure certain rules and regulations to ensure smooth functioning of a family as a unit, similarly a leader also ensures odherence to rules and regulations for maintaining discipline. Like Mahatma Gandhi wanted the Indians to stick to the principle of non-violence and when people engaged in violence in Chauri Chaura, Mahatma Gandhi went on a fast and felt people were not prepared enough to deal with violence. Building morale: A leader should regularly appreciate the good and hard work of subordinates to build up their morale and hence improve the efficiency and performance of the organisation. Shri Narendra Modi who was the Prime Minister in 2023 when India lost the World Cup to Australia, met the Indian cricket team in the dressing room and appreciated them for their hard work. Represents group: A leader represents the group everywhere. He represents to the outside world. A true leader gives all the credit of good performance of the group to the group members and takes the blame of all the mistakes committed by the team. Like Rohit Sharma, the captain of the Indian Cricket team represents the Indian cricket team. He goes for the toss, talks to the commentators, media about the performance of ion in accepting: ‘ands of New | Test at the tof 147 in he did In November, 2024, Indian cricket captain Rohit Sharma had no hesitati chet he struggled as captain after India suffered a 3-0 drubbing at the h. Zeziznd. The hosts suffered a shocking 25-run loss in the third and final Wankhede Stadium, after the batsmen were unable to chase down a target the Snal innings. Speaking at the post-match presentation, Rohit accepted that nut have a good series as a captain, nor did he perform with the bat.Introduction 5 GUIDING PEOPLE DEVELOPING MENLO) agi laLSy WA CUO (cr sale DISCIPLINE Fig. 1.1: Significance of Leadership 1.4 QUALITIES OF ALEADER A leader should be an initiator, motivator, guide. He/she should have a high intelligent quotient, emotional quotient and spiritual quotient. He/ she should be a good communicator, a visionary. He/ she should be credible, focus on relationship building, exhibit humility and empower team. Qualities of a leader have been explained below and shown in figure 1.2 1. Initiator: A leader initiates new ideas, new processes, new procedures and new products. He/ she thinks differently. He/ she think out of the box. Like Steve Jobs introduced, iPod, iPhone, iTunes, MacBook etc. 2. Motivator: A leader knows how to motivate his/ her subordinates. 3. Guide: A leader guides his/ her subordinates. He/ she is always there in the crisis situation in order to help and support his/her team. 4. Intelligent quotient: A leader has high intelligent quotient. Leader needs to analyse, diagnose and evaluate many situations for which high intelligent quotient is a must. 5. Emotional quotient: Since a leader has to deal with people, it is very important that he/ she should know how to manage not only his/ her emotions but also that of others. James E. Burke, the CEO of Johson and Johnson in 1982 showed tremendous emotional intelligence in 1982 when Tylenol a drug of J&J killed 7 people in Chicago and he recalled the stock worth 100 million. He knew that how lives were at stake and as a leader it was his prime responsibility to understand the emotions of the families. 6. Visionary: Mahatma Gandhi had a vision of on independent India and that’s what inspired not only him but the rest of the population to achieve it at any cost. ShriLeadership Development Narendra Modi now has called for a vision of Viksit Bharat. A vision can connect and inspire people to achieve it. 7. Credible: A leader whois credibleis the one who is trustworthy. Employees appreciate a credible leader and are willing to go extra mile for them. 8. Relationship building: A leader should know how to build long term relationship with employees, suppliers, government bodies etc. Narendra Modi has been building relationship with so many countries by visiting them and inviting the heads of the nations. Recently he visited USA, immediately after Donald Trump was swom in a5 47® US President. Also, Prime Minister, Modi, went to the airport to welcome Amir of Qatar H.H. Sheikh Tamim Bin Hamad Al Thani. 9. Exhibit humility: Humility isa vi i : alue which makes a leader likeable and approachable. Ratan Tata has been admired for being avery humble leader, ni 10. Ei Ae Usk. This ea leader should empower his team to take important decisions and Bivis a felling of belongingness to the team. Steve Jobs once said, “It doesn’t make. in on telluswhae ot people and tell them what to do. We hire smart people so they araduation sing se 82 Beheshti who was hired as an executive assistant after her a e’s way of showin belief ij 7 igh, full expect : 8 belief in you was to set the bar high, fully pee iad Jou vould hit that bar. He surrounded himself with people he thought liar page tteim possible and then routinely challenged them to do so. When our piovian ealthy, empowering way, it can help us fulfil our potential and © us with the drive and Motivation to excel,”Introduction 7 List your favourite leaders of all time. Why do you like them? 15 DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT _ The terms leader and manager are being used interchangeably but the two terms are very different. A leader inspires, guides, helps and motivates his team. Leader can be any one, he does not become a leader because of his position but because of his power to influence. People follow a leader because he inspires them, connects with them. A manager plans, organises, Staffs, directs and controls. A leader has followers while a manager has subordinates. All leaders are managers but all managers are not leaders. Leaders have empathy they d the other person and that is why they are able to lead them but managers lack empathy since their whole and sole agenda is to get the work done. vanes look for innovative, creative solutions of problems but managers try to balance Various aspects because of which they are not able to support the innovation, Managers are ‘countable for their actions as they are managers because of the position they are hired on.8 Leadership Development Sener OO St i i ight be someone who has vie; = ition comes with authority. A leader migl 8 © Aas Vision, ae and motivation but does not have a position. Power ty ig ‘i is ly aims at achi der tries to satisfy everyone but a manager only a ievement of or, eae which he/ she achieves by giving rewards and Punishments to the suet People follow a leader out of their own. sweet will, they voluntary follow his lead not forced to follow him. People follow a manager because then job forces them to oye" The organisation chart clarifies the authority responsibility Telations, OW hin, Table 1.1: Distinction between Leadership and Management Basis LEADERSHIP MANAGEMENT [Link] Informal Formal [Link] of power Influence Position [Link] Social satisfaction Rewards and Punishment [Link] of following Voluntary Job 5 [Link] No clear cut Accountable i irecti Planning, organising, staing ee eee directing and controlling | [Link] towards goal _| Active Reactive [Link] Innovative, creative and take Avoid risk to balance tisk a | 9. Empathy Empathy Lack of empathy CONCLUSION i jectives. He! she has A leader helps in inspiring people to work together and achieve the objectives. a vision and tri ies to bring all to; i had the vision gether to achieve that vision. Mahatma Gandhi had 7 : ision. In the next of a free India and majority of the population supported him to achieve that vis chapter we shalll study basic styles of leadership. REFERENCES 1. abil o18/2004/01fmanagers-and-leadors arethey diferent a 2 hating Snaestntines com ericke/rohtsharma taker : Hewash-against-new-zealand-as-captain-101 tieved-in-mea 's/nazbeheshti/2021/10/05/steve-jobs-bel ‘© Power-of-believing-in-your-employees/ humiliating.0.3-w1 3. https:/[Link] [Link]. REVIEW QUESTIONS '[Link]/site: th _fall-aftet” soit 1. What do you und 2. What are the qu; 3. Explain the sign Exercise ‘erstand by the term leadership? lalities of a 900d leader? ificance of leadership. . the sam ler from Watch the movie Mission Mangal and identify the qualities of a good lead PaBasic Styles of Leadership INTRODUCTION In this chapter following concepts will be covered: 1. Styles of leadership 2. Goleman styles of leadership 3. Rensis Likert style of management 4, Tannenbaum and Schmidt Model 24 STYLES OF LEADERSHIP In 1939, social psychologist, Kurt Lewin, identified three styles of leadership that relate to how a leader makes decisions. These three styles of leadership by Lewin describe the level of control that a leader holds over the decision-making process and the extent to which they involve their team. There are primarily three styles of leadership, which are as follows: 1. Autocratic style 2. Democratic style 3. Laissez faire i) Lewin's style of leadership LAISSEZ AUTOCRATIC FAIRE DEMOCRATIC Fig. 2.1: Lewin's Styles of Leadershipee = a Leadership Development eo eatery Development These are traditional/ basic styles of leadership which have more other styles, such as Daniel Goleman, in 2002, identified si are as follows: 1, Commanding/ coercive: Commanding style is also known as directive n =, : or leadership. The leader takes a decision and announces it. There ie ey, communication. Y One wy 2. Visionary/ authoritative: A visionary leader has a vision which matches wih : the subordinates. Since the leader works towards achieving the vision which ali a lot of commitment the subordinates can feel frustrated and overwhelmed det overwork and stress. Steve Jobs is a classic example of a visionary leader. 3. Democratic: This style gives a voice to the workers and enhances the flexibly hts the same time leads to innumerable meetings and confusion. 4. Coaching: This style focusses on the development of employees. People who ae willing to learn like this style but those who are resistant to change do not like this style of leadership. 5. Affiliative: This style promotes teamwork but many a times weaknesses are nt pointed out. 6. Pacesetting: A pacesetters sets high goals and leads from the front. Self-motivaed people get inspired by his behaviour but other people feel stressed. Table 2.1: Goleman’s Style of Leadership Bradually evolve, x styles of leaden Whig Leadership crest style Main characteristics in phrase Demands immediate compliance, has overall negative | «po, what eave impact on climate in organization, works good in time of | | el] you" Crisis or in case of problems with workers i - + T ecome with uthoritative _ | Mobilizes people toward vision, works especially good, if a |__| Rew vision or new direction is required —— com acai atl db people hffliative Concentrates on harmony and builds emotional bonds, ae works good, when people face difficult circumstances | "™" _——~ : a Forges consensus through participation and works SUC" | «yhat doY) Cessfully, if there is a need to built buy-in or in conse” | think SUS, OF to get input from valuable team members | —— a - jras! 2 Style sets high standards for performance, works effec: | «poi. | tly with motivated and competent people, knowind: | now Bi = how to get quick results from them eer Develop People for future, works especially good hie atythis’ | 5 2 need to help others improving performance oF 5 eat — ting long term strengthsBasic Styles of Leadership 11 COMMANDING 2 Piston Gxd | \ \ DEMOCRATIC 7 ~ i [eer erinc Fig. 2.2: Goleman's Styles of Leadership 22 AUTOCRATIC STYLE Autocratic leader is a leader who has complete control over his/her subordinates. He centralizes power in himself. The classic examples of autocratic leaders are Adolf Hitler and lussolini. Features of autocratic leadership are as follows and are shown in figure 2.1: 1. Coercion and command: An autocratic leader tries to get work done from his employees by forcing them and directing them. 2. Loves power: An autocratic leader loves power and that is why he/she does not like to decentralize power. 3. Never delegates authority: Since, the need for power of an autocratic leader is high, he/ she does not trust his/her employees and thus never delegates power. " Gives order followed by subordinates unquestioningly: In autocratic style of leadership followers follow the orders given by the leader unquestionably. : Preten and threat: Under this style, leaders try to get the work done from the Onardinates by offering reward for good work and punishment for poor work. ham ‘¢ Way communication: Only directions flow from top to bottom and there is no '88estions and opinions sought from the subordinates. ee2 Leadership Development FEATURES i NEVER Loves POWER DELEGATES REWARD &. AUTHORITY THREAT haracteristics of an Autocratic Leader ONE Way ) COMMUNICATION, r COERCION & ‘COMMAND, The figure 2.4 below represents autocratic style of leadership. The leader occupies central Position in the figure surrounded by the subordinates. The one-way arrow shows one way communication between the autocratic leader and subordinates. > LL Cen) a) Fig. 2.4: Autocratic Leadership Fig. 2. This style has the following advantages: Advantages 1. Quick decision making: Since, there is only one-way communication, it is the quickest style of leadership. Leader quickly takes a decision, without considering the opinion of the subordinates. 2. Strong motivation and satisfaction to leader: An autocratic leader seeks motivation in the power that he acquires, thus an autocratic leader is motivated to get the work accomplished. 3. Less competent subordinates needed at lower level: Usually an autocratic leadership works well with less competent subordinates as they do not have the ability and skill to perform, they adhere to the instructions of the leaders and seek advice from them. 4. Positive results when great speed required: Urgent matters and projects are usually accomplished by using autocratic leadership, as organisations like army, navy andBasic Styles of Leadership 2B air force cannot afford delay in decision-making. Since th i ecurity, fast decision-making is of prime making, Since these mater involve national Asa coin has two sides, similarly autocratic leadership not only has ad en ly vantages but also Disadvantages 4, Frustration, low morale and conflict among, subordinates: Since the subordi ‘i i isi i i iW not involved in decision-making, they feel frustrated and cppitsed The} ‘ose their morale to work hard due to coercive behaviour of the leader. 2. Subordinates shirk responsibility and initiative: As subordinates get habit Subor = ituated to listening to the orders of the leader, they shirk responsibility and initiative. 3, Full potential and creative ideas of subordinates not utilised: As employees are not heard, even if they have potential; they lose interest and thus their creative ideas are not utilised. : 4, Organisational continuity threatened as no development: As no subordinates are developed, the organisation is under the threat of lack of continuity. If suddenly the leader falls ill or dies, there is no one to carry on the organisation. DISADVANTAGES ADVANTAGES FRUSTRATION OF QUICK DECISION ‘SUBORDINATES. MAKING ‘STRONG MOTIVATION & SATISFACTION TO LEADER ‘SUBORDIANTES SHIRK RESPONSIBILITY FULL POTENTIAL (OF SUBORDINATES Less COMPETENT [Nor uTiLiZeD [] suBorDINATES NO DEVELOPMENT (OF EXECUTIVES POSTIVE RESULT IN URGENCY cratic Leadership Je of leadership, in factitis one of the beststyles TTand does not understand logie, parents have “atic leadership. In March, 2020 when Minister Shri Narendra Modi Fig. 2.5: Advantages and Disadvantages of Auto px oat that autocratic leadership is worst ty! tiReeee conditions, Like when a child is smal cases of ct with the child. This is an example of autocratte coronavirus was on a tise in India, Honourable PrimeES" Br Leadership Development Ji decided for country-wide lockdown, back then it did not go very well with the populatio . : ° : miuthe n of India, but since the condition was very serious and urgent our leader Shri Modi had totale this decision. There are following conditions that are suitable for use of autocratic style of leadership: 1. Uneducated, unskilled and submissive subordinates: Autocratic style goes very well with uneducated, unskilled and submissive subordinates. Since these subordinates are not capable, they require strict supervision and clear directions. Thus, these kinds of subordinates do not retaliate, in fact they like autocratic leaders. 2. Lack of knowledge and experience: Subordinates who do not know how to perform a job or have less experience, also prefer autocratic leaders. 3. Dominant leader: A dominant leader prefers to adapt autocratic leadership style since it satisfies his/ her need for power. 4. Philosophy of fearand punishment: The cultures which promote fear and punishment, use autocratic style of leadership. . Critical decision: Whenever a critical decision is need to be made, it is better to use autocratic leadership style as cited above the case of coronavirus disease. Steve Jobs have been often referred to as an autocratic leader. He started Apple in 1976. In1985, had to step down because of his controlling style of leadership and conflict with John Scully who was hired by Steve Jobs. He then found NeXT. In 1999, he was called back by Apple to save it from bankruptcy. , “In the Macintosh Division, you had to prove yourself every day, or Jobs got rid of you, wrote Guy Kawasaki, a former Apple employee and now chief evangelist of Canva, ina pie for CNBC. “He demanded excellence and kept you at the top of your game. It wasn’t him; it was sometimes unpleasant and always scary, but it drove many of us work of our careers.” Steve is a classic example of a visionary leader as per Daniel Goleman’s categoriz ‘tment, leadership. A leader who had a vision keeps working towards the vision with full comm! passion and drive. But it is not so easy, since you can not do it all alone, you need peoP® work with you. Goleman defines a visionary as an autocratic leader since a visionary © 7) clear about his vision and is very passionate about his vision, he makes his team Mer the for it. The team might feel exhausted, frustrated and loss of energy but working U™ visionary leader trains people to reach their full potential. Visionary knows what his vision is but does not know how to reach there. He and innovates. See Steve Jobs documentary and interpret his style of leadership. Pn easy to work for to do the finest ation of iments experimen What are the qualities of a leader that can be seen in Steve Jobs?Basic Styles of Leadership 15 Was Mahatma Gandhi a visionary? Current Scenario Now- a-days employees are aware of their rights; thus, they’ do not like to work under autocratic leaders. This style of leadership has become less desirable as employees are becoming more educated. They want their creative freedom and like to be heard. 2.3. DEMOCRATIC Another widely used style of leadership is democratic style. This style as shown in Figure 2.6 promotes two-way communication between the leader and subordinates. Just as India, a democratic nation, allows its citizens to elect their government, this style involves collective participation and decision-making. Sa Re = = a ean > GC > Fig. 2.6 : Democratic Leadership Features of democratic leadership: Lin consultation and participation of subordinates: A democratic leader listens to the subordinates before making a decision. Decentralizes authority: A democratic leader decentralizes authority. . Majority opinion: Usually the decisions are made on the basis of majority. raion for thinking and expression: Subordinates have the freedom to express their ions. Listens to suggestions, grievances and opinions: There is two-way communication. ie subordinates are also allowed to give suggestions and raise their grievances.16 i Leadership Development MAJORITY ) LISTENS TO OPINION SUGGESTION | CONSULTATION = OPINION, DECENTRALIZED EREEDOM FOR | -————* SU ORTEe THINKING AND db EXPRESSION - 2.7: Features of Democratic Leadership Democratic leadership is usually considered better than autocratic leadership, but it a has both advantages and disadvantages. It has the following disadvantages: = Advantages 1. Improves job satisfaction & morale of subordinates: Since the subordinates are heard, they feel important and this increases their level of job satisfaction and morale 2. Cultivates decision making in subordinates: By delegating of authority the subordinates become able and willing which cultivates decision making skills in the subordinates. 3. Develops positive attitude and reduces resistance to change: Subordinates developa positive attitude when they are being listened to. This creates a feeling of belongingness and thus reduces the resistance to change. 4. Improved quality of decision: Two heads are better than one, therefore two way communication improves the quality of decision. : 5. Labour absenteeism and turnover reduces: A subordinate feels worthy when givet an opportunity to speak and make decisions. This makes the subordinates regular © the job and ensures loyalty for the organisation. 6. Development of subordinates: Democratic style of leadership gi enough chance to learn and practice. This leads to development of future senior positions. Democratic leadership style also has some disadvantages, which are as follows: ves subordinates subordinates for Disadvantages vides . 0 1. Time consuming & delay in decision making: Since, democratic se opportunity to subordinates to speak, it takes a lot of time to reach a deche ih 2. Not yield positive results when subordinates prefer minimum intOll"' ison leader: subordinates who prefer following orders than participating making, do not appreciate this style of leadership. : frustrated if i 3. Subordinates expect to be consulted on every issue and will be leader, they er since subordinates become habituated of being consulted by aes ad any time expecting of being consulted every time. So, if they are not cons might feel disrespected and frustrated. 4. Interpreted as incompetence on the part of lead work, subordinates sometimes believe that because the le passes the work to the subordinates. tes eles? i leader d she ince a democratic t,he er: Since a der is incom ren! aBasic Styles of Leadership 17 ADVANTAGES LPT B NIN clad ee _ Improves job Time consuming & Satisfaction & morale delay in decision making a ee | —— ee Not yields positive Cultivates decision results when making subordinates prefer ‘minimum interaction Sa with leader ee eae Develops positive Subordinates expect to attitude & reduces be consulted on every resisitance to change aspect and get frustated if not Interpreted as, incompetence on the part of leader Improved quality of isions Labour absenteeism & turnover reduces Passing buck: Requires Development of communication & ‘subordinates persuasive skills on the part of leader Sa Goede Fig. 2.8: Advantages and Disadvantages of Democratic Leadership18 Leadership Development There is no one best way of leading and hence it cannot be said that democrati of leadership is the best style of leading. The style of leading is entirely dependent 9. . environment, situation and kind of followers. Democratic leadership is suitable i following conditions: ee Conditions suitable 1. Goal of organisation accepted by subordinates: When all the subordinates align with the organisational goals, it becomes easy to follow democratic style of leadership asal work in the same direction. 2. Leader wants to share decision making: A leader who likes to share decision making power with his or her subordinates’ practices democratic style of leadership. 3. Goes with prevailing values of freedom of expression and independent thinking: ‘An organisation that values freedom of expression follows the democratic style of leadership. 4, Medium readiness of subordinates: When subordinates level of ability and willingness is medium, this style of leadership can be applied. / Oh _—— / Goals of fa aN {organisation tettieg erent [values of | subordinates / \ pamdemn ot = AL \\ expression / Conditions ‘, { suitable for | democratic | leadership / Leader willing [Medium — \ — / : readiness of to st re subordinates / decisio J making Fig. 2.9: Conditions Suitable for Democratic Leadership 2.4 LAISSEZ FAIRE me! : idea deine of th the idea be sin norvinter!erer The French phrase laissez faire literally means “allow to do,” ssez. fai sy people do as they choose.” It is an economic system, which believes in n¢ government and let market take care of everything. Figure 2.10 depicts lai leadership which is also known as free reign leadership. —_Basic Styles of Leadership 19 |. 2.10: Laissez Faire Style of Leadership This style has the following features: 1. Complete delegation of authority: This is a complete opposite of autocratic style of leadership. In this style the leader has almost no role to play, he completely delegates authority. 2. Subordinates themselves take decision: Since, all authority is delegated, decision making power lies with the subordinates. 3. Leader avoids power: These kinds of leaders do not love power rather they avoid power. 4. Serves as contact to bring information and resources needed by subordinates: The leader only acts as a contact point between the outside world and the inside of the company as he/she brings information and resources for the company. Crd Perna bring ec) Cece ry Penne Fig. 2.11: Features of Laissez Faire Style of Leadership ee—_ a Leadership Development As every coin has two sides, so does laissez faire style of leadership. This style of leadershi, has the following advantages: , Advantages a x % Positive effect on job satisfaction & morale: this kind of leadership is very motivating and satisfying for effective performers, since, they are given full freedom in decision making, they put their heart and soul in the job. Maximum scope for development: This style works best for the subordinates with high level of readiness. These kinds of subordinates have ability and willingness and this develops them for future managerial positions. Full utilization of potential of subordinates: The subordinates who love to work are utilized to their full potential and reach their maximum capacity. This style has the following disadvantages: Disadvantages 1 No support and guidance to subordinates: In this kind of leadership, the subordinates do not get any guidance from the leader. If you throw away someone in the swimming pool, he/ she will try hard to swim to save his/her life, even if he / she doesn’t know how to swim. With so many opportunities, the subordinates learn a lot and become ready for future challenges Ignores leaders’ contribution: This style ignores the leader's contribution but theleader by trusting the subordinate makes a huge contribution to the future of subordinates and the company as well. Degenerate into chaos: If used with the wrong kind of subordinates (the ones who have low ability and willingness) it can lead to grate chaos. 2 wa 9 2 = Positive effect on job No support & guidance 3 satisfaction to subordinates Maximum scope of Ignores leaders development contribution Full utilization of Degenerates into chaos potential SAOVINVAGVSIG Fig. 2.12: Advantages and Disadvantages of Laissez Faire Style aaaBasic Styles of Leadership a igsuitable for those subordinates who are able and willing. They are the future is sa ohare had good training. KERT STYLES OF MANAGEMENT This sty! faders wh 25 RENSIS ul re Likert is a famous organisation and social psychologist. He gave four styles of anagement in 1960s. The four styles of management are: : : : 1. Exploitative authoritative: In this style of management the subordinates are given orders to follow. Subordinates are considered mere factor of production and are made to work to the extent of exploitation. This style of management was used during industrial revolution. Features a. Decisions are imposed on the subordinates. b, Subordinates are motivated through threats and punishment. ¢. Communication is formal and downward i.e. orders flow from top to bottom and subordinates have to follow those orders, if not followed then they receive Punishment. This is also known as stick approach. d. Subordinates are under strict control. Benevolent authoritative: This style of management is autocratic but not exploitative. Thesuperior is kind and motivates the subordinates by giving rewards, a Condescending: The superior feels he is right. He acts as a patron. b. Master servant: There is a master servant relationship between the superior and subordinate. : Some freedom within prescribed limit: There is some about of freedom. " Motivation by rewards: Carrot and stick approach is followed. Carrot being the teward and stick being the punishment. we communication: Only downward communication is not there little bit of f petatd communication is also there. Sennlistic: Just like a parent protects a child and gives things to motivate, the 3 Consultative: Tee are benefits to subordinates to motivate. ubordinates: te Superior doesn’t just order the subordinate but rather consults the bY subordinates I detisions are made by the leader and routine decisions are made a Substanti al but . : ena 5, Retcomplete ee complete trust: The superior has trust on the subordina * Motivation: invo| e Superior also Ving neue Superior motivates the subordinates by giving rewards and Somete ni? decision making, The superingy communication: Thereissomeamountof two-way communication. 4, »,_edbag N°" My give orders and the subordinate may give suggestions and h Beane Sub, Pati, a. “Ubordinates qutis is a very friendly and supportive style of management where are given freedom to make decisions.a 2 Leadership Development a. Complete confidence in subordinates: The superior completely trusts the subordinates. b. Open communication: There is open communication. c. Motivation: Subordinates are motivated by giving rewards. d. Decentralization: Decision making power is given to the subordinates, Is participative the best style of leadership? Explain your stand. EXPLOITATIVE 4) ] ele aye CONSULTAIVE ZN ale Nah Fig. 2.13: Rensis Likert Styles of Management 2.6 LEADERSHIP CONTINUUM: TANENBAUM AND SCHMIDT MODEL Tannenbaum and Schmidt initially proposed it in 1958 and updated it in the year 1973. This concept highlights the diverse range of various leadership styles. The action range draws direct inspiration from the degree of authority exercised by the manager. Amongst the two extremes of free reign and autocratic, various leadership styles have been illustrated on the leadership continuum. The figure 2.14 below shows the various leadership options. Each type of action is related to the degree of authority used by the boss and to the amount of freedom available to subordinates in reaching decisions. The actions seen on the extreme left characterize managers who maintain a high degree of control while those seen on the extreme right characterize managers who release a high degree of control. Neither extreme is absolute; authority and freedom are never without their limitations. aBasic Styles of Leadership cee - 2 a right side of the leadership continuum hints at release of wat the other hand, shows a stringent level of control. Controlby the manager. The lef side, wana he tele Subordinate Centered Leadership Leadership Using authority es a Tells Sells Suggests Consults Joins Delegates Abdicates Manager Manager += Manager «= Manager Manager Manager Manager makes makes presents makes presents defines allows full decision and decision and suggestions decision, problem, _limis, then freedom felsteamsellsitto. —-butinvites consulting gets team asks team for to explore team. questions team before ideas, then decision. options from team, _ making final. makes and make decision. decision, Fig. 2.14: Tannenbaum and Schmidt Model/Continuum of Leadership 1. The manager makes the decision and announces it, The manager makes a decision and declares it, There is no scope for two-way communication which means the subordinates can neither question nor suggest any changes in the decision. In this case no freedom is granted to the subordinates and all the authority is with the manager. 2 The manager “sells” the decision. Just like a marketer sells a product by publicising the benefits of the products, a manager in this case explains how the decision made will be beneficial for everyone, he tries to convince the subordinates to follow the decision. 3. The manager presents ideas, ideas gives an opportunity to the questions makes the subordinates 4 The manager presents a tentative de freedom of subordinates increases ani manager presents his decision and then gives on oppor to offer suggestions or changes in the decision. In some cases, accepted. invites questions. Here the manager aft presenting his subordinates to ask questions. The freedom to as happy to some extent. ; cision subject to change. In this ae the ee ity of manager decreases. A pd to the subordinates tunity suggestions are evenLeadership Development 5. The manager presents the problem, gets suggestions, and then makes thee. In this case the manager does not come up with a decision rather hey eit decision, listening to what the subordinates have to offer and then tries to male ates With 6. The manager defines the limits and requests the group to make a dee manager gives the chance to subordinates to make the decision but withis limits like a budget being given under which the subordinates can Propose p lefined 7. The manager permits the group to make decisions within prescribed fain represents an extreme degree of group freedom only. The subordinates plan the slid thing but within the prescribed limits ire The seven styles were explained in 1958, How doesa leader decide, which style ofleadersh he/ she should follow? Three forces which help in deciding which style of leadership should be followed was explained in 1973. Forces in the manager: The behaviour of the manager depends on many factors present like the value system he/ she holds, level of confidence in the subordinates, feeling of security in an uncertain situation and his/ her preferred style of leadership, his/her perception, his/ her motivation, upbringing, knowledge and experience. 1. Their value system: What is it that the manager values. Is it money, a better society, certain principles or achievement? .. Their confidence in subordinates: Managers differ greatly in the amount of trust they have in subordinates. Depending on their past experiences the amount of trust they have on the subordinates vary. Their feelings of security in an uncertain situation: Risk seeker v/s risk averse leader are very different from each other. Those who like to take risk will not worry about the future while those who are risk averse will be very conscious. Like Ratan Tata Mi a great appetite for risk when he introduced Tata Nano in 2008 and entered into like Tetley, Corus, Jaguar and Land Rover and Daewoo. ee 4. Their own leadership styles: A leader who is more open will appreciate the ide others and will be willing to take the risk while a leader who is risk averse ™4Y stick to the more traditional ways of working. x y factors in the 5. Perception: Perception of a manager depends on his own personality, object, person or event being perceived and situation. fit isthe 6. Motivation: What motivates a person decides how the manager will behave- need for power he may behave autocratically. n how PE aide i , le it ‘ 7. Upbringing: How a manager has been brought up plays an impor ta an autocrat behaves. Some leader who has been brought up by strict parents may leader as that is what he has seen. can only WO 8. Knowledge: A manager can only behave to the best of his ability; he : according to his/ her level of knowledge. aces SF 4 rie! 9. Experience: A manager experiences many life events and all these &xP° his/her personality which in turn reflects on his/her behaviour. atBasic Styles of Leadership 25 ces in the subordinate: For ike forces in manager there are forces in subordinates, A subordin ' Me personality, value system, experiences, knowledge, motivation, in soning : nagers can offer greater freedom to subordinates if: " « Ifthe subordinates have relatively high need for autonomy. « Ifthe subordinates are willing to accept responsibility. « Ifthey are willing to take risk. + Ifthey understand and identify with the goals of the organisation. + Ifthey have the necessary knowledge and experience to deal with the problem. « Ifthey have an expectation of being heard and involved. late has a particular way of perceiving and AbeNTFY wit GOALS OF ORGANISATION EXPECTATION NEED FOR | OF BEING AUTONOMY HEARD) FORCES IN SUBORDINATES gf NecessanY WILLINGNESS, KNOWLEDGE © toaccert AND © RESPONSIBILITY EXPERIENCE WILUNG TO TAKE RISK Fig. 2.15: Forces in Subordinate Forces in the situation: ingtddition tothe forces which exist in managers themselves and in the subordinates forces situation also have a role to play. ity, simitarl * Type of organisation—Like managers and subordinates have a personality, tila y organisation has a culture. Employees who join an organisation learns a oe e € organisation and accordingly adapts to the situation. Those who are able to adapt ate able to flourish those who don’t, leave the organisation. aeLeadership Development mi ee depends on how often 9 * Group effectiven - effective is a group y the group have dace pene they are comfortable with each one” Performing well. there are higher chances that they will Perform w, also. People with similar thoughts gel well and hence work effectively Topett fitne * The problem itself—The nature of the problem may determine what dev knowledge and authority sree to resolve the problem, Subordinane SBC experience in the problem will be easily able to solve the problem while fo. 7 Tight be frustrating. : i oe a pressure of time—This is perhaps the most important force ag — soon the need of autocratic style of leader. Urgency don’ Eester fe leader to be democratic as democracy asks for time. allow 3 Dees of FORCES IN SITUATION big Lataxwt]t3 NATURE Ws PROBLEM Fig. 2.16: Forces in Situation CONCLUSION Various authors have given various styles of leadership but there is no one best ae leading. A leader has a certain style of leading because of his personality, values, experient™” areometivation. A leader may choose the style of leading depending on the forces in Supordinates. A subordinate who has experience would like to be led democratically wie? subordinate who does nothave experience will prefer clear cut directions and close spue" Leadership style is also based on the factors ina situation. An organisation which ean is be led autocratically. Therefore, there is no one best way of leading. The style one dependent on factors in leader, factors in subordinates and factors in situations. all catBasic Styles of Leadership , ERENCES. Rl Fi sw [Link]/watch?v-kAuaE6TthHO + hp [Link]/watch?v-UF8uR6Z6KLeéet=1s + https//[Link]/watch?vef8V4XhtQ4H186.t-473s aevseW QUESTIONS 4, Explain the three basic styles of leadership, 2 Explain Tannenbaum and Schmidt model of leadership. 3, Explain the four styles of management given by Rensis Likert. 4 What is the best way of leading, support your answer with explanation? 5, “There is no one best way of leading.” Do you agree with the statement? Explain your stand in detail.Theories of Leadership INTRODUCTION In this chapter following concepts will be covered: 1. Traditional theories of leadership 2. Behavioural theories of leadership 3. Contemporary/ contingent theories of leadership The concept of leadership has evolved over the years. The three phases of evolution of leadership can be categorised as 1. Traditional Theories: These theories propound that leaders are bom and not made. Various authors have listed traits of a good leader. 2 Behavioural Theories: These theories stress on the behaviour of the leader rather than le traits, 3. Contemporary/ contingent Theories: These are the latest theories which focus on if and then approach. They focus on situation as one important factor of deciding the kind of leader to become. BCs THEORIES BEHAVIOURAL THEORIES THEORIES my CONTEMPORARY/ (ois tar ets EVOLUTION OF LEADERSHIP. Fig. 3. : Evolution of Leadership TheoriesoS 30 Leadership Development 3.1 TRADITIONAL PHASE Traditional phase is the period when some authors propounded some theories o This was the period when it was believed you are born with the traits of a good major theories of leadership that emerged during this period are 3.1.4 The Great Man Theory The Great Man Theory: The word Great Man means a leader. A great man is one who has traits of a leader and he is born with those traits as a gift from God. This period was the early 20" century. Thomas Carlyle a Scottish historian has worked on many Heroes whom he called Great Man for the role they played in history. His work On Heroes, Hero-Worship and the Heroic in history focusses on how the Great Man who are born are heroes and God has gifted them to the world to make this world a better place. * Charismatic Leadership, charisma being the Greek word for gift * No matter what group such a natural leader finds himself in, he will always be recognised for what he is Criticism of this theory is that 1. Leaders cannot be created. Leaders are born and no one can be taught to be a good leader. f leadership leader. To 2. The theory ignores situation as a contributing factor in the making of a leader. R 3. The theory has an inherent gender bias as the usage of word man clearly shows. J The Trait Theory: Traits are referred to as characteristics of a personality. The theory determines universal personal characteristics of effective leaders A leader is said to have traits like: 1. Intelligence: A leader is intelligent. He has a high Intelligent Quotient, Emotional Quotient and Spiritual Quotient. 2 Physical features: A leader is appealing if he has good physical features. . 3 Inner motivation drive: A leader has an internal locus of control. He is driven f10 within rather than external motivation like money, promotion and power. 7 4, a Maturity: A leader is matured; he takes decision after due consideration to logi¢ emotions. d 5. Vision & Foresight: A leader has a vision and foresight. Like Mahatma Gand on fot nals ee India. Ratan Tata could foresee the need of mergers and acqulsiy) {of Reducing competition and using the strength of the competitors. In February 200) Tetley was acquired by Tata. Anglo Dutch steel maker Corus was taken over by on 2007 and British automobile company Jaguar and Land Rover was taken over i8 est! 6 Acceptance of responsibility: A good leader accepts responsibility. He/she 4% i ‘ y taking fx blame on others. Like Rohit Sharma, Captain of the Indian cricket team xin [esPonsibility as the captain for the failure at various occasions rather tha” blame on a few team members, 7. Open -minded and adaptabili 5 ts to ct , Ptability: A leader has an open mind and adap! very quickly. Change is the only constant. It is important to learn, unlearn and f° hang? lea™ ee geTheories of Leadership 31 8, Self-confiden leader has to be confident strategy and policies he/she will not be able to inspire the employees, 9, Human relations attitude: A leader treats his employees as hum: factors of production. Ratan Tata went outsce Taj when fing was aking ace ioe He ensured full support to the employees who lost their Ii i ist attack and their families, vt lives during the terrorist 10. Fairness and objectivity: A leader should be fair and objective. He should do away with all biases. One of the personality theories called the Big theory. The big 5 theory was originally put for expanded by many authors. This theory emph be found in people. Openness: These people are open to change and flexible. Open people are imaginative, creative and eager to learn about the world around. You can either be high on openness or low . on openness. tif he/she is shaky abouthis own vision, 5 trait theory is a very famous personality ward by D.W. Fiske in 1949 and later was ‘asis on five major personality traits which can Do you think you are an open person? HIGH OPENNESS —=LOW OPENNESS IMAGINATIVE NOT IMAGINATIVE OPEN TO CHANGE DISLIKE CHANGE ilove tas ears Fig. 3.2: High Openness vs Low Openness ‘ are Conscientiousness: Conscientious people are thorough and ate ee ae Teemsble and dependable as they organize work properly and finish necientious people are), ticlly adhere to schedules and deadlines. On the other hand, vot ke structures and do nort’=PoRsible as they do not plan and organize properly. They dislike finish work in time,Leadership Development __Leadership Development —— Me Aeolus Irresponsible, unstructured, do not plan, unorganized, do Ferevers(o axenreur=te (011-3 and deadlines Conscientiousness: Responsible, structured, plan, Cyclic ra ease) schedule and deadlines Fig. 3.3: High Conscientiousness vs Low Conscientiousness Are you conscientious? Extraversion: This trait was discuss people like to talk, make friends and assert themselves Introverts do not like to talk much, prefer to be alone and in so) make friends. ed in the MBTI personality theory also. Extrovert s well. They are sociable and gregarious itude. They find it difficult to Are you an extrovert? Extrovert Introvert « like to talk « do not like to talk e sociable * not easy for them Coretta are) fl to make friends clade Tei dfela) ¢ prefer to be alone Fig. 3.4: Extrovert vs. Introvertees Theories of Leadership 33 Agreeableness: Agreeable people are the one who care about others and often cooperate Agen They help people. While non agreeable people do not care about people and are wat ompetitive. ‘They manipulate to get their way. nee Agreeable Non agreeable © care about © do not care people about people © cooperative * competitive ¢ helping ¢ manipulative Fig. 3.5: Agreeable vs Non Agreeable Neuroticism: Neurotic people are anxious; they feel a lot of stress and hence are emotionally instable. They go through a lot of mood swings, like at one moment they feel very sad and the very next moment they feel happy. On the other hand, emotionally stable people deal with stress well and hardly feel sad or anxious. . © 6 anxious relaxed emotionall stressed stable ¥ Fig. 3.6: Neurotic vs Emotionally Stable Scan the QR code and find your big 5 personality traitsSR 34 Leadership Development Criticism of the trait theory = Lacks scientific basis: The theories don’t have any scientific basis. * Situation: The theory totally ignores the role situation plays in building a leader. * No universally agreed upon list: Different authors give different traits of a ‘good leader. There is no comprehensive list of traits of a good leader and that is because different situations require different traits. * Accurate measurement of traits is difficult. = Measurement of trait usually occurs after a person becomes a leader thus difficult to suggest prerequisites of leader. = Culture: Different culture have different acceptable levels of traits like according to Hofstede India has a power distance score of 77 which means power is an acceptable trait of a good leader. * Environment: Environment has not been recognized as an important factor that determines success of leadership. as THEORY BO eVUo) Am Bisel) criss IAN Bs) Fig. 3.7: Traditional Theories of Leadership 3.2_ BEHAVIOURAL THEORIES Due to the criticism of the trait theory the behavioural theories came it behavioural theories rather than focussing on the traits of a good leader focus 0} of a good leader. As against the traditional theories of leadership that assume born and not made the behavioural theories stress that leadership is a set of learnt which can be learnt over time. The three behavioural theories we will study are: 1. Ohio State Leadership Studies 2. Michigan Leadership Studies nto picture. The n the behaviow! that leaders a behaviow'_ Theories of Leadership ——_ 4, Blake and Mouton’s Managerial Grid ough these theories are often criticised as they do not take situation j neous oly the leadership complexity. ation into consideration an oof BEHAVIOURAL THEORIES \ = aaa OHIO STATE MicuizAn) BLAKE R LEADERSHIP MOUTON New Maal RL Fig. 3.8: Behavioural Theories of Leadership 3.2.1 Ohio State Leadership Studies | Low Structure and High Structure and Low Consideration Low Consideration Key INITIATING STRUCTURE Fig. 3.9: Ohio State Leadership Studies In 1945 a team of researchers of Ohio State University developed a Leadership behaviour Description uestionnaire which consisted of 150 statements. The respondents were to respond i825 point scale ranging from never to always. After the analysis of data, it was categorised into 2 behaviours; initiating structures and initiating consideration. Both of them have been plained below: * Initiating structure: ¥’ Letting group members know what is expected from them v Maintaining definite standards of performance Scheduling the work to be done Y’ Asking that group members follow standard rules and regulations Y Close Supervision & control v36 Leadership Development Y Punishing if work is not done « Initiating consideration Y Being friendly & approachable ¥ Treating all members as his/her equals ¥ Looking out for personal welfare of group members Y Treating people well Y Listening to people ¥ Building trust ‘This theory brings out four kinds of leadership behaviour. The four quadrants are the four kinds of leadership behaviour. Earlier it was believed that a leader can either be high initiating structure or high initiating consideration but this theory brings both together. The four leadership styles according to Ohio Study: Quadrant 1: Low structure and Low consideration: This will lead to less productivity and less satisfied employees. Quadrant 2: High structure and Low consideration: This is an autocratic leadership style which can lead to less satisfied and exploited employees. Quadrant 3: Low structure and High consideration: This does lead to satisfied employees but less productivity. Quadrant 4: High structure and High consideration: According to the study, this is the best leader behaviour. This leads to better productivity and satisfied employees. Two unique contributions of the study are as follows: 1. It wasn’t the traits that make a good leader but the behaviour. 2 Leaders can be made. People can learn to be good leaders by learning the behaviour of a good leader. Criticism of the Ohio State Leadership studies: 1. The theory does not recognise environment, situation and culture. 2, The theory ignores personality traits of leaders rather focusses on behaviour of leaders 3. The theory doesn’t explain factors other than behaviour like team dynamics etc. 3.2.2 Michigan Studies on Leadership ‘The Michigan studies was conducted by the Michigan University in 1950 immediately afte the Ohio State Studies on Leadership. It was led by Rensis Likert, a social psychologist. Th study was funded by office of Naval Research. Various surveys, interviews of supervisor were conducted. Two styles of leadership that were proposed by Michigan study were: + Production oriented/ Job oriented: ¥ Emphasize on productivity by use of procedure Y Rule & close supervision Y Technical aspect____ Theories of Leadership Is to accomplish 7 Employees as tool iplish goals of ee smployee centred oriented Oreaniation * */ Human relation y¥ Concern for employees’ needs, welfare, advancement 7, individuality and personal need a a tudy suggested that you can eith itially the st f er be emplo: ‘i . ul ‘ited €0 higher turnover, absenteeism, less trust and lower employee n were productive butt yee orientation led to better performance and satisfaction of enpliye igagement. Higher ees, made in the study and Later 0% es WETE. t ly and that resulted i jar to thal ies. Job orientation i cnr at were 8 that of Ohio State Studies. Job ea on ii findings that very Sim rientation is same as consideration. Job oriented leadershi ea structures and ent ymnanding and paceseting style of Goleman leadership styles and autos eye 0 Lewin leadership style. Employee oriented leadership Sane ileal sy {situational leadership, democratic, affiliative and i as participative aves ive and coaching style of Goleman leadership criticism of the Michigan Leadership studies ‘Te theory does not clarify ifemployee-oriented leadership makes i or if a productive group leads to employee-oriented jeadechip, eMart Leadership style and team performance may influence each other rath i one way cause-and effect relationship. eee 3, The theory assumes leadership behavior works independently of external factors, but inteality, a leader's style should be adapted to the situation. : 4, The theory divides leadership into only two categories, assuming that a leader strictly follows one style. In reality, leadership is more dynamic, and different situations require different approaches. 5, Leaders don’t limit themselves to one approach but adapt based on circumstances. ‘The best leaders combine both styles contingent on team needs and business goals. w 3.2.3 Managerial Grid Robert R. Blake and Jane S. Mouton which has two axis in 1964. The horizontal the same as Ohio initiating structure and vertical axis was concern for people same as Ohi Michigan employee orientation. Both axis has 9 points combinations. To understand the theory better please questionnaire and understand your style of leadership. For easier understanding five major styles have concern for both people 1. Indifferent/Impoverished:In this style, managers have low one and production. Managers use this style to preserve job, protecting the avoiding getting into trouble. The main concern for the manager is not designed the managerial grid axis was concern for production Michigan job orientation and io consideration and and thus in all 81 fill the following Bie been explained below:ieee Decepet responsible for any mistakes, which results in less innovative decisions, 2. Accommodating/ Country club: In this style there is high concern for people and low concem for production. The country club is like a party club where people enjoy, jy this style friendly relations are maintained, and minimum work is turned out to avoid trouble. Dictatorial/ Produce or Perish/ Task: This style has low concern for people and high concern for production, Managers using this style also pressure their employees through rules and punishments to achieve the company goals, This dictatorial style is based on Theory X of Douglas McGregor. ‘This style is often used in cases of crisis management. Status quo/ middle road: ‘This style maintains a balance between concern for people and concern for production. Good communication is maintained between leader and the followers, . Sound/ Team: Highest concern for people and production is the main feature of this style. The leader treats the subordinates with respect and also ensure maximum productivity. nich Ww 9 9) a 8 Country Club S| 7 Management a] 6 =| 73 (5,5): Middle Ss] 4 of the Road Ses gs 2 = a 1a Ss Inippveciahed tow 102 3 45 67 89 HIGH ee Concern for Production Fig. 3.10: Managerial Grid The 9.1 Managerial Style (Task) © People regarded as instruments of production © Autocratic style of leadership Least human or interpersonal relations © One way communication The 1.9 Managerial Style (Country Club) © Work is done leisurely Subordinates expected to turn out some work to avoid trouble Boss like a big brother Social relationships more important FriendlinessTheories of Leadership ita Sie we jm ‘ etd Managerial Style (Impoverished) 2 Little concern for production & people Fixes blame / Minimum involvement in organisation's piirpose Being present yet absent “Message carrying”, find your own way of doing the job Leader is passive Allows situation to take care of itself Laissez Faire” The 5.5 Managerial Style (Middle Road) «The people dimension is as important as production ¢ People will work towards the goal if told why also if told ‘ Communication, development @ Suggestions and sense of participation @ Use informal organisation The 9.9 Managerial Style (Team) @ Involvement, participation and commitment @ Team spirit 33. CONTINGENCY THEORIES Ifwe talk about the evolution of leadership the contingency theories can be considered as the latest and recent phase. These theories emphasized that there isno one best ‘way of leading. Leadership is situational and situation has a big role to play in order to decide which style of leadership should work best. Contingency theory can be called as the if and then approach. Lets discuss each one of them one by one: 33.1 Fiedler’s Theory: Practical Exercise: Understand your style of leadership based on Fiedler’s Least Preferred Coworker Questionnaire Least Preferred Coworker Scale Instructions: Think of all the different people with whom you have ever worked ... in jobs, in social clubs, in student projects, or whatever. Next think of the one Person with whom you could work least well, that is, the person with whom you had the most difficulty getting a job done. This is the one person (a peer, boss, or subordinate) with whom you would least want to work. Describe this person by circling numbers at the @ppropriate points on each of the following pairs of bipolar adjectives. Work rapidly. There are no right or Wrong answers. Least preferred coworker (LPC) scale too much can resist Negative Score Positive Unpleasant 1 2 3 4 5 6 7 8 Pleasant Rejecting 1 2 3 4 +5 6 7 8 Accepting Tense 1 2 3 4 5 6 7 8 Relaxed Cola 1 2 3 4 5 6 7 8 Warm40 De Leadership Development Boring 12 3 4 5 6 7 8 _ Interesting Backbiting 1203 4 5 6 7 8B Loyal Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 ‘Supportive Guarded 192 3 4 5 6 7 8 Open Insincere 12 3 4 5 Ge 7 8 Gere Unkind 10203 6 7 8 Kind Inconsiderate 1 2 3 4 5 6 7 8 Considerate Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy Gloomy 16204 2 5 6 7 8 | Creed Quarrelsome = 1-2-3 4 56 7B Harmonious Scoring Compute your LPC score by totalling all the numbers you circled. Enter that score below: LPC = ___ Interpretation. The LPC scale is used by Fiedler to identify a person's dominant leadership style (see the textbook material). Fiedler believes that this style is a relatively fixed part of one’s personality, and is therefore difficult to change. This leads Fiedler to his contingency views, which suggest that the key to leadership success is finding (or creating) good “matches” between style and situation. If your score is 73 or above, you are considered a “relationship-oriented” leader. If your score is 64 or below, you are considered a “task-oriented” leader. If your score is 65 to 72, you are a mixture of both, and it is up to you to determine which leadership style is most like yours Fiedler’s Contingency Model or Fiedler’s Theory of Leadership, states that there is no one best style of leadership. Rather, the most effective leadership style for any given situation is one that aligns with the situation at hand. The theory was developed in the 1960s by Austrian psychologist, Professor Fred Fiedler, He studied leaders’ personality trait and came to the conclusion that leadership style, since it is formed through is incredibly difficult to change as personality traits develop over a period of time due to personal experiences, situations and environment. Fiedler believed that a leader should be chosen on the basis of the project in hand and the personality of the leader. Ifthe two match the leader is perfect for the situation. His theory was one of the firsts which took into consideration the situation. Two major contributions in leadership theory by Fiedler were: + Natural leadership style * Situational favourableness Fiedler developed the Least Preferred Coworker (LPC) scale. The scale asks you to describ the co-worker you least prefer to work with, The more positive words you use to rate your least preferred co-worker on a variety o different criteria, the more relationship-oriented you are. The less positive words you use rate them on the same criteria, the more task-oriented you are. Relationship-oriented leaders are very good at building relationships, creating team spitt ooTheories of Leadership ae : sonal conflict. Task-or' ~ =nagin’ intrPmplish tasks competently. wy 5 as east Preferred Co-worker leader, thats yourscoreon w ; eae de, ie YOU have used more positive words to rate ys e 1A te ‘ relationship-oriented leader. yt wort Jow Least Preferred Co-worker leader, that is your score on the iyo ca json the lower side, i.e. you have used more negative words im worker then you're a task-oriented leader. cor" fet in theory, also known as situati i af contingency ry, also ational leadership, state junto Mites leadership is different and requires a specific fa Ri jtuation depends on how much influence and power you have as a der wer you have over your subordinates means the more favourable the LPC questionnaire Our least preferred co- LPC co-worker to rate your least quai ity of 5 is nfluence ard PO The pwatiOn. 8 gonad favoural situation = ieader member relations + Task structure | position power : > Lender-member relations: describes the nature ofthe interpersonal relationship between leader and follower. The leader's personality and the personalities of sibordinates play an important role in this variable. The more trust between the leader and member means the leader member relation is good. Good leader member relation can also be referred to as higher degree of leader-member relations. > Task structure: A well-defined task means a well-structured task. A structured task refers to higher clarity in terms of what is to be done and how itis tobe done. > Position power: a leader who has position power has authority. Leader who has authority can get the work done from the follower. Afavorable condition is defined as either of the following combinations: 1. Agood leader member relation, high task structure and strong position power. 2. Agood member relation, high task structure and weak leader position power. Amoderate condition is defined as either of the following combinations: 1. A good leader member relation, low task structure and strong leader power position. 2. Good leader member relation, low task structure and weak leader position power. 3. Poor leader member relation, high task structure and strong leader position power. 4, Poor leader member relation, high task structure and weak leader position power. Anunfavorable condition can be either of the following combinations: 1. Poor leader member relation, low task structure and strong leader position power. 2 Poor leader member relation, low task structure and weak leader position power. bleness is determined by three variables:Leadership Development oy Flodler’s Contingency Theory of Leadership ’ bon ( 4 "ay i d ee Favorablo Moderato Situation Ung Catogory 1 a 3 4 5 6 1 a Loaier Memnbor Relations Good Good Good Go0d Poor Pggy Post tay Task Structure Nigh High Low Low High High — Loy Leader Position Powor — Strong Weak Strong Weak Strong Weak Stony Vig Fig. 3.1: Fiadler’s Contingency Theory > Taskorinted leader tend tobe effective in either very favorable or very un situation like when the leader-member relation is 00d, task structure is high an leader position power is strong task-oriented leader should be Preferred as hy shall be able to get the work done. Relationship oriented leaders are effective in situation of intermediate favorablenss like when the leader member relation is 00d, task structure is low and weak leader position power is there a relationship-oriented leader shall be preferred ah iv shall be able to get the work done, v ® Low LPC reflects task-oriented leader © High LPC reflects relationship-oriented leader Hersey and Blanchard Situational Model 1X Hersey Blanchard Model, or situational leadership style, was developed ae’ piu tlersey and leadership expert Ken Blanchard, author of The One Mil ee mode is nota static leadership style. Instead, itis flexible, asthe leadership ed wee sain level of the followers. The Hersey. Blanchard. Model suggest Ooo leadership style i beter than another, Instend ct focusing on workplace fac, “BBE tha leaders should adjust their techniques to those they lead. ow in tose! defines the maturity eadines of followers as a combination sill willingness, Ability being the follower’s capacity to perform their job succes atl combination of skills and experience. Willingness refers to followers who at° ity 7Theories of Leaders! 7 P fidence to carry out their responsibilit Z id have the con! Ponsibilities. The model defi at ut cjership based on the kind of followers. The four styles of leadership defined vx ae re as follows: am gyle/ Directing: This style works with R1 ty a Taig kinds of followers have low level ability we” vation (unwilling): Since, the followers don’t have the requisite level, of skills, they | m0! 7 je supervision and clear-cut deci from the leader thats wy ee walling style directing style. Ths style is high task and low relatonshe ism) as tasks should be well defined and Maintaining a friendly relation can ont er the performance of the followers. ingstyle! Coaching: This style works well with the followers wh ori ‘These followers are excited to work but because of lack of sk ito perform. Leader maintains high task and high relation ori terisof followers. The leader explains what needs tobe done and done. ‘ 7 . participating style/ Supporting: This style of leadership works well with the followers who ae able but unwilling. These followers lack motivation and in order to ineresce thir willingness to perform, itis important to give them the opportunity to participate inthe decision making. As the followers are able, they do not need much guideree, the only need a push/ support to perform. Thus, the leader focusses on low task and high relation. Delegating style: This style of leadership works well with the followers who are able and willing. Since, the follower knows it all, the leader should delegate the work to them and focus on low task and low relation orientation. These kinds of followers are the best choice for future managerial/ top positions. en Blanchard and Paul Hersey originally developed Situational Leadership in 1968, ‘The idea was further developed in Blanchard’s 1985 book, Leadership and the One Minute Managet (co-authored with Patricia and Drea Zigarmi) and now widely used in corporations, private industry, and government. Lelallas) auriaia High Relationships High Task _ '0 are unable but ills do not know ntation for these why it needs to be e Ene ltay | and High Relationships Sable, unwilling) | 5.5, (unable, willing) act ee races Sa SE ar mem eT eno tee 0.5 ,(able, willing) TS,(unable, unwilling) Fig. 3.12: Hersey Blanchard Model of Leadership a