STAFF LEADERSHIP

Question 1 : What is meant by Leadership ?

Ans : Leadership may be defined as the process of influencing a group of persons so that
they strive willingly to attain the desired objectives. According to Theo Haimann,
“leadership is the process by which an executive imaginatively directs, guides and
influences the work of others in choosing and attaining specified goals by mediating
between the individuals and the organisation in such a manner that both will obtain
maximum satisfaction.”

Question 2: Distinguish between Leadership and Management.

Ans :
LEADERSHIP MANAGEMENT

1. Leadership is possible in both Management is possible in formally

organised (formal) and unorganised organised groups only.
(informal) groups.

2. Leadership is based on acceptance Management is based on formal authority

where a manager derives his authority
where a leader derives his authority
mainly from his official position in the
from his appeal to his followers.
organisation.

3. Leadership is mainly a part of Management involves planning, organising,

direction. staffing, directing and controlling.

Management is wider in scope than

4. Leadership is a part of management leadership.
but not all of it.
Question 3 : Discuss the various types of leadership style.

Ans : Leadership style refers to a leader’s behaviour. The behavioural pattern which a leader
adopts in influencing his followers is known as the style of the leadership.
1. Autocratic or Authoritative Leadership – An autocratic leader is one who likes to
run the show and takes all decisions himself without consulting the followers. He
gives orders and insists that they be obeyed. Subordinates are expected to do what
they are told. Thus, under this style all decision-making power is centralised in the
leader. An autocratic leader exercises close supervision over subordinates. He holds
out threats of punishment or uses his powers to distribute rewards on the assumption
that people are lazy and will avoid work and shirk responsibility.

ADVANTAGES:

• Autocratic leadership permits quick decisions as a single person (leader) takes

decisions.
• It provides strong motivation and satisfaction to the leader.
• Many subordinates prefer to work under centralised authority and strict
discipline.
• It needs less competent subordinates at lower levels
• It can be successful where subordinates are reluctant to take initiative.

DISADVANTAGES:

• People dislike this style specially when the motivational style is negative.
• It leads to frustration, low morale and conflict which affect organisational
efficiency.
• Due to lack of opportunity to exercise initiative and judgement future leadership
does not develop. Thus followers remain uninformed, insecure and afraid of
leader’s power.
• There is resistance to change as workers feel harassed and disturbed.
 Autocratic leadership
2. Participative or Democratic Leadership – A democratic leader makes decisions
jointly with his followers. He decentralises authority and allows the group to share
his power. Instead of taking unilateral decisions, he allows the subordinates to
discuss the problem and to express their opinions freely. It is based on the
assumption that the leader derives his power by consent of the followers who are
mature and can be creative.

ADVANTAGES

• It reduces resistance to change and increases acceptance to new ideas.

• It improves the attitudes of employees towards their jobs and the organisation.
• It increases cooperation between management and workers.
• It improves employee morale and reduces complaints or grievances. It
facilitates the development of future leaders.

DISADVANTAGES

• It may be dilatory, leading to delay in decisions.

• It may be used covertly to manipulate employees.
• In this style participation will not be meaningful unless the subordinates
understand thoroughly the complex problems of the organisation.
• It may not be liked by people who want minimum interaction with superiors and
colleagues.
 Democratic Leadership

3. Free-Rein or Laissez-Faire Leadership – A free-rein leader gives complete

freedom to his followers to establish their own goals and policies. He does not lead
and avoids power.

ADVANTAGES:

• In this style complete freedom to subordinates improves their motivation and

morale.
• There is maximum opportunity for the development of subordinates.

DISADVANTAGES

• As there is abdication of formal leadership role, informal leaders emerge to fill

the void.
• The group does not get the benefit of leader’s inspired motivation, guidance and
socioemotional support.
• It can succeed only when the followers are highly mature, able and self
motivated. Otherwise they will feel insecure and vulnerable.
• It ignores the manager’s contribution just as autocratic leadership ignores the
contribution of the group.
 Free-Rein Leadership

Question 4 : Explain the concept of Leadership Continuum.

Ans : Robert Tannenbaum and Waren Schmidt of U.S.A have developed the concept of
leadership continuum. It suggests that leadership style is the varying degree of use of
authority by the leader and area of freedom for subordinates. At the left end of the
continuum is the ‘boss centered’ leadership while at the right end is the ‘subordinate -
centered’ leadership. As one moves from the extreme left to the extreme right, the degree
of control goes down and the freedom of subordinates goes up as shown in the figure below.

i. Manager makes decision and announces it: It is an extreme form of autocratic

leadership whereby the boss takes the decision and asks the subordinates to
implement it.
ii. Manager sells the decision: In this style the boss alone takes the decision and
persuades the subordinates to accept it.
iii. Manager presents ideas and invites questions: This style involves greater
involvement of subordinates. The boss arrives at the decision and asks subordinates
to express their views on it.
iv. Manager presents tentative decision subject to change: Herein the boss takes a
tentative decision and modifies it in the light of views expressed by the
subordinates.
v. Manager presents problems, gets suggestions and takes decision: In this case the
boss takes the decision after hearing the suggestions from subordinates.
 vi. Manager defines the limits and asks the group to make decision: In this style the
boss gives the freedom to subordinates to take decision subject to pre-determined
limits.
vii. Manager permits subordinates to function within the limits defined by him: This
style involves full participation of subordinates. Here the boss defines overall limits
and subordinates are free to decide and act within these limits

Leadership continuum

Question 5 : Illustrate and explain the concept of Situational leadership.

A General Model of Situational Leadership

Ans : Situational approach to leadership recognises that leadership style depends on the
situation. No single style is successful in all situations. Therefore, a good leader is one who
behaves according to the requirements of the situation. Situation means the type of the task
to be performed, the ability, needs, and expectations of the followers, the total environment
inside and outside the organisation. For example a soft approach may be successful when
the task is complex, followers are very competent and self motivated, etc. On the other
hand, a hard approach may be needed when the task is easy, followers are incompetent and
the environment is challenging. Situational approach to leadership is the most realistic
approach. But it is very difficult to change the leadership style every time the situation
changes
Question 6 : “A leader’s style is a combination of both the dimensions.” With reference to
the given statement, explain the managerial grid.

Ans : Robert Blake and Jane Mouton developed the managerial grid. This is two
dimensional graphic model of alternative combinations of leadership styles or behaviour.
The two dimensions are: Concern for production and Concern for people. These are shown
respectively on horizontal and vertical axis of the graph on a 1 to 9 scale. These five
illustrative combinations are as follows:

i. Improverished (1,1) – The manager has low concern for both production and people.
Under it exertion of minimum effort is required to get work done and sustain
organisation membership. The leader avoids controversy and confrontation.
ii. Country Club (1,9) – The leader keeps his term in good humour and secures good
relations. He has maximum concern for people and minimum concern for production.
iii. Middle of the Road (5,5) – The leader balances tasks with concern for people through
compromise, i.e., balancing the necessity to get out work while maintaining morale
of people at satisfactory level. He has moderate concern for both production and
people.
iv. Task Management (9,1) – Efficiency in operations results from arranging condition
of work in such a way that human element interferes to a minimum degree. The task
is wellplanned and authority is well defined. This is the task-oriented or authoritarian
style involving suppression of conflicts. The leader is mainly concern with
production with little concern for people.
v. Team Management (9,9) – This is a team leader style which the leader consults his
team and harmonises goals. The leader has maximum concern for both production
and people. It is considered as the best leadership style.