Leadership

Introduction

• Meaning?

• Not all managers are leaders, similarly not all leaders are

managers!!

• Non Sanctioned leadership!

• Formal and informal leadership

• The role Of Big five in leadership

 Introduction

 The ability to influence a group toward the achievement of goals.

 Leadership plays a central part in understanding group behavior.

 Is "Management" the same as "Leadership"? What does a

manager do? What does a leader do?

 The competition can copy every advantage an organization has

got—except one.
 Introduction

• Leaders conquer the context—the volatile, turbulent,

ambiguous surroundings that sometimes seem to conspire
against individuals and organizations while managers
surrender to it.
T shaped Leaders

Drawbacks ?
Developing Leadership capacities
 Theories

 Trait Theories- Great Man Theory

 Behavioral Theories

 Contingency theory/Situational theory- Fiedler Model, Path goal

theory, Leader Member exchange theory
 Leadership functions theory- Transactional vs Transformational,
Charismatic
 Some recent theories- Level 5 theory, Crucible Theory,
Financial theory of leadership
 Level 5 theory

• Level 1- Leader is highly capable, has knowledge ,skills and good

work habits.
• Level 2- Leader is a contributing team member.

• Level 3 –Competent manager, organizes people and resources .

• Level 4- Effective leader, catalyses commitment, stimulates the

group to high performance.
• Level 5- Leader is an executive, builds enduring greatness
through a paradoxical combination of professional will and
personal humility
 Financial theory of leadership

• Venture capitalist- Both gross margin and expenses are high

• Buccaneer- high gross margin and low expenses

• Mercantalist- low gross margin and high expenses

• Discounter – both gross margin and expenses are low

Situational theory
Full Range Leadership Model
 Full Range Leadership Model

• Laisezz Faire

• Management by exception

• Contingent Reward

• Individual Consideration

• Intellectual Stimulation

• Inspirational Motivation

• Idealized Influence
 Leadership Styles

• Autocratic

• Democratic

• Laissez Faire

• Exploitative authoritative

• Benevolent Authoritative

• Charismatic
 Authentic leadership

• Relatively newer concept, still in the formative phase of

development.
• The corporate scandals at companies like WorldCom and Enron, and
massive failures in the banking industry have all created fear and
uncertainty.
• Helps to fill a void and provides an answer to people who are
searching for good and sound leadership in an uncertain world.
• Focuses on values, faith, ethics and trust

• Encourages open communication, stick to the ideals.

• Criticisms?
 Servant leadership

• Emphasizes that leaders be attentive to the concerns of their

followers, empathize with them, and nurture them.

• Servant leaders put followers first, empower them, and help

them develop their full personal capacities.

Model of servant leadership
 Criticisms of servant leadership

• Paradoxical nature of the title “ servant leadership”.

• Has a utopian ring because it conflicts with individual

autonomy and other principles of leadership such as directing,

concern for production, goal setting, and creating a vision.

 Application of servant leadership
• Organizations that want to build a culture of servant leadership
should be careful to select people who are interested in and
capable of building long-term relationships with followers.
• “Behaving ethically” is positively related to job performance,
organizations should focus on selecting people who have high
integrity and strong ethics.
• In addition, organizations should develop training programs that
spend time helping leaders develop their emotional intelligence,
ethical decision making, and skills for empowering others.
 Adaptive leadership

• Is about how leaders encourage people to adapt—to face and

deal with problems, challenges, and changes.
Model of adaptive leadership
 Team leadership

• Teamwork is an example of lateral decision making as

opposed to the traditional vertical decision making that occurs
in the organizational hierarchy based on rank or position in the
organization.
• The dynamic and fluid power shifting in teams has been
referred to as heterarchy.
• Leadership of teams has also become an important area of
study. The ideas of “team leadership” are quite different from
leadership within the organizational vertical structure.
 Shared or Distributed Leadership in teams

• Some teams are autonomous and self-directed with no formal

leader. But even those with a formal leader will benefit from
shared leadership among team members.
• Team members step forward when situations warrant,
providing the leadership necessary, and then step back to
allow others to lead.
• Such shared leadership has become more and more important
in today’s organizations to allow faster responses to more
complex issues.
 Shared or Distributed Leadership in teams

• Shared leadership, while very important, does involve risk and takes
some courage for the member who steps forward to provide
leadership outside the formal role of team leader.
• Risks aside, teams with shared leadership have less conflict, more
consensus, more trust, and more cohesion.
• Shared leadership is even more important for virtual teams.

• Virtual teams are more effective when there is shared team leadership

• Virtual teams especially benefit from shared leadership when the task
is complex .
 Managerial Grid

• Proposed by Blake and Mouton.

• Describes the five styles of leadership

• The two dimensions of the grid are- Concern for people and
concern for task
Managerial Grid
 Contemporary Issues in leadership

 Thought leadership

 Mentoring – Leading for the future, Formal and informal

mentoring, Mentors select protégés similar to themselves!!
 Online leadership- Identification based trust, negotiation may
also be hindered.
 Training leaders- Ex-ICICI, HDFC, Blue Star etc have hired
coaches!!
 Leadership and micromanagement

 Global and cultural Implications!

 Global Implications

• India- Action orientation and charisma are important

parameters.

• Brazil- Team oriented and not self governing, participative

decision making.

• France- Leaders high on consideration may not be effective!

• China- Participative and considerate style.

 Challenges to leadership

• Not every time ,the failure can be blamed on leadership.

• Leadership as an attribution.

• Substitutes and neutralizers for leadership?

Followers- Why they follow
Leaders
 Follower Motivation

• Rational

• Irrational
 Substitutes and neutralizers for leadership

• Experience and training.

• Explicit formalized goals, rigid rules and procedures and

cohesive work groups.

• Highly structured task ,inherently satisfying task

• Indifference to rewards.
Power and Politics
 Introduction

 Definition?

 Power and political behavior are natural processes in any group or an

organization.
 Reality of organizational life, not going to go away!!

 Powerful people are more creative as they are less likely to be

subjected to conformity pressure .
 Power – Not easier to talk about!!!

 Power, authority and influence?

 Difference between leadership and Power?

 Leadership and Power

Leadership Power

•Focuses on goal achievement •Used as a means for achieving

goals

•Requires goal compatibility with •Requires follower dependency

followers

•Focuses influence downward •Used to gain lateral and upward

influence
 Dependency- The Key To Power

• Dependency increases when the resource you control is :

 Important

 Scarce

 Non Substitutable.
Bases of Power
 Coercive/Persuasive Bases

 Legitimate power

 Emotional power

 Charismatic Power

 Manipulative power
 Personal Power

• Personal Power

 Expert power

 Referent power
 Contingency Approaches to Power

• Power comes from being in the “right” place.

• Control over resources such as budgets, physical facilities, and

positions that can be used to cultivate allies and supporters.

• Control over or extensive access to information.

• Formal authority.
Which bases of power are most effective?
 Power Tactics

• Legitimacy

• Rational persuasion

• Inspirational appeals

• Consultation

• Exchange

• Personal appeal

• Ingratiation

• Pressure

• Coalitions
 Power Tactics

• Some tactics are more effective than others.

• E.g -Rational persuasion, inspirational appeals, and consultation

• Pressure tends to backfire and is the least effective of the nine

tactics.

• Two or more tactics can be used together too.

 Preferred Power Tactics by Influence Direction

Upward Influence Downward Influence Lateral Influence

Rational persuasion Rational persuasion Rational persuasion

Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
 Factors Influencing the Choice and Effectiveness of Power
Tactics

• Sequencing of tactics • How the request is

• Skillful use of a tactic perceived (Is the request
• Relative power of the tactic consistent with the target’s
values?)
user(Some tactics work
better when applied • The culture of the
downward or upward) organization (Culture
• The affects user’s choice of
type of request
tactic)
attaching to the tactic(Is the
request legitimate?) • Country-specific cultural
factors (Local values favor
certain tactics over others.)
 Power enhancers

• Professionalism

• Formalization

• Task clarity and autonomy

• Teamwork

• Expert Power
 Empowerment
 Employee empowerment schemes

 The main aspects of empowerment – OCTAPACE

• O- Openness
• C- Confrontation
• T- Trust
• A-authenticity
• P-proaction
• A-autonomy
• C-collaboration
• E-experimentation
 Structured Empowerment

• Structured interventions such as -

 Decentralization

 Delegation

 Self governing teams

 Strategies of acquiring power

• Alliances with powerful people

• Embrace or demolish- Corporate takeovers

• Manipulate classified information

• Attacking and blaming others

• Be aware of resource dependence

• Progress one step at a time

 Sexual Harassment- Unequal power at workplace
• In addition to the legal dangers ,it also has a negative impact on the work
environment.
• It negatively affects job attitudes and leads those who feel harassed to
withdraw from the organization.
• The victims of face psychological and health effects like stress, depression,
anxiety, shame, guilt and so on.
• Duties of the employer?

• More likely to occur when there is large power differential.

• Co-workers are also found guilty although they don’t have any legitimate
power.
• Although it doesn’t get much attention but even women in powerful positions
can be subjected to the same from males who rank lower in the organization.
 Harassment –Meaning?

• Implied or explicit promise of preferential treatment in the

victim’s employment
• Implied or explicit threat of detrimental treatment in the victim’s
employment
• Implied or explicit threat about the victim’s present or future
employment status
• Interferes with the victim’s work or creating an intimidating or
offensive or hostile work environment for her
• Humiliating treatment likely to affect the victim’s health or safety.
 Organizational Politics

• Power in action and a necessary evil !!

• Legitimate and Illegitimate political behavior.

• Politics is in the eyes of the beholder!!

 Why people indulge in organizational politics?

• Many managers say its ethical and necessary as long as no

harm is caused.

• Allocation of limited resources.

• Most of the “facts” used to allocate resources in organizations

is highly subjective.

• When can an organization be politics free?

 Why people indulge in organizational politics?

• Resources

• Decisions

• Goals

• Technology and external environment

• Change.
 “Political” Label vs “Effective Management” Label
• Blaming others vs. Fixing responsibility
• Apple polishing vs. Demonstrating loyalty
• Passing the buck vs. Delegating authority
• Creating conflict vs. Encouraging change and innovation
• Forming coalitions vs. Facilitating teamwork
• Whistle blowing vs. Improving efficiency
• Scheming vs. Planning ahead
• Overachieving vs. Competent and capable
• Ambitious vs. Career-minded
• Opportunistic vs. Astute
• Cunning vs. Practical-minded
• Arrogant vs. Confident
• Perfectionist vs. Attentive to detail
 Factors influencing political behaviour
Individual Factors Organizational factors

•High Self Monitor •Reallocation of resources

•Internal Locus of control •Promotion opportunities
•High Mach Personality •Low trust
•Organizational Investment •Role ambiguity
•Perceived job alternatives •Unclear Performance
•Expectation Of success evaluation system
•Zero sum reward practices
•High Performance pressure
 Employee response to organizational politics

• Decreased Job Satisfaction

• Increased Anxiety and stress

• Increased Turnover

• Reduced performance
 Are Political Actions Ethical?

 What is the utility of engaging in the behavior?

 Does the utility balance out any harm done by the action?

 Does the action conform to standards of equity and justice?

 Political actions

• Those who are powerful, articulate, and persuasive are most

vulnerable to ethical lapses because they are likely to be able
to get away with unethical practices successfully.
• More strong the power base, more is the ability of power to
corrupt.
• It’s a lot easier for the powerless to act ethically, as they
typically have very little political discretion to exploit.
 Impression Management
 Meaning?

 IM techniques :

• Conformity

• Favors

• Excuses

• Apologies

• Self promotion & Enhancement

• Flattery

• Exemplification
 Effective approach to impression management

Simultaneously

• Build credibility

• Maintain authenticity
 Three main categories of IM

• Nonverbal impression management

• Verbal impression management

• Behavior impression management

 Defensive Behaviors
• Avoiding Action
• Overconforming: Strictly interpreting your responsibility by
saying things like “The rules clearly state . . . ” or “This is the
way we’ve always done it.”
• Buck passing: Transferring responsibility for the execution of
a task or decision to someone else.
• Playing dumb: Avoiding an unwanted task by falsely
pleading ignorance or inability.
• Stretching: Prolonging a task so that one person appears to be
occupied—for example, turning a two-week task into a 4-
month job.
• Stalling: Appearing to be more or less supportive publicly
while doing little or nothing privately.
 Defensive Behaviors
Avoiding Blame
• Buffing: Describes the practice of rigorously documenting
activity to project an image of competence and thoroughness.
• Playing safe: Evading situations that may reflect unfavorably. It
includes taking on only projects with a high probability of
success, having risky decisions approved by superiors, qualifying
expressions of judgment, and taking neutral positions in conflicts.
• Justifying: Developing explanations that lessen one’s
responsibility for a negative outcome and/or apologizing to
demonstrate remorse, or both.
• Scapegoating: Placing the blame for a negative outcome on
external factors that are not entirely blameworthy.
• Misrepresenting: Manipulation of information by distortion,
embellishment, deception, selective presentation, or obfuscation.
Who might will engage in impression management?
 Tactics
• The countries across the world accept the existence of six job
tactics, namely:

Soft and positive Middle level Hard and negative

tactics strategies tactics
Good soldier Rational Information
tactics Persuasion control

Image Personal Strong Arm

management Networking Coercion
 Other tactics

• Maintaining alliances with powerful people.

• Embrace or demolish

• Divide and rule

• Manipulate classified information

• Attacking and blaming others

• Wait for a crisis