{"id":183,"date":"2019-05-15T06:25:04","date_gmt":"2019-05-15T06:25:04","guid":{"rendered":"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/?post_type=chapter&#038;p=183"},"modified":"2019-05-15T06:29:30","modified_gmt":"2019-05-15T06:29:30","slug":"leadership","status":"publish","type":"chapter","link":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/chapter\/leadership\/","title":{"rendered":"LEADERSHIP"},"content":{"raw":"<div><span style=\"float: right\"><a href=\"https:\/\/youtu.be\/BXP3C8OOWYo\" target=\"_blank\" rel=\"noopener\"><img src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"epgp books\" width=\"75px\" height=\"75px;\" \/><\/a>\r\n<\/span><\/div>\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n<div>\r\n\r\n<strong>1.<\/strong>\u00a0\u00a0\u00a0 <strong>Introduction<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">An important part of managerial function is the processing of influencing the group, which is termed as leadership. Koontz and O\u2019Dannel define leadership as the ability of a manager to induce subordinates to work with confidence and zeal. The goals of the organisation to be pursued are determined by a good manager. This module will enable the viewer to understand about the classification of leadership, functions of leader, qualities of leader, styles of leadership and approaches to study the leadership.<\/p>\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<strong>2. LEARNING OBJECTIVES<\/strong>\r\n\r\n&nbsp;\r\n\r\nAt the end of this lesson the learner will be able to\r\n\r\n&nbsp;\r\n\r\n\u2022\u00a0 Understand the interactive process of leadership.\r\n<p style=\"text-align: justify\">\u2022 Gain knowledge on the qualities required for a good leader, various types of leader ,styles of leadership, the approaches to understand it and the managerial grid.<\/p>\r\n&nbsp;\r\n\r\n<strong>3.\u00a0<\/strong><strong>Classification of Leadership<\/strong>\r\n\r\n&nbsp;\r\n\r\nManagement authorities classify leadership into different types. The following classification is based on The Personnel Research Board of Ohio University.\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">(i) The <em>bureaucrat<\/em> - who sticks to routine, appeases his superiors, avoids subordinates, apathetic.<\/p>\r\n<p style=\"text-align: justify\">(ii) The <em>autocrat<\/em> - who is directive, expects obedience, subordinates tend to antagonistic to him.<\/p>\r\n<p style=\"text-align: justify\">(iii)The <em>diplomat<\/em> - who is opportunistic, exploits people, generally rouses distrust.<\/p>\r\n<p style=\"text-align: justify\">(iv) The <em>expert<\/em> \u2013 who is concerned only with his own field of specialization, treats subordinates as fellow \u2013workers.<\/p>\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(v) The <\/span><em style=\"text-align: initial;font-size: 1em\">quarter back<\/em><span style=\"text-align: initial;font-size: 1em\"> \u2013 who identifies himself with his subordinates even at risk of displeasing his superiors. Business organization generally sought this kind.<\/span><\/p>\r\n\r\n<\/div>\r\n<ol start=\"4\">\r\n \t<li><strong>Functions of Leader<\/strong><\/li>\r\n<\/ol>\r\n&nbsp;\r\n\r\nD.Krech ,R. Crutchfield and E. Ballachey , classifies the functions of leader as Primary and accessory functions.\r\n\r\n<a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55.png\"><img class=\"aligncenter size-full wp-image-184\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55.png\" alt=\"\" width=\"524\" height=\"713\" \/><\/a>\r\n<div>\r\n<p style=\"text-align: justify\">These primary functions are considered essential to leadership as it is linked with the leaders position vis-\u00e0-vis his followers who are dependent on the leaders on the work \u2013related matters. And the accessory functions may be assumed by the leader or assigned to him by the group by virtue of his position .<\/p>\r\n\r\n<ul>\r\n \t<li>Thus the main functions of a leader is to<\/li>\r\n \t<li>Set an organisation\u2019s goals with reference to its internal needs and external pressures.<\/li>\r\n \t<li>Integrate the needs or the individulas with those or the group and achieve the goals.<\/li>\r\n \t<li>Maintain industrial integrity and the organisations distinctive identity.<\/li>\r\n \t<li>Resolve internal conflicts with voluntary co-operation or all concerned .<\/li>\r\n<\/ul>\r\n<\/div>\r\n<div>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Thus an effective leader should be one who can make ordinary men to do extraordinary things , make common people to do uncommon things. And leadership is a lifting of a man\u2019s sights to a higher vision the raising of man\u2019s standard to a higher performance, the buliding or a man\u2019s personality beyond its normal limitations .<\/p>\r\n&nbsp;\r\n\r\n<strong>5. Qualities of a good leader<\/strong>\r\n\r\n&nbsp;\r\n\r\nSome important qualities that a leader must possess is summarized as follows:\r\n\r\n&nbsp;\r\n\r\n<strong>5.1 Physical and mental vigour<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">In order to work for sufficiently long hours a leader requires tremendous stamina and vigour.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>5.2 Emotional stability<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Leaders should be rationale and logical to analyse the various problems and should not be moved by emotion or sentiments and should take appropriate decisions .A good sense of judgment is also a requisite of a leader .<\/p>\r\n&nbsp;\r\n\r\n<strong>5.3 Empathy<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">A leader should be discern of the followers strength, weaknesses, ambitious as well as his own and should be able to look at things objectively and from the point view of others.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>5.4 Motivation<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">A leader should create enthusiasm within him to motivate his subordinate .If a job is done under fear of punishment then the behaviour of the person might not remain as leader.<\/p>\r\n&nbsp;\r\n\r\n<strong>5.5 Communicating Skill<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">A leader should have good communication ability to persuade, inform, stimulate, and direct his sub-ordinates.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>5.6 Ability to guide<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">The leader should have the ability to guide his sub \u2013ordinates how to accomplish a particular task ,to correct errors, prepare them for achievement and offer suggestions .<\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n&nbsp;\r\n\r\n<strong>5.7 Sociability<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">A leader should be friendly, helpful, sympathetic and easily approachable and should win confidence and loyalty of the sub-ordinates.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>5.8 Technical competence<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">A leader needs to have a thorough knowledge on the theory and practice of his job with regard to principles, procedures and operations of a job.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>5.9 Other personal abilities<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">A leader should be morally sound and essentially possess conceptual skill, moral courage, flexibility of mind and should have the ability to establish proper priorities.<\/p>\r\n&nbsp;\r\n\r\n<strong>6. Leadership Styles<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">The analysis of leader behaviour is to classify various types of leadership into styles ,the way by which he influences his followers .Based on the types of leader \u2013 behaviour ,leadership styles are classified as<\/p>\r\n&nbsp;\r\n\r\n6.1 Autocratic or authoritarian leadership\r\n\r\n&nbsp;\r\n\r\n6.2 Laissez Faire or Free Rein Leadership\r\n\r\n&nbsp;\r\n\r\n6.3 Participate or democratic leadership\r\n\r\n&nbsp;\r\n\r\n6.4 Bureaucratic or rules \u2013 centered leadership\r\n\r\n&nbsp;\r\n\r\n6.5 Intellectual or expert or functional leadership\r\n\r\n&nbsp;\r\n\r\n6.6 Institutional leadership\r\n\r\n&nbsp;\r\n\r\n6.7 Mainpulative leadership\r\n\r\n&nbsp;\r\n\r\n6.8 Paternalistic leadership\r\n\r\n<\/div>\r\n<div>\r\n\r\n&nbsp;\r\n\r\n<strong>6.1 Autocratic Leaderships<\/strong>\r\n\r\n&nbsp;\r\n\r\n<a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-56.png\"><img class=\"aligncenter size-full wp-image-185\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-56.png\" alt=\"\" width=\"159\" height=\"168\" \/><\/a>\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">An Autocratic leader is work centered or centered \u2013 Centered. He gives orders and insists to obey. Without consulting the group, he frames future plans, specifies goals, organizes work situation, sets the time \u2013frame within which the task is to be accomplished, gives directions and imply on workers to give the progress of the task.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Thus in this style of leadership, all the power of decision\u2013making is centralized as shown in figure 6.1 where \u2018a\u2019 denotes leader. A leader who relies on negative influences and gives orders that subordinates should accept are called strict autocrat.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">When the leader uses his power to disperse rewards to his group he tends to be positive and this style is often called as benevolent autocrat .This kind of leadership style gets high productivity and develops effective human relationships. Another type of style is manipulative autocrat, who makes the subordinates feel that they are participating in decision making process even when he had already made decision.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Workers under autocratic leader feel harassed, disturbed and gradually may stop obeying his orders. This kind of leadership has been successful for the management because it provides strong motivator to the manager .In future, it is likely to be effective because of the rising standard\u00a0<span style=\"text-align: initial;font-size: 1em\">of living of people, social awareness among people, new generation is less amendable to rigid direction and control and workers have started to look for social and egoistic satisfaction from their jobs .<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<strong>6.2 Laissez faire or Free Rein Leader:<\/strong>\r\n\r\n<a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57.png\"><img class=\"aligncenter size-full wp-image-186\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57.png\" alt=\"\" width=\"245\" height=\"235\" \/><\/a>\r\n\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">These types of leaders don\u2019t take lead and allow their followers to work freely. He motivates the workers and permit the group members to establish goals by working out the problems by their own .There is a near \u2013total abdication of formal leadership according to the needs of each situation and is known as permissive style of leadership.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Laissez faire can be successful when the workers have a high degree of maturity. In case of less maturity level, the leadership will not succeed if he also don\u2019t have suitable task behavior .Sometimes deprivation of socio-emotional support from leaders may make workers feel insecure and vulnerable.<\/p>\r\n\r\n<\/div>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\">6.3 Participative or democratic leadership<\/strong>\r\n<div>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Democratic leadership obtains the acceptance with consultation of his group members before giving orders. He encourages in the process of decision \u2013 making and implementation. He decentralizes managerial authority .He promptly checks and controls the member who oppose the interests of the group by means of system of rewards and punishment devised by the group.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">This type is based on the assumption that, workers are all able though not willing to perform the assigned task .Some advantages of this type of leadership style are:<\/p>\r\n\r\n<ul>\r\n \t<li style=\"text-align: justify\">Management ideas are accepted.<\/li>\r\n \t<li style=\"text-align: justify\">The employee\u2019s attitude towards job and the organization is improved.<\/li>\r\n \t<li>The co-operation between management and employees are increased and employees morale is increased.<\/li>\r\n \t<li>Complaints and grievances are reduced.<\/li>\r\n<\/ul>\r\n<a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58.png\"><img class=\"aligncenter size-full wp-image-187\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58.png\" alt=\"\" width=\"245\" height=\"311\" \/><\/a>\r\n\r\nFig 6.3\r\n\r\n<\/div>\r\n&nbsp;\r\n<div>\r\n\r\n<strong>\u00a0 \u00a0 6.4 Bureaucratic or rules \u2013centered leadership<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">The process of administration is reduced to a series of routine actions, as the leader\u2019s behaviour in this style is characterized by a high degree of reliance on rules ,regulations and procedures .There will be no participation from the workers side ,and they remain apathetic. Rules might enable workers work without being emotionally committed to work.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>6.5 Intellectual or Expert or functional leadership<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">The basis for this type of leadership is leader\u2019s individual knowledge and ability regardless of age, sex, physical or other attributes .The workers lookup to him for guidance and control for his special qualification of the job. He is task \u2013oriented and spends his time on doing things faster and better. If his workers are not participatory as he, they feel frustrated and prevent from maximizing their own potential.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">In this style of leadership (a) the perception or group members ensures that the leaders talent and expertise and joined with needs of the situations (b) leadership skills are usually transferable. In general, expert leader is by definition quite poor on the human relations front.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>6.6 Institutional Leadership<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">This type of leader may or may not be expert in their field of activity. He wields power over his workers and may even derive power from his personality and behaviour. Due to lack of expertise, he suffers a sense of inadequacy, which leads to inferiority complex and will involve him more in task behaviour. Because his lesser relationship behaviour, the workers may feel frustration and alienation.<\/p>\r\n&nbsp;\r\n\r\n<strong>6.7 Manipulative leadership<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">The main characteristic of this style is (a)personal goals are reached by a manipulation of the employees (b)employee needs and desires are viewed as tools to extract performance. The\u00a0<span style=\"font-size: 1em;text-align: justify\">employees would be manipulated by the leader so as to attain the goal. The employees are aware of this and become resentful and bitter.<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">This type may be effective when co-operation and co-ordination have to be achieved on task which the previous leaders failed to motivate or when highly motivated employees are needed for short duration projects.<\/p>\r\n&nbsp;\r\n\r\n<strong>6.8 Paternalistic leader<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Paternalistic leader is characterized by loyalty of worker in a warm and cohesive setting. The leaders are concerned with well being of his followers and comes for their rescue very often .As concerned with relationship behaviour it becomes successful among workers who posses job maturity. The competent and achievement \u2013 oriented workers feel frustrated due to lack of opportunity for showing initiative under this leader. This leader like a banyan tree, gives protection to all, he unwittingly creates conditions under which no follower can grow and able to realize his potential.<\/p>\r\n&nbsp;\r\n\r\n<strong>7. Approaches to study leadership<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">To the study leadership there are many approaches and basically it is understood on the following heads .<\/p>\r\n&nbsp;\r\n\r\n7.1 Traits or person \u2013 oriented approach\r\n\r\n7.2 Situations \u2013 oriented approach.\r\n\r\n7.3 Group \u2013oriented approach .\r\n\r\n&nbsp;\r\n\r\n<strong>7.1 Traits or person \u2013oriented approach<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Persons who are leaders are presumed to display better judgment and engage in social activities .The main emphasis here is on single leader and his characteristics. Starting from Greek\u00a0<span style=\"text-align: justify;font-size: 1em\">and Roman historians the leaders possessed certain magical qualities due to charisma. They owned their position owing to personal qualities and yielded power ,regardless to the rules , procedures which restrict the exercise of authority by non-charismatic leaders.<\/span><span style=\"font-size: 1em\">After deep research, the trait theory or the \u201cGreat Man \u201ctheory of leadership assumes that leadership qualities are in-born or God-given. Some important traits of an effective leaders are:<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\"><strong>\u00a0<\/strong><\/p>\r\n<p style=\"text-align: justify\"><strong> \u00a07.1.1 Intelligence: <\/strong>Leaders possess the ability to think scientifically, analyze accurately , interpret precisely and clearly the problems in different perspectives.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1.2 Physical feature \u2013 <\/strong>The important factor in determining the success of leadership is physical feature and level of maturity.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1`.3 Inner motivation drive: <\/strong>Leaders have inner urge to keep on accomplishing something, at proper time and correct initiative.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1.4 Maturity \u2013<\/strong>Leaders don\u2019t become victims of the circumstances. They have high frustration tolerance, and balance temperaments.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1.5 Vision and foresight: <\/strong>Leaders should imaginatively visualize trends and should have foresight to device programmes and policies.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1.6 Acceptance of responsibility: <\/strong>A leader is always beware of the duties and obligations associated with his position and should be to ready to shoulder the responsibilities.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1.7 Open mind and adaptability: <\/strong>Flexibility is another name for this trait as he would accommodate others view points and absorb, adopt new ideas and views according to the situation.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>7.1.8 Self \u2013 confidence: <\/strong>This is essential to motivate and boost the morale of his workers as he has conceptual clarity about the things to be carried out.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"font-size: 1em\">7.1.9 Human Relations Attitude: <\/strong><span style=\"font-size: 1em\">Leader always tries to develop social understanding with other people, in order to achieve the goals as the co \u2013operation of people is highly necessitated.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"font-size: 1em\">7.1.10 Fairness and objectively: <\/strong><span style=\"font-size: 1em\">Leaders should be free from bias and prejudice .Honesty, fairplay, justice and integrity or character,objective in dealing with subordinates is expected from a good leader .The personal traits are only a part of the whole environment. There is no sure connection between traits and leadership acts. A leader may be successful at one point due to some traits, but may fail in another .Thus measurement of a trait occurs after a person becomes a leader and it becomes difficult to advocate the traits which are prerequisites of a successful leaders.<\/span><\/p>\r\n\r\n<\/div>\r\n&nbsp;\r\n\r\n<strong>7.2 Situational approach<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">The situational approach to the study of leadership recognizes that leadership is based on an inter \u2013play between : (a)the amount of direction(task behaviour)provided by a leader (b)the amount of socio-emotional support (relationship behaviour ) provided by a leader : and (c)the readiness(maturity level) shown by the followers in a performing a specific task leadership is widely dependent on many factors ,such as, the leader himself ,the followers, and the situation that include the values and traditions of the organization , the effectiveness of the group ,the nature of the problem at hand are in the co-workers ,job demands , organisation, tempers of the times are other environmental factors in situational approach.<\/p>\r\n<a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59.png\"><img class=\"aligncenter size-full wp-image-188\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59.png\" alt=\"\" width=\"341\" height=\"578\" \/><\/a>\r\n<div>\r\n<p style=\"text-align: justify\">The leaders perform certain behaviour for instance <em>task behaviour<\/em> on the part of leader includes goal setting, organising, directing and controlling. <em>Relationship behaviour<\/em> on his part would render proper support and encouragement to people, hold discussions and listens to the workers opinions and grievances.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Depending on the maturity level also the modification on the leadership style could be adopted. For the people with low maturity levels, the leader would engage in a behaviour that is \u201chigh on task and low on relationship\u201d(telling). For the people with low to moderate maturity levels he may exhibit \u201chigh on task as also high on relationship\u201d(selling). In case of people with moderate maturity levels he would adopt \u201clow on task but high on relationship\u201d(participating). \u201cLow on relationship as also low on task relationship\u201d (delegating) would be adopted by the leader for the people with high maturity levels.<\/p>\r\n\r\n<\/div>\r\n<a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60.png\"><img class=\"aligncenter size-full wp-image-189\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60.png\" alt=\"\" width=\"539\" height=\"343\" \/><\/a>\r\n<div>\r\n\r\nLow\u00a0 \u00a0 \u00a0 High\r\n<ul>\r\n \t<li>Degree of emphasis on<\/li>\r\n \t<li>Task and productivity<\/li>\r\n \t<li>(Emphasis on work to be done and its facilitation)<\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">Thus the concept of situational approach has gained wide spread acceptance and gives practicing managers helpful ideas with regard to the situations. But it should be beset with understanding the maturity level of the people.<\/p>\r\n&nbsp;\r\n\r\n<strong>7.3 Group \u2013oriented approach<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">An extension of situational approach is the group oriented approach where the leadership is viewed as the performance of those acts which help the group to achieve its preferred objectives. K. Benne and P. Sheats sets out 27 leadership roles as follows:<\/p>\r\n&nbsp;\r\n\r\nA.\u00a0\u00a0\u00a0 <em>Group task roles<\/em>\r\n<ul>\r\n \t<li>Initiator \u2013contributor Information seeker Opinion seeker<\/li>\r\n \t<li>Information giver Opinion giver<\/li>\r\n \t<li>Elaborator Coordinator Orienter<\/li>\r\n \t<li>Evaluator- critic Energiser<\/li>\r\n \t<li>Procedural technician Recorder<\/li>\r\n<\/ul>\r\n<\/div>\r\n<ol>\r\n \t<li><em>Group building and maintenance roles<\/em><\/li>\r\n<\/ol>\r\n<ul>\r\n \t<li>Encourager Harmoniser Compromiser<\/li>\r\n \t<li>Gate keeper and expediter<\/li>\r\n \t<li>Standard setter and ego ideal<\/li>\r\n \t<li>Group observer and commentator Follower<\/li>\r\n<\/ul>\r\n<ol>\r\n \t<li><em>Individual roles<\/em><\/li>\r\n<\/ol>\r\n<ul>\r\n \t<li>Aggressor Blocker<\/li>\r\n \t<li>Recognition seeker Self-confessor<\/li>\r\n \t<li>Playboy Dominator<\/li>\r\n \t<li>Help seeker<\/li>\r\n \t<li>Special interest pleader<\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">In order to obtain the various objectives the leader plays more than one role and also allows their workers to take right direction.<\/p>\r\n&nbsp;\r\n<ol start=\"8\">\r\n \t<li><strong> SUMMARY<\/strong><\/li>\r\n<\/ol>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Without effective leadership, it\u2019s difficult for any organization to function effectively. A person can be a leader only when he is successful in influencing and motivating his subordinates to work enthusiastically to accomplish the set goals of an organization.<\/p>\r\n&nbsp;\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td><strong>you can view video on LEADERSHIP <\/strong><\/td>\r\n<td><a href=\"https:\/\/youtu.be\/BXP3C8OOWYo\" target=\"_blank\" rel=\"noopener\"><img class=\"alignnone wp-image-120\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"\" width=\"36\" height=\"36\" \/><\/a><\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n&nbsp;\r\n\r\n<strong>REFERENCES<\/strong>\r\n\r\n&nbsp;\r\n<ol>\r\n \t<li>Dinkar Pagare, <em>Business Organisation and Management<\/em>, Published by Sultan chand &amp; Sons, Reprint 2002, ISBN 81-7014-675-5,P 291-305.<\/li>\r\n \t<li>Dr.T.N.Chhabra, <em>Principles &amp; Practice of Management<\/em> , Published by Dhanpat Rai &amp; Co.(P)Ltd,Reprint 2006,ISBN: 81-7700-032-2, p 446-472.<\/li>\r\n \t<li>Mamoria .C\/B and Gankar.S.V, Personnel Management,Published by Himalaya Publishing House,23rd Edition, 2003, 689-740.<\/li>\r\n<\/ol>\r\n&nbsp;","rendered":"<div><span style=\"float: right\"><a href=\"https:\/\/youtu.be\/BXP3C8OOWYo\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"epgp books\" width=\"75px\" height=\"75px;\" \/><\/a><br \/>\n<\/span><\/div>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<div>\n<p><strong>1.<\/strong>\u00a0\u00a0\u00a0 <strong>Introduction<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">An important part of managerial function is the processing of influencing the group, which is termed as leadership. Koontz and O\u2019Dannel define leadership as the ability of a manager to induce subordinates to work with confidence and zeal. The goals of the organisation to be pursued are determined by a good manager. This module will enable the viewer to understand about the classification of leadership, functions of leader, qualities of leader, styles of leadership and approaches to study the leadership.<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p><strong>2. LEARNING OBJECTIVES<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>At the end of this lesson the learner will be able to<\/p>\n<p>&nbsp;<\/p>\n<p>\u2022\u00a0 Understand the interactive process of leadership.<\/p>\n<p style=\"text-align: justify\">\u2022 Gain knowledge on the qualities required for a good leader, various types of leader ,styles of leadership, the approaches to understand it and the managerial grid.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>3.\u00a0<\/strong><strong>Classification of Leadership<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>Management authorities classify leadership into different types. The following classification is based on The Personnel Research Board of Ohio University.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">(i) The <em>bureaucrat<\/em> &#8211; who sticks to routine, appeases his superiors, avoids subordinates, apathetic.<\/p>\n<p style=\"text-align: justify\">(ii) The <em>autocrat<\/em> &#8211; who is directive, expects obedience, subordinates tend to antagonistic to him.<\/p>\n<p style=\"text-align: justify\">(iii)The <em>diplomat<\/em> &#8211; who is opportunistic, exploits people, generally rouses distrust.<\/p>\n<p style=\"text-align: justify\">(iv) The <em>expert<\/em> \u2013 who is concerned only with his own field of specialization, treats subordinates as fellow \u2013workers.<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(v) The <\/span><em style=\"text-align: initial;font-size: 1em\">quarter back<\/em><span style=\"text-align: initial;font-size: 1em\"> \u2013 who identifies himself with his subordinates even at risk of displeasing his superiors. Business organization generally sought this kind.<\/span><\/p>\n<\/div>\n<ol start=\"4\">\n<li><strong>Functions of Leader<\/strong><\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n<p>D.Krech ,R. Crutchfield and E. Ballachey , classifies the functions of leader as Primary and accessory functions.<\/p>\n<p><a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-184\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55.png\" alt=\"\" width=\"524\" height=\"713\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55.png 524w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55-220x300.png 220w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55-65x88.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55-225x306.png 225w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-55-350x476.png 350w\" sizes=\"auto, (max-width: 524px) 100vw, 524px\" \/><\/a><\/p>\n<div>\n<p style=\"text-align: justify\">These primary functions are considered essential to leadership as it is linked with the leaders position vis-\u00e0-vis his followers who are dependent on the leaders on the work \u2013related matters. And the accessory functions may be assumed by the leader or assigned to him by the group by virtue of his position .<\/p>\n<ul>\n<li>Thus the main functions of a leader is to<\/li>\n<li>Set an organisation\u2019s goals with reference to its internal needs and external pressures.<\/li>\n<li>Integrate the needs or the individulas with those or the group and achieve the goals.<\/li>\n<li>Maintain industrial integrity and the organisations distinctive identity.<\/li>\n<li>Resolve internal conflicts with voluntary co-operation or all concerned .<\/li>\n<\/ul>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Thus an effective leader should be one who can make ordinary men to do extraordinary things , make common people to do uncommon things. And leadership is a lifting of a man\u2019s sights to a higher vision the raising of man\u2019s standard to a higher performance, the buliding or a man\u2019s personality beyond its normal limitations .<\/p>\n<p>&nbsp;<\/p>\n<p><strong>5. Qualities of a good leader<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>Some important qualities that a leader must possess is summarized as follows:<\/p>\n<p>&nbsp;<\/p>\n<p><strong>5.1 Physical and mental vigour<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">In order to work for sufficiently long hours a leader requires tremendous stamina and vigour.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>5.2 Emotional stability<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Leaders should be rationale and logical to analyse the various problems and should not be moved by emotion or sentiments and should take appropriate decisions .A good sense of judgment is also a requisite of a leader .<\/p>\n<p>&nbsp;<\/p>\n<p><strong>5.3 Empathy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A leader should be discern of the followers strength, weaknesses, ambitious as well as his own and should be able to look at things objectively and from the point view of others.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>5.4 Motivation<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A leader should create enthusiasm within him to motivate his subordinate .If a job is done under fear of punishment then the behaviour of the person might not remain as leader.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>5.5 Communicating Skill<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A leader should have good communication ability to persuade, inform, stimulate, and direct his sub-ordinates.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>5.6 Ability to guide<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The leader should have the ability to guide his sub \u2013ordinates how to accomplish a particular task ,to correct errors, prepare them for achievement and offer suggestions .<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p><strong>5.7 Sociability<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A leader should be friendly, helpful, sympathetic and easily approachable and should win confidence and loyalty of the sub-ordinates.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>5.8 Technical competence<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A leader needs to have a thorough knowledge on the theory and practice of his job with regard to principles, procedures and operations of a job.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>5.9 Other personal abilities<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A leader should be morally sound and essentially possess conceptual skill, moral courage, flexibility of mind and should have the ability to establish proper priorities.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>6. Leadership Styles<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The analysis of leader behaviour is to classify various types of leadership into styles ,the way by which he influences his followers .Based on the types of leader \u2013 behaviour ,leadership styles are classified as<\/p>\n<p>&nbsp;<\/p>\n<p>6.1 Autocratic or authoritarian leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.2 Laissez Faire or Free Rein Leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.3 Participate or democratic leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.4 Bureaucratic or rules \u2013 centered leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.5 Intellectual or expert or functional leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.6 Institutional leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.7 Mainpulative leadership<\/p>\n<p>&nbsp;<\/p>\n<p>6.8 Paternalistic leadership<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p><strong>6.1 Autocratic Leaderships<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p><a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-56.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-185\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-56.png\" alt=\"\" width=\"159\" height=\"168\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-56.png 159w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-56-65x69.png 65w\" sizes=\"auto, (max-width: 159px) 100vw, 159px\" \/><\/a><\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">An Autocratic leader is work centered or centered \u2013 Centered. He gives orders and insists to obey. Without consulting the group, he frames future plans, specifies goals, organizes work situation, sets the time \u2013frame within which the task is to be accomplished, gives directions and imply on workers to give the progress of the task.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Thus in this style of leadership, all the power of decision\u2013making is centralized as shown in figure 6.1 where \u2018a\u2019 denotes leader. A leader who relies on negative influences and gives orders that subordinates should accept are called strict autocrat.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">When the leader uses his power to disperse rewards to his group he tends to be positive and this style is often called as benevolent autocrat .This kind of leadership style gets high productivity and develops effective human relationships. Another type of style is manipulative autocrat, who makes the subordinates feel that they are participating in decision making process even when he had already made decision.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Workers under autocratic leader feel harassed, disturbed and gradually may stop obeying his orders. This kind of leadership has been successful for the management because it provides strong motivator to the manager .In future, it is likely to be effective because of the rising standard\u00a0<span style=\"text-align: initial;font-size: 1em\">of living of people, social awareness among people, new generation is less amendable to rigid direction and control and workers have started to look for social and egoistic satisfaction from their jobs .<\/span><\/p>\n<\/div>\n<div>\n<p><strong>6.2 Laissez faire or Free Rein Leader:<\/strong><\/p>\n<p><a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-186\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57.png\" alt=\"\" width=\"245\" height=\"235\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57.png 245w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57-65x62.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-57-225x216.png 225w\" sizes=\"auto, (max-width: 245px) 100vw, 245px\" \/><\/a><\/p>\n<\/div>\n<div>\n<p style=\"text-align: justify\">These types of leaders don\u2019t take lead and allow their followers to work freely. He motivates the workers and permit the group members to establish goals by working out the problems by their own .There is a near \u2013total abdication of formal leadership according to the needs of each situation and is known as permissive style of leadership.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Laissez faire can be successful when the workers have a high degree of maturity. In case of less maturity level, the leadership will not succeed if he also don\u2019t have suitable task behavior .Sometimes deprivation of socio-emotional support from leaders may make workers feel insecure and vulnerable.<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\">6.3 Participative or democratic leadership<\/strong><\/p>\n<div>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Democratic leadership obtains the acceptance with consultation of his group members before giving orders. He encourages in the process of decision \u2013 making and implementation. He decentralizes managerial authority .He promptly checks and controls the member who oppose the interests of the group by means of system of rewards and punishment devised by the group.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">This type is based on the assumption that, workers are all able though not willing to perform the assigned task .Some advantages of this type of leadership style are:<\/p>\n<ul>\n<li style=\"text-align: justify\">Management ideas are accepted.<\/li>\n<li style=\"text-align: justify\">The employee\u2019s attitude towards job and the organization is improved.<\/li>\n<li>The co-operation between management and employees are increased and employees morale is increased.<\/li>\n<li>Complaints and grievances are reduced.<\/li>\n<\/ul>\n<p><a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-187\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58.png\" alt=\"\" width=\"245\" height=\"311\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58.png 245w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58-236x300.png 236w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58-65x83.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-58-225x286.png 225w\" sizes=\"auto, (max-width: 245px) 100vw, 245px\" \/><\/a><\/p>\n<p>Fig 6.3<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<div>\n<p><strong>\u00a0 \u00a0 6.4 Bureaucratic or rules \u2013centered leadership<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The process of administration is reduced to a series of routine actions, as the leader\u2019s behaviour in this style is characterized by a high degree of reliance on rules ,regulations and procedures .There will be no participation from the workers side ,and they remain apathetic. Rules might enable workers work without being emotionally committed to work.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>6.5 Intellectual or Expert or functional leadership<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The basis for this type of leadership is leader\u2019s individual knowledge and ability regardless of age, sex, physical or other attributes .The workers lookup to him for guidance and control for his special qualification of the job. He is task \u2013oriented and spends his time on doing things faster and better. If his workers are not participatory as he, they feel frustrated and prevent from maximizing their own potential.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">In this style of leadership (a) the perception or group members ensures that the leaders talent and expertise and joined with needs of the situations (b) leadership skills are usually transferable. In general, expert leader is by definition quite poor on the human relations front.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>6.6 Institutional Leadership<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">This type of leader may or may not be expert in their field of activity. He wields power over his workers and may even derive power from his personality and behaviour. Due to lack of expertise, he suffers a sense of inadequacy, which leads to inferiority complex and will involve him more in task behaviour. Because his lesser relationship behaviour, the workers may feel frustration and alienation.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>6.7 Manipulative leadership<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The main characteristic of this style is (a)personal goals are reached by a manipulation of the employees (b)employee needs and desires are viewed as tools to extract performance. The\u00a0<span style=\"font-size: 1em;text-align: justify\">employees would be manipulated by the leader so as to attain the goal. The employees are aware of this and become resentful and bitter.<\/span><\/p>\n<\/div>\n<div>\n<p style=\"text-align: justify\">This type may be effective when co-operation and co-ordination have to be achieved on task which the previous leaders failed to motivate or when highly motivated employees are needed for short duration projects.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>6.8 Paternalistic leader<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Paternalistic leader is characterized by loyalty of worker in a warm and cohesive setting. The leaders are concerned with well being of his followers and comes for their rescue very often .As concerned with relationship behaviour it becomes successful among workers who posses job maturity. The competent and achievement \u2013 oriented workers feel frustrated due to lack of opportunity for showing initiative under this leader. This leader like a banyan tree, gives protection to all, he unwittingly creates conditions under which no follower can grow and able to realize his potential.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>7. Approaches to study leadership<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">To the study leadership there are many approaches and basically it is understood on the following heads .<\/p>\n<p>&nbsp;<\/p>\n<p>7.1 Traits or person \u2013 oriented approach<\/p>\n<p>7.2 Situations \u2013 oriented approach.<\/p>\n<p>7.3 Group \u2013oriented approach .<\/p>\n<p>&nbsp;<\/p>\n<p><strong>7.1 Traits or person \u2013oriented approach<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Persons who are leaders are presumed to display better judgment and engage in social activities .The main emphasis here is on single leader and his characteristics. Starting from Greek\u00a0<span style=\"text-align: justify;font-size: 1em\">and Roman historians the leaders possessed certain magical qualities due to charisma. They owned their position owing to personal qualities and yielded power ,regardless to the rules , procedures which restrict the exercise of authority by non-charismatic leaders.<\/span><span style=\"font-size: 1em\">After deep research, the trait theory or the \u201cGreat Man \u201ctheory of leadership assumes that leadership qualities are in-born or God-given. Some important traits of an effective leaders are:<\/span><\/p>\n<\/div>\n<div>\n<p style=\"text-align: justify\"><strong>\u00a0<\/strong><\/p>\n<p style=\"text-align: justify\"><strong> \u00a07.1.1 Intelligence: <\/strong>Leaders possess the ability to think scientifically, analyze accurately , interpret precisely and clearly the problems in different perspectives.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1.2 Physical feature \u2013 <\/strong>The important factor in determining the success of leadership is physical feature and level of maturity.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1`.3 Inner motivation drive: <\/strong>Leaders have inner urge to keep on accomplishing something, at proper time and correct initiative.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1.4 Maturity \u2013<\/strong>Leaders don\u2019t become victims of the circumstances. They have high frustration tolerance, and balance temperaments.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1.5 Vision and foresight: <\/strong>Leaders should imaginatively visualize trends and should have foresight to device programmes and policies.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1.6 Acceptance of responsibility: <\/strong>A leader is always beware of the duties and obligations associated with his position and should be to ready to shoulder the responsibilities.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1.7 Open mind and adaptability: <\/strong>Flexibility is another name for this trait as he would accommodate others view points and absorb, adopt new ideas and views according to the situation.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>7.1.8 Self \u2013 confidence: <\/strong>This is essential to motivate and boost the morale of his workers as he has conceptual clarity about the things to be carried out.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"font-size: 1em\">7.1.9 Human Relations Attitude: <\/strong><span style=\"font-size: 1em\">Leader always tries to develop social understanding with other people, in order to achieve the goals as the co \u2013operation of people is highly necessitated.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"font-size: 1em\">7.1.10 Fairness and objectively: <\/strong><span style=\"font-size: 1em\">Leaders should be free from bias and prejudice .Honesty, fairplay, justice and integrity or character,objective in dealing with subordinates is expected from a good leader .The personal traits are only a part of the whole environment. There is no sure connection between traits and leadership acts. A leader may be successful at one point due to some traits, but may fail in another .Thus measurement of a trait occurs after a person becomes a leader and it becomes difficult to advocate the traits which are prerequisites of a successful leaders.<\/span><\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<p><strong>7.2 Situational approach<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The situational approach to the study of leadership recognizes that leadership is based on an inter \u2013play between : (a)the amount of direction(task behaviour)provided by a leader (b)the amount of socio-emotional support (relationship behaviour ) provided by a leader : and (c)the readiness(maturity level) shown by the followers in a performing a specific task leadership is widely dependent on many factors ,such as, the leader himself ,the followers, and the situation that include the values and traditions of the organization , the effectiveness of the group ,the nature of the problem at hand are in the co-workers ,job demands , organisation, tempers of the times are other environmental factors in situational approach.<\/p>\n<p><a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-188\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59.png\" alt=\"\" width=\"341\" height=\"578\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59.png 341w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59-177x300.png 177w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59-65x110.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-59-225x381.png 225w\" sizes=\"auto, (max-width: 341px) 100vw, 341px\" \/><\/a><\/p>\n<div>\n<p style=\"text-align: justify\">The leaders perform certain behaviour for instance <em>task behaviour<\/em> on the part of leader includes goal setting, organising, directing and controlling. <em>Relationship behaviour<\/em> on his part would render proper support and encouragement to people, hold discussions and listens to the workers opinions and grievances.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Depending on the maturity level also the modification on the leadership style could be adopted. For the people with low maturity levels, the leader would engage in a behaviour that is \u201chigh on task and low on relationship\u201d(telling). For the people with low to moderate maturity levels he may exhibit \u201chigh on task as also high on relationship\u201d(selling). In case of people with moderate maturity levels he would adopt \u201clow on task but high on relationship\u201d(participating). \u201cLow on relationship as also low on task relationship\u201d (delegating) would be adopted by the leader for the people with high maturity levels.<\/p>\n<\/div>\n<p><a href=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-189\" src=\"http:\/\/hsp05.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60.png\" alt=\"\" width=\"539\" height=\"343\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60.png 539w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60-300x191.png 300w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60-65x41.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60-225x143.png 225w, https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-content\/uploads\/sites\/244\/2019\/05\/Untitled-60-350x223.png 350w\" sizes=\"auto, (max-width: 539px) 100vw, 539px\" \/><\/a><\/p>\n<div>\n<p>Low\u00a0 \u00a0 \u00a0 High<\/p>\n<ul>\n<li>Degree of emphasis on<\/li>\n<li>Task and productivity<\/li>\n<li>(Emphasis on work to be done and its facilitation)<\/li>\n<\/ul>\n<p style=\"text-align: justify\">Thus the concept of situational approach has gained wide spread acceptance and gives practicing managers helpful ideas with regard to the situations. But it should be beset with understanding the maturity level of the people.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>7.3 Group \u2013oriented approach<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">An extension of situational approach is the group oriented approach where the leadership is viewed as the performance of those acts which help the group to achieve its preferred objectives. K. Benne and P. Sheats sets out 27 leadership roles as follows:<\/p>\n<p>&nbsp;<\/p>\n<p>A.\u00a0\u00a0\u00a0 <em>Group task roles<\/em><\/p>\n<ul>\n<li>Initiator \u2013contributor Information seeker Opinion seeker<\/li>\n<li>Information giver Opinion giver<\/li>\n<li>Elaborator Coordinator Orienter<\/li>\n<li>Evaluator- critic Energiser<\/li>\n<li>Procedural technician Recorder<\/li>\n<\/ul>\n<\/div>\n<ol>\n<li><em>Group building and maintenance roles<\/em><\/li>\n<\/ol>\n<ul>\n<li>Encourager Harmoniser Compromiser<\/li>\n<li>Gate keeper and expediter<\/li>\n<li>Standard setter and ego ideal<\/li>\n<li>Group observer and commentator Follower<\/li>\n<\/ul>\n<ol>\n<li><em>Individual roles<\/em><\/li>\n<\/ol>\n<ul>\n<li>Aggressor Blocker<\/li>\n<li>Recognition seeker Self-confessor<\/li>\n<li>Playboy Dominator<\/li>\n<li>Help seeker<\/li>\n<li>Special interest pleader<\/li>\n<\/ul>\n<p style=\"text-align: justify\">In order to obtain the various objectives the leader plays more than one role and also allows their workers to take right direction.<\/p>\n<p>&nbsp;<\/p>\n<ol start=\"8\">\n<li><strong> SUMMARY<\/strong><\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Without effective leadership, it\u2019s difficult for any organization to function effectively. A person can be a leader only when he is successful in influencing and motivating his subordinates to work enthusiastically to accomplish the set goals of an organization.<\/p>\n<p>&nbsp;<\/p>\n<table>\n<tbody>\n<tr>\n<td><strong>you can view video on LEADERSHIP <\/strong><\/td>\n<td><a href=\"https:\/\/youtu.be\/BXP3C8OOWYo\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-120\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"\" width=\"36\" height=\"36\" \/><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>&nbsp;<\/p>\n<p><strong>REFERENCES<\/strong><\/p>\n<p>&nbsp;<\/p>\n<ol>\n<li>Dinkar Pagare, <em>Business Organisation and Management<\/em>, Published by Sultan chand &amp; Sons, Reprint 2002, ISBN 81-7014-675-5,P 291-305.<\/li>\n<li>Dr.T.N.Chhabra, <em>Principles &amp; Practice of Management<\/em> , Published by Dhanpat Rai &amp; Co.(P)Ltd,Reprint 2006,ISBN: 81-7700-032-2, p 446-472.<\/li>\n<li>Mamoria .C\/B and Gankar.S.V, Personnel Management,Published by Himalaya Publishing House,23rd Edition, 2003, 689-740.<\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n","protected":false},"author":8,"menu_order":22,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["dr-s-alamelu-mangai"],"pb_section_license":""},"chapter-type":[],"contributor":[62],"license":[],"class_list":["post-183","chapter","type-chapter","status-publish","hentry","contributor-dr-s-alamelu-mangai"],"part":3,"_links":{"self":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/chapters\/183","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/wp\/v2\/users\/8"}],"version-history":[{"count":5,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/chapters\/183\/revisions"}],"predecessor-version":[{"id":194,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/chapters\/183\/revisions\/194"}],"part":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/parts\/3"}],"metadata":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/chapters\/183\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/wp\/v2\/media?parent=183"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/pressbooks\/v2\/chapter-type?post=183"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/wp\/v2\/contributor?post=183"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp05\/wp-json\/wp\/v2\/license?post=183"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}