Discussions on Dr. S. GOKULA KRISHNAN, 2 Associate Professor @NSM Leadership Leadership Theories Developing Leadership Skills Leadership Styles Reference: Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15thed., p. 393-424

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Unit – 4 CHAPTER - 14
Leadership
MBA 12 ORGANIZATIONAL
BEHAVIOUR - 1
Delivered By,
Dr. S. Gokula Krishnan, PhD.,
Associate Professor – OB, HR & Data Analytics,
Nehru School of Management,
Nehru College of Engineering & Research Centre.
E-mail : prof.gokulakrishnan@gmail.com
Discussions on
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM2
 Leadership
 LeadershipTheories
 Developing Leadership Skills
 Leadership Styles
Reference:
Stephen P Robbins,TimothyA Judge & NeharikaVohra, Organizational
Behaviour, 15th ed., p. 393-424

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Dr. S. GOKULA KRISHNAN,Associate Professor @NSM3
 Leadership The ability to influence a group toward the achievement of
a vision or set of goals.
 Charismatic Leadership Theory: Also called as great man theory. It
suggested that “leader is born and is not made”. The charismatic leader
has extremely high levels of self – confidence, dominance, and a strong
convinces in the normal righteousness of his/her belief, or at least the
ability to convince the followers that he/she possesses such confidence
and conviction”.
 Trait theories of leadership Theories that consider personal
qualities and characteristics that differentiate leaders from nonleaders.
 Behavioral theories of leadership Theories proposing that specific
behaviors differentiate leaders from nonleaders.
 SituationalTheory
 ContingencyTheory
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM4

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Ingredients of Leadership
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM5
 1.The ability to use power effectively
 2.An ability to comprehend
 3.Ability to inspire
 Leadership style
Difference Between Leadership and
Management
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM6

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Charismatic theory
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM7
Charismatic leadership theory A leadership theory that states that
followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviors.
Trait Theory
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM8
Leadership traits are not completely inborn but can also be acquired through learning and
experience. Trait is defined as relatively enduring quality of an individual. The trait approach
seeks to determine “what makes a successful leader” from the leader’s personal characteristics.
The various traits can be classified into
 Innate trait/ qualities
 Acquirable trait/qualities
 Innate Qualities:
 Physical features
 Intelligence
 Acquirable Qualities:
 Emotional stability
 Human relations
 Empathy
 Objectivity
 Motivating skills
 Technical skills
 Communicative skills
 Social skills

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Behavioral Theories
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM9
 It emphasizes that strong leadership is the result of effective role behavior.
According to researchers role can be perform under two major functions:
 Task related functions or problem solving functions: relate to
providing solutions to the problems faced by the groups in performing jobs
and activities.
 Group maintenance functions or social functions: relate to actions
of mediating disputes and ensuring that individuals feel valued by the group.
 Leadership may be viewed in two ways:
 Functional behavior: influences followers positively and includes such
functions as setting clear goals, motivating employees for achieving goals,
raising the level of morale, building team spirit, effective two-way
communication, etc.
 Dysfunctional behavior: is unfavorable to the followers and denotes
ineffective leadership. Such a behavior may be inability to accept employees’
ideas, display of emotional immaturity, poor human relations, etc.
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM10
 Initiating structure The extent to which a leader is likely to
define and structure his or her role and those of subordinates in
the search for goal attainment.
 Consideration The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinates’ ideas, and regard for their feelings.
 Employee-oriented leader A leader who emphasizes
interpersonal relations, takes a personal interest in the needs of
employees, and accepts individual differences among members.
 Production-oriented leader A leader who emphasizes
technical or task aspects of the job.

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Situational theory
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM11
 Situational LeadershipTheory (SLT): A contingency
theory that focuses on followers’readiness.
 Leader’s behavior:
 i. Leader’s characteristics
 ii. Leader’s hierarchical position
 Situational factors:
 i. Subordinate’s characteristics
 ii. Leader’s situation
 iii. Group factors
 iv. Organizational factors
Contingency Theories
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM12
 Fiedler Contingency Model: The theory that effective groups depend on a
proper match between a leader’s style of interacting with subordinates and the degree
to which the situation gives control and influence to the leader
 Path GoalTheory: A theory that states that it is the leader’s job to assist
followers in attaining their goals and to provide the necessary direction and/or
support to ensure that their goals are compatible with the overall objectives of the
group or organization
 Leader- participation Model: A leadership theory that provides a set of
rules to determine the form and amount of participative decision making in different
situations.
 Leader-member ExchangeTheory(LMX): A theory that supports leaders’
creation of in-groups and out-groups;subordinates with in-group status will have
higher performance ratings,less turnover,and greater job satisfaction
 Transformational Leadership
 Transactional Leadership

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Dr. S. GOKULA KRISHNAN,Associate Professor @NSM13
Developing Leadership & Leadership
Styles
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM14
Based on behavioral approach
 Power orientation
 Leadership as continuum
 Employee production orientation
 Likert’s management system
 Managerial grid
 Tri-dimensional grid

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Power orientation Style
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM15
Based on the degree of authority which a leader uses in influencing the behavior of his subordinates. Based on the
degree of use of power, there are three leadership styles:
 Autocraticleadership
 Participativeleadership
 Free-rein leadership
Autocratic leadership: It is also known as authorization, directive or monothetic style.There are three
categories of autocratic leaders:
 Strict autocrat: very strict sense; subordinates behavior is through negative motivation leads to criticizing
subordinates, imposing penalty, etc.
 Benevolent autocrat: centralizes decision making power in him, but motivating style is positive.
 Incompetent autocrat: sometimes the superiors adopt autocraticleadership style just to hide their
incompetence.
Advantages:
 There are many subordinates in the organization who prefer to work under centralized authority structure and
strict discipline.
 It provides strong motivation and reward to the managers
 It permits very quick decisions
 Less competent subordinates also have scope to work in the organizationunder this leadership style.
Limitations:
 People in organizationdislike it.
 Employees lack motivation
 There is more dependence and less individuality in the organization.
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM16
Participative leadership: Also called as democratic, consultative or ideographic.
Participation is defined as mental and emotional involvement of a person in a
group situation which encourages him to contribute to group goals and share
responsibility in them. A participative manager decentralizes his decision making
process. Instead of taking unilateral decision, he emphasis on consultation and
participation of his subordinates.
 Advantages:
 It is a highly motivating technique to employees
 Employee’s productivity is high because they are party to the decision.
 They share the responsibility with the superiors and try to safeguard him also
 Organizational ability by raising morale and attitudes of employees high and favorable.
 Limitations:
 Complex nature of organization requires a thorough understanding of its problems
which lower level employees may not be able to do.
 Some of people want minimum interaction with their superiors or associates.
Free-rein leadership: Free-rein or laissez-faire technique means giving
complete freedom to subordinates

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Leadership as continuum
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM17
Employee – Production Orientation
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM18

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Managerial Grid
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM19
 Developed by Blake and Mouton
 Emphasis on both task oriented and relationship oriented
 Concern for production means the attitudes of superiors
towards a variety of things, such as, quality of decisions,
procedures and processes, creativeness of research, quality of
staff services, work efficiency and volume of output.
 Concern for people includes degree of personal
commitment toward goal achievement, maintaining the self-
esteem of workers, responsibility based on trust, and
satisfying inter-personnel relations.
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM20

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Dr. S. GOKULA KRISHNAN,Associate Professor @NSM21
Five styles:
 1, 1 impoverished Exertion of minimum effort is required to
get work done and sustain organizational morale;
 1, 9 country club Thoughtful attention to needs of people leads
to a friendly and comfortable organizational atmosphere and work
tempo;
 9, 1 task Efficiency results from arranging work in such way that
human elements have little effect;
 5, 5 middle road Adequate performance through balance of
work requirements and maintaining satisfactory morale;
 9, 9 team Work accomplished is from committed people with
interdependence through a common stake in organizational
purpose and with trust and respect.
Tri-dimensional grid
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM22
 Developed by Reddin;
 Also known as 3-D management
 Three dimensions axes represent
 1.Task orientation (TO): is defined as the extent to which
a manager directs his subordinates’ efforts towards goal
attainment.
 2. Relationship orientation (RO): defined as the extent
to which a manager has personal relationships.
 3. Effectiveness: defined as the extent to which a manager
is successful in his position.

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Dr. S. GOKULA KRISHNAN,Associate Professor @NSM23
 Task and relationship orientation
Dr. S. GOKULA KRISHNAN,Associate Professor @NSM24

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Dr. S. GOKULA KRISHNAN,Associate Professor @NSM25
END OF THE CHAPTER