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Leadership
Prof. Mrunali Tikare
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Leadership
To lead
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Definitions of Leadership
John C Maxwell : "leadership is influence - nothing more,nothing less."
Warren Bennis : "Leadership is a function of knowing yourself,having a vision that is well communicated, building trust amongcolleagues, and taking effective action to realize your ownleadership potential."
John W. Gardner :Leadership is the process of persuasion andexample by which an individual (or leadership team) induces agroup to take action that is in accord with the leaders purpose,or the shared purposes of all.
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Definition of Leadership:Organization
Leadership is a process by which a personinfluences others to accomplish anobjective and directs the organization in a
way that makes it more cohesive andcoherent. Leaders carry out this processby applying their leadership attributes,
such as beliefs, values, ethics, character,knowledge, and skills.
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Definition of Leadership
Contemporary definitions most often reject theidea that leadership revolves around the leader'sability, behaviors, styles or charisma. Today,scholars discuss the basic nature of leadership interms of the "interaction" among the peopleinvolved in the process: both leaders andfollowers. Thus, leadership is not the work of asingle person, rather it can be explained and
defined as a "collaborative endeavor" amonggroup members. Therefore, the essence ofleadership is not the leader, but the relationship(Rost, 1993).
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Definition of Leadership
Leadership is a dynamic, relationalprocess involving interactions amongleaders, members and sometimes outside
constituencies.
SITUATION
LEADERS ====== FOLLOWERS
COMMUNICATION
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What is Good Leadership...
A leader takes peoplewhere they want to go. Agreat leader takes peoplewhere they don'tnecessarily want to go but
where they ought to go.Rosalynn Carter
Good leadershipis like beautyyou know whenyou see it.
Unknown
The best executive is theone who has sense enoughto pick good men to do whathe wants done, and self-restraint to keep from
meddling with them whilethey do it.Theodore Roosevelt
Effective leadership is notabout making speeches orbeing liked; leadership isdefined by results notattributes.
Peter Drucker
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Sources of power
Organizational:
legitimate power
reward power coercive power
personal
referent power expert power
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EXPERT POWER
Power as a result of skill or experience.
Someone who is skillful when holdingpower.
Examples: some politicians, a doctor,lawyers, Bill Gates
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LEGITIMATE POWER
Power is justified.
Power as a result of position.
Someone who has a lawful reason to holdpower.
Examples: judges, principal, police
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COERCIVE POWER
Power that you have after manipulatingpeople to do something.
Someone who takes power.
Example: criminal with a gun, parents,Napoleon.
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REWARD POWER
Getting someone to do something in returnfor power.
Someone who is in power for service.
Example: If you do this I will give you
this.--- bosses, teachers.
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REFERENT POWER
Associated with a particular group orperson.
Someone who is given power after beingappointed.
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MYTHS ABOUT LEADERSHIP
ONLY POPULAR PEOPLE ARE LEADERS
LEADERS ARE CHOSEN OR ELECTED
YOU MUST HAVE A FORMAL POSITION TO BE A LEADER
YOU MUST BE A GREAT MOTIVATOR TO BE A LEADER
LEADERS ARE BORN NOT MADE
A LEADER ONLY REPRESENTS THE WISHES OF THEPEOPLE SHE/HE LEADS
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Managers and leaders: sameskills?
Managers are not necessarilyleaders
Leaders are not necessarily
managers However, good managers and
leaders should have bothmanagement and leadership skills
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Leadership vs. Management
Leaders: Managers:
Seek to challenge andchange systems
Create new visions andnew meanings
Empower
Seek to inspire
Have a long-term focus
Focus on the strategicpicture
Seek to operate andmaintain current systems
Accept given objectivesand meanings
Control and monitor
Trade on exchangerelationships
Have a short term focus
Focus on detail and
procedure
..FLUID..
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Manager Vs. Leader
Managers
Administer
Maintain the status quo
Use control Deal with details and
tactics
Focus on systems and
rules Have limited view
Do the thing right
Leaders Innovate Develop Inspire trust
Deal with strategies Focus on people and
values Look at the big picture Do the right thing
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Qualities
Managers
Rule-oriented
Communicative
Create pressure Care about satisfaction
Outcome-oriented
Problem controller
Respectful of traditions
Reactive
Responsible
Leaders Assertive Persuasive Able to work under
pressure Good motivator Visionary Problem solver Creative Proactive
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Leaders are
Risk taking
Guiding vision or sense of purpose
Passion and enthusiasm
Integrity Self-knowledge
Honesty
Curiosity
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Indirect vs. Direct Leadership
Direct leadership: Leaders directlyinfluence employee attitudes andbehaviours.
Indirect leadership: middle and lowerlevel managers act on behalf of the leader,management systems, HRM,organisational culture etc.
Ideally, direct and indirect leadership areused in a consistent manner to magnify the
desired effects.
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Do you want to gain Leaders
skills?
First, you need to explore yourvalues
Second, who can serve as amodel for you and why?
Third, what is your vision ofyour profession, service,organization?
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Do you want to gain Leaders
skills?
Develop emotional intelligence
Including empathy
And trustworthiness Need to decide whether you want
innovation, change and risk taking
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Emotional intelligence
Good leaders have also
Self-awareness
Self-confidence Self-control
Commitment and integrity
Ability to communicate,influence, initiate change andaccept change (Goleman, 1998)
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the path ahead,in a pattern of C
creativity
curiosity
consciousness
communication commitment
courage
concrete steps
continuity
celebration
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Leadership Development
Self-Assessment
Communication
Competencies (skills) Knowledge
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Leadership Development
Self-Assessment Communication
Writing Speaking Giving directions Listening, seeking feedback Working with the media
Competencies (skills) Managing conflict Selecting priorities Managing time Negotiating Building teams Writing grants
Knowledge Dynamics of groups Influence of gender and difference Evaluation of leaders Culture of academic health care
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Leadership Effectiveness
Leadership
Objective measures ofperformance: net profits, salesincrease, market share, return oninvestment etc.
Follower outcomes: commitment,satisfaction, development,motivation, group processes,psychological wellbeing
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Current Themes in LeadershipResearch
Howleadership
islegitimized
?
Perceived
need
Globalizingcontext
RequirementsLeadership
development
What canbe done
aboutleadership
?
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Challenges for leaders
Managing participation is abalancing act: betweenmanagement control and team
opportunity; between getting thework done quickly and givingpeople a chance to learn; betweenseeking volunteers and pushing
people into it; between too littleteam spirit and too much. Kanter(1983).