BY
Dr Rosy Walia
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Leadership is a process by which a person influences
others to accomplish an objective and directs the
organization in a way that makes it more cohesive and
coherent.
This definition is similar to Northouse's definition —
Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal.
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Know yourself and seek self-improvement
Be technically proficient Seek responsibility and take responsibility for your actions Make sound and timely decisions Set the example Know your people and look out for their well-being Keep your workers informed Develop a sense of responsibility in your workers -.
Ensure that tasks are understood, supervised, and
accomplished
Train as a team
Use the full capabilities of your organization
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BE a professional. Examples: Be loyal to the organization, perform
selfless service, take personal responsibility.
BE a professional who possess good character traits. Examples: Honesty,
competence, candor, commitment, integrity, courage,
straightforwardness, imagination.
KNOW the four factors of leadership — follower, leader, communication,
situation.
KNOW yourself. Examples: strengths and weakness of your character,
knowledge, and skills.
KNOW human nature. Examples: Human needs, emotions, and how
people respond to stress.
KNOW your job. Examples: be proficient and be able to train others in
their tasks.
KNOW your organization. Examples: where to go for help, its climate and
culture, who the unofficial leaders are.
DO provide direction. Examples: goal setting, problem solving, decision
making, planning.
DO implement. Examples: communicating, coordinating, supervising,
evaluating.
DO motivate. Examples: develop morale and esprit de corps in the
organization, train, coach, counsel.
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The Blake and Mouton Managerial Grid, also
known as the Leadership Grid (1985) uses
two axis:
"Concern for people" is plotted using the
vertical axis
"Concern for task or results" is plotted along
the horizontal axis.
They both have a range of 0 to 9. The notion
that just two dimensions can describe a
managerial behavior has the attraction of
simplicity. These two dimensions can be
drawn as a graph or grid:
Authoritarian — strong on tasks, weak on
people skills
 Country Club — strong on people skills, weak
on tasks
 Impoverished — weak on tasks, weak on
people skills
 Team Leader — strong on tasks, strong on
people skills
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THEORIES
OF LEADERSHIP
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TRANSACTIONAL LEADERSHIP
The approach emphasizes getting things done within the
umbrella of the status quo; almost in opposition to the goals of
the transformational leadership. It's considered to be a "by the
book" approach in which the person works within the rules. As
such, it's commonly seen in large, bureaucratic organizations.
TRANSFORMATIONAL LEADERSHIP
The primary focus of the transformational leadership style is to make change
happen in:
Our Self,
Others,
Groups, and
Organizations
The transformational style requires a number of different skills and is closely
associated with two other leadership styles: charismatic and visionary
leadership
CHRISMATIC LEADERSHIP
CHARISMAs a special leadership style commonly associated with
transformational leadership. While extremely powerful, it is extremely hard
to teach
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VISIONARY LEADERSHIP
The leadership style focuses on how the leader defines the future for
followers and moves them toward it.
STRATEGIC LEADERSHIP
This is practiced by the military services such as the US Army, US Air Force,
and many large corporations. It stresses the competitive nature of running an
organization and being able to out fox and out wit the competition
TEAM LEADERSHIP
A few years ago, a large corporation decided that supervisors were no longer
needed and those in charge were suddenly made "team leaders." Today, companies
have gotten smarter about how to exert effective team leadership, but it still takes
leadership to transition a group into a team.
FACILITATIVE LEADERSHIP
This is a special style that anyone who runs a meeting can employ. Rather than
being directive, one uses a number of indirect communication patterns to help the
group reach consensus.
Cross-Cultural Leadership
Not all individuals can adapt to the leadership styles expected in a different culture
whether that culture is organizational or national. In fact, there is some evidence
that American and Asian Leadership Styles are very different, primarily due
to cultural factors.