Leadership

1. Introduction
Leader is a part of management and one of the most significant
elements of direction. A leader may or may not be manager but
a manager must a leader. A manager as a leader must lead his
subordinates and also inspire them to achieve organizational
goals. Thus leadership is the driving force which gets the
things done by others.

2. DEFINITON
 LEADER
A person who demonstrates and exercise influence and power over
others. Leaders have a vision and influence others by their actions and
comments.

3.  LEADERSHIP
Leadership is the ability to shape the attitude and behaviour of others,
whether in formal or informal situation.
Hodge and Jonson
Leadership means influencing people to follow you and to work willingly
for the advancement of a common goal.
Koontz and O’Donnell
Leadership is a relationship in which one person, or leader, influences
others to work together willingly on related tasks to attain that which the
leader desires.

4. Importance of leadership
a) LEADERS MOTIVATES PEOPLE
A leader motivates employees for higher output through
motivational techniques. The leader himself acts as a motivating
factor.
b) LEADER COUNSELS EMPLOYEES
In an organization people needs counseling to reduce the
emotional disequilibrium and to remove barriers to effective
performance. A leader solves such types of problems and makes
employees happy. Thus, a leader acts as a counselor.

5. c. LEADER DEVELOPS TEAM SPIRIT
A leader creates confidence in his subordinates and gains their faith
and cooperation. Besides, the leader provides environment conductive
to work which results in team spirit.
d. LEADERS AIMS AT TIME MANAGEMENT
Leader is in a position to utilize time productivity in an organization. A
leader gets things done by people by the proper time management.
e. LEADER STRIVES FOR EFFECTIVENESS
A leader brings effectiveness to an organization by providing the
workers with the necessary resources in terms of money, methods,
climate, work environment, etc.

6. FUNCTIONS OF LEADERSHIP-
 Executive
 Planner
 Goal setter
 Policy maker
 Expert
 External group representative
 Controller of internal relation
 Purveyor of rewards and punishment
 Ideologist
 Controller of internal relationship within the organization
 Surrogate for individual responsibility

7. TYPES OF LEADERSHIP
a) INTELLECTUAL LEADER
b) He is one who possesses rich knowledge and technical competence. All
his subordinates listen and follow his advice because of his specialized
intellectual authority. e.g.- financial advisor, legal advisor, etc.
b) CREATIVE LEADER
c) Creative leader uses the technique of ‘circular response’ to encourage
ideas to flow from group to him and vice versa. He draws out the best in his
followers and controls them with zeal to attain the goals.
c) PERSUASIVE LEADER
He gains faith and confidence from his followers. He possesses a magnetic
personality which attracts followers which helps to get work done by them
effectively.

8. d. INSTITUTIONAL LEADER
When a person becomes a leader by virtue of his position, he is called an
institutional leader. e.g. - the principal of a college, managing director of
a company
e. DEMOCRATIC LEADER
A democratic leader is one who does not lead but is lead by his followers.
In other words, he follows the opinion of the majority of his followers
and delegates most of his power to them.
f. AUTOCRATIC LEADER
He is one who dominates and drives his group through coercion and
command. He institutes a sense of fear among his followers. Such leaders
love power and never delegate their authority.

9. Theories of leadership
1. TRAIT THEORY/GREAT MAN THEORY
This theory suggests that leaders have some inborn traits. They have certain
set of characteristics that are crucial for inspiring others towards a common
goal. A successful leader is supposed to have the following traits- good
personality, capacity to read other‘s mind, ability to make quick decision,
courage, persuasion, intelligence, reliability, imagination.
2. STYLE THEORY
This focuses on what leaders do in relational and contextual terms. The
achievement of satisfactory performance measures requires supervisors to
pursue effective relationships with their subordinates, while understand the
factors in the work environment that influence outcomes.

10. 3. SITUATIONAL THEORY THIS THEORY
believes that leadership effectiveness depended on the relationship
among the leaders task at hand, their interpersonal skills and the
favorableness the work situation. This theory considers the challenge
of situation and encourages an adaptive leadership style to complement
the issue being faced.