1. Leadership
© Ramakrishna Kongalla,
Assistant Professor
R'tist @ Tourism

2. DEFINITION
According to Koontz and o’ Donnell “it is the art of
including the subordinates to accomplish their
assignments with zeal and confidence. Zeal reflects
ardor, earnestness and intensity in execution of work;
confidence reflects experience and technical ability.”
R'tist @ Tourism

3. CONCEPT OF LEADERSHIP
• Managers are people who do things right, while leaders are
people who do the right thing.
• 'Leadership is all about courage to dream big.‘
• Leadership is a complex process by which a person influences
others to accomplish a mission, task, or objective and directs
the organization in a way that makes it more cohesive and
coherent
• Leadership makes people want to achieve high goals and
objectives, while, on the other hand, bosses tell people to
accomplish a task or objective.
• Leadership can be used for good or ill
• Leadership skills can be perverted to pursue bad ends
R'tist @ Tourism

4. CHARACTERISTICS OF LEADERSHIP
• Co-existence with follower ship
• Responsibility
• Understanding nature
• Precedence
• Situation
R'tist @ Tourism

5. Co-existence with follower ship :
• a leader cannot exist without followers existing.
• A leader exercises authority over the group, and it
should be willingly accepted by his followers.
• Leadership is not conferred or ordered but is one to be
earned
Responsibility:
• a leader is expected to assume full responsibility in all
situations.
• he must steer the group clear of all difficulties.
• he has to assume responsibility for all actions of the
group.
R'tist @ Tourism

6. Understanding nature:
• important characteristic feature of leadership is its
nature to understand the feelings and problems of the
group as a whole as well as the individuals.
• guide a leader is looked upon as a friend and a
philosopher.
• a leader should strive to satisfy the personal and social
needs of his followers, which is very much expected by
them
Precedence:
• Since the leader influences the behavior and the
activities of the followers he should be endowed with
the technical competence and personality traits.
• He should also be well aware of his own preferences and
limitations to impress upon his followers
R'tist @ Tourism

7. Situation:
• Leadership patterns changes according to the
type of group and the situation in which the
group is operating.
• A leader should know on the role to be
adopted on different situations
R'tist @ Tourism

8. IMPORTANCE OF LEADERSHIP
1. Initiates action
2. Motivation
3. Providing guidance
4. Creating confidence
5. Building morale
6. Builds work environment
7. Co-ordination
R'tist @ Tourism

9. Initiates action
• Leader communicates the policies and plans to the
subordinates from where the work actually starts.
Motivation
• A leader motivates the employees with economic and
non- economic rewards and thereby gets the work
from the subordinates.
Providing guidance
• A leader guides by instructing the subordinates the
way they have to perform their work effectively and
efficiently.
R'tist @ Tourism

10. Creating confidence
• Confidence is an important factor which can be
achieved through expressing the work efforts to the
subordinates, explaining them clearly their role and
giving them guidelines to achieve the goals
effectively.
• It is also important to hear the employees with
regards to their complaints and problems.
Building morale
• A leader can be a morale booster by achieving full
co-operation so that they perform with best of their
abilities as they work to achieve goals.
R'tist @ Tourism

11. Builds work environment
• Management is getting things done from people.
An efficient work environment helps in sound and
stable growth. He should listen to his subordinates
problems and solve them.
• He should treat employees on humanitarian terms.
Co-ordination
• Co-ordination can be achieved through reconciling
personal interests with organizational goals. This
synchronization can be achieved through proper
and effective co-ordination which should be
primary motive of a leader.
R'tist @ Tourism

12. IMPACT OF LEADERSHIP IN AN ORGANISATION
Leadership and human behavior
• Human nature is the comman qualities of all
• people have similar needs .
• A leader must understand these needs because
• they are powerful motivators.
Leadership and Communication
• Communication is very important because a leader
coach, coordinate, counsel, evaluate, and supervise
through this process.
Leadership and motivation
• A person's motivation is a combination of desire and
energy directed at achieving a goal.
R'tist @ Tourism

13. LEADERSHIP THEORIES
1.TRAIT APPROACH
2.BEHAVIOURAL APPROACH
3.SITUATIONAL APPROACH
R'tist @ Tourism

14. TRAIT APPROACH
Keith davis has summarized four of the major traits which might have
an impact on successful organizational leadership. They are:
– Intelligence: Research has shown that generally a leader has higher
intelligence that the average intelligence of the followers. However the
leader cannot be exceedingly much more intelligent than his followers
– Social maturity and breath: Leaders tend to be emotionally stable and
mature and to have broad interests and activities. They have an
assured, respectful self concept
– Inner motivation and achievement drives: Leaders have relatively
intense motivational drives of the achievement type. The strive for
intrinsic than extrinsic rewards.
– Human relations attitude: Successful leaders recognize the worth and
dignity of their followers and are able to emphasize with them.
According to research studies leaders possess consideration and are
employee centered rather than production centered.
R'tist @ Tourism

15. BEHAVIOURAL APPROACH
– Autocratic: An autocratic leader is one who
commands and expects compliance. He is
dogmatic and positive and leads by his ability to
withhold or give rewards and punishments.
– Participative or supportive: The participative or
supportive leadership behaviour is based on the
assumption that people essentially want to
participate, want to accomplish and will work well
if general supervision is employed and where they
are allowed to use their own initiative and support
is given while accomplishing their task.
– Instrumental or instrumental supportive:
Instrumental behaviour of leadership emphasizes
the leaders role as a manager in the rational
aspects of management namely
planning, organizing, controlling etc.
R'tist @ Tourism

16. SITUATIONAL APPROACH
• Stagdill and his associates research findings
revealed that leadership ability is heavily
affected by situational factors like their
job, the organizational environment in which
they operated history of the
enterprise, community in which the
organization operates, psychological climate
of the group their characteristics, group
member personalities and cultural influences
and so on
R'tist @ Tourism

17. CONTIGENCY THEORIES:
THE FIEDLER MODEL: Fred E. Fiedler argued that
effectiveness depends on two interacting factors:
leadership style and the degree to which the situation
gives the leader control and influence. Three things are
important here:
– The relationship between the leaders and followers: If
leaders are liked and respected they are more likely to have
the support of others.
– The structure of the task: If the task is clearly spelled out as
to goals, methods and standards of performance then it are
more likely that leaders will be able to exert influence.
– Position power: If an organization or group confers powers
on the leader for the purpose of getting the job done, then
this may well increase the influence of the leader.
R'tist @ Tourism

18. SITUATIONAL LEADERSHIP THEORY:
• It is a contingency theory that focuses on
followers' readiness. Readiness refers to the
extent to which people have the ability and
willingness to accomplish a specific task.
There are four stages of readiness:
– able and willing,
– able and unwilling,
– unable and willing and
– unable and unwilling
R'tist @ Tourism

19. THE PATH-GOAL THEORY:
Path-goal theory identifies four kinds of leader
behavior.
– Directive leader behavior - letting subordinates know
what is expected of them, giving guidance and
direction, and scheduling work.
– Supportive leader behavior - being friendly and
approachable, showing concern for subordinate
welfare, and treating members as equals.
– Participative leader behavior - consulting
subordinates, soliciting suggestions, and allowing
participation in decision making.
– Achievement-oriented behavior - setting challenging
goals, expecting subordinates to perform at high
levels, encouraging subordinates and showing
confidence in subordinates' abilities.
R'tist @ Tourism

20. Path-Goal Situations & Preferred Leader Behavior
R'tist @ Tourism

21. CONTEMPORARY THEORIES
Transactional Leaders
• Clarify the role and task requirements of subordinates
• Initiate structure
• Provide appropriate rewards
• Display consideration for subordinates
• Meet the social needs of subordinates
Charismatic Leaders
• The ability to inspire
• Motivate people to do more than they would normally do
• Tend to be less predictable than transactional leaders
• Create an atmosphere of change
• May be obsessed by visionary ideas
Transformational Leader
• Similar to charismatic leaders
• Distinguished by their special ability to bring about innovation and change by
– Recognizing followers’ needs and concerns
– Helping them look at old problems in new ways
– Encouraging them to question the status quo
R'tist @ Tourism

22. TEAM LEADER:
Leadership is increasingly taking place within a
team context. The role of team leader is
different from the traditional leadership role.
The challenge for most managers is learning
how to become an effective team leader. There
are four basic team leadership roles: team
leaders are liaisons with external
constituencies, troubleshooters, conflict
managers and coaches
R'tist @ Tourism

23. LEADERSHIP STYLES
• Leadership styles refer to a leader’s behaviour.
• It is the result of the philosophy, personality and
experience of the leader.
Kurt Lewin's Leadership styles
– Autocratic
– Democratic
– Laissez Faire
– Functional
– Institutional
– Paternalistic
R'tist @ Tourism

24. Autocratic Leader:
An Autocratic leader will not entertain any
suggestions or initiative from subordinates. Under
this type of leadership, one person decides for the
whole group. An autocratic leader does not trust
anybody.
Merits:
– It helps to make quick decisions
– Inefficient and insincere workers can easily be identified
Demerits
– It kills initiatives for work and results in frustration
among workers.
– It often gives scope for conflicts between the leader and
his followers
R'tist @ Tourism

25. Participative or Democratic Leader:
• A democratic leader can win the cooperation
of his group and can motivate them effectively
and positively.
Merits
– The decision finally made is mutually accepted.
– It improves the job attitudes of the sub-ordinate
staff.
Demerits
– this leadership is suitable only if the subordinates
are all capable of making worthwhile suggestions.
– It may, sometimes be very difficult to evolve a
solution that is acceptable to everyone.
R'tist @ Tourism

26. Laissez Faire or Free Rein Leader:
• A free rein leader will leave the group entirely to itself such
as a leader allows maximum freedom to subordinates.
Merits
– The superior subordinate relationship is found to be very good.
– Highly efficient subordinates, can make use of the freedom given to
them to excel.
Demerits
– Control may become difficult As the leader does not involve himself
at all in the activities.
– The subordinates are deprived of the expert advice and moral
support of their leader.
R'tist @ Tourism

27. Functional Leader:
• A functional leader is one who is an expert in a particular field
of activity. Such a leader always thinks of the task he has
undertaken and spends most of his time finding out ways and
means of doing it better.
Merits
• The very presence of an expert is beneficial to the
followers and the organisation.
• the subordinates can certainly enrich their job
knowledge and skill.
Demerits
• The functional leader will not be able to go down to the
level of an average worker and offer any help.
• Misunderstandings may also arise between the leader
and his followers.
R'tist @ Tourism

28. Institutional Leader:
• An institutional leader is one who has become a leader by virtue of his official
position in the organisational hierarchy. An institutional leader may not be an
expert in his field of activity.
Merits
• He has official authority to act.
• He may initiate action against a subordinate who is shirking duties.
Demerits
• He will not be in a position to offer proper guidance to his followers
because he may not be an expert in his field of activity.
• Although the leader has the official right to demand performance from his
followers, he may not have the moral right
Paternalistic Leader:
• A paternalistic leader takes care of his followers in the way the head of the family
takes care of the family members
Merits
• He assumes a paternal role to protect his sub-ordinates.
• He is always ready to provide the necessary physical amenities to the sub-ordinates
Demerits
• He is not in a position to offer intellectual help to his followers.
R'tist @ Tourism

29. IMPORTANT KEYS FOR LEADERSHIP
• Trust and confidence in top leadership is the single most
reliable predictor of employee satisfaction in an organization.
• Effective communication by leadership in the critical areas is
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.
R'tist @ Tourism

30. LEADERSHIP SECRETS
1. DECISIVENESS IS KEY
(LALIT KHAITAN, Chairman and Managing
Director, Radico khaitan)
The most distinguished trait that defines a good leader is
the willingness to make decisions that are need of the
hour no matter how difficult they may be. And the most
significant component of such decision-making is self-
confidence.
2.VISIONARY LEADERSHIP
(B.MUTHURAMAN, Managing Director, Tata steel)
The ability to create a shared vision among team
members is the primary trait of a true leader.
R'tist @ Tourism

31. 3. RELATE AND RULE
(N.LAKSHMI NARAYAN, CEO AND President, Cognizant
Technology Solutions)
Good leadership is the ability to recognize all the factors
that would make the leader succeed in motivating the
group.
4. TAKE RESPONSIBILTY
(R.V.SHASTRI, Chairman and Managing Director, Canara
bank)
A leader is only as good as his team. Leadership involves
two steps: helping subordinates take advantage of their
talents, and then fine tuning their performance. Good
leaders always take responsibility for both the success
and failure of their teams
R'tist @ Tourism

32. Thank You…!!!
©Ramakrishna Kongalla
e-mail: artist.ramakrishna@gmail.com
R'tist @ Tourism