LEADERSHIP

“Leadership is the activity of influencing people to strive willingly for group

objectives.”
George Terry

“Leadership is the art of or process of influencing people so that they will strive
willingly and enthusiastically towards the achievement of group goals.”
Harold Koontz and Heinz Weihrich

“Leadership is a set of interpersonal behaviours designed to influence employees to

cooperate in the achievement of objectives.” Glueck

FEATURES:

(i) Leadership is a process of influencing people.

(ii) It aims at bringing changes in behaviour of people.

(iii) It is a never ending or a continuous process.

(iv) Leadership is practiced to achieve organisational goals.

(v) It explains the relations between leaders and followers.

6. Influence the behaviour of others:Leadership is an ability of an individual to

influence the behaviour of other employees in the organization to achieve a common
purpose or goal so that they are willingly co-operating with each other for the
fulfillment of the same.

7. Inter-personal process:It is an interpersonal process between the leader and the

followers. The relationship between the leader and the followers decides how
efficiently and effectively the targets of the organization would be met.

8. Attainment of common organizational goals:The purpose of leadership is to guide

the people in an organization to work towards the attainment of common
organizational goals. The leader brings the people and their efforts together to
achieve common goals.
9. Continuous process:Leadership is a continuous process. A leader has to guide his
employees every time and also monitor them in order to make sure that their efforts
are going in the same direction and that they are not deviating from their goals.

Group process:It is a group process that involves two or more people together
interacting with each other. A leader cannot lead without the followers.

IMPORTANCE OF LEADERSHIP:

• Initiating Action:Leadership starts from the very beginning, even before

the work actually starts. A leader is a person who communicates the
policies and plans to the subordinates to start the work.

• Providing Motivation: A leader motivates the employees by giving

them financial and non-financial incentives and gets the work done
efficiently. Motivation is the driving force in an individual’s life.

• Providing guidance:A leader not only supervises the employees but also
guides them in their work. He instructs the subordinates on how to
perform their work effectively so that their efforts don’t get wasted.

• Creating confidence:A leader acknowledges the efforts of the employees,

explains to them their role clearly and guides them to achieve their goals.
He also resolves the complaints and problems of the employees, thereby
building confidence in them regarding the organization.

• Building work environment:A good leader should maintain personal

contacts with the employees and should hear their problems and solve
them. He always listens to the point of view of the employees and in case
of disagreement persuades them to agree with him by giving suitable
clarifications.

• Co-ordination:A leader reconciles the personal interests of the employees

with the organizational goals and achieves co-ordination in the entity.

• Creating Successors:A leader trains his subordinates in such a manner

that they can succeed him in future easily in his absence. He creates more
leaders.

• Induces change:A leader persuades, clarifies and inspires employees to

 accept any change in the organization without much resistance and
discontentment. He makes sure that employees don’t feel insecure about
the changes.

QUALITIES OF A LEADER
1. Vision

Perhaps the greatest quality any leader can have is vision - the ability to see the big
picture of where the organization or team they are working within is headed, what it's
capable of, and what it will take to get there.

2. Inspiration

Equally as important as having a vision is the ability to convey that vision to others,
and get them excited about it. This means maintaining a positive yet realistic
presence within the organization helping team members stay motivated and
engaged, and remember what it is that they are working for.

3. Strategic & Critical Thinking

A good leader will be able to think critically about the organization or team they work
within, and develop a clear understanding of its strengths, weaknesses,
opportunities, and threats (and how they as an individual can work to support or
overcome these). They'll be able to course-correct when necessary, and be able to
assess the work they do to determine how it fits into overall organizational strategy
and goals.

4. Interpersonal Communication

Good leaders must be able to interact with other people in a way that feels genuine.
This does not mean you have to be an extrovert or a people-person to be a leader -
there are many excellent leaders who self-identify as introverts! Rather, it means
being able to demonstrate empathy, engaging in active listening, and building
meaningful working relationships with those around you, whether they are a peer or a
direct report.

5. Authenticity & Self-Awareness

One of the key ways to become a great leader is to be self-aware enough to

understand your strengths and your flaws, and to build an authentic leadership style
that's true to who you are and how you do your best work. You want to be the best
possible leader you can be, not try to fit into a mold set by someone else. Try to
embrace the things that make you who you are, and that will naturally translate into
you developing an authentic leadership style.
 6. Open-Mindedness & Creativity

Being a good leader means being open to new ideas, possibilities, and perspectives,
and understanding that there's no "right" way to do things. Leadership involves the
knowledge that success comes with a willingness to change how things are done
and to bring in fresh eyes to inspire new ideas, in addition to trying to think outside
the box as much as possible. Leaders must be able to listen, observe, and be willing
to change course when necessary.

7. Flexibility

Leadership also means being adaptable and nimble when the situation calls for it.
Nothing ever goes according to plan - whether you encounter minor roadblocks or
large obstacles, you will need to be prepared to stop, reassess, and determine a new
course of action. Good leaders will embrace the ever-changing nature of business
and meet challenges with a flexible attitude - and be able to build inspire that same
willingness to adapt in those around them.

8. Responsibility & Dependability

One of the most important qualities a leader can have is a sense of responsibility and
dependability. This means displaying those traits in your individual work, but also
demonstrating them in your interactions with others. Your team members need to
know that they can depend on you to take on your fair share of work and follow
through, support them through tough times, and help them meet both shared and
individual goals.

9. Patience & Tenacity

A good leader knows how to take the long view, whether it's of a strategy, a situation,
or a goal. Being able to take on any bumps in the road and persist on without getting
frustrated or defeated is key—from small projects to corporate vision, patience is a
trait that is essential to strong leadership.

10. Continuous Improvement

True leaders know that perfection is a myth - there is always room for improvement
on all levels, from the personal to the team to the overall organization. They'll always
be willing to help team members find ways to develop new skills or improve upon a
weakness, be able to identify and implement strategies for helping the organization
as a whole grow, and, perhaps most importantly, be able to look inward and identify
the areas they would like to work on - and then act on them.
 Key Components of Successful Leadership:

1. Dynamic
Communication —

Conversations take place at all levels of energy. Each paragraph, each sentence,
and each word depending upon how it is said, as well as everything that is not said
out loud, will impact a leader’s ability to engage his or her audience, shift their energy,
and inspire the individuals to complete a task, mission, or journey.

2. Conflict Resolution —Life is cyclical. At times you are accomplishing something

substantial, feeling confident, and on top of the world. At other times your life can be
filled with events, situations, and people, or a combination of all of them that
complicate matters. Just because life is filled with challenges, depending upon your
 frame of reference, your response to this apparent chaos will be significant in how
you lead.

3. Emotional Intelligence —Emotional intelligence can be defined as our ability to

distinguish, understand, and have a greater awareness of how our inner game of
thoughts and feelings connect with our outward display of behaviors and actions, as
well as the ability to manage these thoughts and feelings to effectively lead.

4. Productivity —Getting things done, achieving results requires effective use of resources
available to you. It also involves the leadership and stewardship of resources such as people,
capital, and time. Getting thingsdone requires an ability to organize yourself, to focus on
your priorities, and to carry out your work and mission.

5. Influencing and Inspiring Others —

Successful leaders focus less (if at all) on what to say in order to get people to take
action. Instead, effective leaders focus on how they can “be” in order to embody a
message that inspires others to accomplish a task, create a powerful relationship,
and join forces to complete a mission.

6. Developing/Maintaining Positive and Effective Relationships —Our lives are a web

of connecting relationships. Relationships bring us much joy, and sometimes a great deal of
pain and sorrow. The ability to build a supportive team or tribe as well as minimize and
manage draining relationships allows us to lead ourselves more effectively and then in turn
others.

7. Time Management/Balance —We are all created equal in that all of us have 24 hours in
our days. Where we differ is how we view and use that time. How we see time and how we
invest our time directly impacts the success we’ll have in all aspects of life.

Health/Wellness —Our health obviously affects our physical energy in life. When our bodies are
functioning optimally, we have the physical energy to work, play, study, and think. In other words, we
have the energy to do the things that bring us success, in whatever way we measure it. When we take
care
 TYPES OF LEADERSHIP
Types of leaders are classified on the basis of behaviour of leaders as follows:

1. Democratic Leadership

This is as clear as its name. In democratic leadership, the leaders make or break
decisions democratically, based on their team’s opinion and feedback. Although it is
the leader who makes the final call, every opinion counts. This is easily one of the
most effective leadership styles since it allows employees to have a voice.

2. Autocratic Leadership

This is exactly the opposite of democratic leadership wherein the opinions of

employees are not considered. Leaders with this style expect others to adhere to the
decisions they take, which is not a sustainable approach in the long term.

3. Laissez-faire Leadership

Laissez-fire means “let them do”. This style is the least intrusive and leaders with this
approach ensure that the authority lies with the employees. While this leadership style
can empower, it may also limit development, therefore, must be kept in check.

4. Strategic Leadership

Strategic leadership acts as a bridge between the senior team and the employees.
Leaders adopting this style ensure that both executive interests and working
conditions for the team are stable when a decision is made.

5. Transformational Leadership

This kind of leadership always aims at transforming and improving functions and
capabilities. There may be tasks and schedules assigned and leaders following this
style may ask employees to push their boundaries constantly. Most growth-minded
companies tend to adopt this kind of a leadership style.

6. Transactional Leadership

This is a very common leadership style today based on the action-and-reward concept.
For instance, an employee or team may receive an incentive or bonus for achieving a
target set by the company.

7. Coach-Style Leadership
This leadership style focuses on larger growth while encouraging individual team
members to focus on their strengths and talent. Though this is similar to strategic and
democratic leadership styles, the focus here is more on the individual.

8. Bureaucratic Leadership

This kind of leadership style goes by the books. Although leaders with this approach
do listen to employees and their opinions, they may negate or reject it, in case they go
against the company’s ethos or policy.
DIFFERENCE BETWEEN AUTOCRATIC / DEMOCRATIC / FREE STYLE LEADERSHIP
 THEORIES OF LEADERSHIP

1. Contingency/ Situational Theory

This theory proposes that no one way or style of leadership may be applicable to all
situations. In other words, it recognizes that there might be variables influencing any
particular situation, and a leader must choose the right course of action, taking into
account those variables.

In this regard, leadership researchers White and Hodgson state, "Effective

leadership is about striking the right balance between needs, context, and behavior."
The best leaders have not only the right traits but also the ability to assess the needs
of their followers, analyze the situation at hand, and act accordingly.

Like the Contingency Theory, the Situational Theory stresses the importance of
situational variables and doesn't consider anyone's leadership style to be better than
the others.

Put forward by US professor, Paul Hersey and leadership guru, Ken Blanchard, the
situational theory is a combination of two factors —the leadership style and the
maturity levels of the followers. According to this theory, different situations demand
different styles of leadership and decision-making. Leaders must act by judging the
situation they are facing.

2 Behavioural Theory Of Leadership

The behavioural leadership theory is a management theory that evaluates
leaders according to their behaviours, actions and management style. This
philosophy proposes that all you require to become an influential leader is to
adopt a specific set of behaviours. If you are looking to become a better
leader or implement a new leadership style, you can benefit from learning
about this theory and the different types of leadership it defines. In this
article, we describe the behavioural theory of leadership, explain its various
types and discuss the behaviours associated with each style.

3 .Great Man Theory of Leadership

This is one of the earliest leadership theories and is based on the assumption that
leadership is an inborn phenomenon and that leaders are "born" rather than "made."
According to this theory, a person capable of leading has the personality traits of a
leader —charm, confidence, intellect, communication skills, and social aptitude —
from birth, which set them apart. This theory emphasizes leadership as a quality that
you either possess or you don't; it isn't something that you can learn.

While the theory sounds pretty discouraging to those wanting to learn the ropes of
leadership, you might take heart in the fact that most modern theorists dismiss it and
even by some leaders themselves. It's still an interesting take on leadership and one
that highlights the qualities of great leaders, which have more or less remained
unchanged over time.
4.. Trait Theory of Leadership

This theory walks in the footsteps of the Great Man theory in assuming that leaders
are born with traits that make them more suitable for the role of a leader than others
who lack those natural-born traits. As such, the theory pinpoints certain qualities
such as intelligence, accountability, sense of responsibility, and creativity, among
others, that lets an individual excel at leadership.

One major flaw in the trait approach to leadership is that it doesn't offer a conclusive
list of leadership traits. However, the credibility of the theory lies in the fact that the
significance of personality traits in leadership is well supported by research. Trait
Theory of Leadership will help you to improve your leadership theories

Behavioral Theories of Leadership

Behavioral theory of leadership is based on the promise that effective leadership is

the result of effective role behavior. Success in leadership depends more on what
the leader does than on his traits. A leader uses technical, conceptual and human
skills to influence the behavior of his subordinate. Leadership therefore, becomes a
dynamic interaction between the leader and the led.

The behavioral theory is useful in so far it suggests the functions and activities of a
leader.

Leaders are different than non-leaders because of some specific behavior.

Behavioral theory of leadership emphasizes that strong leadership is the result of
effective role behavior. Leadership is shown by a person's acts more than by his
traits. Researchers exploring leadership role have come to the conclusion that to
operate organization leaders effectively, need to perform two major functions: task
oriented function and people oriented function.
1. Task-Oriented Functions

These functions relate to providing solution to the problems faced by the groups, in
performing job and activities. In other words, leaders with this behavior always give
emphasis in the job or task to be done. They always focus on the best utilization of
resources to increase the productivity. They give less priority in the relationship with
other people concerning in the organization.

a) People-Oriented Functions

These functions relate to actions of mediating disputes and ensuring that individuals
feel valued by the group. Leaders with this behavior give more emphasis in the
relationship with the people associated to job. They believe the quality of the people
with the quality of the relationship with their subordinates. For this, leaders consult
with the followers regularly and respect their feelings.

An individual who is able to perform both roles successfully would be an effective

leader. This theory says that leadership involves an interpersonal relationship
between a leader and his subordinates. In this relationship, the behaviors of the
leader towards the subordinates constitute the most critical element. Good behavior
of leader raises the morale, builds up confidence and team spirit among the team
members. On the other hand, lack of good behavior will discard him as a leader. In
other words, an effective leader is one who performs those acts which help the
group to achieve its objectives.

Leadership theories based on behavioral theory are:

1. Ohio State Studies

In 1945, a group of researchers at Ohio State University began extensive

investigations of leadership. They described consideration behavior is people
oriented leadership dimension where leaders are sensitive to make people happy at
work. They also try to provide pleasant work environment and are highly employee-
centered. Similarly, the central focus of their work was to study in depth the work of
a leader. Their effort uncovered many things concerning leadership behavior. The
most publicized aspect of Ohio state leadership was the isolation of two dimensions
of leadership behavior.

1. Initiating structure:

A high initiating structure score indicates that leaders structures their role those of
subordinates towards the attainment of goals. They are actively involved in planning
work activities, communicating pertinent information and scheduling work.

2. Consideration:

A leaders who were high on the consideration dimension reflected that they had
developed a work atmosphere of mutual trust, respect for subordinate’s ideas and
consideration of subordinate’s feelings. Such leaders encouraged good superior
subordinate rapport and two-way communication. A low consideration score
indicates that leaders are more impersonal in their dealing with subordinates.

On the other hands leaders who focus on initiation of structure are more concerned
with defining work and tasks, maintaining standards, meeting deadlines and defining
in detail objectives, method of work and roles.

This theory says that a high score on one dimension does not necessarily mean a
low score on the other. This can be proved with the help of figure of leadership
behavior.

Thus, a leader can be in any direction. There is a positive relationship between

consideration and regularity and low grievances by employees. It has negative
relationship with performance. On the other hand there is a positive relationship
between initiating structure and employee performance.

Limitations of Ohio State Stu

It is over simplified.

There is no significant relation between productivity and leaders' behavior.

Impact of environmental variables on leader's behavior has been ignored completely.

Belief that a combination of high consideration and high initiating structure is

questioned.

UNIVERSITY OF MICHIGAN STUDIES

 A team of researchers at the University of Michigan undertook the research in the
late 1940s. In these studies, they have tried to find leader's behavior. Researchers
have undertaken a few studies among low and high performing groups in different
organizations.

Upon the completion of the research, they categorized leadership behaviors into two
headings: employee-centered and production-centered. Whereas employee-
centered leaders or supervisors are more employee welfare oriented, production-
centered leader are more concerned with getting works done.

According to these studies, employee centered leaders emphasize on human

relations in organization. They believe that such behaviors are very productive at the
workplace.

The study also showed that Employee-oriented Leaders (EOL) were associated with
higher group productivity and higher job satisfaction on the other hand, Production-
Oriented Leader (POL) tends to be associated with low group productivity and lower
job satisfaction.

Employee-oriented leaders (EOL) – One who emphasizes interpersonal relation.

Production-oriented leaders (POL) – One who emphasizes technical or task aspects

of the job.

Limitations of Michigan Studies

This study ignored the personal characteristics of subordinates and other situational
variables.

It failed to determine that leadership behavior is a cause or effect.

It says that either of the two leadership styles has to be adopted. The leadership style
suggested by these studies is an extreme.

3. The Managerial Grid (Leadership Grid or Hi-Hi Leadership)

The concept of managerial grid was created by R.R. Blake and Jane S. Mouton of
USA. They emphasize that leadership style consists of facts of both task oriented
and relation oriented behavior in varying degrees.

They have used two phrases:

1. Concern for production means the attitudes of the supervisors towards a variety of
factor concerning production, such as product, procedures and processes, quality
of staff service, workload, efficiency and quantity of production.

2. Concern for people includes degree of personal commitment towards goal

achievement, maintaining the self-esteem of workers, responsibility and
conductibility based on trust rather than on force and satisfying interpersonal
relations.
Robert R. Blake and Jane Moutan proposed a managerial grid based on the styles of
"concern for People" and "concern for production" which essentially represent the
Ohio states dimensions of consideration and initiating structure or the Michigan
dimensions of employees oriented and production oriented. This theory has
following dimensions:

1. Impoverished Style (1, 1)

Leader at this point shows the lowest possible concern for both work and people.
This is identified at (1, 1) in graph. Manager in the grid positions exert a minimum
effort to get required work done and to sustain organization membership. They have
little concern for either the human elements or the production level of the team. This
kind of manager has a short life in responsible organizations.

2. Country Club Style (1, 9)

Leadership is highly concerned for people and very little concern for production. He
establishes harmonious relationship among subordinates and provides a secure and
pleasant work atmosphere. This is identified at (1, 9) in graph.

This type of manager has a thoughtful attention to need so people for satisfying
relationship, which leads to a comfortable friendly organization and work
environment. They always have lots of social interaction and put service project as
well as company sports team high on their list.
3. Middle of the Road Style (5, 5)

This is a pure compromise in which leaders try to achieve adequate overall results by
using limited authority and balancing the needs of production with the needs of the
people. This is identified at (5, 5) in graph. These kinds of managers constantly try to
balance the necessity to get out work with maintaining moral of people at a
satisfactory level, but no excellence. Organization production will be close to
expectations but without exceeding them.

4. Task Manager Style (9, 1) This type of leader is primarily concerned for the
maximizing production. Subordinates are considered irrelevant.

This is identified at(9, 1) in graph.

5. Team Management Style (9, 9)

This style is considered to most effective. The leaders achieve high production
through the effective use of participation and involvement of people and their ideas.
This is identified at (9, 9) in graph. This is the ideal manager identified by Blake and
Mouton. This manager develops a relationship of trust and respect with employees
and others. This is also certain interdependence though a common stake, which
leads to an enhancement of the productivity.

Blake and Mouton concluded that the first four styles are not much effective, while
team management approach is the best style because it improves performances,
lowers employee turnover and absenteeism and grants employee satisfaction.
However, the team management style would not work in a crisis because there may
have no time to be sensitive to morale issues sometimes.

Moreover, the managerial grid encourages manager to devote more time on

managing human resources, because they usually spend more time managing
easier resources. In fact, human resources are quite complex to measure and to
allocate; that's why manager should devote time to this more challenging resources.

Like in any other theory, one can find both strengths and weakness in the
Managerial Grid.

Strengths of Managerial Grid

Marked as a big shift on the focus of management work.

 Several studies give credibility to this model.

Encourages managers to think about their own balance between two main areas of
managerial concern: task orientation and people orientation.

By following approach, project manager can focus more on the human side of the
management equation, trying to identify ways to accept the behavior according to
different resources and circumstances.

The theory of the Managerial Grid has been used for 35 years in training manager
about working with people.

It is also important because it can help project managers looking at managing

projects and resources more effectively.

Weaknesses of Managerial Grid

The managerial Grid aims at identifying the most effective management style for the
entire situations, which are not supported by evidence in real organizations.

No adequate relationship between behavior and performance outcomes

(satisfaction, morale and productivity) has been documented.

This approach implies that the most effective management style is team
management style but this actually may not be the case in all the situations. It does
not encourage manager to think and act flexibly according to the

Situational/ Contigency Leadership

There are two mainstream models of Situational Leadership®, one described by
Daniel Goleman and another by Ken Blanchard and Paul Hershey.

1. The Goleman Theory of Situational Leadership

Daniel Goleman, the author of Emotional Intelligence, defines six styles within
Situational Leadership®.
Coaching leaders, who work on an individual’s personal development as well as job-
related skills. This style works best with people who know their limitations and are
open to change.

Pacesetting leaders, who set very high expectations for their followers. This style
works best with self-starters who are highly motivated. The leader leads by example.
This style is used sparingly since it can lead to follower burnout.

Democratic leaders, who give followers a vote in almost all decisions. When used in
optimal conditions, it can build flexibility and responsibility within the group. This style
is, however, time consuming and is not the best style if deadlines are looming.

Affiliative leaders, who put employees first. This style is used when morale is very
low. The leader uses praise and helpfulness to build up the team’s confidence. This
style may risk poor performance when team building is happening.

Authoritative leaders, who are very good at analyzing problems and identifying
challenges. This style is good in an organization that is drifting aimlessly. This leader
will allow his or her followers to help figure out how to solve a problem.

Coercive leaders, who tell their subordinates what to do. They have a very clear
vision of the endgame and how to reach it. This style is good in disasters or if an
organization requires a total overhaul.

2. Situational Leadership® According to Blanchard and Hersey

Hersey and Blanchard developed a theory (Hersey and Blanchard Situational

Leadership Theory) that suggests that the most effective leadership style is affected
by the circumstances leaders find themselves in. They argue that a leader’s ability to
lead depends upon certain situational factors. By understanding, recognizing and
adapting to these factors, leaders will be able to influence their surroundings and
followers much more successfully than if these factors are ignored

The second model is based on the work done by Blanchard and Hersey. Their theory
is based on two concepts: leadership itself, and the developmental level of the
follower. Blanchard and Hersey developed a matrix consisting of four styles:
Telling leaders = S1 (specific guidance and close supervision): These leaders make
decisions and communicate them to others. They create the roles and objectives
and expect others to accept them. Communication is usually one way. This style is
most effective in a disaster or when repetitive results are required.

Selling = S2 (explaining and persuading): These leaders may create the roles and
objectives for others, but they are also open to suggestions and opinions. They “sell”
their ideas to others in order to gain cooperation.

Participating = S3 (sharing and facilitating): These leaders leave decisions to their

followers. Although they may participate in the decision-making process, the
ultimate choice is left to employees.

Delegating = S4 (letting others do it): These leaders are responsible for their teams,
but provide minimum guidance to workers or help to solve problems. They may be
asked from time to time to help with decision-making.

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.
 Stages of employee development in Situational Leadership®

Along with leadership qualities, Blanchard and Hersey defined four types of
development for followers or employees:

Low Competence: High Commitment

Some Competence: Low Commitment

High Competence: Variable Commitment

High Competence: High Commitment

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).

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
 .FIEDLER’S CONTINGENCY THEORY
Fiedler’s Contingency Theory puts forth the idea that effective leadership hinges not
only on the style used by the leader, but also on the control held over the situation. In
order to succeed, there must be strong leader-member relations. Leaders must also
present tasks clearly and with goals and procedures outlined. They need to possess
the ability to hand out punishments and rewards, as well.

fiedler’s theory of leadership is based on two factors:

leadership style and situational favorableness.
In the context of this theory, leadership style is fixed and therefore can be measured using
the Least-Preferred Co-Worker (LPC) Scale, a scale developed by Fiedler.

Fiedler’s Contingency Theory only fits situations where groups are closely supervised
and not team-based. It also uses a least preferred co-worker (LPC) scale to help
determine the type of worker the leader least likes working with. This contingency
model emphasizes the leader’s disposition as the main trait that defines the ability to
lead to help their subordinates achieve goals and that they work to remove obstacles
that stand in the way.
 This approach to situational leadership starts by understanding a leader’s behavior. A
test, known as LPC (Least Preferred Co-worker) is used to evaluate leadership style.
Leaders who take the test (respondents) have the opportunity to describe a person
who they would not want to work with (their least preferred co-worker). A version of
the LPC test can be seen on the right.

Leaders who take this test should should circle the number choice that best defines
the person who is most difficult to be around in a work environment. If that person is
pleasant sometimes then the respondent should choose number 5 in the first row. If
the person is always unfriendly, the respondent should choose number 1 in the
second row.

Interpreting LPC Scores

After completing the assessment the respondent must add up all of their choices.
The sum (or total) from all of the numbers chosen represents the respondent's LPC
score.

Determining your LPC score

Now that you’ve filled out the test, add up every number you marked to calculate your LPC
score. Interpret your score as follows:

 If you scored 73 and above (a high LPC score), you are a relationship-oriented leader.
 If you scored 54 and below (a low LPC score), you are a task-oriented leader.
 If you scored between 55 and 72, you have the qualities of both a relationship-oriented and a task-
oriented leader. Deciding which style fits you better will take further exploration through other
leadership theories.

Trait Theory of Leadership

The trait model of leadership is based on the characteristics of many leaders - both
successful and unsuccessful - and is used to predict leadership effectiveness. The
resulting lists of traits are then compared to those of potential leaders to assess their
likelihood of success or failure.

Scholars taking the trait approach attempted to identify physiological (appearance,

height, and weight), demographic (age, education and socioeconomic background),
personality, self-confidence, and aggressiveness), intellective (intelligence,
decisiveness, judgment, and knowledge), task-related (achievement drive, initiative,
and persistence), and social characteristics (sociability and cooperativeness) with
leader emergence and leader effectiveness.

Among the core traits identified are:

• Achievement drive:High level of effort, high levels of ambition, energy and

initiative
• Leadership motivation:an intense desire to lead others to reach shared goals
• Honesty and integrity:trustworthy, reliable, and open
• Self-confidence:Belief in one’s self, ideas, and ability
• Cognitive ability:Capable of exercising good judgment, strong analytical
abilities, and conceptually skilled
• Knowledge of business:Knowledge of industry and other technical matters
• Emotional Maturity:well adjusted, does not suffer from severe psychological
disorders.
• Others:charisma, creativity and flexibility
Strengths/Advantages of Trait Theory

• It is naturally pleasing theory.

• It is valid as lot of research has validated the foundation and basis of the
theory.
• It serves as a yardstick against which the leadership traits of an individual can
be assessed.
• It gives a detailed knowledge and understanding of the leader element in the
leadership process.
 GREAT MAN THEORY OF LEADERSHIP

They definitely possess high levels of ambition coupled with clear visions of precisely where they want to go.
These leaders are cited as naturally great leaders, born with a set of personal qualities that made them
effective leaders. Even today, the belief that truly great leaders are born is common.

If we look at the great leaders of the past such as Alexander the Great, Julius Caesar, Napoleon, Queen
Elizabeth I, and Abraham Lincoln, we will find that they do seem to differ from ordinary human beings in
several aspects. The same applies to the contemporary leaders like George W. Bush and Mahatma Gandhi

According to the contemporary theorists, leaders are not like other people. They do not need to be
intellectually genius or omniscient prophets to succeed, but they definitely should have the right stuff which is
not equally present in all people. This orientation expresses an approach to the study of leadership known as
the great man theory.

Assumptions
o The leaders are born and not made and posses certain traits which were inherited
o Great leaders can arise when there is a great need.
Theory
Much of the work on this theory was done in the 19th century and is often linked to the work of the historian
Thomas Carlyle who commented on the great men or heroes of the history saying that “the history of the
world is but the biography of great men”. According to him, a leader is the one gifted with unique qualities that
capture the imagination of the masses.

Earlier leadership was considered as a quality associated mostly with the males, and therefore the theory
was named as the great man theory. But later with the emergence of many great women leaders as well, the
theory was recognized as the great person theory.

The great man theory of leadership states that some people are born with the necessary attributes that set
them apart from others and that these traits are responsible for their assuming positions of power and
authority. A leader is a hero who accomplishes goals against all odds for his followers. The theory implies that
those in power deserve to be there because of their special endowment. Furthermore, the theory contends
that these traits remain stable over time and across different groups. Thus, it suggests that all great leaders
share these characteristic regardless of when and where they lived or the precise role in the history they
fulfilled.

Criticism
Many of the traits cited as being important to be an effective leader are typical masculine traits. In
contemporary research, there is a significant shift in such a mentality.
 HIGH PERFORMING TEAM
As a group, a high-performing team strives for excellence through two-way open
communication, mutual trust, common goals, shared leadership, clear job roles
and constructive conflict. Each team member accepts accountability for their own
workload and actions.

The benefits of high-performing teams include:

A broad range of talents and skill-sets

A group of innovative thinkers, each with their own ideas and suggestions to bring to
the table

Little requirement for management input

Improved morale

Better productivity

Characteristics of high performing teams

• Goal-oriented and ambitious

• Committed to their colleagues and the overall team mission

 • Highly skilled

• Experts in their field

• Collaborative, encouraging contribution from all team members - including

the introverts

• Innovative

• Able to work to a high standard

• Willing to accept constructive criticism

How can you build and develop a high performing team?

It’s easy enough to outline what a high performing team looks like, but building high
performance teams isn’t always an easy task, but the benefits are definitely worth
the effort. When building high performing teams, there are a few key areas to focus
on.

1. Make communication a priority

This is one of the key characteristics you’ll need to look for in a high performing team,
however, it’s one that’s very often taken for granted. But failure to promote effective
communication can be a costly mistake when it comes to team output, meeting
targets and engagement.To create a high performance team, managers should
encourage a strong focus on team communication to ensure improvements in
motivation, productivity and profitability.

There are many barriers to effective communication, from failure to listen and
making assumptions to conflicting messages and emotional distractions. If you can
eliminate these communication issues from your team, you will be well on the way to
successfully building a high performing and agile team.

2. Set SMART objectives

One of the best ways to ensure a high performance team is by setting clear
objectives at the outset. Doing so will ensure the team knows exactly what they are
working towards and how this contributes to the overall success of the
business.Consider setting up a goals meeting with the team as a forum to discuss
key priorities. This allows them to have some input in the development of objectives,
hopefully meaning they are more committed to achieving them.

3. Tackle conflict
Even with the best high performing team in the world, there will still be conflict from
time to time. While in certain cases limited conflict can be beneficial, the best way to
approach this is to expect it and be ready for it when it happens. Then, as soon as an
issue arises, set about addressing it as a matter of urgency.

For example, if there is a difference of opinion resulting in an argument between two

members of the team, set up a meeting straight away to mediate a civilised
discussion. By resolving the conflict quickly, you should be able to prevent it from
spiralling out of control and causing a deeper rift.

4. Understand where you are currently - and where you want to be

In order to move your team forward, understanding the dynamics of how people are
currently working is vital. Consider the following questions:

- Do you know the strengths of the people working within your team?

- Are you aware of any limitations which need to be improved upon?

- What is the role of each person within the team?

- Why are they important?

- How does the team react to change?

- Are there any drivers for potential conflict within the team?

Managers should work collaboratively with their teams to answer these questions -
the results will help to traning needs or skill gaps which can then be resolved to
improve future performance.

5. Make sense of emotional intelligence

Emotional intelligence (EI) is a powerful driver when it comes to teamwork. When

mastered correctly, it can help to transform understanding of the team’s ‘DNA’. EI
can be described as “the capacity to harmonise thought and emotion”, i.e. an
individual’s ability to understand and control their own emotions whilst recognising
and managing those of other people. Being emotionally intelligent requires a person
to be perceptive, self-aware and able to regulate their emotional responses in a
range of scenarios.

Team which can consistently utilise the knowledge given by EI will communicate
effectively and naturally foster an attitude of loyalty and engagement. They will also
be able to fine-tune their team working skills to push for further success.
6. The foundation of any successful team is trust

Trust is at the heart of any successful team. Without it, teams will be unable to
progress due to fear of conflict or lack of commitment. Establishing trust between
team members can help take the team from satisfactory performance levels to
outstanding results.

Being open and honest about strengths and limitations in workplace behaviours is
one way to help generate trust between team members. It can also identify how we
interact with people and whether we need to consider making changes to our
behaviour.

7. Feedback is a gift

Remember to recognise the work and achievement of the team. Even if you are
unable to offer financial incentives, saying ‘thank you’ often goes a long way in
showing your staff that they are valued .

The Advanced Leadership Skills a practical, hands-on program that will enable the
front line leader to not only apply existing knowledge and skills, but learn new skills to
achieve higher productivity, ensure clearer communications, resolve conflicts
effectively, build and retain strong teams, and understand and lead change.

• Build A High Performance Team

• Build Trust And Increase Productivity
• Help Employees Adapt To Change
• Facilitate Conflict Resolution Solutions
• Enhance Work Relationships
• Develop Negotiating And Problem Solving Skills
• Help Team Members Adapt To Change
• Move Team Members From Achieving Effective To Exceptional Results

BUILDING TECHNICAL COMPETENCE

Almost every industry is built on a small but essential foundation of technical

knowledge and skills. Without such technical knowledge and skills, not only would
individual companies not exist but entire industries would not exist. Technological
evolution has been the foundation of industry and economic growth at least since
the mechanisation of the cotton industry at the beginning of the industrial revolution,
and continuing on through steam engines, railroads, electrical power, cars, planes,
computers, telecommunications and biotechnology. Nearly all companies must
excel at many activities, however, at their core are a small but essential number of
technical competencies that they must have to survive and prosper. Examples
include automotive designing and manufacturing engineering at Toyota, geology
and petroleum engineering at ExxonMobil, actuarial science at Assurant and
molecular biochemistry at Eli Lilly.

The importance of building such technical competencies is emphasised by the

ongoing “war for talent”, as shown in the highlighted statistics. To be able to create
and sustain technical competencies, it is useful to clearly define their characteristics
and to differentiate technical competencies from cultural and behavioural
competencies.

Two attributes differentiate technical competencies from cultural or behavioural

competencies. Whereas cultural capabilities (e.g. passion for speed) are unique to
individual firms, technical competencies are unique to an industry (e.g. financial
investments in the investment banking industry); whereas cultural capabilities are
developed and reinforced by subtle and idiosyncratic practices, technical
competencies may be developed by taking a course at a university.

A. To robustly target and develop technical competencies, four steps are necessary.
The first step is to identify the two to three most critical technical competencies that
your firm must have if it is to participate in your selected industry. Three questions
help to identify your company’s required technical competencies:

1. If you were to start a new company in your industry, what is the foundation
knowledge and skills that are required?

2. What technical competencies are most likely to serve as the fundamental sources
of competitive advantage?

3. Which technical competencies would you be most likely to never outsource?

B - Second, evaluate the gap in technical competencies relative to you competitors.

I have found that applying a five-point scale is useful for this purpose: 1 = far below
industry average; 2 = below industry average; 3 = industry average; 4 = above
industry average; 5 = industry best.

Third, determine the relative number of individuals in your company that need the
prioritised technical competencies. Is it many, medium or a few? This is an important
intermediate step that has direct implications for the HR practices that will be used to
fill the gaps.

Fourth, determine the HR practices that need to be applied to fill the identified gaps.
The most frequent alternative practices are recruitment, promotions, classroom
training, on-the-job development and short-term consultant contracting. In most
cases, two practices will have greatest impact on creating and sustaining technical
competencies – one will be of primary importance and one will be supportive of the
first.

By following these guidelines, you can identify, prioritise and determine the actions
that you might take to ensure that your firm has the required technical competencies
now and in the future.

Two keys to building technical competencies

Line executives tend to like going through these steps as a group exercise quite a lot.
It gives them clarity concerning which competences are most important for business
success. It also gives them a clear agenda for building the most important
competencies.

Even while the war for technical talent continues, it is useful to be mindful that most
leading competitors in a given industry will tend to have roughly the same raw
technical talent over time. Therefore, the critical issue for most firms is not the talent
they have but rather what they do with their talent once they have it. And that tends
to be an organisational or culture issue and not simply a raw talent issue.

MYTHS ABOUT LEADERSHIP

Leaders are born not made

Leadership exists only at the top of an organization

Leadership is a rare skill

Leaders are charismatic

 Leaders control and command

Leaders are trailblazers.

1. Leaders are born not made

• Debate as to whether leaders are born or made continues with strong supporters at
both end.

• Ellen Ostrow, in 20 Ways to become a Leader mentions “It is important that

potential leaders are willing to take charge and become sculptor of one’s own career
and life”

• A leader must create a compelling vision and be committed to this vision.

• Individuals can develop leadership by improving communication skills and

practicing active listening

• Excellent work performance is a necessary condition for leadership

• To become a good leader one must be willing to persevere in face of adversity by

staying resolute in one’s value and goals and determined and self-disciplined in
efforts to achieve them.

2. Leadership exists only at the top of organisation

• Highly competitive market leaders needed at various levels

• Restriction of leadership to the top would in fact be ringing its own death knell

• Change and improvement necessary to succeed

• Leader at the top is certainly insufficient

• Necessity of leadership at different levels is clearly apparent when considering

 armed forces

• Effective leadership at every level is a prerequisite to achieve a corporate vision

3. Leadership is a rare skill

Contrary to popular belief leadership certainly is not a rare skill

Majority of us have inherent leadership qualities that come to fore when opportunity
arises like crisis, celebration or when simple family decision need to betaken

• Good leadership skills without management skills to support it will result in inability to
operationalize the corporate vision

• Leadership skills though not rare is rarely displayed in several business organization
due to company’s too autocratic policies

4. Leaders are charismatic

• Charisma is very often confused as leadership.

• It is not necessary to be charismatic to be a leader.

• Employees look for whether they can trust their

leaders more than charisma.

• In fields which require technical and specialized skills it matters very little whether
 the leader is charismatic or not.

• Organisation like bank, investment house is not conducive to a completely

charismatic leader.
A more quiet, leading by example type of person would be better suited.

5. A great leader is cold & fierce

I’m sure at some point you’ve worked with a leader who is a know-it-all. They act
tough, talk a big game, and separate themselves from the rest of the team. Now,
think about your performance while under this individual? I bet you weren’t as
productive and motivated as you could have been, right?

Employees want their leaders to care for them genuinely. They want to feel
respected. And, the employee wishes for their thoughts and concerns to be listened
to with kindness. The best way to sharpen these leadership skills is by boosting
intelligence. Increasing your emotional IQ will help you become more self-aware,
empathetic, and a better communicator. As a result, you’ll build a strong rapport with
your team.

6. All leaders are trailblazers

Being a trailblazer isn’t necessarily a bad thing. Trailblazers, after all, are ambitious,
competitive, calculated risk-takers, and goal-oriented. At the same time, they’re also
an independent and the driving force behind a business. An independent and driving
force can make working with others a challenge.

For example, while you’re out impressing clients, investors, and customers
throughspeaking engagements and pitches -- there’s no one back rallying the
troops. While trailblazers can definitely get people to jump on-board with their vision,
leaders know when to step back. A true leader or manager will recognize talent and
work alongside this team in order to propel everyone towards a shared mission and
vision.