A 5 Leadership

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      ASSIGNMENT ON:

       “Leadership: A part of management process” 

      SUBMITTED TO:

      Ismat Jahan

Lecturer

       Faculty of Business Administration

       Shaikh Burhanuddin Post Graduate College 

      SUBMETTED BY:

Name: Ezaz Ahmed

Roll: 20351

Section: ‘A’

Batch: 12th

      Course Name: Principle of Management

Course no: 1203

Faculty of Business Administration

       Shaikh Burhanuddin post Graduate College 

      DATE OF SUMISSION:

                   JANUARY, 30- 2010

       CONTENTS

  TITLE PAGE NO.  Letter of Transmittal I  Executive Summary II  Acknowledgement IIIPART- 1 INTRODUCTION 1-31.1 Origin of the Report 11.2 Objectives 11.3 Scope 11.4 Methodology 21.5 Problems Faced 21.6 Responsibility 31.7 Limitation of the Report 3PART- 2 MANAGEMENT AND ITS PROCESS 1-42.1 Definition of Management 12.2 Process of Management 1PART- 3 LEADING AND LEADERSHIP 5-143.1 Definition of leadership 53.2 Nature of leadership 53.3 Elements of leadership 63.4 Importance of leadership 83.5 Principles of leadership 93.6 Leader vs. manager 123.7 “A manager is a leader but a leader may not always be a

manager”13

3.8 “Leadership is both a process & property’- explain. 133.9 “Leadership transforms potentiality into reality”- explain. 14PART- 4 LEADERSHIP STYLE 15-224.1 Styles of leadership 154.2 Leadership styles based on authority 154.2(a) Autocratic Leadership 164.2(b) Democratic / participative Leadership 164.2(c) Free rein Leadership 174.2(d) Paternalistic Leadership 184.3 Likerts styles of leadership 184.3(a) Exploitive-Authoritative Leadership 184.3(b) Benevolent-Autocratic Leadership 194.3(c) Consultative Leadership 194.3(d) Democratic Leadership 194.4 Leadership styles based on Managerial Grid 19

4.4(a) Impoverished management 204.4(b) Task Management 204.4(c) Country Club Management 204.4(d) Middle of the Road management 204.4(e) Team management 204.5 Continuum styles of Leadership 204.6 Styles based on motivation 214.7 Styles based on orientations 22PART- 5 THEORIES OF LEADERSHIP 23-295.1 Leadership Theory 235.2 Trait Theory of Leadership 235.3 Situational/ Contingency Theories of Leadership 245.3(a) Fiedler’s Contingency Theory 245.3(b) Hersey and Blancherd’s Theory 245.3(c) Vroom theory of Leadership 255.4 Behavioral Theory of Leadership 255.4(a) Michigan University Studies theory 265.4(b) Ohio State Leadership Studies theory 265.5 Path-goal theory 275.6 Charismatic Leadership theory 285.7 Transformational Leadership theory 29PART- 6 CONCLUSIONS & RECOMMENDATIONS 30  APPENDIX    BIBLIOGRAPHY  

List of table and figures

  Title PageTable-1: Nature of leadership 6Table-2: Elements of Leadership 7Table-3: Importance of Leadership 8Table-4: Principles of leadership 9Figure- 1: Process of management 2Figure-2: leadership style 15Figure-3: Leadership based on Authority 15Figure-4: Autocratic leadership 16

Figure-5: Democratic Leadership 17Figure-6: Free rein Leadership 17Figure-7: likerts leadership style 18Figure-8: style of managerial grid 19Figure-9: Leadership continuum style 21Figure-10: leadership style based on Motivation 21Figure-11: Orientation Leadership Styles 22Figure-12: Theories of Leadership 23Figure-13: Situational / contingency theories of

Leadership24

Figure-14: Behavioral Theory of Leadership 26Figure-15: Consideration behavior theory 27Figure-16: Path Goal Theory of Leadership 28

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Letter of transmittal  

January 30, 2010

Ismat Jahan

Department of Business Administration

Shaikh Burhanuddin Post Graduate College, Dhaka

Subject: Submission of Assignment Report. 

Dear Madam,

This is a great pleasure for me to submit this assignment report on “Leading: A part of management process”. This report has been prepared by our group. The number of group of us is 5. The duration of this assignment is from 18th January to 30th January.

It helps us to understanding leadership process of management.  

In this report I tried to illustrate the Leadership process of management. I have aimed to represent whatever I found and observed in principle of management during my assignment report. 

I am really indebted to you for your suggestions and recommendations.  

I will feel glad if you please render your valuable comment and observations. 

Sincerely yours, 

Ezaz Ahmed (Leader of group-5)

Roll: 20351

Section: ‘A’

Batch: 12th

Department of business Administration

Shaikh Burhanuddin Post graduate College   

Executive Summary 

Leadership or leading is a process of management. It means the ability to influence others. It is the process of directing and influencing people so that they will strive willingly and enthusiastically toward the achievement of group objectives. Leadership is a vital force in organizations today, and effective leadership can spell the difference between success and failure. Leaders of knowledge workers must motivate and retain talented individuals who have many other options for employment. There is so many styles, theory, nature, elements of leadership. However, the objectives of the assignment report are to understand & analyze leadership or leading of management. 

Throughout the period of the assignment report I research for the information of leading from various resources. This report is an attempt to analyze the overall leading process. 

This assignment is divided into six parts. First part covers introduction of the report, second part contains management and its process, third part covers with leading or leadership with definition and elements, forth part contains leadership styles, fifth part covers the overview of leadership theories, and last part includes ending summary consists of conclusion, recommendations & reference of the assignment. This section is based on overall information complied from total report.    

Acknowledgement  

To prepare this report a significant amount of documents and informational inputs from several sources were involved. I would like to take change to convey my sincere gratitude to my group members and course teacher ismat jahan whose blessing and cooperation this report would not have been possible. At the very outset I would like to pay my gratitude to almighty Allah for keeping me well and to successfully complete this report. Then my grateful appreciation goes to all those persons and information writer who help to complete this assignment perfectly. 

I would like to give my heartiest gratitude to my group members Md. Golam sarowar, Md. Asad mia, jobayer ibne azad, Md. Jommon and Abdul mojid to issuing me so many information to completing assignment. For outlining and finalizing the whole report, I gratefully acknowledge member of my group Md. Golam sarowar to help me in assignment editing and designing. I also like to express my deep gratitude to my other members Md. Asad mia, Abdul mojid, Md. Jommon and jobayer ibne azad for the endless endeavor and guidance. They always gave me their suggestions in making this study as flawless as possible.  

Last but not least I also acknowledge my family and friends for their support and encouragement while preparing this assignment.              

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PART 1

(Introduction) 

1.1 Origin of the Report: 

The BBA program is designed to focus on theoretical and professional development of the students to make up business as a profession as well as services as a career. And the part of this program is Principal of Management. This course increased student’s knowledge to provide in practical aspects. Leading is the process of Management. Its help us how to manage and lead an organization. In this connection, I, a student of BBA of Shaikh Burhanuddin Post Graduate College was assigned to prepare an assignment repost under the guidance of supervising teacher and my group members to analysis on the leading. I have tried my level best to present myself and my group in this assignment. 

2. Objectives of the Study:

The main objectives of this assignment are to increase our knowledge and creativity. I have had an opportunity to gather experience and knowledge by working with the different information in leading on group wise. We realize the different style, theory and

elements of leading by preparing this assignment. We also confined different informational sector as well as problems and prospects. 

Specific objectives: 

To increase the creativity of the students. To analyze different sector of Leading. To gather experience how to work group wise and when problem faced and how

to solved. To suggest possible measures of improving performance of the students.

1.3 Scope: 

This study provides us to gather knowledge and understanding leading process clearly. It also helps to increase our creativity and experience how to lead in an organization, how to motivate employees and how to manage organization.  

4. Methodology:

1.4.1 Data collection procedure: 

This assignment is the output of 11 days long by analyzing various information collects from secondary sources which contain past and present figures, and condition of management leading. This assignment based on both primary & secondary information. Majority of the information was collected from secondary sources. 

1.4.1(A) Primary sources: 

Conversation with group members. Interactions with course teacher.

1.4.1(B) Secondary sources:  

General reports. Different writer’s documents. Newspapers Internet & various web sites.

Course teacher’s lecture.

1.4.2 Time Frame: 

This report has been prepared by taking 11 days. 

5. Problem faced:

During the time of conducting the assignment, the problems faced by me and my group were as follows:

I was assigned for only 11 days was a limitation for the completion of an exclusive study. I could not get in depth knowledge.

Most of the information of leading is not available in the book. So we faced very difficulty to collect all the information.

Sufficient records, publications, facts and figures were not available which have narrowed the scope of real analysis.

Preparing this assignment with group wise we face difficulty to maintain communication with each other.

Lack of proper understanding between the group members.

 6. Responsibility:

Ezaz Ahmed – The responsibility of his is to designing the cover page ,arranging the introductory sector, searching various information of leading from internet websites, allocations of responsibility to other group members and solving and maintaining all the problems which faced by group members though preparing the assignment.

Md. Gulam sarower-- The responsibility of his is collecting the information of leading from the group members and corrects them in a right manner.

Abdul Mojid— Responsibility of his is searching information from different writer’s documents.

Jobayer ibne azad—He is responsible for collecting information of leadership theories from various secondary sources.

Md. Asad mia—He is responsible for edit extra information with the secondary data.

Md. Jommon—He is responsible for collecting information of leadership styles from various sources.

 7. Limitation of the Report:

  Most of the information has been taken from secondary sources. Very few statistical tools have been used.

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PART 2

(Management and its Process) 

2.1 Definition of Management

Management is an exciting subject because it deals with setting, seeking and searching objectives. We are all manager of our own lives and the practice of management is found in every facts of human activity: schools, business, government, unions, armed forces and families. Management is a business simulation board game released by Avalon Hill in 1960. Players operate their own manufacturing companies, making decisions on purchasing supplies, determining production volume, setting sale prices, and expanding factories. So it’s clear that managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives. Some would define management as an art, while others would define it as a science. Whether management is an art or a science isn't what is most important. Management is a process that is used to accomplish organizational goals; that is, a process that is used to achieve what an organization wants to achieve. It is generally thought that they achieve the desired goals through the key functions of (1) planning, (2) organizing, (3) directing, (4) controlling, (5) staffing, (6) motivating, and (7) leading. The seven key functions of management are applied

throughout an organization regardless of whether it is a business. However management has been defined by various authors / authorities in various ways.

According to Henry Fayol, “to manage is to forecast and plan, to organize, to command, to co ordinate and control.”

According to bartol and Martin, “Management is the process of achieving organizational goals by engaging in the four major functions of planning, organizing, leading and controlling.”

According to J. L. Massie, “Management is defined as the process by which a cooperative group directs action toward common goals.”

We must emphasize that management is an activity that converts disorganized human physical resources into useful and effective results. The job of the manager is to combine and co-ordinate of management.

2.2 Process of Management

A process is a systematic way of doing things. We refer to management as a process to emphasis that all managers, irrespective of their aptitude or skill, engage in some inter related functions in order to achieve their desired goals. Now we will briefly describe the function that comprises the process of management.

             Figure- 1: Process of management 

Planning: Planning may be defined as making decisions in advance as to what is to be done in the future. Planning includes setting organizational goals. This is usually done by higher-level managers in an organization. As a part of the planning process, the manager then develops strategies for achieving the goals of the organization. In order to implement the strategies, resources will be needed and must be acquired. The planners must also then determine the standards, or levels of quality, that need to be met in completing the tasks.

Planning involves selecting missions and objectives and the actions to achieve them, it requires decision making choosing future courses of action from among alternatives. Planning can be strategic planning, tactical planning, or contingency planning. Strategic planning is long-range planning that is normally completed by top-level managers in an organization. Short-range or tactical planning is done for the benefit of lower-level managers, since it is the process of developing very detailed strategies about what needs to be done, who should do it, and how it should be done. Contingency planning

allows for alternative courses of action when the primary plans that have been developed don't achieve the goals of the organization. 

Organizing: Organizing refers to the way the organization allocates resources, assigns tasks, and goes about accomplishing its goals. In the process of organizing, managers arrange a framework that links all workers, tasks, and resources together so the organizational goals can be achieved. The framework is called organizational structure, which is discussed extensively in another article. Organizational structure is shown by an organizational chart, also discussed extensively in another article. The organizational chart that depicts the structure of the organization shows positions in the organization, usually beginning with the top-level manager (normally the president) at the top of the chart. Other managers are shown below the president.

There are many ways to structure an organization, which are discussed extensively in the articles referred to previously. It is important to note that the choice of structure is important for the type of organization, its clientele, and the products or services it provides—all which influence the goals of the organization. 

Staffing: Staffing is a term that refers to the management of employee schedules. For many retail businesses, staffing is monitored hourly because the cost of employee paychecks is a significant cost driver for the organization. It is the process of management that used for recruiting, selecting, training and developing organizational personal. Staffing has been an important aspect in all types of organizations' development. More and more companies have noticed a good staffing plan could increase productivity and reduce operation costs in terms of lower turnover rate and transition costs. Good staffing could be able to minimize cost in order to maximize profit, because it could assist the company to stay more competitive within the industry. According to the definition by Dr. Green, "staff is the process of identifying work requirements within an organization; determining the number of people and the skills necessary to do the work; and recruiting, selecting and promoting the qualified candidates. It is the selection process of screening and hiring new employees, which includes functions like resume reviewing, interview, drug testing, assessment testing, and background check" (Green, 2003). Different companies have different strategies in how to select their candidates. Depending on the size, geographic and industry etc, so that their strategies could be very different. Therefore, one specific staffing plan might work for one company, but it might not work for another.  

Directing: Directing is the process that many people would most relate to managing. It is supervising, or leading workers to accomplish the goals of the organization. In many organizations, directing involves making assignments, assisting workers to carry out assignments, interpreting organizational policies, and informing workers of how well they are performing. To effectively carry out this function, managers must have leadership skills in order to get workers to perform effectively.

Some managers direct by empowering workers. This means that the manager doesn't stand like a taskmaster over the workers barking out orders and correcting mistakes. Empowered workers usually work in teams and are given the authority to make decisions about what plans will be carried out and how. Empowered workers have the support of managers who will assist them to make sure the goals of the organization are being met. It is generally thought that workers who are involved with the decision-making process feel more of a sense of ownership in their work, take more pride in their work, and are better performers on the job. 

Controlling: The controlling function involves the evaluation activities that managers must perform. It is the process of determining if the company's goals and objectives are being met. This process also includes correcting situations in which the goals and objectives are not being met. There are several activities that are a part of the controlling function.

Managers must first set standards of performance for workers. These standards are levels of performance that should be met. For example, in the modular home assembly process, the standard might be to have a home completed in eight working days as it moves through the construction line. This is a standard that must then be communicated to managers who are supervising workers, and then to the workers so they know what is expected of them.                  

PART 3

(Leading and Leadership) 

3.1 Definition of leadership

Leadership is a fascinating subject for many people. The term conjures up a familiar scene of a powerful, heroic, triumphant individual with a group of followers returning home after winning a national championship or a war against the evil enemy. They all march through town surrounded by a crowd waving flags. Or an enthusiastic orator delivers an energetic speech, hands waving in the air, to thousands of people gathered in a plaza.

Leadership is defined in so many different ways that it is hard to come up with a single working definition. Leadership is not just a person or group of people in a high position; understanding leadership is not complete without understanding interactions between a leader and his or her followers. Neither is leadership merely the ability or static capacity of a leader. We need to look into the dynamic nature of the relationship between leader and followers. In these unique social dynamics, all the parties involved attempt to influence each other in the pursuit of goals. These goals may or may not coincide: Participants actively engage in defining and redefining the goal for the group and for themselves. As I say in 5 Keys to Leadership for Small Business, "Leadership is a winning combination of personal traits and the ability to think and act as a leader, a person who directs the activities of others for the good of all. Anyone can be a leader, even if the only person they’re leading is themselves." However there is so many definitions of leadership which are given below:

According to R. L. Draft, “Leadership is the process of influence people toward the attainment of organizational goal.”

According to Bartol and Martin, “Leadership is the process of influencing others to achieve organizational goals.’

According to stoner, “Leadership is the process of directing and influencing the task related activities of group members.”

So we can say, the leader is the inspiration and director of the action. He or she is the person in the group that possesses the combination of personality and skills that makes others want to follow his or her direction. 

3.2 Nature of Leadership

Leadership derives from power and is similar to, yet distinct from, management. In facts “leadership” and “Management” are different. There can be leaders of completely unorganized groups, but there can be managers only of organized groups. However the nature of leadership is discussed below:

1. Goal Achievement 2. Leadership in managing 3. Leadership and motivation 4. For equal distribution 5. Influences the followers behavior

6. Leadership and followership

7.

Nature of Leadership  

Table-1: Nature of leadership 

Goal Achievement: Leadership is the process of influencing and supporting others to work enthusiastically toward achieving objectives. It is the critical factor that an individual or a group identify their goals and then motivates and assists in achieving the stated goals.

Leadership in Managing: Leadership is essential for managing. The ability to lead effectively is one of the keys to beings an effective manager because ha has to combine resources and lead a group to achieve objectives.

Leadership and Motivation: leadership and motivation are closely are interconnected. By understanding motivation, one can appreciate better what people want and why they act as they creating a favorable or Unfavorable working environment in the organization.

For equal Distribution: Leadership involves an equal distribution of power between leaders and group members. Group members are not powerless; they can shape group activities in a number of ways. Still the leader will usually have more power than the group members.

Influences the follower’s behavior: Leaders can influence the followers’ behavior in a number of ways. In fact, leaders can influence workers either to do ill or well for the company.

Leadership and followership: the essence of leadership is followership. In other words, it is the willingness of people to follow a person that makes that person a leader. Moreover, people tend to follow those whom they se as providing a means of achieving their own desires, need and wants.

So we can say, leadership is to be concerned about values. Followers learn ethics and values from their leaders. 

3.3 Elements / Quality of Leadership

Leadership is one of the most talked about, written about and researched topics in the field of management. Every group of people that performs satisfactorily has somebody among them who is more skilled than any of them in the art of leadership. There are so many elements of leadership which are discussed below:

1. Power 2. Ability to

understanding people 3. Ability to

inspire followers 4. Attractive

personality 5. Intelligence 6. Foresightness 7. Confident

8. Co-operational attitude

9. Communication skill

10. Education 11. Experience 12. Teaching

capacity 13. Technical

knowledge 14. Organizational

knowledge 15. Mentality of

taking responsibility 16. Time

consciousness 17. Honesty and

Uprightness 18. Trust and

coherence

19. Competition and contribution

Elements of Leadership 

Table-2: Elements of Leadership  

Power: This is the first ingredient of leadership. Power is the ability to affect the behavior of others. The word potential suggest that one can have power without actually using it. However, it is include expert power, reward power, legitimate power, coercive power, referent power.

Ability to understanding people: It is not enough to know the theoretical aspects of motivation. The more important is the ability of the manager to apply them to real people and situation.

Ability to inspire followers: inspiration to do something usually comes from leaders, who may have qualities of charm and appeal that give rise to loyalty, devotion and a strong desire of need satisfaction.

Attractive personality: The personality of a leader is important element to attract employees himself. It helps to get expected work from them.

Intelligence: It is help a leader to get decisions in many problems and situation. Foresightness: It is a kind if elements of a leader which help to take decision for

future what to do, haw to do and even how those problem can be solved.

Confident: It is a essential elements of a leader. A better confident can finished half of the work.

Co-operational attitude: It helps to co-operate and maintain a good relation between leaders and subordinates.

Communication skill: It helps a leader to maintain a good relation with the external resources of the organization.

Education: Education is a grate matter of leadership. A educated leader can understand the environment and situation of the organization. He can take a large part of responsibility of the organization.

Experience: Experience helps a leader to maintain the organization perfectly. An experienced leader can allocate of resources bitterly.

Teaching capacity: Teaching capacity is a element which help teach employs as a qualified workers.

Technical knowledge: It is a knowledge which helps a leader to understand the technical problem and solve them.

Organizational knowledge: organizational knowledge helps a leader to maintain the organizational activities, controlling and motivate the workers.

Other: There are some other elements which is also help to leaders maintain the organization effectively those are Time consciousness, Honesty and Uprightness, Knowledge about environment and Mentality of taking responsibility.

3.4 Importance of Leadership

Any unit or Organization could not go without leadership. If the good leadership is not present any organization there will be seen disorder. So, leadership is very important. The importance of leadership is discussed below:

  1. Creating unity.

2. Enhancing team spirit.

3. Aid to attaining goal.

4. Aid to applying authority.

5. Developing morale.

6. Developing relationship.

7. Upholding co-operation.

8. Increasing effectiveness.   

Importance of Leadership  

Table-3: Importance of Leadership

Creating Unity: ‘Unity is strength’. To achieve the organizational goal people should make in unit. Because without unity of the people it is very difficult to achieve organizational goals. A good leadership can make the people in unit.

Enhancing team sprit: It is an important task of the leader to move the group of people to attempt the achievement of the goal.

Aid to attaining goal: To get the final goal leaders should help the subordinates to work correctly because the knowledge of a leader is very essential to the subordinates.

Aid to applying authority: It is important that delegations of authority have to apply correctly to the subordinates. A good leader can delegate the authority to appropriate position which helps the subordinate to work properly, easily and sharply.

Developing morale: A good leader can easily developing the morale of the subordinate. Under a good leadership employees are likely to work with high morality.

Developing relationship: It is so important that make a good relation between leaders and employees. Good relationship makes the organizational working environment favorable to work.

Upholding co-operation: Co-operation between leaders and employees is very important for any kind of organization. If a good co-operation present in an organization that goal turn easy to achieve or gain.

Increasing effectiveness: The slandered leadership helps to increase the effectiveness on the activities of organizational employes or subordinates. So a good leadership is very important for achieving the organizational goal by increasing the effectiveness on working.

3.5 Principles of Leadership:

1. Be a positive example and role model 2. Model the behavior and thinking of the best 3. Seek feedback and learn from it 4. Competitively seek out new challenges 5. Set the bar high for yourself and for others 6. Take intelligent action on the basis of robust plans 7. Surround yourself with trusted advisors and associates 8. Always respect others 9. Deal with others on the basis of facts, not conjecture 10. Have a sense of humor 11. Get out and about

12. Deal with others on the basis of facts, not conjecture

13.

Correcting poor leadership should be on the top of every executive’s agenda for improvement. Many leadership mistakes can be corrected if managers and executives understand and apply a few simple yet powerful principles. A principle-centered approach is premised on the idea that leadership can be systematically taught and learned. The following list of principles represents a distillation of leadership expertise. Following it is one of the quickest and surest ways to achieve leadership mastery. The principles are discussed below:   

Principles of leadership       

Table-4: Principles of leadership

o Be a positive example and role model: Leadership is the art of influencing others to achieve a desired goal or outcome. Being a positive

example and role model is the most direct means of influencing others and gaining their respect.

o Model the behavior and thinking of the best: This is the counterpart of being a role model and setting a positive example for others. The best and fastest way to learn just about anything is to model the thinking and behavior of someone who already knows what they are doing. When you think about it, this makes inherent sense.

o Seek feedback and learn from it: This technique is the logical extension of modeling the behavior of others. In order to do so effectively, you must be able to accept criticism, but also observe your own behavior and results and admit when you have erred. This doesn’t mean doing mea culpa and bowing your head in shame. The ability to admit mistakes means that you will learn from them that much faster.

o Competitively seek out new challenges: Great leaders are not afraid of stretching themselves and taking risks. They accept their fear and use willpower to overcome it. This is the only truly effective way to learn anything. Assuming you’re reasonably intelligent and a quick study, this is the royal road to gaining the experience and exposure you need to attain leadership mastery. Another advantage of this principle is that you will stand out for your competitive spirit and ambition.

o Set the bar high for yourself and for others: As the old saying goes, “Any wind is a fair wind when you don’t know your destination”. Unfortunately, many people meander aimlessly in their professional and personal lives. Lack of goals – any goals – leads to wasted energy and a lack of purpose. It also opens you up to undue influence by others. Even more important, you project a lack of vision and vigor. In many ways, this principle expands on the preceding one. If you know what you are trying to achieve, then you will have an eye out for opportunities to learn and excel.

o Take intelligent action on the basis of robust plans: Eiders must take a major role in planning and organizing for action. More importantly, they take action, assess the effects, and adjust their plans as they go along. This is why plans should be sufficiently robust that they will not become irrelevant in the face of change or as new information appears. The best plans are generated from a variety of assumptions about outcomes and effects and address foreseeable contingencies. It is also critical to make realistic forecasts about costs, prices, and performance, without seeing through rose colored glasses.

o Surround yourself with trusted advisors and associates: Leadership entails accountability for actions and behavior. With that said, no person is an island. The leadership demands in positions of high responsibility are such that no one person can be expected to have all the answers to every single issue that crops up. Asking for advice is not a sign of weakness but rather one of confidence and poise. All effective

leaders, no matter what the field, surround themselves with teams of advisors and associates. The advisors should know the leader and not be afraid to tell it like it is.

o Always respect others: A key function of leaders is to bring people of varying backgrounds and competencies together to form a cohesive team. It is essential to motivation and provides a healthy environment to build high morale and cooperation. However, nothing saps this function more than a lack of respect. One study has shown that lack of respect towards employees can be a major cause of workplace stress, emotional distress, and even burnout.

o Deal with others on the basis of facts, not conjecture: Your boss calls you into his office and you have a queasy feeling that you might get criticized for your performance of late. It’ll be hard to take, but you’re open to constructive criticism. Things take a bad turn, though, when he starts telling you that he thinks you’re lazy and that you don’t have the smarts to do the job you were hired to do. Moreover, he questions your motivation and even questions your integrity in not coming forward yourself to seek his counsel.

o Have a sense of humor: here’s nothing worse than working for or with a sourpuss. If you can laugh at yourself and your situation, whatever the circumstances, you’re more likely to learn and be open to novel solutions. This doesn’t include making light of real problems or mocking others, but self-deprecating humor, when used adroitly, can endear you to others faster than any other method I can think of. Before you know it, people will recognize you as down-to-earth and approachable.

o Get out and about: If you don’t ask, you won’t know. I am constantly amazed when I see managers and executives who fail to capitalize on this simple approach to find out what’s happening. Talk to people. Ask them questions. You’ll be surprised at what you’ll learn. One thing we can be sure of, most people love to talk about their projects, their tasks, and their responsibilities. Simply asking someone where they’re from and what they do, whether in your own organization, a client’s, or even a competitor’s can yield a wealth of information and intelligence. Try it and you’ll soon be “in the know”.

o In a crisis, stay cool, calm, and collected: No one respects a leader who gets easily frazzled and angry at the slightest provocation. When faced with a crisis, always validate the information you get, because it’s more than likely wrong, at least initially. Also, avoid overreacting. This sounds easy, but in reality it takes enormous self-control and personal mastery to pull it off. There are techniques and tools to deal with these situations, and they are well worth the time and effort to learn and master.

These principles can be the basis of a focused leadership development program for managers and executives. They are conceptually quite simple, but this can be deceptive. Just because a technique or a principle is simple, doesn’t mean that it can be easily and consistently applied. That takes resolve and persistence, as well as openness to feedback, both negative and positive. The key element is to be consistent in their application, and to seek constant feedback to maximize learning.  

3.6 Leadership vs. Manager

Both a manager and a leader may know the business well. But the leader must know it better and in a different way. S/he must grasp the essential facts and the underlying forces that determine the past and present trends in the business, so that s/he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. A subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice. Here is a profound difference between management and leadership, and both are important "To manage" means "to bring about, to accomplish, to have charge of or responsibility for, to conduct." "Leading" is "influencing, guiding in direction, course, action, opinion." The distinction is crucial. Managers are people who do things right and leaders are people who do the right thing. The difference may be summarized as activities of vision and judgment — effectiveness —versus activities of mastering routines — efficiency. The chart below indicates key words that further make the distinction between the two functions:

The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or

her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing.

The most dramatic differences between leaders and managers are found at the extremes: poor leaders are despots, while poor managers are bureaucrats in the worst sense of the word. Whilst leadership is a human process and management is a process

of resource allocation, both have their place and managers must also perform as leaders. All first-class managers turn out to have quite a lot of leadership ability.  

3.7 “A manager is a leader but a leader may not always be a manager”—explain.

There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, and to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial. However ‘A manager is a leader but a leader may not always be a manager’. When we are understand and discuss the different between the manager and leader we can realize that. So the difference between manager and leader are given below:

The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or

her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing.

We can say, ‘A manager is a leader but a leader may not always be a manager’. This comment is true because a leader is the developer and original characteristics of an organization. He maintains all the activities of organization. So he may not be a manager.

3.8 “Leadership is both a process & property”—explain.

There have been more than 65 broad classifications of leadership. Probably the least popular among them might be the one centered on the position theme, that is, leadership is the result of a position or designation that a person adorns. It is good that it is not well-accepted because it misses all key points about the purpose and hallmarks of effective leadership. After examining great many definitions we can say that there are three broad themes defining leadership — as an act, property and process. However,

leadership is both of process and property we can understand leadership as a process and as a property. These are discussed below:

Leadership is a property: As per this theme, leadership is a set of qualities attributed to those who are perceived to successfully employ them while achieving certain objectives. People who rely on this theme agree that it involves certain actions and objectives, but for them more important are beliefs, values, ethics, character, charisma, knowledge and skills that help in accomplishing those objectives. For example, Warren Bennis’ leadership definition focuses on the capability of the leader: “Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues and taking effective action to realize your own leadership potential.”

Leadership is a process: Many contemporary definitions often reject the idea that leadership revolves around the leader’s ability, behavior, style or charisma. Today, scholars like Joseph Rost discuss the basic nature of leadership in terms of the ‘interaction’ among the people involved in the process: both leaders and followers. Thus, leadership is not the work of a single person. Rather, it can be defined as a collaborative endeavor among group members. It is a dynamic, relational process involving interactions among leaders, members and sometimes outside constituencies. Therefore, the essence of leadership is not the leader, but the relationship. Leadership thinkers Darwin Cartwright and Alvin Zander agree with this definition. “Leadership is about moving the group toward its goals by improving the quality of interactions among the members, building the cohesiveness of the group and making resources available to the group. In principle, leadership may be performed by one or many members of the group,” they say.

So leadership is both of process and property.

3.9 “Leadership transforms potentiality into reality”—explain.

Every individual has potentiality, but this potentiality is not explored or exposed it has no implication. Sound leadership carets an urge for accomplishment and transforms potential into performance.

A dynamic leader life into the group and makes people eager to work towards the achievement of group goals. He gives character to the group and sets the lone of the organization. A good leader improves the loyalty and commitment of employees towards the conducive to high performance. Leadership is the ability to peruse others to seek defined objectives enthusiastically.

According to George R. Teny, ‘The will to do is triggered by leadership and lukewarm desires for achievement are transformed into a burning passion for successful accomplishments by the skillful use of leadership.’  

PART 4

(Leadership Styles)  

4.1 Styles of leadership

Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The total pattern of explicit and implicit leader’s actions as seen by employees is called leadership style. It is the result of leader’s philosophy, personality, and experience and value system. It also depends upon the types of followers and organizational atmosphere prevailing in the enterprise. Leadership can be classified into a variety of styles on the basis of authority, likerts styles, managerial grid and continuum. 

Figure-2: leadership style 

4.2 Leadership based on Authority

The way in which a leader uses power establishes a type of style. Authority leadership is including autocratic, democratic, free rein and paternalistic leadership.

Figure-3: Leadership based on Authority 

4.2(a) Autocratic Leadership

Autocratic style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leader's repertoire.

Figure-4: Autocratic leadership 

The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style.   

4.2(b) Democratic Leadership

This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect.

Figure-5: Democratic Leadership 

This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything -- this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit -- it allows them to become part of the team and allows you to make better decisions.   

4.2(c) Free reins Leadership

The leadership styles which allow maximum freedom to followers may be called free rein leadership. It gives employees a high degree of independence in their operations. In this style, the leader allows the employees to make the decisions.

Figure-6: Free rein Leadership

However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below authority. 

4.2(d) Paternalistic Leadership

A leadership in which the leader behaves with the followers of paternally or fatherly is called paternalistic leadership. His attitude is that of treating the relationship between the leader and the group as that of family with the leaders as the head of family. He works to help, guide, protect, and keep his followers happily working together as members of a family. He provides them with good working conditions and employee services. This styles has been successful, particularly in Japan because of its cultural background. It is said that employees under such leadership will work leader out of gratitude. This mood of leadership produces good and quick result if the followers are highly educated and brilliant, and have a sincere desire to go ahead and perform with responsibility. 

4.3 Likerts four styles of managerial Leadership

Dr. Rensis Likert has conducted much research on human behavior within organizations, particularly in the industrial situation. He has examined different types of organizations and leadership styles, and he asserts that to achieve maximum profitability, good labor relations and high productivity, every organization must make optimum use of their human assets. he form of the organization which will make greatest use of the human capacity, Likert contends, is ‘highly effective work groups linked together in an overlapping pattern by other similarly effective groups.’

Organizations at present have widely varying types of management style and Likert has identified four main systems: 

Figure-7: likerts leadership style 

4.3(a) Exploitive - authoritative system:

Where decisions are imposed on subordinates, where motivation is characterized by threats, where high levels of management have great responsibilities but lower levels have virtually none, where there is very little communication and no joint teamwork. 

4.3(b) Benevolent - autocratic system:

Where leadership is by a condescending form of master-servant trust, where motivation is mainly by rewards, where managerial personnel feel responsibility but lower levels do not, where there is little communication and relatively little teamwork.

4.3(c) Consultative system:

Where leadership is by superiors who have substantial but not complete trust in their subordinates, where motivation is by rewards and some involvement, where a high proportion of personnel, especially those at the higher levels feel responsibility for achieving organization goals, where there is some communication (both vertical and horizontal) and a moderate amount of teamwork.

4.3(d) Democratic system:

which is the optimum solution, where leadership is by superiors who have; complete confidence in their subordinates, where motivation is by economic rewards based on goals which have been set in participation, where personnel at all levels feel real responsibility for the organizational goals, where there is much communication, and a substantial amount of cooperative teamwork.

4.4 Leadership styles in managerial Grid

The managerial grid model (1964) is a behavioral leadership model developed by Robert Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y. The theory was updated with two additional leadership styles and with a new element, resilience. This style identified five basic leadership styles of practicing managers representing various combinations of the aforesaid two dimensions as shown in the following figure:

Figure-8: style of managerial grid   

4.4(a) Impoverished Management:

In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions. Effective production is unobtainable because people are lazy, apathetic and indifferent. Sound relationship are difficult to achieve, conflict is inevitable.

4.4(b) Task Management:

Men are commodities just as machines. A manager’s responsibility is to plan, direct and control the work of subordinates.

4.4 (c) Country club Management:

This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase -performance. The resulting atmosphere is usually friendly, but not necessarily very productive. It deals with high concern for people but low concern for production.

4.4(d) Middle of the road Management:

Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.

4.4(e) Team Management:

In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel they to be constructive parts of the company. 

4.5 Leadership Continuum

R. Tannenbaum and W. H. Schmit have displayed the wide range of leadership on a continuum that moves from authoritarian to free rein. It specifies five styles between two extremes; boss and subordinates centered leadership. The following diagram shows this continuum: 

4.5(a) Forces relating to the manager / leader:

These include manager’s personality, experience and value system, his confidence in subordinates, leadership inclination, feeling of security in an uncertain situation etc.

Figure-9: Leadership continuum style

4.5(b) Forces relating to the subordinates:

These include readiness of subordinates to assume responsibility for making decisions, need of subordinates for independence, interest in the problem at hand, knowledge to deal with the problem, expectations about sharing in decisions making, tolerance for ambiguity etc.

4.5(c) Forces related to the situation:

These include organizations preferred style, size and nature of work group, group effectiveness, nature of the problem itself, time constraints etc.

On the basis of the above forces a manager can choose appropriate leadership style. More often than not, managers lean toward the leadership style favored by the organizations top boss.

4.6 Style based on Motivation

Motivational style is the way in which leader motivates their employees to do work willingly. It can be classified into two classes. These are positive leadership and negative leadership. 

Figure-10: leadership style based on Motivation

Positive Leadership: Leaders in this category rely on a more participatory style. Consensus- driven decisions and trust in team members are extremely important. Leaders on the positive side create partnerships with their team members, employees and associates. An atmosphere of free and open thinking and sharing of creative ideas drives decisions and interaction. Disagreement is expected and even encouraged. Conflict often brings out the truly important issues and paves the way for the most effective solutions and agreements. If the approach emphasizes rewards economic or

otherwise the leader uses positive leadership. Better employee education, greater demands for independence and other factors have made satisfactory employee motivation more dependent on positive leadership.

Negative Leadership: Negative leaders act domineering and superior with people. To get work done, they hold over their performed in the presence as loss of job. These leaders get things done by forcing their employees or team members to follow strict guidelines, company policies, and organizational protocol. They inhibit creativity by minimizing shared decisions and participatory discussions. They make statements like? I’m absolutely convinced that this is the way to go! What’s your opinion? Statements like that generally encourage very few responses. Leaders who fall in the category of negative leadership generally have very little trust in their teams and micro-manage to an extreme degree.

4.7 Orientation Leadership

Orientation styles refer to emphasis either on men or production. On the basis of orientation leadership style is of two types:

Figure-11: Orientation Leadership Styles 

Consideration Leadership: Considerate employee oriented, leaders and concerned about the human need of their employees. They try to build teamwork, provide psychological support and help employees with their problem.

Structure Leadership: Structured, called task oriented leaders. On the other hand, believe that they get results by keeping people constantly busy and urging them to produce.

Finally we can say that a manager can choose appropriate leadership styles from the above forces.

PART 5

(Theories of Leadership) 

5.1 Leadership Theories

Leadership is a key ingredient in having effective management. All forms of leadership are important to the organization, from top management to first-line management. Whether you have a small organization or large organization, having effective leadership is essential. When leaders are effective, employees are committed, motivated and high

performing. In industrial and organizational psychology, various theories that have been put forward to explain the successful or unsuccessful performance of leaders. Leadership theory is broadly six in number. These are:

Figure-12: Theories of Leadership 

5.2 Trait theory of Leadership

Trait Leadership Theory is actually a range of theories which share the belief that all leaders are born with, or at least display, certain key personality traits. Since certain traits are associated with proficient leadership, if one could identify people with the correct traits, one would be able to identify good leaders. The theory that successful leaders have certain personality characteristics or leadership traits that make it possible for them to be successful leaders in any situation. This theory is also known as the ‘great man’ theory of leadership. There seems to be little support for a universal set of personality traits common to all successful leaders. See also universal behaviors.  

5.3 Situational / contingency theories of Leadership

Situational Leadership has been one of the most successful and enduring leadership models or system. The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. The recent and well known situational theories of leadership are:

Figure-13: Situational / contingency theories of Leadership 

5.3(a) Fiedlers contingency Theory of Leadership:

This theory is mentioned that people become leader not only their qualities but also various situational factors. Fiedlers identified two styles of leadership. These two styles are

Task oriented Relationship oriented

He measures leadership style by means of a controversial questionnaire called the LPC or least preferred coworker measure. This theory also showed the three dimensions. These three dimensions are:

1. The leader and member relationship 2. The degree of task structure 3. The leaders positional power

Above three dimensions shows that, when the situation will be favorable or non favorable.

5.3(b) Hersey and Blancherd’s situational theory of Leadership

The Situational Leadership method from Kenneth Blanchard and Paul Hersey holds that managers must use different leadership styles depending on the situation. Depending on employees' competences in their task areas and commitment to their tasks, leadership style should vary from one person to another. Even lead the same person one way sometimes and another way at other times. This theory mentioned that, for good relationship, best or proper style of leadership has to select. Besides, it is important that leadership style have to select on the basis followers maturity level. There are two elements of maturity level, these are:

job maturity psychological maturity

From this theory we get four stage of maturity of subordinates or employees. These four maturity stage are:

people are nighters component nor confident people are motivated but currently lack appropriate skills People are able but unwilling to do what the leaders want. People are both able and willing to do what is asked of them.

5.3(c) vroom theory of leadership

Vroom theory focusing on the subordinate’s participation in decision making. Decisions have to make basis on the characteristics of the situation. But leaders should be encouraged or motivated to the subordinates for making decision. There are five styles for decision making thus are:  

Decide: Firstly, the manager makes the decision alone and then seals or announces it to the group.

Consult (individually): the manager presents the program to the group members individually, gets their suggestions, and then makes the decisions.

Consult (group): in this style, the manager present the problem to group members at a meet5ing, gets their suggestions and then makes the decisions.

Facilitate: this style shows that, manager presents the problem to the group at a meeting, define the problem and its boundaries or limitations, then facilitates group members discussion as they make the decision.

Delegate: The manager allows the group to define for itself the exact nature and parameters of the problem and then to develop a solution.

5.4 Behavioral Theory of Leadership

Behavioral theory assumes that leaders are made, not born. Behavioral theories of leadership do not look for inborn traits or capabilities in an individual, but rather they look for what leaders actually do. If the success of leaders can be defined in terms of the describable actions of a person, then it should not be difficult for other people to act in the same way. This gives something concrete to teach and learn, rather than relying on ephemeral notions of 'traits' and 'capabilities' which are only vaguely defined. The fact that leadership can be learned rather than simply being inherent in a person opens a floodgate to leadership development compared to Trait Theory, which relies on psychometric assessment which divides people into those with leadership potential and those who will never become leaders.

A behavioral theory is relatively easy to develop by simply assessing leadership success and the actions of leaders. Using a large study sample, it is possible to correlate statistically significant behaviors with success. Many behavioral scientists have attempted to identify appropriate behavioral patterns of leadership styles. Some of the important contributions in this regard include Michigan University Studies and Ohio State Studies. These are discussed below:  

Figure-14: Behavioral Theory of Leadership 

5.4(a) Michigan University Studies

The institute for social research at the University of Michigan conducted empirical studies to identify styles of leader behavior that result in higher performance and satisfaction of a group. The studies identified two distinct styles of leadership:

Job centered leadership: Managers using job centered leader behavior pay close attention to subordinates work, explain work procedures and keenly interested in performance.

Employee centered Leadership: managers using employees centered leader behavior are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs. The Michigan studies found that it was slightly more in case of production of job centered style. The employee centered approach led to improved work-flow procedure and more cohesion in interactions resulting in increased satisfaction and decreased turnover and absenteeism.

5.4(b) Ohio state leadership studies

The leadership studies initiated by the bureau of research at Ohio state university attempted to identify various dimensions of leader behavior. Ultimately, these studies narrowed the description of leader behavior into two dimensions:

Initiating structure behavior: The behavior of leaders who define the leader subordinate role so that everyone knows what is expected, establish formal lines of communication, and determine how task will be performed.

Consideration behavior: The behavior of leaders who are concerned for subordinates and attempt to establish a worm, friendly and supportive climate.

The research studies also showed that initiating stricture and consideration are two distinct dimensions and not mutually exclusive. A low score on one does not require high score on the other. Hence, leadership behavior can be plotted on two separate axes rather than on a single continuum, as shown is following diagram: 

    High Consideration

     And

     Low structure

High structure

And

High consideration

     Low Consideration

     And

Low structure

High structure

And

Low Consideration

High  

Consideration low

(Low)……initiating structure………(high) 

Figure-15: Consideration behavior theory 

5.5 Path Goal Theory of Leadership

The path-goal theory, also known as the path-goal model, is a leadership theory in the field of organizational studies developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. The path-goal model can be classified both as a contingency and as a transactional leadership theory. The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy. This variation in approach will depend on the situation, including the follower's capability and motivation, as well as the difficulty of the job and other contextual factors. House and Mitchell (1974) describe four styles of path goal leadership:

Figure-16: Path Goal Theory of Leadership 

Supportive leadership: Considering the needs of the follower, showing concern for their welfare and creating a friendly working environment. This includes increasing the follower's self-esteem and making the job more interesting. This approach is best when the work is stressful, boring or hazardous.

Directive leadership: Telling followers what needs to be done and giving appropriate guidance along the way. This includes giving them schedules of specific work to be done at specific times. Rewards may also be increased as needed and role ambiguity decreased. This may be used when the task is unstructured and complex and the follower is inexperienced. This increases the follower's sense of security and control and hence is appropriate to the situation.

Participative leadership: Consulting with followers and taking their ideas into account when making decisions and taking particular actions. This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it.

Achievement-oriented leadership: Setting challenging goals, both in work and in self-improvement. High standards are demonstrated and expected. The leader shows faith in the capabilities of the follower to succeed. This approach is best when the task is complex. 

5.6 Charismatic leadership Theories

Charismatic Leadership is defined by Max Weber as "resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him". He defines Charisma as "a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are such as are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader. How the quality in question would be ultimately judged from an ethical, aesthetic, or other such point of view is naturally indifferent for the purpose of definition". Analyzing political and religious leaders, Robert House developed this theory. To him, charismatic leaders are said to possess superior debating and persuasive skills and technical expertise, to foster attitudinal, behavioral and emotional changes in their followers. Ethical charismatic leader creates transformation in organizations by motivating members in such a way the they voluntarily identify with the organization, it’s slandered of conduct, and willingly seek to fulfill its purpose.

5.7 Transformational Leadership Theory

Picking the idea of transformational process in which charismatic leaders can play curtail role in meeting the challenge of dramatic change, this theory has evolved burns identifies transactional and transformational types of political leadership.

a. Characteristics and approaches of transformational leader are listed below:

o Contingent reward: the transformational leader contracts exchange of reward for effort, promises rewards for good performance and recognizes accomplishments.

o Management by exception (Active): he watches and searches for deviations from rules and standards governing action and initiates slandered are not met.

o Management by exception (passive): He intervenes only when standard are not met.

o Laissez Faire: He abdicates responsibilities and avoids decision making.

b. Transformational Leaders Characteristics and his approaches are discussed hereunder:

o Charisma: He provides vision and sense of mission, instills pride and gains, respect and trust.

o Inspiration: He communicates high expectations, uses symbols to focus efforts, and expresses important purposes in simple ways.

o Intellectual stimulation: He promotes intelligence and rationality and also coaches and advises.

o Individual consideration: He gives personal attention, treats each employee individually, coaches and advises.

From the field studied it is reported that transformational leader engenders higher levels of identification and internalization and have better performance from subordinates.      

PART 6 

Conclusion and recommendations: 

Leadership is the art of motivating a group of people to act towards achieving a common goal.

Put even more simply, the leader is the inspiration and director of the action. He or she is the person in the group that possesses the combination of personality and skills that makes others want to follow his or her direction.

In business, leadership is welded to performance. Effective leaders are those who increase their companies' bottom lines.

To further confuse the issue, we tend to use the terms "leadership" and "management" interchangeably, referring to a company's management structure as its leadership, or to individuals who are actually managers as the "leaders" of various management teams.

We gathered knowledge about the leadership. Its skill, theory, style etc. it helps us to maintaining the organization effectively. Beside this there are some factor, rules, environment and models of leadership which help a leader to understand organizational activities. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.

Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted.

Concepts define what products or services the organization will offer and the methods and processes for conducting business.

These goals, values, and concepts make up the organization's "personality" or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.

Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yin to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken. Two models will be discussed, the Four Framework Approach and the Managerial Grid.

So, leadership is a important process of management. Without understanding leadership maintain the management process is not reliable. Leadership teach us different skill, factor, theories, styles, elements, principles to be a effective leader.  

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BIBLIOGRAPHY  

1. DR. Md. Mainul Islam and DR. Abdul awal khan. (Fundamentals of Management) Abir publications, Banglabazar, Dhaka 1100.

2. George. R. Terry and Stephen G. Franklin (Principles of Management) A.I.T.B.S. publishers and distribution. Delhi.

3. Ricky W. Griffin (Management) Houghton Mifflin company Boston New work.

4. Bass, Bernard M. (1985).(Leadership and Performance Beyond Expectation) New York: Free Press.

5. Fiedler, Fred E. (1967). (A Theory of Leadership Effectiveness.) New York: McGraw-Hill.

6. House, Robert J. (1996). (Path-Goal Theory of Leadership: Lessons, Legacy and a Reformulated Theory.)

7. Daft, Richard L. (1999). (Leadership: Theory and Practice.) New York: Dryden Press.

8. Leadership report 2008. (www.paperarticles.com) 9. Web site:

www.bnet.com . www.librarything.com . En.wikipedia.org www.highbeam.com www.docstoc.com www.changemind.org . www.businessworld.com www.ehow.com www.answers.com www.coursehero.com www.answers.yahoo.com

Appendix

1. The Two Most Important Keys to Effective Leadership

According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:

o Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.

o Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:

Helping employees understand the company's overall business strategy.

Helping employees understand how they contribute to achieving key business objectives.

Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to strategic business objectives.

2. Factors of leadership

Factor of leadership

Follower: Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. A leader must know his people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. He must come to know his employees' be, know, and do attributes.

Leader: A leader must have an honest understanding of whom his are, what he know, and what he can do. Also, note that it is the followers, not the leader who determines if a leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful he have to convince his followers, not his superiors, that he worthy of being followed.

Communication: A leader led through two-way communication. Much of it is nonverbal. For instance, when he "set the example," that communicates to his people that you would not ask them to perform anything that he would not be willing to do. What and how you communicate either builds or harms the relationship between him and his employees.

Situation: All are different. What he do in one situation will not always work in another. A leader must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, he may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.

3. Attributes of Leadership:

To be such a leader, there is a Leadership Framework to guide him:

BE a professional: Examples: Be loyal to the organization, perform selfless service, and take personal responsibility.

BE a professional who possess good character traits: Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.

KNOW the four factors of leadership: follower, leader, communication, and situation.

KNOW yourself: Examples: strengths and weakness of your character, knowledge, and skills.

KNOW human nature: Examples: Human needs, emotions, and how people respond to stress.

KNOW your job: Examples: be proficient and be able to train others in their tasks.

KNOW your organization: Examples: where to go for help, its climate and culture, who the unofficial leaders are.

DO provide direction: Examples: goal setting, problem solving, decision making, planning.

DO implement: Examples: communicating, coordinating, supervising, evaluating.

DO motivate: Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

4. Roles ad Relationships of Leadership

Roles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.  

Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also normally the greater the interaction, the greater the liking. This in turn leads to more frequent interaction. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder.

5. Four Framework Approach of Leadership

In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. The style can either be effective or ineffective, depending upon the chosen behavior in certain situations.  

Framework Approach of Leadership

Structural Framework:

In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation.    

Human Resource Framework:

In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, avocation, and empowerment. While in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.  

Political Framework:

In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation? Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, and then use negotiation and coercion only if necessary.  

Symbolic Framework:

In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors? Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision.

6. The Process of Great Leadership

The road to great leadership that is common to successful leaders:

o Challenge the process - First, find a process that you believe needs to be improved the most

o Inspire a shared vision - Next, share your vision in words that can be understood by your followers.

o Enable others to act - Give them the tools and methods to solve the problem.

o Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do; a leader shows that it can be done.

o Encourages the heart - Share the glory with your followers' hearts, while keeping the pains within your own.