Best Leadership

1. LEADERSHIP
CHAPTER-6
AUTHORS:
DR. KIRAN NERKAR
DR. VILAS CHOPDE

2.  Leadership is the ability to awaken in others the desire to
follow a common objective. --- Livingston
 Leadership is the lifting of people’s vision to a higher sight,
the raising of their performance to a higher standard, the
building of their personality beyond its normal limitation. ---
Peter F Drucker
DEFINE LEADERSHIP
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3. Sense of Responsibility
Righteousness
Trust
Competency
Openness
Consistency
CHARACTERISTICS OF A LEADER
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4.  Delegating some part of authority to subordinates
 Planning and organizing the tasks of organizations
 Guiding, teaching, and inspiring the subordinates
 Motivating the subordinates to improve the level of performance
 Influencing the subordinates through rewards and punishments
 Creating good climate to achieve maximum employee efficiency
 Promoting and protecting the creativity and innovativeness
 Developing and maintaining the skills of subordinates
 Interacting with subordinates and solving their problems
 Building and sustaining the effective organizational culture
 Understanding the expectations and aspirations of subordinates
 Managing the organizational resources
FUNCTIONS OF A LEADER
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5. •Include the top management, such as Chief Executive Officers (CEOs), directors, presidents,
and senior executives.
Corporate-Level Leaders
•Include the SBUs or divisions level leaders, such as vice president and general manager.
Business-Level Leaders
•Involve leaders who can perform the specific functions, such as marketing, finance, and
operations, in an organization.
Functional-Level Leaders
•Include managers who undertake the process of implementation of the strategies within
the functional areas.
Operational-Level Leaders
TYPES OF LEADER
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6.  The manager does the administration work; the leader works on
innovations.
 The manager maintains; the leader develops.
 The manager focuses on systems and structures; the leader focuses on
people.
 The manager relies on control; the leader inspires trust.
 The manager has a short-range view; the leader has a long-term
perspective.
 The manager asks how and when; the leader asks what and why.
 The manager has his/her eyes always on the bottom line or profits; the
leader has his/her eyes on horizon or new developments.
 The manager accepts and maintains the status-quo; the leader
challenges and changes it.
 The manager is classic good soldier; the leader is his/her own person
with his/her own definitive views.
 The manager does things right; the leader does the right things.
LEADERS VERSES MANAGERS
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7.  Egalitarian/Equalitarian Culture
 Refers to the culture that gives equal status to all individuals
regardless of their demographics, age, and sex.
 Hierarchical Culture
 Refers to the culture in which social hierarchy is followed.
LEADERSHIP IN DIFFERENT CULTURES
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8. •Assumes that leaders have a charismatic personality that a common person lacked.
Charismatic Leadership Theory
•States that the followers can be motivated with awards and recognition.
Transactional Leadership Theory
•States that a high performance workforce can be built when the leaders inspire the followers to work beyond their
job responsibilities.
Transformational Leadership Theory
•Considers that the leadership traits are not completely inherent and some of these traits can be learned.
Trait Theory
•Proposes that the leadership ability is exhibited more in the actions and behaviors rather than the traits of an
individual.
Behavioral Theories
•Implies that the behavior of the leader should be in synchronization with the demand of the situation.
Contingency Theories
LEADERSHIP THEORIES
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9. • Involves the leaders who believe in power.
Autocratic Leadership Style
• Believes in communication and participation of
subordinates in decision-making.
Democratic Leadership Style
• Includes those leaders who do not use the power.
Free-rein Leadership Style
LEADERSHIP STYLES
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10.  Emotional intelligence refers to individuals’ ability to handle
their emotions in a sensible way.
 The relationship between leadership and emotional intelligence
can be made effective if the leaders have the following qualities:
 Participative Management
 Easing Out People
 Sense of Self-Awareness
 Balancing Personal and Professional Life
 Being Square and Composed
 Attitude of a Go Getter
 Relationship Building and Maintaining
 Decision-making Abilities
 Confronting Difficult Employees
 Managing Change
EMOTIONAL INTELLIGENCE AND
LEADERSHIP EFFECTIVENESS
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11.  Empowerment
 Means putting employees in charge of what they do.
 Leadership Succession Planning
 Refers to identifying future leaders and ensuring their continuous
development.
 Coaching
 Implies that leaders are expected to provide instruction, guidance,
advice, and encouragement to help employees improve their job
performance.
 Importance of Technology
 Indicates that modern organizations are highly technology intensive.
RECENT DEVELOPMENTS IN LEADERSHIP
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12.  Leadership is a process of directing and molding the thoughts,
attitudes, and behaviors of a group of people for realizing
some common objectives.
 Leaders have the ability to transform an organization from a
loss-making enterprise to a profit-making enterprise.
 Leadership lays emphasis on coping with change and
developing long-term goals for the future.
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RECAP