leadership style

1. UNIT-5 LEADING AND
DIRECTING Laxmi Dahal
Lecturer
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2. LEADERSHIP
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3. INTRODUCTION/ CONCEPT (1/2)
Leadership is less about your needs, and more about the
needs of the people and the organization you are leading.
Leadership is the art of getting others to want to do
something that should be done.
The leadership has the origin with the word 'Lead' means
'to go', 'to guide', 'to be the first’, 'to go ahead'.
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4. INTRODUCTION/ CONCEPT (2/2)
The leaders are typically one who go first. It is the ability
to lead. It is an act of instance of leading; guidance;
direction.
It is influencing people, that is , the art or process of
influencing people so that they will strive willingly and
enthusiastically toward the achievement of group goals.
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5. DEFINITION
"Leadership is the process of directing and influencing the
task related activities of group members.“
-James Stoner
"Leadership is the ability to influence people toward attainment of
goals.“ -Daft, 2000
"Leadership involves the use of interpersonal skills to
influence others to accomplish a specific goal."
-Sullivan and Garland, 2010
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6. TRAITS/PERSONALITY OF
EFFECTIVE LEADERS
 Drive and passion
 Power motive
 Self confidence
 Humility (humble)
 Honesty and integrity
 Trustworthiness
 Intellectual ability
 Emotional intelligence
 Knowledge
 Technical competency
 Sense of humor
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7. TECHNIQUES FOR INFLUENCING
(1/2)
 Lead by example: not only saying but doing also like
being honest, being punctual, people trust and follow.
 Lead by values: values like mutual respect, fairness,
kindness and trust if leader practices it, can set norms
for other followers.
 Assertiveness: expressing , what you want to be done and
how you feel about it.
 Rationality: appeal must be logical and with reasoning to
persuade the group members.
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8. TECHNIQUES FOR INFLUENCING
(2/2)
 Exchange: offering to reciprocate, if they meet your
demands.
 Ingratiation: before making a demand act in friendly
manner.
 Coalition: specific arrangements of parties working
together to combine their power, more relevant in
political system. Ex. Nepal Communist Party
 Kidding and joking: widely used to influence
people, and people admires their hero.
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9. APPROACH TO LEADERSHIP/
LEADERSHIP STYLE
A.Autocratic leadership style
B. Democratic leadership style
C.Free-Rein leadership style
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10. A. AUTOCRATIC/ AUTHORITARIAN/
DIRECTIVE
 The leader tells his or her employees what to do and how to
do it, without getting their advice.
 The leader assumes complete control over the decisions and
activities of the group.
 The authority for decision making is not delegated to
persons in lower level positions (centralized
organization)
 Directive leadership and the leader is referred as extreme
form of "Dictator".
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11. PERSONALITY OF LEADER (1/2)
 Firm personality, insistent, self-assured, highly
directive, dominating with or withoutintention.
 Has high concern for the work than for the people who
perform the task.
 Uses the efforts of the workers to the best possible
shows no regard to the interests of the employees.
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12. PERSONALITY OF LEADER (2/2)
 Sets rigid standards and methods of performance and
expects the subordinates to obey the rules and follow the
same.
 Makes all decisions by himself or herself related to the
work and pass orders to the workers and expect them
carry out the orders.
 There is minimal group participation or none from the
workers.
 Exercises power, manipulates the subordinates to act
according to his goals plans and keeps at the center of
attention.
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13. ADVANTAGES (1/2)
 Efficient in times of crisis, easy to make decision by
one person than by group and less time consuming.
 Useful when workers are unsure of taking decision
and expect the leader to tell them what to do.
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14. ADVANTAGES (2/2)
 Useful when leaders have all the information to solve the
problem, and also short time and employees are well
motivated.
 Useful for new employee who is just learning the job, and
the leader is competent and a good coach. The employee is
motivated to learn a new skill. The situation is a new
environment for the employee
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15. DISADVANTAGES (1/2)
 Does not encourage the individual growth and does
not recognize the potentials, initiativeness and creates
less cooperation among members.
 The leader lacks supportive power that results in
decision making with consultation although he/she
may be correct.
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16. DISADVANTAGES (2/2)
 Inhibits group participation which results in lack of
growth, less job satisfaction can lead to less
commitment to the goals of organization.
 Some people tend to think of this style as a vehicle for
yelling, using demeaning language and leading by
threats. This is not the authoritarian style, rather it is
an abusive, unprofessional style called "bossing
people around." It has absolutely no place in a leader's
repertoire.
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17. PARTICIPATIVE OR DEMOCRATIC
(1/3)
 This style involves the leader including one or more
employees in the decision making process (determining what
to do and how to do it). However, the leader maintains the final
decision making authority.
 This style is characterized by a sense of 'equality' among leaders
and followers.
 Open system of communication prevails. The group participate
in work related decisions (sharing the thoughts in problem
solving)
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18. PARTICIPATIVE OR DEMOCRATIC
(2/3)
 The interaction between the leader and the group is friendly
and trusting. The leader brings the subject to be discussed to
the group and consults.
 Decisions of the majority is made and implemented by the
entire group and makes final decision after seeking input
from the total group. Therefore, the group feels they have
important contribution to make, freedom ideas drawn,
develop sense of responsibility for the good of the whole.
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19. PARTICIPATIVE OR DEMOCRATIC
(3/3)
 Leaders works through people not by domination but by
suggestions and persuasions.
 Performance standards exist to provide guidelines
and permit appraisal of workers, thus results in high
productivity.
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20. PERSONALITY OF DEMOCRATIC
LEADER
 People oriented
 Focuses on the human aspect
 Builds effective work group
 Togetherness is emphasized
 Motivates the workers to set their own goals, makes
their own work plans and evaluates their own
performance.
 Informs the overall purpose and the progress of the
organization
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21. ADVANTAGES (1/2)
 It permits and encourages all employees to practice
decision making skills.
 It promotes personal involvement. Suggestions are
welcomed. This results in greater commitment to
work and enhanced job satisfaction.
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22. ADVANTAGES (2/2)
 Decisions made by the group are more effective than
by the leader alone. Members may have the more
information than the leader.
 Using this style is of mutual benefit as it allows
employees to become part of team and allows leader
to make better decisions.
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23. DISADVANTAGES
It takes more time for making the decisions by the group
than leader alone. However the advantages over weigh
the negative outcomes.
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24. DELEGATIVE OR LAISSEZ-FAIR OR
FREE-REIN (1/3)
 Also referred to as free-rein, Anarchic, and Ultraliberal style
of leadership. The leader givesup all power to the group.
 The leader allows the employees to make the decisions.
However, the leader is still responsible for the decisions that
are made.
 Encourages independent activity by the group members.
There is lack of central direction, supervision, coordination
and control.
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25. DELEGATIVE OR LAISSEZ-FAIR OR
FREE-REIN (2/3)
 Group members are free to set their own goals determine
their own activities and allowed to do almost what they
desire to do.
 This style is effective in highly motivated professional
groups. For example, research project where independent
thinking is rewarded or when the leader feels that the
problem must be solved by the group alone.
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26. DELEGATIVE OR LAISSEZ-FAIR OR
FREE-REIN (3/3)
 This style is not useful in a highly structure health care
delivery system or any institution.
 The group where there is no appointed leader will fall
into this category.
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27. PERSONALITY OF LEADER
 Sometimes leader may be too weak to exert any
influence on the group.
 Attempt to please everyone to feel good.
 Fails to function as an effective leader.
 An outside would not be able to identify the leader in
such a group.
 The leader exerts little or no influence on the group
members.
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28. ADVANTAGES
 It might promote team spirit if the members are
cooperative in nature.
 In limited situations creativity may be encouraged for
specific purposes.
 To try new methods of actions.
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29. DISADVANTAGES
 May lead to instability, disorganization inefficiency, no
unity if no cooperation.
 Neither the group nor anyone in the group will feel
to be responsible to solve the problems that may
arise.
 The individual will lose interest, initiative and desire for
achievement.
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30. LEADERSHIP THEORIES
 Trait theory
 Behavior theory
 Situational theory
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31. TRAIT THEORY (1930'S - 1940'S)
- The trait leadership theory believes that people are either born or
are made with certain qualities that will make them excel in
leadership roles.
- That is, certain qualities such as intelligence, sense of
responsibility, creativity and other values puts anyone in the shoes
of a good leader.
- The trait theory of leadership focused on analyzing mental,
physical and social characteristic in order to gain more
understanding of what is the characteristic or the combination of
characteristics that arecommon among leaders.
- There were many shortfalls with the trait leadership theory.
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32. TRAIT THEORY (1930'S - 1940'S)
However, from a psychology of personalities approach, Gordon
Allport's studies are among the first ones and have brought, for
the study of leadership, the behavioural approach.
In the 1930s the field of Psychometrics was in its early years.
Personality traits measurement weren't reliable across studies.
Study samples were of low level managers
Explanations weren't offered as to the relation between each
characteristic and its impact on leadership.
The context of the leader wasn't considered.
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33. TRAIT THEORY (1930'S - 1940'S)
Many studies have analyzed the traits among existing leaders in
the hope of uncovering those responsible for one‘s leadership
abilities, the only characteristics that were identified among these
individuals were those that were slightly taller and slightly more
intelligent!
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34. BEHAVIOURAL THEORIES (1940'S -
1950'S)
• In reaction to the trait leadership theory, the behavioural
theories are offering a new perspective, one that focuses
on the behaviours of the leaders as opposed to their
mental, physical or social characteristics.
• Thus, with the evolutions in psychometrics, notably the
factor analysis, researchers were able to measure the
cause an effects relationship of specific human
behaviours from leaders.
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35. BEHAVIOURAL THEORIES (1940'S
- 1950'S)
• From this point forward anyone with the right conditioning
could have access to the once before elite club of naturally
gifted leaders. In other words, leaders are made not born.
• The behavioural theories first divided leaders in two
categories. Those that were concerned with the tasks and
those concerned with the people. Throughout the literature
these are referred to as different names, but the essence are
identical.
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36. CONTINGENCY/ SITUATIONAL
LEADERSHIP THEORY (1/2)
Situational leadership theory suggests that no single leadership
style is best. Instead, it depends on which type of leadership and
strategies are best suited to the task.
Situational leadership is not so much a style of leadership as a
recognition that the most effective leaders change their behaviors
depending on the situation.
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37. CONTINGENCY/ SITUATIONAL
LEADERSHIP THEORY (2/2)
For example, a leader who is brought in to manage a crisis
situation may need to steer the ship with an autocratic hand,
whereas a leader who is in charge of a team of experts may
empower the team to brainstorm, collaborate and manage their
own decision-making.
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38. THE HERSEY AND BLANCHARD
MODEL
INTRODUCTION
Of all the situational leadership styles and theories, the best
known is the Hersey and Blanchard model. According to
these two theorists, situational leaders:
 Focus on followers rather than the wider workplace
environment.
 Change their behavior according to the needs of followers.
 Adapt and progress as leaders in response to the demands of
followers.
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39. INTRODUCTION
•The Hersey-Blanchard model is more than just a theory. It also
serves as a practical tool for assessing the maturity level of
followers, and thus the style of leadership that the situational
leadershould adopt.
•"Followers" in this context means a group of employees who share
similar levels of competence (ability) and commitment
(willingness to perform the job).
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40. THE HERSEY AND BLANCHARD
MODEL
The theory identifies four main leadership approaches:
•Telling: Directive and authoritative approach. The leader makes decisions
and tells employees what to do.
•Selling: The leader is still the decision maker, but he communicates and
works to persuade the employees rather than simply directing them.
•Participating: The leader works with the team members to make decisions
together. He supports and encourages them and is more democratic.
•Delegating: The leader assigns decision-making responsibility to team
members but oversees their work.
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41. THE HERSEY AND BLANCHARD
MODEL
In addition to these four approaches to leadership, there are also
four levels of follower maturity:
•Level M1: Followers have low competence and low commitment.
•Level M2: Followers have low competence, but high
commitment.
•Level M3: Followers have high competence, but low commitment
and confidence.
•Level M4: Followers have high competence and high
commitment and confidence.
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44. THE HERSEY AND BLANCHARD
MODEL
In Hersey and Blanchard’s approach, the key to successful
leadership is matching the proper leadership style to the
corresponding maturity level of the employees. As a general rule,
each of the four leadership styles is appropriate for the
corresponding employee maturity level:
•Telling style works best for leading employees at the M1 level
(low competence, low commitment).
•Selling style works best for leading employees at the M2 level
(low competence, high commitment).
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45. THE HERSEY AND BLANCHARD
MODEL
•Participating style works best for leading employees at the M3
level (high competence, low commitment/confidence).
•Delegating style works best for leading employees at the M4 level
(high competence, high commitment/confidence).
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