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LEADERSHIP IN ORGANISATONS
Organisation
An organisation represents a group of people who work together for the achievement of
common objectives.
Organisational structure
The framework in which organisation defines how tasks are divided, resources are used and
departments are coordinated.

Leadership
Leadership is the ability to induce subordinates to behave in a particular manner towards the
achievement of organisational objectives

Leader
A leader is one who guides and directs other people. He interprets the objectives of the group
and guides it towards their accomplishment.


Qualities of leaders
1. Intelligence Intelligence is generally expressed in terms of mental ability to think sufficiently and
analyse accurately the problems before a person.
2. Physical features Physical features and level of maturity determine the personality of an individual
3. Maturity - Leaders should be emotionally mature and have balance temperaments. They have a high
frustration tolerance.
4. Human relations attitude successful leaders recognize the worth and dignity of their followers.
5. adaptability- a leader should be ready to absorb and adapt new ideas and views of others as
demanded by the situation.


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Functions of leaders
1. Initiating action a leader initiates various measurements that are necessary to put into effect the
organisations objectives, policies and programmes.
2. Providing guidance a leader guides the subordinates towards the achievement of organizational
objectives
3. motivating employees a leader motivates the subordinates for better performance. Motivation is
necessary for getting the desired work from the subordinates.
4. Building morale the leader has to create a positive attitude in the subordinate towards the
organisation.

Theories of leadership
There are 8 major types of leadership theories

1. "Great Man" Theories: Great man theories assume that the capacity for leadership is inherent that
great leaders are born, not made. These theories often portray great leaders as heroic, mythic and
destined to rise to leadership when needed.

2. Trait Theories: Similar in some ways to "Great Man" theories, trait theories assume that people
inherit certain qualities and traits that make them better suited to leadership. Trait theories often
identify particular personality or behavioral characteristics shared by leaders.

3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the
environment that might determine which particular style of leadership is best suited for the situation.
According to this theory, no leadership style is best in all situations. Success depends upon a number of
variables, including the leadership style, qualities of the followers and aspects of the situation.

4. Situational Theories: Situational theories propose that leaders choose the best course of action based
upon situational variables. Different styles of leadership may be more appropriate for certain types of
decision-making.










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*The managerial grid model (1964) is a situational leadership model developed by Robert R.
Blake and Jane Mouton. This model originally identified five different leadership styles of leadership
based on the concern for people and the concern for production.




















The important positions in the grid are identified as co-ordinates (1,1), (1.9), (9,1), (5,5),(9,9) Which are
managerial styles.

(1,1) The improvised style, which considers neither people nor production. It is an ineffective style of
leadership.

(1.9) The country club style of leadership is oriented towards people, but has the least concern for
production.

(9,1) The autocratic type of leadership is oriented towards production. It has most concern for
production and least concern for people.

(5,5) The orginisation man type of leader maintains a balanced between production and people.

(9,9) The team type of leadership style influences group members into a vibrant, effective, problem
solving and decision making team, which is essential for organizational effectiveness. This is the most
effective style of leadership, since it has concern for both production and people



5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders
are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not
on mental qualities or internal states. According to this theory, people can learn to become leaders
through teaching and observation.

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6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one
that takes the input of others into account. These leaders encourage participation and contributions
from group members and help group members feel more relevant and committed to the decision-
making process.

7. Management Theories: Management theories, also known as transactional theories, focus on the role
of supervision, organization and group performance. These theories base leadership on a system of
rewards and punishments. Managerial theories are often used in business; when employees are
successful, they are rewarded; when they fail, they are reprimanded or punished.

8. Relationship Theories: Relationship theories, also known as transformational theories, focus upon the
connections formed between leaders and followers. These leaders are focused on the performance of
group members, but also want each person to fulfill his or her potential. Leaders with this style often
have high ethical and moral standards.

Styles of leadership
The leadership style varies with the kind of people the leader interacts and deals with. A
perfect/standard leadership style is one which assists a leader in getting the best out of the people who
follow him. There are 3 major types of leadership

Autocratic (Authoritarian) leadership
Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be
done, when it should be done, and how it should be done. There is also a clear division between the
leader and the followers. Authoritarian leaders make decisions independently with little or no input
from the rest of the group.

Participative (Consultative/ Democratic) leadership
Participative leadership is generally the most effective leadership style. Democratic leaders offer
guidance to group members, but they also participate in the group and allow input from other group.
Participative leaders encourage group members to participate, but retain the final say over the decision-
making process. Group members feel engaged in the process and are more motivated and creative.

Free Rein (Delegative/ Laissez Faire) leadership
Delegative leaders offer little or no guidance to group members and leave decision-making up to group
members. While this style can be effective in situations where group members are highly qualified in an
area of expertise, it often leads to poorly defined roles and a lack of motivation.





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Other styles of leadership
Bureaucratic Leadership
Bureaucratic leaders follow rules rigorously, and ensure that their people follow procedures precisely.
This leadership style is appropriate for work involving serious safety risks (such as working with
machinery, with toxic substances, or at dangerous heights), or with large sums of money. Bureaucratic
leadership is also useful for managing employees who perform routine tasks.
Transactional Leadership
This leadership style starts with the idea that team members agree to obey their leader when they
accept a job. The "transaction" usually involves the organization paying team members in return for
their effort and compliance on a short-term task.
Servant Leadership
A "servant leader" is someone, regardless of level, who leads simply by meeting the needs of the team.
The term sometimes describes a person without formal recognition as a leader. These people often lead
by example. They have high integrity and lead with generosity. Their approach can create a positive
corporate culture, and it can lead to high morale among team members.
Charismatic Leadership
Leaders who rely on charisma often focus on themselves and their own ambitions, and they may not
want to change anything. They inspire and motivate their team members. Charismatic leaders might
believe that they can do no wrong, even when others warn them about the path that they're on.

Leadership vs. Management
Leadership and management must go hand in hand. They are not the same thing. But they are
necessarily linked, and complementary. Organizations need strong leadership and strong management
for optimal effectiveness. In todays dynamic workplace, we need leaders to challenge the status quo
and to inspire and persuade organization members. We also need managers to assist in developing and
maintaining a smoothly functioning workplace.








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Process of delegation
It is a process by which a manager assigns some of the tasks within his work jurisdiction to his
subordinates in a selective basis. Process of delegation involves.
1. Authority Authority is the power given to a person or group of people to act and make decisions
within designated boundaries. When delegating a task, the authority is shared between the manager
and the person receiving the delegation.
2. Responsibility Responsibility refers to the act of carrying out the task. When delegating a task, the
manager and person receiving the delegation share the responsibility of completing the work. The
manager has the responsibility of providing instructions on what work needs to be done, while the
person receiving the delegation is responsible for figuring out how the task should be completed.
3. Accountability Accountability is the act of being liable for a persons actions and decisions. During
delegation of a task, the accountability of the task transfers from the manager to the person receiving
the delegation and actually completing the work. Any positive or negative consequences associated with
their performance are ultimately their responsibility.


Motivation
Motivation is defined as the desire to achieve a goal or a certain performance level, leading to goal-
directed behavior. An employee's performance typically is influenced by motivation, ability, and the
work environment. It is a basic duty of every manager to motivate his subordinates or to create the will
to work among subordinates. Successful motivation leads to better utilization of resources and workers
abilities and capacities. Higher motivation leads to job satisfaction which can reduce labour turnover
and labour unrest thus creating better organizational relations in the firm.
Motivation is important because of its significance as a determinant of performance and its intangible
nature. Motivation will also foster team spirit among the workers and increase loyalty to the
organization