Bangladesh University of Professionals (BUP)

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1. Different leadership style in different field?
Leadership is commonly termed as a raw material. It takes different shapes in different fields in
different names.
The role that meets the leadership--
 In the military field is called Command;
 In the ecclesiastical field is known as ministry;
 And in public life it is called governance.
 In industry and commerce the leadership role is named management.
2. Why Trait theory was gradually weighing out?
Hundreds of trait studies were conducted during 1930s and 1940s to discover a list of traits all
successful leaders possess, or traits that will guarantee leadership success. But the crisis is, the
researchers could not agree with any single list of traits and in addition not all effective leaders
have all these traits. Thus trait theory failed to find favor with assessors of leadership for three
reasons.
Firstly, it is linked with the assumption that the leader is born. This goes against dynamic nature
of human personality.
Secondly, exclusive research failed to find out even a few traits which could be common to all
leaders. Each leader has a unique personality.
Thirdly, the list of human traits is too long. Thus trait theory was gradually weighing out.
But still the researchers who were not concerned with personality or a system of categorizing
traits wanted to identify a list of traits that effective leaders have. There appears to be some traits
that constantly differentiate leaders from others, so that trait theory does have some claim to
universality.
3. Why Management and Leadership can be blended in a composite concept. Why Management
and Leadership can be an overlapping concept, explain with a diagram?
Under the old management paradigm, managers were primarily autocratic, making all the
decisions, and maintaining tight controls over employees. Under the new leadership paradigm,
managers are primarily participative, and focus on leadership by sharing the management
functions. Leaders and followers have good working relationship, as people are the most
important asset. They set objectives together, and influence each other to bring about change to
continually improve the organization. It should be realized that successful leaders are also good
at managing, and successful managers are also good leaders. There is overlap between two
paradigms. So the overstretching paradigm has shifted from management to leadership.
Today’s managers have an evolving role: Successful managers use truly democratic form of
leadership as they discuss and share88 the responsibility of management with employee. Today’s

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managers must be able to lead as well as manage. Thus, they must continue managing as his
function and focus on leading to be successful which clearly reveal the need of a ‘composite
concept’ of leadership and management.
The diagram below shows:
In fact management is an overlapping concept of leadership.
4. Kinds of virtue
Plato’s ‘theory of reforms’ was refuted by Aristotle’s in his life time (348 to 322 B.C). He
disagreed with Plato and said “there cannot be a universal good (virtue) such as Plato held to be
the culminations of his theory of forms”. Indeed, Aristotle is the first who criticizes the concept
of any universal good (virtue) which Plato could not conceive the good (virtue) in this way.
Virtue then is of two kinds, intellectual and moral. Intellectual virtue owes both its inception and
its growth chiefly to instruction and for this very reason needs time and experience. Moral
goodness (virtue), on the other hand is the result of habit, from which it has actually got its name.
5. Discuss the cardinal virtues (Types of virtues), which give birth to all other virtues.
None of the moral virtues is engendered in us by nature, since nothing what is by nature can be
made to behave differently by habituation. For instance a stone, which has a natural tendency
downwards cannot be habituated to rise, nor fire can be train to burn downwards the moral
virtues then, are engendered in us neither by nor contrary to nature, we are constituted by nature
to receive them, but their full development in us is due to habit. Accordingly four virtues which
were known as “cardinal virtues”9 were in vogue in the Greek Philosophy as stated below:
1. Wisdom
2. Courage
3. Discipline
4. Justice

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Wisdom is the knowledge possessed by the ruler, courage because to the courage of the
auxiliaries, and self-discipline because of the harmony between all three classes and their
common agreement ‘about who ought to Rule.
Finally justice is the principle which has in fact been followed throughout, the principle of one
man one job, of minding one’s own business, in the sense of doing the job for which one is
naturally fitted and not interfering with other people.
6. What are the causes of paradigm shifting from Behavioral to Situational to Contemporary or
Integrative?
Paradigm shift from Behavioral to Situational theory:
Behavioral research focuses on finding ways to classify behaviors that facilitate our
understanding of leadership. Hundreds of studies examined26 the relationship between
leadership behavior and measures of leadership effectiveness. Unfortunately, no leadership
behavior was found consistently associated with leadership effectiveness.27 so, there was no
agreement on one best leadership style for all management situations, but researchers did identify
two generic dimensions28 of leader behavior: task –and people –oriented leadership, which Have
importance in accounting for leadership effectiveness. Research efforts to determine the one best
leadership style have been weak and inconsistent29 for most criteria of leadership effectiveness
in these theories. In other words, there is no single best style in all situations; this is first
contribution, because it has helped researchers to go to the next paradigm –that of contingency.
Paradigm shift from Situational to Contemporary or Integrative theory:
One aspect of this research is to discover the extent to which managerial work is the same or
different across different type of organizations levels of management, and cultures45. But a
general criticism made of contingency or situational leadership is that it concerns management
rather than true leadership. The various models deal more with conducting transactions with
group members than with inspiration and influence but today’s leader or manager have evolving
role: Successful managers use truly democratic form of leadership. Manager must be able to lead
as well as manage. Thus they must continue to manage and focus on leading to be successful.
Researcher found that the followers of some leaders are willing to work so hard and make
personal sacrifices to achieve the group and organizational objectives, and such leader can
influence the human behavior of their followers. But stereo-type management concern leadership
theories are not enough to develop such kind of leadership. Thus, leadership paradigm shifted to
integrate or tie theories.

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7. Basic diagram of leadership/ Structure and definition of leadership with diagram
Structure and Definition of Leadership: Many books and research papers have been written on
the subject leadership. Bernard Shaw in 1926 define leadership- “Any person who is more than
ordinarily efficient in carrying successful psychological stimuli to others and it thus effective in
conditioning collective responses may be called a leader” There are more than 850 different
definitions of leadership, almost all revolved round 3 things, the leader, the group and the
situation. In diagrammatic form the structure may be drawn as follows:
A diagram with probable variables is mentioned to have a general concept on leadership.
Leadership3 is the process of influencing the actions of individuals and organizations in order to
obtain desired result, goal or objective etc.
8. Doctrine of mean.
Mean is between excess and deficiency, in relation to thing what is equidistant from extreme.
Mean in relation to us that which is neither excessive nor deficient. Every knowledgeable person
avoids excess and deficiency, but looks for the mean and chooses it. By virtue, mean is the moral
virtue since it is this that is concerned with feelings and actions, and these involve excess,
deficiency and a mean. For example, in the field of fear and confidence the mean is courage.
Those who go extremes exceed in fearlessness has no name to describe them, the one who

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exceeds in confidence is called rash, and the one who shows an excess of fear and deficiency of
confidence is called coward. Excess and deficiency are failings, whereas the mean is praised and
recognized as success and called mark virtue. Some examples of mean are show below:
Sphere of
Actions
Feeling
Excess Mean Deficiency
Fear and
confidence
Rashness Courage Cowardice
Pleasure and
Pain
Licentiousness Temperance Insensibility
Anger Irascibility Patience Lack of Spirit
Shame Shyness Modesty Shamelessness
9. Aristotle criticism of Plato’s theory
In the ancient time (Greek Philosophy) Plato explained rules of philosophers-king. According to
him, leadership skills are universal but Aristotle was the first, who criticized Plato’s concept of
any universal good (virtue). He disagreed with Plato and says “there cannot be a universal good
(virtue) such as Plato held to be the culminations of his theory of forms.” Thereby Greek
philosophy came out from the concept of any universal virtue and entered into four cardinal
virtues namely (1) Wisdom, (2) Courage, (3) Discipline, (4) Justice.
10. What are the visions of a leader? Define visionary leadership.
Although the term vision is often linked with charismatic leadership, but visionary leadership57
goes beyond charisma since it is the ability to create and articulate a realistic credible and
attractive vision of the future that improves upon the present situation. This vision is properly
selected and implemented, is so energizing that in effect and resources to make it happen. A
vision offer clear and compelling imagery that taps into people’s emotion and inspires
enthusiasm to peruse the organization’s goals. It should be able to generate possibilities that are
inspirational and unique and offer new ways of doing things that are clearly articulated and have
powerful imagery are easily grasped and accepted.
Once vision is identified, these leaders appear to have three qualities:
1. The ability to explain the vision to others, by making vision in clear terms.
2. The ability to express the vision not just verbally but through behavior.
3. The ability to extend or apply the vision to different leadership contexts.

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11. Role of manager under new leadership paradigm
Functions of leadership termed as management can be defined as the universal process of
coordinating work activities so that they are completed efficiently and effectively
Leader as a manager is responsible for combining and coordinating the various resources to
achieve goal. The way a leader or manager combines and coordinates various resources may be
called as functions of leader or manager. There are four basic functions or activities:
1. Planning
2. Organizing
3. Leading
4. Controlling
Centering these functions, the management practice is carried out. First in the cycle is to create a
clear set of goals and plan that articulates what an organization wants. Then create an effective
organization to help make those goals and plans a reality, then pay a close attention to the people
in leading and guiding. Next keeps a close eye to control how they are performing. Each of these
activities represent one of the four basic cycles. It is also important to note that these functions
do not usually occur in a tidy, step-by-step fashion. A leader as manager is likely to engage in
several different activities simultaneously.
12. Plato’s concept about kings and wisdom
In the Greek civilization, Plato during his life time (427 to 347 B.C.) was the first to
conceptualize a kingship concept4. To understand Plato’s programed of education of the
philosopher-ruler we need to return, briefly, to his ‘theory of forms’. Plato was under
Pythagorean influence. His personal disillusionment with politics which he conveys in his seven
letters does not prevent him from proclaiming that philosophers can only do their greatest work
in the service of society, Plato’s concept of government is in the ideal state which emerged out of
his educational scheme.
According to him- “Either Philosophers5 must become kings, or kings must become lovers of
wisdom and other virtues. There must be a fusion of political power and philosophical
understanding which will preclude the pursuit of either one apart from the other. Otherwise there
will be no end of troubles for state and for the entire human race”. (Republic- 473-E)
He does introduce certain principles to which the philosophers-ruler6 must unswervingly adhere:
1. They must guard against either wealth or property intruding into the society. The reasons Plato
gives for observing this principle are that the craft man who grows rich would no longer be
willing to give his mind to his craft; and if he grows poor, he will not be able to provide himself

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with the tool of other requirements of his art. From both causes poverty and wealth, the products
of the art and the artisans as well deteriorate. Thus Plato’s reasons are to ensure the quality of the
specializations constituting the division of labor. Nevertheless, although he does not say so
explicitly, his first principle, if it were realized, would serve to regulate exchange relations
within the producer class so as to forestall extreme social inequalities and extreme form of social
conflict that would inevitably ensure.
2. Ruler must see that the state be neither too large nor too small, but just the right size consists
with unity and self-sufficiency (Republic 423CD).
3. Ruler must maintain the rule of justice (that is specialization) and ensure that every individual
is occupied function (423 D).
4. Finally, the ruler must guarantee the stability to the entire society by presenting any innovation
whatsoever in the system of education, the art, music, or any other sphere for that matter (424 B-
C).
13. Aristotle concept from Greek philosophy
Plato’s ‘theory of reforms’ was refuted by Aristotle’s. He disagreed with Plato and said “there
cannot be a universal good (virtue) such as Plato held to be the culminations of his theory of
forms”.
Indeed Aristotle is the first who criticizes the concept of any universal good (virtue).
Virtue then is of two kinds, intellectual and moral.
Intellectual virtue owes both its inception and its growth chiefly to instruction and for this very
reason needs time and experience.
Moral goodness (virtue), on the other hand is the result of habit, from which it has actually got
its name.
We are what we repeatedly do. Excellence, then, is not an act, but a habit. -Aristotle
14. Trait theory of leadership
Trait theory of leadership was the foundation for the field of leadership study.
Trait theory is still being studied. The original study of trait theory was called Great man
(person) approach, which sought to identify the traits of effective leaders possessed.
However, it was not until the early part of twentieth century that researchers began to study
leadership. This early theories focused only on the leader such as trait theory.

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In effort to bring out the possible traits of leadership researcher listed 18,000 adjectives in the
Webster’s dictionary.
Allport and Odbert selected more relevant terms from among these adjectives and list 4,500
traits.
In the recent past this was further reduced and lastly some seven associated traits.
1. Drive: Leader exhibits a high effort level. They have relatively high desire for
achievement, they are ambitious, they also have lot of energy, they are tireless persistent
in their activities, and they show initiative.
2. Desire to lead: leaders have a strong desire to lead others; they demonstrate the
willingness to take responsibility.
3. Honesty and integrity: leaders build trusting relationship between themselves and
followers by being truthful or non-deceitful by showing high consistency between word
and deeds.
4. Self-confidence: Followers look to leaders for an absence of self-doubt, leaders,
therefore need to show self-confidence in order to convince followers of the rightness of
their goals and decisions.
5. Intelligence: leader need to be intelligent enough to gather synthesize and interpret large
amounts of information and they need to be able to create visions. Solve problems and
make correct decisions.
6. Job-relevant knowledge: effective leader have high degree of knowledge about the
company, industry and technical matters. In depth knowledge allows leaders to make
well-informed decisions and to understand the implications of these decisions.
7. Extraversion: leaders are energetic and lively people, they are sociable, assertive and
rarely silent or withdrawn.
During 1930s and 1940s to discover a list of traits all successful leaders possess, But the
researchers could not agree with any single list of traits that guarantee leadership success and
in addition not all effective leaders have all these traits. Thus trait theory failed to find favor.
Firstly, it is linked with the assumption that the leader is born. This goes against dynamic nature
of human personality.
Secondly, exclusive research failed to find out even a few traits which could be common to all
leaders. Each leader has a unique personality.

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Thirdly, the list of human traits is too long. Thus trait theory was gradually weighing out.
There appears to be some traits that constantly differentiate leaders from others,
So that trait theory does have some claim to universality.
15. What is visionary leader?
Some leaders emerge in crisis to save the followers; some lead to liberate a nation or group from
oppression; someone initiated change in society or brought about development in the life of their
followers.
Every leader has a goal, mission and objective or in a broader sense –a vision. With this vision,
the leader motivates or directs his followers.
When people follow him to achieve the vision, he turns into a leader.
A visionary leader usually perseveres through a wide verity of challenges, uncertainties, and
setbacks. Still, he is like someone, who finds his way in the darkness by moonlight and sees the
dawn before the rest of the world.
A visionary leader spreads the seeds of his vision and it takes root in others and lifts the
common mindset of the people into the higher realms of their potential.
The vision develops from deep inner conviction and motivation of a leader which can bring mass
consciousness to a level that people might be motivated to change their value and follow the
leader.
Once vision is identified, these leaders appear to have three qualities:
1. The ability to explain the vision to others, by making vision in clear terms.
2. The ability to express the vision not just verbally but through behavior.
3. The ability to extend or apply the vision to different leadership contexts.
Four basic function of leader or manager?
Leader as a manager is responsible for combining and coordinating the various resources to
achieve goal. The way a leader or manager combines and coordinates various resources may be
called as functions of a manger.

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There are four basic functions or activities:
1. Planning
2. Organization
3. Leading
4. Controlling
Planning
And decision
makingSetting the
organization’s Goal and
deciding How best to
achieve them
Controlling
Monitoring and
Converting on going
activities to facilitate goal
attainment
Leading
Motivation members of the
organization to work in the
best interest of the
organization
Organizing
Determining how best
to group activities and
resources

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16. A composite concept of leadership management or blended?
Under the old management paradigm, managers were primarily autocratic,
Making all the decisions, and maintaining tight controls over employees.
Under the new leadership paradigm, managers are primarily participative, and focus on
leadership by sharing the management functions.
Leaders and followers have good working relationship, as people are the most important asset.
They set objectives together, and influence each other to bring about change to continually
improve the organization.
It should be realized that successful leaders also good at managing, and successful managers
are also good leaders.
Higher concept of management takes the role of leader as its core. Leadership and management
may be blended into a composite concept.
This process has taken place subconsciously over a period of last three decades.
The path of management development and leadership development run together for most the
career journey especially in the middle stages.
But the concept of leadership development has to be retained due to it is arguably wider and
deeper than the concept of management.
Though someone wants to separate the concepts, but neither concept can push other out of the
existence.
In fact management is an overlapping concept of leadership. Management in conjunction with
leadership can produce orderly change and leadership in conjunction with management can keep
the organization properly aligned with its environment.
17. Behavioral theory of leadership?
1. Autocratic style: centralize authority, dictates work, methods, makes unilateral decisions
and limits employee participation.
2. Democratic style: delegate authority, encourage participation in deciding work methods
and goals and use feed-back.
3. Laissez- fair style: Give the group complete freedom to make decisions and complete
the work in whatever it saw fit.

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18. Ohio State Leadership Studies
In 1945, a group of researchers at the Ohio State University sought to identify the observable
behaviors of leaders instead of identifying personality traits. The Ohio state studies identified
two important dimension of leadership behavior
Initiating Structure: Initiating structure referred to a leader which is likely to define his own
role and role of group member. It attempts to organize work and work relationship and goal.
Consideration Structure: It was defined as the extent to a leader who has high consideration for
his group members’ idea and feelings.
19. Michigan Study
Employ Oriented: in this type leader emphasizing interpersonal relationship.
Production /Task oriented: emphasizing on task accomplishment.

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Analysis on Behavioral Theory:
1. Hundreds of studies examined the relationship between leadership behavior and measures of
leadership effectiveness. Unfortunately, no leadership behavior was found consistently
associated with leadership effectiveness.
So, there was no agreement on one best leadership style for all management situations.
2. Researchers did identify two generic dimensions of leader behavior: task –and people –
oriented leadership, which have importance in accounting for leadership effectiveness.
3. Behavioral leadership theories were attempts to find the one best leadership style in all
situations; thus they may be called a universal theory. But research efforts to determine the one
best leadership style have been weak and inconsistent. In other words, there is no single best
style in all situations;
Thus research shift to next paradigm –that of contingency leadership theory.
20. Fiedler model Developed by Fred Fiedler.
The model was based on the premise that a certain leadership style would be the most effective
type for a situation and then to identify the appropriate combination of style and situation.
Fiedler proposed that a key factor in leadership success was on individual’s basic leadership
style, either task oriented or relationship contained.
Least-Preferred co-worker (LPC)
18 pairs of contrasting adjectives for example, pleasant, unpleasant, cold-warm, boring-
interesting and friendly-unfriendly, with score of question Fiedler believed that a person’s basic
leadership style can be determined on the basis of the response of the LPC questionnaire.
Leadership Style
Task Oriented Relationship Oriented
After one individual’s leadership style had been assessed through LPC
It was necessary to evaluate the situation in order to match the leader with the situation,

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Fiedler’s research uncovered three key situational factors.
Leader-member Relations: the degree of confidence, trust and respect employee had for their
leader, rated as either good or poor.
Task structure: the degree to which job assignments were formalized and procedurized rated as
either higher or lower
Position power: the degree of influence a leader had over power-based activities such as hiring,
firing, discipline, promotion and salary rated strong or weak.
Relation-oriented leaders performed better in moderately favorable situations
Favorable situations and very unfavorable situations
Fiedler treated on individual’s leadership style as fixed
There are only two ways to improve leader’s effectiveness.
First a new leader can be brought whose style better fit the situation.

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For example, if a group situation was related as highly favorable but was led by relationship-
oriented leader,
The group performance could be improved by replacing that person with task oriented leader.
If leadership style does not match the situation, the leader may be ineffective.
Why fielder was criticized:
Fiedler’s work was criticized for conceptual reasons, and because of inconsistent findings and
not as strongly for field studies as for laboratory studies.
Another criticism of Fiedler’s view is that leader should be changed. The other situational
researchers suggest changing leadership styles, not the situation.
Thus debate continues over the validity of the model.
21. Hersey & Blanchard’s Theory
1. In reality, leadership situations are less clear-cut than four quadrants suggest. Research
evidence for the situational model has been mixed.
2. A major concern is that there are few leadership situations in which a high-task, high-
relationship orientation does not produce the best result.
3. Robert P. Vecchio conducted a comprehensive test of this model; result was mixed,
suggesting that the model may hold for only certain types of employees.
Hersey-Blanchard Situational Leadership Theory:
Your son has come to you with his holiday homework during vacation. You go through it and set
his time table and lay down your expectations. After two weeks, you check on his progress and
find that he hasn’t gone past even one topic. He said he didn’t understand what they were asking
and was afraid to ask for help. Although you may want to blame your son, the truth is that you’re
as much to blame as he is.
How could you have prevented this?
These types of situations occur because you, as a leader, don’t use a style of leadership that fits
the readiness of the person for that work at that time. When these don’t match, it is bound to lead
to failures.
Here, we’ll review the Hersey-Blanchard Situational Leadership Theory, and we’ll explain how
it’s used in different leadership situations. Situational leadership says that a manager or person of
authority should adapt their styles of leadership based upon the situation and the readiness of
their people.

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This theory has been developed by Dr. Paul Hersey, a professor and author of “The Situational
Leader”, and Ken Blanchard, the author of the “One-Minute Manager.”
The theory states that successful leaders should change their leadership styles based on the
readiness of the people they’re leading and the details of the task. Depending upon performance
readiness level of the follower (combination of ability and willingness) to perform a specific
task, the manager/leader needs to determine the appropriate level and style of leadership that is
needed to complete the work.
If your employee/child isn’t lacks knowledge or capability to handle the task, then you need to
spend more time on explaining what needs to be done and how.
If he or she has the knowledge and capability to perform the task, then you need to spend more
time building the relationship and trusting that it will be completed satisfactorily.
Hersey and Blanchard came up with four readiness levels and styles of leadership based upon the
situational leadership theories. Each level works well with the other. They developed four
leadership styles (S1 to S4) that match the readiness levels (R1 to R4) of the followers.
Readiness Levels
According to Hersey and Blanchard, knowing when to use each style is largely dependent on the
readiness of the person or group one is leading. The four different readiness levels are:
• R1 – People at this level of readiness lack the knowledge, skills, or confidence to work on their
own, and they often need to be pushed to take the task on. They are unable and unwilling.
• R2 – at this level, people might be willing to work on the task, but they still don’t have the
skills to complete it successfully. The person is, therefore, unable but willing or motivated.
• R3 – Here, people are ready to perform the task. They will be called able but unwilling or
insecure.
• R4 – These people are able to work on their own. They have high confidence and strong skills,
and they’re committed to the task. They are, therefore, able and willing or motivated
Leadership Styles
According to Hersey and Blanchard, the four main leadership styles are:
• Telling (S1) – Leaders tell their people what to do and how to do it.
• Selling (S2) – Leaders provide information and direction, but there’s more communication with
followers. Leaders use explaining and persuading skills to get the task completed
• Participating (S3) – Leaders focus more on the relationship and less on direction. The leader
focuses on encouraging his people and collaborative problem solving approach.

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• Delegating (S4) – Leaders give most of the responsibility onto the follower or group. The
leaders focus on monitoring and observing the group.
The above concept can be understood more clearly from the diagram depicted below. Styles S1
and S2 (correspond to readiness level R1 and R2) are focused on getting the task done. Styles S3
and S4 (for readiness level R3 and R4) are more concerned with developing team members’
abilities to work independently.

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22. Path goal theory
Robet House developed the path goal theory.
The term path-goal is derived from the belief that effective leader clarifies the path to help their
followers to achieve their work goals.

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Locus Control- is a personality trait.
Internal locus control believes that what happens to them is a function of their own effort and
behavior.
External locus control believes that fate, luck or system determines what happens to them.
A person with internal locus control may prefer participative leadership.
External locus control may prefer directive leader.
The factors outside subordinates’ control---
When task structure is high, directive leadership is less effective than task structure is low.
Subordinate usually do not need their boss to continually tell them how to do an extremely
routine job.
The nature of work group also affects the appropriate leader behavior.
When work group provides employee with social support and satisfaction, supportive leader is
less critical.
When social support cannot derive from the group, the worker may look to the leader for
support.

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The higher degree of formality, the less directive is the leader behavior that will accepted by
subordinate.
Path Goal Theory analysis
1. A contribution of the path-goal theory is that it highlights the importance of
achievement-oriented leadership, which is becoming more important in high-
technology organizations.
2. Despite the theory’s potential contributions however, the criticism of Fiedler’s
contingency theory apply.
3. Path-goal theory contains so many gradations and complexities that it has attracted
little interest from managers or leaders.
23. Leader Participation Model
Another early contingency model, developed in 1970 by Victor Vroom and Philip Yelton. This
model can sequential set of rules (norms) that leader followed in determining the form and
amount of participation in decision making as determined by different situations.
General Analysis on Situational or Contingency Theory
1. One aspect of this research is to discover the extent to which managerial work is the same
or different across different type of organizations levels of management, and cultures.
2. A general criticism made of contingency or situational leadership is that it concerns
management rather than true leadership.
3. The various models deal more with conducting transactions with group members than
with inspiration and influence.
4. Today’s leader or manager has evolving role: Successful managers use truly democratic
form of leadership. Manager must be able to lead as well as manage. Thus they must
continue to manage and focus on leading to be successful.
5. Researcher found that the followers of some leaders are willing to work so hard and
make personal sacrifices to achieve the group and organizational objectives, and such
leader can influence the human behavior of their followers.
But stereo-type management concern leadership theories are not enough to develop such kind of
leadership. Thus, leadership paradigm shifted to integrate or tie theories.

21. 21
24. Charismatic
Charisma is a Greek word meaning divinely inspired gift. In 1924 Max Weber defined a
charismatic leader as a mystical, narcissistic, and personally magnetic who would arise to lead
people through a crisis.
Charismatic Leadership
In 1977 Robert House first proposed a theory of charismatic leadership. Charismatic leader
categories into five types:
1. Socialized charismatic,
2. Personalized charismatic,
3. Officer-holder charismatic,
4. Personal charismatic
5. Divine charismatic.
The socialized charismatic leader is one who has self-transcendence motive, based on collective
interest, provide meaning through supportive relationship with others and in consistent with
selfless and empowering orientations.
The personalized charismatic leader is one who possesses dominance to extreme selfishness that
leads him to promote highly self-serving, Machiavellian and grandiose goals.
The concept of charismatic leadership, like trait theories, assumes that charisma is an individual
characteristic of leader; charisma is a form of interpersonal attraction that inspires support and
acceptance.
Someone with charisma is more likely to be able to influence others than someone without
charisma.
For example, a highly charismatic Leader will be more successful in influencing subordinate
behavior than a leader who lacks charisma.
Charismatic leaders are likely to have a lot of self-confidence, a firm conviction in their beliefs
and ideals, a strong need to influence people.
They tend to communicate high expressions about follower performance and express confidence
in followers.

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There are three elements in charismatic leadership.
• Leader needs to be able to envision the future, set high expectations and model behaviors
consistent with meeting those expectations.
• Charismatic leader must be able to energize others through a demonstration of personal
excitement, personal confidence and pattern of success.
• The charismatic leader enables others by supporting them, empathizing with them and
expressing confidence in them.
25. Transformational leader:
A transformational leader relies more intrinsic rather than extrinsic reward, to motivate his
subordinates. Who also serves as the role model for his subordinates, has tremendous influence
upon them, inspires them to follow the leader and produce high quality work.
This process of motivation serves as self-propelled force in a worker. However it would be
wrong to completely ignore the methods used by transactional type of leader.
In some situation there is no recourse but to fall back to transactional methods of motivation.
Therefore is the crux of effective leadership.
His Main characteristics:
1. A transformational leader’s approach to work is based on a balance mix of rational and
emotional factors. He knows that highly programmed method of working is the worst tyranny.
2. A transformational leader knows that striving for excellence and producing high quality
performance could be as intense a desire of worker. He improves self-confidence of followers.
3. Each of us has an ego. To save it from hurt or injury and to sustain it under all circumstances
is the inner most desire of all of us. A transformation leader understands the importance of
this phenomenon very well. He also recognizes the contribution its promotion can make to
quality performance. He therefore, encourages it through personal influence and one -to-one
relationship.
4. A transformational leader also serves as role model.
5. Transformational leaders are often guided by moral code and certain ethical values. He cares
human dignity and equal right.

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Analysis on Charismatic and Transformational Leadership
Some people believed that charismatic leadership can be exercised for evil purposes.
It is important to remind ourselves of that not all charismatic leaders are necessarily good
leaders.
They agree that charisma can be double-edged sword capable of producing both positive and
negative outcomes.
Basing on their notion there are both positive and negative charismatic leaders. Positive
charismatic leaders are socialized and negative charismatic leaders are personalized.
The socialized charismatic leader is one who has self-transcendence motive, based on collective
interest, provide meaning through supportive relationship with others and in consistent with
selfless and empowering orientations.
The personalized charismatic leader is one who possesses dominance to extreme selfishness that
leads him to promote highly self-serving, Machiavellian and grandiose goals.
Thus charisma is not without limitations, it has dark sides, too and can cut both ways it is not
always used to benefit others.
It is seen that effective transformational leaders use charisma as their key component. So,
negatively used charisma may give birth to pseudo transformational leadership.
Moreover, the charismatic theories that emphasize “lone star” leadership by extraordinary
individuals may be most appropriate for describing a visionary entrepreneur who establishes a
new organization.
“Lone star” is not a solution for problem of every organization.
Thus, the researchers focused to other alternatives in 21st century...
26. Team leadership:
Since leadership is increasingly taking place within a team context and more organizations are
using work team, the role of leader in guiding team members has become increasingly important,
which gave birth of the team leadership concept. The roles of such leadership are:
1. Liaison with External constituencies
2. Troubleshooter
3. Conflict manager
4. Coach

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27. Substitutes for leadership:
The concept of substitutes for leadership was developed because existing leadership models and
theories do not account for situations in which leadership is not needed. The substitute’s concept
however identifies situations in which leader behaviors are neutralized or replaced by
characteristics of the subordinate, the task and the organization for example when a patient is
delivered to a hospital emergency room, professionals on duty do not wait to be told what to do
by a leader.
28. Leader-Member Exchange Theory:
Most leaders develop a high-exchange relationship with a small number of trusted subordinate
who function as assistant or advisors. As leaders do not interact with all followers equally, which
ultimate results is the LMX theory.
In 1975 Graen and Cashman suggested that exchange relationship is formed on the basis of
personal compatibility and subordinate competence and dependability. Over time a leader is
likely to establish either a high exchange relationship or low exchange relationship.
High-quality LMX relationship are often characterized by greater input in decision, mutual
support, informal influence, trust and greater negotiation latitude.
Low quality LMX relationship are characterized by less support, more formal supervision, little
or no involvement in decision, less trust.
29. Ethical Leadership
When people hear about such financial misconduct, they demand for leaders with ethics.
Ethics are part of leadership in number of ways. For instance, transformation leaders have been
describing as fostering moral virtue when they try to change attitude and behavior of followers.
We also see on ethical component to charisma and lack of ethics when leaders abuse their power,
And of course, trust which is important to ethical behavior, explicitly deals with the leadership
traits of honesty and integrity.
Recently, researchers have realized that leadership in not value free. Recent study concluded
that, ethical leadership is reinforcing ethics through organizational mechanism such as
communication and reward system,
Thus before we judge any leader to be effective, we should consider both the moral content of
his or her goal and the means used to achieve those goals

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30. Cross- Cultural Leadership
Another new approach to leadership has come up based on cross cultural issues,
One general conclusion that surfaces from leadership research is that
Effective leaders do not use any single style. They adjust their style to the situation.
Although not mentioned explicitly, national culture is certainly an important situational variable
in determining which leadership style will be more effective.
What works in China is not likely to be effective in France and Canada.
National culture affects leadership style because it influences how followers will respond.
Leaders cannot just choose their styles randomly. They are constrained by the cultural
conditions of their followers.
31. Strategic Leadership
Strategic leadership may be defined as the capability to understand the complexities of both the
organization and its environment. This definition reflects an instigation of the leadership
concepts with strategic management.
To be effective in his role, a manager needs to have a thorough and complete understanding of
the organization, its history, its culture, its strength and its weaknesses. In addition, the leader
needs a firm grasp of organizations environment.
This understanding must encompass current conditions and circumstances as well as
significant trends and issues on horizon.
The strategic leader also needs to recognize how the firm is currently aligned with
environment-where it relates effectively and where it relates less effectively with that
environment.
Finally, looking at environmental trends and issues, the strategic leader works to improve both
the current alignment and future alignment.
32. Authentic Leadership
Authentic leaders are confident, hopeful, and optimistic individuals deeply aware of how they
think and behave.
Such people display a high level of integrity and remain committed to building an organization
through purpose, value, heart, relationships, and self-discipline.

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Authentic leadership on the other hand, is character driven and does not recognize leadership
styles or a fixed set of characteristics that leaders are supposed to emulate.
The authentic leadership theory holds that each leader has their own unique style developed
through study, experience, consultation and introspection, and consistent with their character
and personality.
To be authentic, the leader needs only to embrace his or her values, know how they relate to
his or her organization’s values, lead in a way that honors both, and hold others to the same
standards in the workplace.
33. Level 5 Leadership
Level 5 leaders are participative leaders.
The reason these leaders are humble is that they see clearly their own limitations in a complex
environment.
So, instead of promoting their own visions, they get their best people together and probe them
with penetrating questions to draw new strategies out of them.
Hence the related slogan: "first who, then what." Because Chief Executives can't decide what to
do alone, they need the input of a team of smart associates. They get the best "who" into a room
and together decide the best "what."
The essential difference, therefore, is that the level 4 leader provides direction while the level 5
leader is a facilitator who draws ideas for new directions out of others.
Level 5 leadership is a modern version of the participative leadership style.
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34. Power and Influence in Leadership
Power
Power involves the capacity of one party (the agent) to influence another party (target).
The term may refer to the agent’s influence over a single target person, or over multiple target
persons.
In our study the term power usually used to describe absolute capacity of an individual agent to
influence the behavior or attitude of target persons/persons.

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Types of Power
1. Legitimate Power: Formal authority is sometime called legitimate power
2. Reward Power: Reward power stems in part from formal authority to allocate resource
and rewards. Pay increase, bonus etc.
3. Coercive Power: Based on authority over punishment.
4. Referent Power:
Ways to Acquire and Maintain
 Show acceptance and positive regard
 Act supportive and helpful
 Use sincere forms of ingratiation
 Depend and back up people when appropriate
 Do unsolicited favors
 Make self-sacrifices to show concern
 Keep promise
5. Expert Power: Task-relevant knowledge and skill are a major source of personal
power. Unique knowledge about best way to perform task or solve an important problem
provides potential influence over subordinates, peer and superiors. Expertise is a source
of power only if others are dependent on the agent for advice.
6. Information Power: This type of power involves both the access to vital information
and control over its distribution to others.
7. Ecological Power: Control over physical environment, technology, and organization of
work provides an opportunity for indirect influence over other people.

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How much Power Should Leader Have?
It is obvious that leaders need some power to be effective, but it does not follow that more
power is always better.
The amount of necessary power will depend on what needs to be accomplished and on leader’s
skill in using the available power.
Less power is needed by a leader who has the skill to use power effectively and who recognizes
the importance of concentrating on essential objectives.
More power is necessary in an organization where major changes are required, but there is
strong initial opposition to the leader’s proposal for change.
In such situation, a leader need expert and referent power to peruse people that change is
necessary and desirable and buy time to demonstrate that the proposed changed is necessary and
effective.
A combination of personal and positional power increases the likelihood of success, but forcing
change is always risky.
Position power and personal power is sometime necessary but it should not be overdrawn.
Position power is important, not only as source of influence but also because it can be used to
enhance a leader’s personal power.
Reward power facilitates development of a deeper exchange relationship with subordinates,
and when used skillfully it enhances a leader’s referent power.
Some coercive power is necessary to support legitimate and expert power when a leader needs
to influence compliance with rules and procedure that are unpopular but necessary to do the
work and avoid serious accidents.
Likewise, coercive power is needed to retrain or banish rebel or criminals.
A leader with great deal of position power may be tempted to rely on it instead of developing
personal power and using other approaches (e.g. consultation, persuasion) for influencing
people to comply with a request or support a change.
The notion that power corrupts is especially relevant for position power. Thus, too much
position power may be detrimental as too little.
Leaders with great reward power perceived sub-ordinate as objects of manipulation,
devalued the worth of subordinates, attributed subordinate efforts to the leader’s power, and
maintain more social distance from subordinate, and use rewards more often to influence
subordinates.

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A leader should have only a moderate amount of position power.
What about personal power? Are there also dangers from having a great deal of expert and
referent power?
Personal is less susceptible to misuse, because it erodes quickly when a leader acts contrary to
the interest of followers.
Nevertheless, the potential for corruption remains.
Studies revealed that most effective organizations have a high degree of reciprocal influence.
Leaders in effective organizations create relationships in which they have strong influence
over subordinates but are also receptive to influence from them.
Instead of using their power to dictate how things will be done,
Effective executives empower members of their organization to discover and implement new
and better ways of doing things.
One of the best way to ensure that leader remain responsive to follower needs is to provide a
formal mechanisms to promote reciprocal influence and discourage arbitrary actions by leader.
35. Difference between leadership and management
Management:
 Managers ensure that the available resources are well organized and applied to achieve
the vision
 Managers plan activities, organize appropriate structures, and control resources to
achieve their goals
 Management brings about a degree of order and consistency to organizational process
and goals
 Management involves authority relationship that exist between a manager and
subordinate to produce better out put
Leadership:
 Leaders create vision of what can be achieved and then inspire others to achieve this
vision.
 Leader focuses on energizing and influencing others to voluntarily seek defined
objectives.
 Leader seeks to produce organizational change by developing a vision of future,
communicating and explaining the vision, and inspiring people to attain the vision

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 Management as a multidirectional influence relationship between a leader and
followers with the mutual purpose of accomplishing real change
36. Social Exchange Theory
When a leader makes an innovative proposal that proves to be successful the group’s trust in the
person’ expertise is confirmed, and even more status and influence may be accorded to the
person.
On the other hand, if the leader’s proposals prove to be failure, then the terms of the exchange
relationship are likely to be reassessed by the group.
The negative effects are greater if failure appears to be due to poor judgment or incompetence,
rather than to circumstances beyond the leader’s control.
A more negative evaluation will be made if the leader is perceived to have pursued selfish
motives rather than loyalty serving the group.
Selfish motives and irresponsibility are more likely to be attributed to a leader who willingly
deviates from the group norms and traditions. Thus, innovation by the leader can be a double-
edged sword.
According to social exchange theory,
Innovation is not only accepted but expected of leaders when necessary to deal with serious
problems and obstacles.
A leader who fails to show initiative and deal with serious problems will lose esteem and
influence, just as a leader who proposes actions that are unsuccessful.
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