Unit-V

Leadership
Course Code: 2HS401

Dr. Anshika Sharma

Assistant Professor
OB-HRM Area
Department of Humanities & Social Science
Institute of Technology
Nirma University, Ahmedabad, Gujarat, India.
 Unit V
Leadership
Leadership:
 Introduction
 Leadership Theories
 Trait theories
 Behavioural theories
 Situational theories
Who is Leader?

Leadership is the ability to influence a group toward the achievement of a vision or set of
goals.

"leader" can refer to many different contexts and situations. A leader is typically someone
who guides, directs, or influences a group of people or an organization. Leadership can
exist in various forms, such as political leaders, business leaders, community leaders,
and more.

Name 5 political leader?

Name 5 business leader?
Name 5 community leader?
The five great leaders in the World?

1. Mahatma Gandhi (1869-1948)

2. Nelson Mandela (1918-2013)
3. Winston Churchill (1874-1965)
4. Martin Luther King Jr (1929-1968)
5. Abraham Lincoln (1809-1865)
6. Mother Teresa (1910-1997)
7. Napoleon Bonaparte (1769-1821)
8. George Washington (1732- 1799)
Political Leaders Consistent for a Longer Tenure
Longest serving leaders in present
Benjamin "Bibi" Netanyahu – The
longest serving prime minister of
Israel since Israel got the status
of Independence

The UAE government has implemented strict

laws and regulations to maintain law and order,
ensuring the safety and security of its residents.
The city's well-developed infrastructure,
including surveillance systems and police
presence, contributes to the overall sense of
security.
TRAIT THEORIES OF LEADERSHIP
Theories that consider personal qualities and characteristics that differentiate leaders from non-
leaders.

Based on the latest findings, there are two conclusions:

 First, contrary to what we believed 20 years ago and thanks to the Big Five,
we can say that traits can predict leadership.
 Second, traits do a better job predicting the emergence of leaders and the
appearance of leadership than distinguishing between effective and
ineffective leaders.
Note: The fact that an individual exhibits the right traits and that others consider
him or her a leader does not necessarily mean the leader is successful at getting the
group to achieve its goals.
 While it's important to note that leadership is a complex and multifaceted concept, trait theory highlights
certain traits that tend to be prevalent in successful leaders. Some of the key characteristics of trait
leaders include:
 It's important to note that
not all effective leaders
 Confidence possess every one of these
 Determination traits, and the importance
 Integrity of each trait can vary
 Intelligence depending on the
 Emotional Stability leadership situation.
 Charisma: Charismatic leaders have the ability to inspire and  Moreover, leadership
motivate others, often through their charm and magnetic effectiveness is influenced
personality. by a combination of traits,
 Vision: Effective leaders have a clear vision of their goals and skills, and the context in
can articulate it to their team, providing direction and purpose. which leadership is
 Communication Skills exercised. Leadership
 Empathy development often focuses
 Adaptability on enhancing these traits
 Initiative and skills, but it also
 Decisiveness acknowledges that
 Open-Mindedness leadership is a dynamic
 Team-Oriented and evolving process.
Leaders are often known for their distinctive traits and characteristics.

Trait research provides a basis for selecting the right people for leadership. In contrast,
behavioural theories of leadership implied we could train people to be leaders.

Mahatma Gandhi - Known for his nonviolent

Nelson Mandela - Celebrated for his forgiveness
resistance and commitment to civil
and reconciliation efforts in ending apartheid and
disobedience during the Indian independence
promoting unity in South Africa.
movement.

Mother Teresa - Recognized for her Martin Luther King Jr. - Remembered for his
selflessness, compassion, and dedication to powerful oratory and advocacy for civil rights
helping the poor and sick in Calcutta, India. through nonviolent protest.
 Corporate leaders known for their distinctive leadership styles and traits.

Steve Jobs - Known for his visionary Richard Branson - Renowned for his
leadership, innovation, and obsession with adventurous and risk-taking leadership style
design as the co-founder of Apple Inc. in building the Virgin Group and fostering a fun
and creative work environment.

Sheryl Sandberg - Recognized for her advocacy for

Warren Buffett - Celebrated for his wisdom, women in leadership and her emphasis on
value-based investing, and long-term empowerment and mentorship as the COO of
perspective as the chairman and CEO of Berkshire Facebook.
Hathaway.
Elon Musk - Known for his entrepreneurial Indra Nooyi - Celebrated for her strategic acumen,
spirit, bold vision, and ambitious goals in inclusive leadership, and focus on corporate
leading companies like Tesla, SpaceX, and sustainability as the former CEO of PepsiCo.
Neuralink.

Jack Welch - Noted for his results-oriented Jeff Bezos - Recognized for his customer-centric
and performance-driven leadership during approach and long-term thinking as the founder
his tenure as the CEO of General Electric. and former CEO of Amazon.
Mary Barra - Known for her transformative leadership in
the automotive industry and her commitment to
innovation as the CEO of General Motors.

Satya Nadella - Renowned for his empathetic and

growth-oriented leadership style in guiding
Microsoft's transformation as its CEO.
Indra Nooyi, CEO and board chairman of
PepsiCo, is described as
 fun-loving,
 sociable,
 agreeable,
 conscientious,
 emotionally stable,
 and open to experiences.
Recognized as one of the most powerful
women in business, Nooyi’s personal qualities
and traits have contributed to her job
performance and career success.
2. Behavioural Theories
 Behavioural theories of leadership proposing that specific behaviours differentiate leaders from
non-leaders.

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. A leader high in initiating
structure is someone who “assigns group members to particular tasks,” “expects workers to
maintain definite standards of performance,” and “emphasizes the meeting of deadlines.”

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. A leader high in
consideration helps employees with personal
problems, is friendly and approachable, treats
all employees as equals, and expresses
appreciation and support. In a recent survey,
when asked to indicate what most motivated them
at work, 66 percent of employees mentioned
appreciation.
 Ohio & Michigan group identified two behavioural types:

Employee-oriented leader (Consideration) Production-oriented leader (Initiating

Structure)
 emphasized interpersonal relationships by
taking a personal interest in employees’  Emphasized technical or task aspects
of jobs,
 needs and accepting individual differences  focusing on accomplishing the group’s
among them.
tasks.
 Initiating structure was more strongly re-
lated to higher levels of group and
organization productivity and more positive
performance evaluations.

Employee-oriented leadership is similar to consideration, and production oriented leadership is

similar to initiating structure.
A manager who scores high on consideration (people oriented) may find that style backfires in
France (culture). According to the study, Chinese culture emphasizes being polite, considerate, and
unselfish, but it has a high performance orientation. Thus, consideration and initiating structure
may both be important.

"Leaders who are high on consideration" typically refers to individuals in leadership positions who are
known for their strong focus on interpersonal relationships, employee well-being, and the overall
satisfaction and development of their team members. These leaders are often associated with high levels of
empathy, communication, and a genuine concern for the people they lead.

Abraham Lincoln: The 16th John Wooden: The

President of the United States, legendary basketball
Abraham Lincoln, is often cited for coach John Wooden is
his empathy and consideration. often praised for his
He was known for his ability to leadership style, which
listen to and understand different emphasized the personal
perspectives and for his development and well-
commitment to the well-being being of his players as
of all Americans during a much as their athletic
challenging period in U.S. history. success.
Corporate leaders known for their initiating structure, also referred to as task-
oriented or production-oriented leadership

Steve Jobs: The co-founder and former CEO of Apple

Inc., Steve Jobs, was known for his strong task-oriented
leadership style. He was highly focused on product
development, innovation, and achieving specific
goals. He was known to be demanding and detail-
oriented when it came to the products and projects at
Apple.

Indra Nooyi: The former CEO of PepsiCo, Indra Nooyi, was known for her
focus on results and driving the company's performance. She
emphasized innovation and strategic initiatives to achieve the company's
goals.
Jeff Bezos: As the founder and former CEO of Amazon, Jeff Bezos
exhibited a task-oriented leadership style. He was driven by a focus
on operational efficiency and delivering results. His leadership
played a significant role in Amazon's success and growth as a global e-
commerce and technology company.

Ratan Tata: The former Chairman of Tata Sons, Ratan Tata, is known
for his task-oriented approach to leadership. He played a significant
role in leading the Tata Group, one of India's largest and most diversified
conglomerates, with a focus on results and corporate governance.

Mukesh Ambani: As the Chairman and Managing Director of Reliance

Industries, Mukesh Ambani has shown a strong emphasis on
achieving specific business objectives and promoting
technological innovation. His leadership has been instrumental in
driving the growth and diversification of the Reliance Group.
Corporate leaders known for their consideration
Individuals who prioritize Characterized by their
 interpersonal relationships,  empathy,
 employee well-being, and  communication skills, and
 the overall satisfaction and development  genuine concern for the people they
of their team members. lead.

Warren Buffett: The Chairman and CEO of

Berkshire Hathaway, Warren Buffett, is
often cited for his approachable and
considerate leadership style. He is known
for his
 Humility,
 Commitment to ethical leadership, and
 Focus on building strong relationships
with his employees and business
partners.
Tim Cook: As the CEO of Apple Inc., Tim Ratan Tata: appreciated for his
Cook is recognized for his people-centric compassionate and considerate
leadership style. He has been committed to leadership.
 Commitment to corporate social
 Fostering a positive work environment, responsibility and
 Diversity and inclusion, and  Ethical business practices.
 Ensuring the well-being of Apple's
employees.

Satya Nadella: The CEO of Microsoft, Satya N. R. Narayana Murthy: recognized for
Nadella, is known for his his considerate and employee-centric
 Empathetic and people-oriented approach. approach.
 Transform Microsoft's culture to be more  A strong company culture and values
inclusive and that promote employee satisfaction and
 Focused on employee growth and growth.
development.
Final Remarks
 Leaders who have certain Some leaders may have the right traits or display the
traits and who display right behaviours and still fail. As important as traits and
consideration and behaviours are in identifying effective or ineffective
structuring behaviours do leaders, they do not guarantee success. Context matters,
appear to be more effective.
too, which has given rise to the contingency theories we
discuss next.

When researchers looked at situational influences, it

appeared that under condition a, leadership style x would
be appropriate, whereas style y was more suitable for
condition b, and style z for condition c. But what were
conditions a, b, and c? We next consider four approaches
to isolating situational variables: the Fiedler model,
situational theory, path–goal theory, and the leader-
participation model.
CONTINGENCY THEORY
1. Situational leadership
 situational leadership theory (SLT) A contingency theory that focuses on followers’
readiness.
 3. Situational leadership
 situational leadership theory (SLT) A contingency theory that focuses on followers’
readiness.
 A leader should choose one of four behaviours depending on follower readiness.

1. Telling Style: Highly directive 2. Selling Style: Directive and seek input and
If followers are unable and unwilling to do a task, involvement of team.
the leader needs to give clear and specific directions. Unable and willing, the leader needs to display
high task orientation to compensate for
followers’ lack of ability, and high relationship
orientation to get them to “buy into” the leader’s
desires.

3. Participating: Able and unwilling, the leader

needs to use a supportive and participative style
4. Delegating: Able and willing, the leader
doesn’t need to do much.
Corporate leaders who have been recognized for their adaptability and
contingency-style leadership include:
 Warren Buffett, the chairman and CEO of Berkshire
Hathaway, is known for his pragmatic and adaptive
leadership style.
 He has successfully led his conglomerate of diverse
businesses by adjusting his leadership approach
based on the unique challenges and opportunities
presented by each subsidiary.
 Buffett believes in delegating authority to capable
managers while providing guidance when necessary.
 Howard Schultz, the former CEO and
Chairman of Starbucks, is often cited as a
leader who utilized a contingency
approach to leadership.
 He is known for his hands-on involvement
in the company's operations during
challenging times and his ability to connect
with employees and customers.
 Schultz adapted his leadership style
depending on the specific needs of
Starbucks, whether it was revitalizing the
brand or expanding internationally.
 Indra Nooyi, the former CEO of PepsiCo, is praised for
her adaptable leadership style.
 She managed a global company with diverse product
lines, and her leadership approach changed
depending on the market, consumer trends, and
business conditions.
 She recognized that leadership couldn't be one-size-
fits-all and that different parts of the business
required different strategies.

 Jeff Bezos, the founder and former

CEO of Amazon, is recognized for his
adaptable and visionary leadership style.
 Bezos constantly adjusted his leadership
approach as Amazon expanded from an
online bookstore to a global e-
commerce giant and cloud computing
provider.
 He focused on innovation, customer-
centricity, and long-term thinking, but
adapted the company's strategies as it
grew and faced new challenges.
Final Remarks
 It's important to note that Situational Leadership Theory emphasizes the importance of flexibility
in leadership, as situations and followers' needs can change over time. Leaders must be willing to
adapt their style as followers develop and grow.

 While Situational Leadership Theory provides a valuable framework for understanding leadership
adaptability, it has been both praised for its simplicity and criticized for its potential
oversimplification of leadership dynamics. It remains a widely studied and applied theory in the
field of leadership and management.
2. Path–Goal Theory

Developed by Robert House IN 1971, path–goal theory extracts elements from the Ohio State
leadership research on

Initiating structure and consideration, and the expectancy theory of motivation.

 The theory suggests it’s the leader’s job to provide followers with

information, support, or other resources necessary to achieve goals.

According to path–goal theory, whether a leader should be

directive or supportive, or should demonstrate some
other behaviour, depends on complex analysis of the
situation.
 Directive Leadership: Leaders provide specific Participative Leadership: Leaders involve
instructions, guidelines, and structure to their followers in decision-making processes
followers. This behaviour is effective when followers and seek their input. This approach is
are uncertain about their tasks or need clear suitable when followers have the knowledge
guidance. and expertise to contribute to decisions.

Achievement-Oriented Leadership:
Supportive Leadership: Leaders offer emotional
Leaders set challenging goals and have
support, create a pleasant work environment, and
high expectations for their followers. This
show concern for their followers' well-being. This
behaviour is effective when followers are
behaviour is appropriate when followers are under stress
capable and need to be motivated to
or facing challenging situations.
perform at their best.
 corporate leaders who are known for leadership styles that align with the ideas of
path-goal leadership:

Reed Hastings (Co-founder and CEO of Netflix):

 Demonstrated an achievement-oriented leadership style.
 Under his leadership, Netflix has set ambitious goals and high
performance expectations for its employees in the rapidly evolving
entertainment and streaming industry.

Richard Branson (Founder of the Virgin Group):

 known for his participative leadership style.
 He encourages innovation and input from his employees and promotes
a culture of risk-taking and entrepreneurial spirit.

Steve Jobs, the co-founder of Apple,

 Known for his visionary leadership style.
 He had a knack for setting challenging goals and creating a clear
path toward innovation and product excellence.
 He provided direction and support to his teams to achieve these
ambitious objectives, often demanding excellence and pushing his
teams to their limits.
Final Remarks
The theory's central idea is that leaders should act as "pathfinders" to help followers navigate the
way toward achieving their goals and, in doing so, make the journey more clear, satisfying, and
rewarding. Effective leadership is seen as removing obstacles and facilitating the journey toward
achieving objectives.
THANKYOU……