Chapter: 06 Leadership

Prepared By:
Md. Mazedul Haque
Assistant Professor
Department of Marketing
Islamic University, Kushtia, Bangladesh
What is Leadership?
Guess……..

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 Definition of Leadership
• The word leadership drive from the word lead which means to guide, to
conduct, to direct etc. The task of leadership is to transform the potentiality
into reality. Leadership can be defined as influence, that is, the art or
process of influencing people so that they will strive willingly and
enthusiastically toward the achievement of group goals.
• According to Keith Davis, “Leadership is the process of encouraging and
helping others to work enthusiastically towards objectives.”
• According to Ricky W. Griffin, “Leading is the set of processes used to get
people to work together to advance the interest of the organization.”
• According to Robbins, “Leadership is the ability to influence a group
toward the achievement of a vision or set of goals.”
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 The characteristics of a Good Leader
• To achieve the organizational goals the leader plays a vital role. Leader
influence his/ her subordinates to complete particular course of action. To be
a successful leader some qualities are required.
• Keith Davis indicates tow types of qualities of a successful leader as-
1. Psychological factors.
• Intelligence
• Ambition
• Aggressiveness
2. Physical factors
• Height
• Body size and shape
• Personal attractiveness
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• Current research on leadership traits suggests that some factors do help
differentiate leaders from non- leaders. The most important traits or qualities
of a successful leader are as follow-
1. Personal drive
2. Honesty and integrity
3. Cognitive ability
4. Charisma
5. Flexibility and adaptiveness
6. Positive affectivity
7. Creativity and originality
8. Knowledge about business
9. Self confidence
10. Desire to lead.
• It is difficult to expect the all qualities and characteristics on a leader but if a
leader contains major qualities then he/she may be a successful leader. 5
 Sources Of Leadership Power
Personal power: (Charismatic/ Magnetism)
Expert power:

Legitimate power: Legitimate power is power granted through the

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 Sources of Leadership Power
• Leadership is the ability to influence a group toward the achievement of a vision or set of
goals. The sources of leader power are-
Personal power: Personal power is also called charismatic power and power of personality.
It is the ability of leaders to develop follower from the strength of their own personalities.
They have a personal magnetism, their beliefs, confidence etc. which attract and hold the
followers.
Expert power: Expert power is derived from information or expertise. The experts are seen
to have knowledge or ability only in well-defined areas. It depends on education, training
and experience.
Legitimate power: Legitimate power is power granted through the organizational
hierarchy. It is the power defined by the organization to be united or accorded to people
occupying a particular position. Legitimate power is also known as authority to exercise
some special task.
Political power: Political power is the activity carried out by people to acquire, enhance
and use power and other resource to obtain their desired outcomes. It refers to the
behaviors that enhance or protect a person self- interest. It influences the distribution of
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advantages and disadvantages within the organization.
 Leadership Skill
• Much research has focused on identifying leadership behavior. In this view, successful
leadership depends more on appropriate behavior, skills, and actions and less or
personal traits. Three broad types of skills leaders use are technical, human and
conceptual..
1. Technical skill: It referees to a person’s knowledge of and ability in any type of
process or technique. Technical skill is the distinguishing feature of job performance at
the operating and professional levels, but as employees is promoted to leadership
responsibilities, their technical skills become proportionately less important.
2. Human skill: Human skill is the ability to work effectively with people and to build
teamwork. No leader at any organizational level escapes the requirement for effective
human skill.
3. Conceptual skill: Conceptual skill is the ability to think in terms of models
frameworks and broad relationships, such as long range plans. It becomes increasingly
important in higher managerial jobs.
• So we can say that, conceptual skill deals with ideas, whereas human skills deals with
concerns people and technical skill involves distinguishing things. 8
 Leadership Style
• The total pattern of explicit and implicit leader’s actions as seen by employees is called
leadership style. It is the combination of philosophy, skills traits and attitudes that are
exposed in a person’s behavior. Each style also reflects a manager’s beliefs about a
subordinate’s capabilities. Leadership style depends on the nature of tasks. Different
types of leadership style includes-
1. Positive leaders: Positive leaders are the leaders who emphasize on the reward.
Reward may be economic or social. Positive leaders always try to motivate the
followers by providing their needs. Supportive models are positive leadership style.
2. Negative leaders: Negative leaders are those who emphasis on penalties. Negative
leaders act with superiority with people. To get work done they hold over their
followers, such penalties as loss of job, condemn and a few days off without pay. They
are bosses more than leaders.
3. Autocratic Leaders: Autocratic leaders centralize power and decision making
themselves. The leaders take full authority and assume full responsibility. This style
gives maximum concern to the task and minimum concern to the people. This leaders
have no confidence in others, is unpleasant and is interested only in the immediate 9
4. Participative leaders: Participate leaders clearly decentralize authority.
Participative leaders are those, who share decision making with the followers.
The leader and group are acting as a social unit. Participative decisions get
importance here.
5. Free- rein leaders:
In a brief, we can say that, in autocratic leadership only leaders have the
power to take the decision, in participating leadership both leader and
followers have the power to take the decision, and in free-rein leadership
only followers have the power to take the decision.

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 Trait Theory of Leadership
• Traits Theories of Leadership: Theories that consider personality, social, physical,
or intellectual traits to differentiate leaders from non-leaders.
• On the basis of physical, intellectual or personal characteristics, a successful
leader has some traits. These are-
• Personal drive: For achieving organizational goals, leader needs the mentality
of personal drive that subordinates follow the leaders and they are
encouraged to do their jobs.
• Honesty and integrity: Honesty and integrity increases the self- confidence of
a leader.
• Cognitive ability: Cognitive ability towards the subordinates and employee is
a trait of a good leader.
• Charisma: Charisma is a trait which helps the leader to influence the
subordinates.
• Flexibility and adaptiveness: According to the situation, leader needs 11to be
flexible and adaptive and constitute policy, methods, functions and decisions.
 • Positive affectivity: Positive affectivity of a leader includes, personality, courage,
Realism, Ethical qualities which should be positive toward others.
• Creativity and originality: Leader should be creative, innovator and original of
his works.
• Knowledge of business: Leader should have enough knowledge about the
business.
• Self- confidence: Self- confidence helps to do the job accurately. Leader is the
model for his/ her subordinates.
• Desire to lead: Desire to lead helps to identify the actual leader. Without
willingness, the task of a leader is possible.
• Limitations:
• No universal traits found that predict leadership in all situations.
• Unclear evidence of the cause and effect of relationship of leadership and traits.
• Better predictor of the appearance of leadership than distinguishing effective
and ineffective leaders. 12
 The Managerial Grid Theory of Leadership
• The Managerial Grid was developed by Robert Blake and Jane S. Mouton.
General behavioral scientists have separated the two primary concerns in
organization:
• The concern for production: Production-Oriented Leader emphasizes
technical or task aspects of the job.
• The concern for people: Employee-Oriented Leader emphasize
interpersonal relations; taking a personal interest in the needs of
employees and accepting individual differences among members.
• The managerial grid is built on two axis. One representing the production and
the other representing people. Both the scales i.e. horizontal & vertical axis
are treated as a scale from 1 to 9 where 1 represents the least involvement
and 9 represents the most involvement.
• The managerial grid diagram can be interpreted as follows:-
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The Managerial
Grid
(Blake and Mouton)

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• Coordinate (1,1): This is called “impoverished management”. Here managers
make minimum effort to get the work done.
• Coordinate (9,1): It is known as “autocratic task management”. Here managers
are concerned only with developing an efficient operation who have little or no
concern for people.
• Coordinate (1,9): It is called “country-club management” in which managers
have little or no concern for production but are concerned only for people.
• Coordinate (9,9): It is known as “team management”. Here managers display
in their actions the highest possible dedication both to people and to
production.
• Coordinate (5,5): This is known as “middle of the road “. Here managers have
medium concern for production and for people. They obtain adequate morale
and production.

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 Fred Fiedler Contingency Theory of Leadership
• The first comprehensive contingency model for leadership was developed by Fred
Fiedler. The Fiedler contingency theory proposes that effective group performance
depends upon the proper match between the leader's styles of interacting with
subordinates and the degree to which the situation gives control and influence to the
leader. These two factors are described below:
1. Identifying the Leadership Style
2. Defining the Situations
1. Identifying Leadership style: Fiedler believes a key factor in leadership success is the
individual’s basic leadership style. So Fiedler created LPC (Least Preferred Co­worker)
questionnaire to find out what the basic style is. It contains 16 contrasting adjectives
such as pleasant‑ unpleasant, efficient­-inefficient, open-guarded, supportive‑ hostile etc.
If the LPC is described in relatively positive terms (a high LPC score) then the respondent
is primarily interested in good personal relations with the co‑workers and would be
relationship‑oriented.
In contrast, if the LPC is seen in relatively unfavorable terms (a low LPC score), the
respondent would task‑oriented. 16
LPC

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LPC- Scores and Leadership Style

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2. Defining the Situations:

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2. Defining the situation: Fiedler has identified three contingency dimensions:
a) Leader‑ member relations: The degree of confidence, trust and respect
subordinates have in their leader.
b) Task structure: The degree to which the job assignments are procedurized
i.e. structured or unstructured.
c) Position power: The degree of influence a leader' has over power variables
such as hiring, firing, discipline, promotions and salary increases.
• The next step of this theory is to evaluate the situation in term of these three
contingency variables. Fiedler states that the better the leader‑member
relations, the more highly structured the job and the stronger the position
power, the more control or influence the leader has.
 Key Assumption
– Leader must fit situation; options to accomplish this:
– Leadership Style is fixed
– Select leader to fit situation
– Change situation to fit leader. 20
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Criticism of Fiedler Contingency
Theory

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 Path-Goal Theory of Leadership
• One of the most respected approaches to leadership is the path‑goal theory
developed by Robert House. The essence of the theory is that its the leader's
job to assist followers in attaining their goals‑ and to provide the necessary
direction and support to ensure that their goals are compatible with the
overall objectives of the group or organization.
• Path- goal leadership states that the leader’s job is to use structure, support,
and rewards to create a work environment that helps employees reach the
organization’s goals. The two major roles involved are to create a goal
orientation and to improve the path toward the goals so that they will be
attained.
• The path‑goal theory suggests that the main function of the leader is to
clarify and set goals with subordinates, help them find the best path for
achieving the goals and remove obstacles.
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The path-goal process are given below-

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• Path-goal process shows that, leaders identify employee needs, provide
appropriate goals, and then connect goal accomplishment to rewards by
clarifying expectancy and instrumentality relationships. Barriers to
performance are removed and guidance is provided to the employee. The
expected results of the process included job satisfaction, acceptance of the
leader, and greater motivation. These should pay off further in effective
performance and goal attainment.
• This theory suggests that the appropriate style depends on the situation.
Ambiguous & uncertain situations can be frustrating for subordinates. When
subordinates are confused, then the leader may tell them what to do and
show them a clear path to goals.
• For achieving the goal, leader should set goal, then leader improve the path
for achieving goal. Then leader should select the leadership styles for the
following alternatives-
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Directive leadership: The leader focuses on clear task assignments,
standards of successful performance and work schedules.
Supportive leadership: The leader confirms concern for employees well
being and needs, while trying to create a pleasant work environment.
Achievement oriented Leadership: The leader sets high expectations for
employees, communicates confidence in their ability to achieve challenging
goals, and enthusiastically models the described behavior.
Participative leadership: The leader invites employees to provide input to
decisions and seriously seeks to use their suggestions as final decisions are
made.
So we can say that the path goal theory of leadership is the theory where
both the goals and paths are well-defined by the leader so that the
subordinate can achieve the goal easily.

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Thanks

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