Introduction (Ch-01: Leadership)

Chapter 1: Introduction
Many people believe that leadership is a way to improve their personal, social, and professional
lives. Some researchers conceptualize leadership as a trait or as behavior, whereas others view
leadership from an information-processing perspective or relational standpoint.
Leadership defined.
Leadership = a process whereby an individual influences a group of individuals to
achieve a common goal.
1) Leadership is a process A process implies that leadership is not a trait or
characteristic that resides in the leader, but rather a transactional event that occurs
between the leader and the follower.
2) Leadership involves influence. It is concerned with how the leader affects its
followers. Without influence leadership does not exist.
3) Leadership occurs in groups . Groups are the context in which leadership takes
place. Others (a group) are required for leadership to occur.
4) Leadership involves common goals. Leaders direct their energies toward
individuals who are trying to achieve something together. By common, we mean
that the leaders and followers have a mutual purpose.
Leadership and power
Power is related to leadership because it is part of the influence process.
- Power = the capacity or potential to influence others. People have power
when they have the ability to affect others’ beliefs, attitudes, and courses of action.
Types of power:
- Referent power Based on followers identification and liking for the leader.
- Expert power Based on followers perception of the leader’s competence.
- Legitimate power Associated with having status or formal job authority
- Reward power Derived from having the capacity to provide rewards to others.
- Coercive power Derived from having the capacity to penalize or punish others.

In organization, there are two major kinds of power:

- Position power = the power a person derives from a particular office or rank in a
formal organization.
- Personal power = the influence capacity a leader derives from being seen by
followers as likable and knowledgeable.

Leadership and (coercion : Tarsayera kam garaune)

To coerce = to influence others to do something against their will and may include
manipulating penalties and rewards in their own work environment.

Leadership and management

In general, many of the functions of management are activities that are consistent
with the definition of leadership. However, the overriding function of management
is to provide order and consistency to organizations, whereas the primary function
of leadership is to produce change and movement.

Management is about seeking order and stability.

Leadership is about seeking adaptive and constructive change.

// Traits : Read from Pdf

Chapter: Transactional Leadership
The process of influencing people in efforts for achievement of organizational
goals, Here there's exchange relation between leader and followers
Leader :Influencer
Follower: Influence
- Away from Trait approach but towards specific behaviors : How leaders do
and how they act, Actions of leader in several context
- Focus on patterns of behavior of leader towards subordinates in various
context
Approaches:
1. Situational Leadership Approach:
- Leadership approach depends on situation,
- Situation is based on Developmental Level of subordinate (D1,D2,..) and
maturity Level of Subordinate
- Each developmental level requires different kinds of Support : Directing,
Coaching, Supporting, Delegating (DCSD)
Developmental Level of Subordinate
D1: low competent, High Commitment
D2: Some competent, low commitment
D3: High Competent, Variable Commitment
D4: High Competent, High Commitment

Maturity Level:
M1: Unable, Unwiilng
M2: Unable, Willing
M3:Able, Unwilling
M4:Able,Willing
Y-Supportive , X Directive
S1: Directing
S2: Coaching
S3:Supporting
S4: Delegating

S1 For D1:
- Yourself identify problem : One way Communication
- Set Goals and Objectives
- Define Roles
- Self Decision Making by leader
- Explain about Task: When, How, Where, What to do
- Monitor and Evaluate
-

S2 For D2:
- Identify problem yourself
- Set Goals and Objectives for them
- Develop Action Plans & Consult followers : Increase Two way
communication
- Praise, support
- Explain decision to followers and listen to Feedback and Make decisions
accordingly
- Monitor and Evaluate

S3 For D3:
- Collectively identify problem
- Collectively Set goals and Objective
- Ask follower to define how task is to be done
- Praise and Support if requested
- Share responsibility for Problem solving and Decision making
- Work with follower to evaluate the work
S4 for D4:
- Collectively identify problem
- Collectively Set goals and Objective
- Allow follower to develop action plan and control decision making
- Periodically Monitor
- Allow Followers to evaluate own work
- Allow Followers to take responsibility and receive credit
 2. Style/Behavioral Leadership
Approach (Task B , Reln B)
- Emphasis on behavior of leader
- Two basic category of Behaviour:
● Task Behaviour : Facilitating Goal Achievement
● Relationship Behavior: Building relationship across different situation
- By combining these behaviors, in a behavioral approach the focus is on how
leaders influence subordinates to reach the goal.

Iowa Leadership Studies

-Three Leadership Styles was identified:

● Authoritarian: Taking decision by leader and Telling subordinates
what to do , Authoritarian led group reacted aggressively result was
found.
● Democratic : Encouraging participation and jointly making
decisions.Most effective and efficient result was found
● Laissez Faire:Letting everything free to the subordinate, Produced
greatest number of aggressive acts result.
Ohio State Leadership Studies
- Researchers at Ohio State believed that the results of studying leadership as a personality
trait seemed fruitless and decided to analyze how individuals acted when they were
leading a group or an organization
- LBDQ (Leader Behavior Description Questionnaire): On the questionnaires, subordinates
had to identify the number of times their leaders engaged in certain types of behaviors
- Two types of behaviors
Initiation Structure: Leader provide structure :
Consideration: Leader nurture and show care and respect:
- The ohio state leadership study viewed these behaviors ans distinct an independent and
both are necessary for leader to be successful

Michigan Leadership Studies

- Two dimension of leadership behavior was identified:
1. Task Centered : Emphasizing Task
2. Employee Centered : Relationship building
- Leader should focus on to best combine both to maximize the impact on
employee behaviour
- Both Ohio State and the University of Michigan to determine how leaders could best
combine their task and relationship behaviors to maximize the impact of these behaviors
on the satisfaction and performance of followers.

BLAKE AND MOUTON’S Managerial Leadership Grid

X : Task : Concern for Result

Y: Relation : Concern People

81 Possible Leadership Style But we will discuss 5 important Leadership Style [PR]
IAM -TC
- Impoverished
- Authority Compliance
- Middle
- Team
- Country Club

- 9,1 Authoritarian-Compliance Management: This style is characterized by a high

concern for production and a low concern for people. Leaders who fall into this category
are typically focused on efficiency and order and may be seen as demanding or
controlling. Hitler

- 1,9 Country Club Management: This style is characterized by a low concern for
production and a high concern for people. Leaders who fall into this category are
typically focused on creating a harmonious and friendly work environment. Mother
Teresa

- 9,9 Team Management: This style is characterized by a high concern for both people
and production. Leaders who fall into this category are typically able to build strong
relationships with their team members while also achieving high levels of performance.
Anil Keshari Shah

- 5,5 Middle-of-the-Road Management: This style is characterized by a moderate

concern for both people and production. Leaders who fall into this category are typically
concerned with maintaining the status quo and avoiding conflict.
 - 1,1 Impoverished Management: This style is characterized by a low concern for both
people and production. Leaders who fall into this category are typically passive and
uninvolved in their teams.

Blake and Mouton Leadership Grid Style:

- Paternalism : Benevolent Dictator (Use of both 1,9 and 9,1): Uses their power for the
good of the people.
- Opportunities : Uses all styles as per personal interest

Behavioral Style Strength:

- A major shift in leadership research from focussing on traits and skills to examining
behaviors and actions of leaders
- Easy to understand system of classifying leadership behaviors : Task and Relationship,
validated by broad range of research
- Allows leaders to classify and evaluate their own behaviors

Critisisms:
- It predicts most effective leadership style is High High style
- This is true but not always [-No universal style of leadership is effective or ineffective in
all situations.]

PATH GOAL THEORY

Main focus of PGT:

- Leader should motivate followers to accomplish designated goals
- The Leaders behavior should correspond to: (Leader le kasto behavior dekhauxa bhanne
kura duita kurama depend hunchha)
1. The needs of followers (bujhnaparyo)
2. Work Setting
Choosing the right behavior of a leader depends on the need of followers and work setting.
Here in path goal theory, we focus on environment/ work setting rather than Traits/ needs of
follower
In path goal theory Leader makes a path for followers to achieve a goal, leader has to make
Followers able to go round the obstacle to achieve the goal.
Leader has to:
-Define goals
-Clarify Path
- Removes obstacle
-Provide Support : Material or Emotional Support

(Doing everything to get followers to goal)

~ GPOS : GPS Obstacle bichma aauchha

Important Components of PG Theory:

- Leaders need to figure out what they can do(Leadership behaviours) to increase worker
motivation
- In light of follower and task characteristics
Leader Behavior : For motivating leader we need to use one of these behavior

- Directive (Task)
- Supportive (Relational)
- Achievement Oriented (Identity, Status)
- Participative(Process): We allow people to get involve in decision making
Leadership Behaviors: TRIP: Task , Relationship, Identity, Process
This is measured by Path Goal Leadership Questionnaire measures TRIP

How to figure out what kind of behavior to follow in what conditions? :

Laying paths will help followers and motivate them with appropriate behavior so the goals can
be easily achieved.
Consider Follower Characteristics, Leader should be aware of:
1. High Need for Affiliation
- Here leader should be friendly and concerned
- Leader needs to be More supportive leadership behavior

2. High Need for structure

- Leadership should provide psychological structure, task clarity and greater sense of
certainty in the work setting.
- More directive leadership behaviors should be of Leader

3. Desire for Control:

- High : Internal locus of control: Followers believes in work leads to success
Leadership should allow followers to be incharge of their work and involved in decision
making process
And Leader should let other people to decide on decision making

- Follower having Low : External Locus of control : Follower believes to Luck

Here the Leader should relieve anxiety about outside forces controlling follower
circumstances so more of directive leadership should be provided.

Task Characteristics
Task ko characteristics anusarle leadership behavior:
- Complex tasks and unclear rules (clear procedure but easily misunderstood)
- More directive leadership behavior [If a task is complex but person is not clear on way
of doing here leader needs to be more directive]
- Highly repetitive tasks
- More supportive leadership behaviors [After gaining expertise for some period follower
needs motivation more]
- Ambiguous tasks(not clear how it is to be done)
- More participative and achievement oriented leadership behaviors

Strengths of Path Goal Theory

- Useful Theoretical Framework

- Four dimension of leadership behvaior [TRIP]
- Useful variables(Task and follower characteristics) for determining
leadership behavior
- -Integrates Motivation
- Practical Model
- Emphasizes Helping followers
Weakness
- Difficult to implement

Contingency Theory

Leader Member Exchange Theory

Leader Member exchange (LMX) theory focuses on the relationship between leader and
follower.
LMX views leadership as a process which focuses on the interaction between a leader and
subordinates.
- Leader should focus on :High quality leader member relationship

In contrast to focusing on:

 - Characteristics of the leader
- Characteristics of the follower
- Characteristics of the context

EARLY STUDIES

1. First studies of LMX Called : Vertical Dyad Linkage (VDL)

- Strange vocabulary (member = Follower)
- Leaders’ relationship to work unit viewed as a series of vertical
dyads(=relationships)

LMX: Ingroup and Outgroup of Subordinates

Figure: The interactions lead to relationships considered “in-group’ or “out-group”

Ingroup = Followers with whom the leader has a high quality relationship (Trust,
Communication, Respect, Commitment)
 - Leader should try to maximize no of ingroup as much as he can.
Outgroup= Followers with whom the leader has low quality relationship

Here
In Group
- More information, influence, confidence,& concern from leader
- More dependable, highly involved, & communicative than out-group
Out-Group
- Less close to leader
- Usually just come to work, do their job, go home

Central Idea of LMX

- Leader should focus on :High quality leader member relationship which result in:
- Less employee turnover
- High performance evaluations
- Greater likelihood of promotion
- Greater organizational commitment
- More attention and support from the leader

Leadership Making when high quality relationships are developed

How does LMX Theory work?

Prescriptive (What should happen for effective relationship):
- Leader should nurture high quality exchange with all subordinates
- Rather than concentrating on differences, leader focuses on ways to build trust and
respect with all subordinates resulting in entire work group becoming as in group

Predictive (key indicator of good leadership)

- The quality of subordinates’ interactions with their supervisors indicates likelihood of
their advancement in organization.

STRENGTHS OF LXM
- LMX theory is the only leadership approach that makes the leader’s relationship
with the follower the centerpiece of the leadership process
- LMX theory points to the importance of positive communication in leadership
- Solid research indicates that healthy LXM leads to positive organizational outcomes

CRITICISMS
- On the surface(ingroups and outgroups), LXM appears unfair and discriminatory.
- Accurate measurement of quality of leader-member exchanges is questioned.

Transformational Leadership
 - Talks about how good leadership can transform the followers
- Emotions plays an important role in this approach
- Assumes Leader can make follower better to achieve goals
- (Process of influencing followers around core elements (emotions, need, values,
morals)
- Makes sense for followers to follow as it provides value and provides value to
follower triggering good emotions to followers)
So this approach assumes TL is:
- Process : Assumes that leader’s interactions can transform followers
- Influence: Assumes that a leader can transform followers to accomplish what they would
do otherwise.
- Core elements: Assumes that followers emotions, values ethics, standards, and long term
goals can be changed.
- Measure: Multifactor leadership Questionnaire(MLQ) which measures different
leadership behaviors

For Contrasting and Comparing with: Transactional Leadership: Focusses on the exchange
that occurs between leaders and their followers
- Can be observed in all kind of organizations
The exchanges that can be observed in all organizations
- No New Taxes = Votes [Politician and voter]
- Sell more cars = Bonus [Car Dealer Owner and Worker]
- Do assignments = Grades [Professor and Student ]
- Surpass goals = Promotion [Manager and Employee]

Transformational Leadership : Superhero leader with a cause: Process of engaging with

others to create a connection that increases motivation and morality in both leader and the
follower .. Both grow to become better so for this :
- Leader is attentive to the needs and motives of the followers and tries to help followers
reach their fullest potential
Eg: Abraham Lincoln
- Raised the hopes and demands of millions of people, motivating them to give themselves to end
slavery.

Pseudo-Transformational:
Focusses on the leader’s interest rather than the interest of his or her followers.
- Leaders who are :Transforming but in a negative way and self consumed, exploitative,
power oriented with warped moral values
Eg: Adolph Hitler, Saddam Hussein

Transformational Leadership Factors : 4Is : If leader is doing these leader he/she will
transform follower to achieve goals
1. Idealized Influence
- Being strong role model :
- High Standards of moral and ethical conduct
2. Inspirational Motivation
- High expectations
- Inspiring followers to commitment to a shared vision
3. Intellectual Stimulation
- Stimulating followers to be creative and innovative
- Develop innovative ways of dealing with organization issues
4. Individualized consideration
- Listening carefully to needs of followers
- Helping followers grow through personal challenges
(INMOSTICON)

STRENGTHS
- Intuitive appeal: People are attracted to Transformational Leadership(TL) because it
makes sense to them
- Emphasizes followers: TL emphasizes follower’s emotion, needs, values and morals
- Effectiveness: Evidence supports that TL is an effective form of leadership. The
dimensions measured(especially the 4Is and contingent rewards: where reward is
provided if you do something good(a part of transactional leadership))) impact the
followers providing:
- Motivation
- Performance
- Satisfaction in organization

CRITICISMS
- Lack conceptual and measurement clarity
- The 4Is overlap
 - Transactional and Transformational leadership overlap
- Essentially ignores task oriented behavior (Planning, defining roles, defining
objective, problem solving)
- Validity of MLQ is weak
- TL treats leadership more as a set of personality traits and abilities than a behavior that
can be taught
- Has a potential to be abused [Without absolute moral standards, the difference between
transformational and pseudo transformational leadership is blurred]

Authentic Leadership

- Authentic Leadership focusses on whether or not leadership is genuine or real

- Interest in Authentic Leadership
- Increasing in recent times due to unethical behaviors of politicians and businesses
- People claim they want trustworthy leaders
- There are a number of versions of Authentic Leadership
1. Intrapersonal Perspective
2. Interpersonal Perspective
3. Practical perspective(Bill George)
4. Developmental perspective (Main one in the textbook)

1. Intrapersonal Authentic Leadership

- Interpersonal Definition:
- Leadership is based on self concept and how self concept relates to action
- Self concept depends on the life story of the leader(Critical life events)
- Three Authentic Leadership Characteristics
- Authentic leaders lead from their own convictions
- Authentic leaders are original, they dont copy what others do
2. Interpersonal Definition
- Leadership is created by leaders and followers together being relationally authentic
- It is a reciprocal process because leaders affect followers and followers affect leaders

3. Practical Approach to Authentic Leadership:

- Bill George, a popular author
- 5 Characteristics of Authentic Leaders:
1. Asense of purpose
 2. Strong Values
3. Trusting relationships with others
4. Act upon their values
5. Sensitive to others

- Good Practical advice

4. Developmental Authentic Leadership (Focus of the Chapter)

Definition:
"A pattern that draws upon and promotes both positive psychological capacities and a positive
ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced
processing of information, and relational transparency on the part of leaders working with
followers, fostering positive self-development."
-Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008)

Factors from which Authentic Leadership is Developed and which it Promotes

1. Positive Psychological Capacities
- Confidence
- Hope
- Optimism
- Resilience
2. Positive Ethical Climate (Moral Reasoning Capacities)
- Being able to decide between right and wrong
- Promoting justice, greater good of the organization or community

Basic Model of Authentic Leadership

Four Components (or Purposes?)

1. Self-awareness
- Reflecting on one's core values, identity, emotions, motives Being aware of and
trusting one's own feelings
2. Internalized moral perspective
- Using internal moral standards to guide behavior
3. Balanced processing
- Ability to analyze information objectively and explore other people's opinions before
making a decision
 4. Relational transparency
- Being open and honest in presenting one's true self to others

Strengths

- Responds to society's need for trustworthy leadership. Fills a void in an uncertain world.
- Provides broad guidelines for those who want to become better people (Bill George).
- Like transformational and servant leadership, authentic leadership has an explicit moral
dimension; some versions have a focus on collective good, others on personal values.
- Unlike traits that only some people exhibit, everyone can learn to be more authentic.

Criticisms
- The theory is still in the formative stages, so some concepts are not clear or substantiated.
- It's difficult to distinguish between authentic leadership and narcissism. Leaders high in
narcissism will do all they can to convince themselves and their followers that they are
authentic.
- See the story of Greg Mortenson (pages 214-215, 8th edition).

- The rationale for including positive psychological capacities as a part of authentic

leadership is not clear.
- It seems as if random concepts are simply stuck together.
- Should we just be studying the trait of honesty instead?
- Or is authentic leadership essentially emotional intelligence and/or purpose in life
(Bill George)?

- One of the main researchers, Fred Walumbwa, had many of the papers he published on
authentic leadership retracted because he couldn't provide the data upon which they were
based.
Servant Leadership:

Leader is going to lead and serve both so its a kind of paradox/

A paradox: both service and influence
Serving the people for their benefit and organizational benefit
- Interest in Servant Leadership
- Most scholarship has been prescriptive: What are the characteristics of good
leaders that really care about the people they lead?
- But during the 21st century, a good amount of research has been done on what
happens when leaders put followers first.
How does Servant Leadership Work?
- It is concerned with putting followers first and the outcomes that are likely to
emerge. : Concept that
- Servant leadership works best when leaders are altruistic (considering others first) and
have a strong motivation to help others.
- Servant leadership should result in community and societal change.
- [Leaders listen and only influence for something that benefits followers]

Servant Leadership Defined

Modern 20th century version: Greenleaf Definition:
- "Servant leadership begins with the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to leadership. [Leader wants to take
energy to serve the people first ]

~ The best test...is: Do those served grow as persons; do they, while being served, become
healthier, wiser, free more autonomous, more likely themselves to become servant(if you
serve them will they serve others)?

~ And, what is the effect on the least privileged in society; will they benefit society ?, or, at
least, will they not be further deprived?"

// Sometimes treated as a trait, but viewed as a behaviour in this chapter

Spears (2002) version of Greenleaf's Servant Leaders -10 Characteristics of a Servant

Leader
10 characteristics of Servant Leader that Green Leaf Proposed:
1. Listening : Listen to peoples need
2. Empathy : care about people
3. Healing : doing what they can to relieve
4. Awareness : awareness of what's happening around
5.Gentle Persuasion : To help people do what they can
6.Conceptualization :
7. Foresight : Enough brain power to figure out what's going to happen and what will be
beneficial
8. Stewardship : To use optimally resources
9.Commitment to the Growth of People
10. Building Community

Figure: Model of Servant Leadership

Servant leadership is a philosophy focused on meeting the needs of followers and communities.
This leadership style involves conceptualizing goals, fostering emotional healing, prioritizing
followers, facilitating growth, behaving ethically, empowering others, and creating value for the
community. The model presented outlines how antecedent conditions, leader attributes, and
follower receptivity influence servant leader behaviors, leading to positive outcomes for
individuals, organizations, and society. Antecedent conditions set the stage, leader attributes
enable servant leadership, follower receptivity is crucial, servant leader behaviors include
listening and empowering, and positive outcomes encompass increased satisfaction, improved
performance, and societal benefits.

Strengths
- Makes altruism the central component of the leadership process.
- Focuses on the well-being of others.
- Provides a counterintuitive approach to the use of influence. [Leaders listen and only
influence for something that benefits followers] Leaders should share control.
- Research has resulted in a sound measure of SL- the SLQ.

Criticisms
- Because servant leadership appears contradictory, it may be seen as whimsical or
moralizing, or not really "leadership."
- Researchers are unable to reach consensus on a common definition or theoretical
framework for SL.
- It's an incomplete theory because it doesn't include other principles of leadership such as
directing, concern for production, etc.
- Not enough research has been done to confirm the outcomes predicted by the theory.

Leadership Ethics (CH-13)

Prescribes right things to do, no theories..

Ethics
- Ethics is concerned with the kinds of values and morals an individual, a culture or a
society believes is appropriate
- The study of morally right behaviors and character
- Since 1960s(TV becomes popular here), the ethical failures of leaders have become more
an more apparent

Kohlberg’s Stage of Moral Development : gives tools to talk about ethics

- Describes how individuals take more and more factors into considerationas they get
older
- Does not provide any guidelines for making ethical decisions
- Any behavior can be justified as ethical using these factors
- Highly criticized : Says highly moral are like old professors ?

Ehical Theories : How people decide right and wrong

- Two Broad Domains : Theories about leaders’ conduct an about leaders’ character
- Conduct: How to behave
- Character: How to love life
Teleological Theories: Outcome sochchha

- Ethical Egoism
- Utilitarianism
- Altruism
- Altruism focuses on cultivating virtues for the sake of a happy or flourishing
life. This theory determines an action to be right if it maximizes the
benefits of some, even at the cost to others involved
- Utilitarianism seeks the greatest balance of pleasure (having subtracted pains)
for everyone.
- Finally, ethical egoism holds that each person should do whatever is in their
best interests. Egoism focuses on self-interest. This ethical principle is used
as justification when something is done to further an individual's own welfare.
Asking the following question can best sum up the principle: 'Does the action
benefit me, as an individual, in any way?'
Deontological Theories: About duties one has to follow
1. Codes of ethics
2. Laws
3. General ethical principles

Character Trait people should follow on making:

Character or Virtue-based Theories: Focus on a leader's character
- Rather than emphasizing what to do in specific situations, emphasizes how people should
be (their habitual responses to situations)
 - Enables moral development through training.
Examples: Virtues that can be developed
- Courage, honesty, fairness, justice, integrity, humility
- Love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, self-control

The Dark Side of Leadership : The Toxic Triangle

Leadership can go really bad, eg : WW II (Hitler) so, we need to make sure these thing dont
come in a leader, follower and environment:

Destructive Leader, Susceptible Folower, Conducive Environment

Susceptible Followers: Aafno moral decision banauna nasakne
- Conformers (Narcissit :Team up for bad values )
- Colluders : Bad Values

Five Principle of Ethical Leadership:

Acting ethically is central to leadership, If we act ethically we can be a leader by example so that
other would also act same.
Ethics: is central to leadership because of:
- The process of influence
- The need to engage followers to accomplish mutual goals
- The impact leaders have on establishing the organizations’ values

5 Principles
Respect Others: Not letting any one down and respect to say they are imp
Serving Other: We should be source of benefit to other
Show justice: No favoritism and prejudice should be tolerated
Honesty: No deception , or line or No Lack of Transparency
Community: Strength by working together and building healthy environment

Ethics Priciple Formula : //RO:SO, Just be Honest on Community

Strengths:
- Provides direction on how to think about ethical leadership and how to practice it
- Suggests that leadership is a moral phenomenon and that ethics should be considered as
integral to the broader domain of leadership
- Highlights principles and virtues that are important in ethical leadership development

Criticism
- Lacks a strong body of traditional research findings to substantiate the theoretical
foundations
- Conceptual confusion regarding the concept of ethics makes ethics hard to measure
- Strongly influenced by personal opinion and world view
Team Leadership (CH-14)

- A group of people formed for accomplishing a goal

- Interdependence: The success of individuals depends on the success of the team
- Commitment to work together and communicate regularly
- Accountable as a unit in a larger organizational context

Research on Teams:
- Team success is highly dependent on leadership
- The leadership functions can be performed by a formal leader or shared by team members
- Distributed(Shared) leadership
- Team Leadership Capacity

Kogler Hill’s Team Leadership Model:

- This model provides the leader or a team member with a mental road map to help:
- Diagnose team problems, and
- Take appropriate actions to correct team problems

Leadership Decisions:

Leadership Decision 1: When should I intervene?

Evaluated through : Predictors of team effectiveness, If team is not effective intervention is
needed:

Characteristics of Team Excellence (L&L,1989) (UPSC CC RE)

 - Clear, elevating goal
- Result driven structure
- Competent Team members
- Unified Commitment
- Collaborative Climate
- Standards of excellence
- External support and recognition
- Principled leadership : Principled leaders have a strong moral compass and make
decisions based on their principles, rather than personal biases or preferences. By
prioritizing their principles, principled leaders ensure that their actions align with their
organization's values and goals.

Leadership Decision 2: When it's time to intervene, Should I intervene internally or

externally?
- Leader must figure out what type of intervention is necessary
- Internal Leadership actions, if:
- Conflict between team members
- Team goals unclear
- External Leadership actions, if
- Organization not providing proper support to the team

Leadership Decision 3:
Should I intervene to meet Task or Relational Needs?
Task Needs:
- Getting job done
- Making decisions
- Solving problem
- Adapting to change
- Making plans
- Achieving goals
Relational Needs
- Developing positive climate
- Solving interpersonal problems
- Satisfying members’ needs
- Developing cohesion

LEADERSHIP ACTIONS:
 - Internal Leadership Actions:
- Task (GST FM)
- Goal Focussing
- Structuring for results
- Facilitating decision making
- Training
- Maintaining Standards
- Relational: (CCM BSM)
- Coaching
- Collaborating
- Managing Conflict
- Building commitment
- Satisfying needs
- Modeling principles
- External Leadership Actions:
- Environmental (BASANN)
- Networking
- Advocating
- Negotiating Support
- Buffering : Protecting pressure from outside groups
- Accessing : what ones teams roles are within the organization
- Sharing Information for help

Kogler Hill’s Model for Team Leadership

Contingency Theory: Leadership style and situational favorableness
Leadership style is measured by LPC (Least Preferred co-worker scale)----unfriendly,
gloomy, unkind…
LPC measures points based on traits//
Low marks: Task oriented
High Marks: Relation Oriented

Situational Favorness:

- Leader member reln- level of trust and confidence

- Task Structure - clear and structured
- Leader’s Position power : Power as a leader
~ Kun situation ma Task oriented, kun ma relation oriented basne ?
: Situations ko Combinations use garera : Low/High LPC nikalchha which helps to determine
Task Orientation needed or Relation orientation needed

Criticisms:
1. Lack of flexibility
2. Issue wth LPC : middle ma theres unclear
3. LPC has 50% reliability, as per a journal

Gender and Leadership (CH-15)

Gender and Leadership Approach Description

Current research primary questions on research

- Do men and women lead differently?
- Are men leaders more effective than women leaders?
- Why are women underrepresented in elite leadership roles?
-
The Glass Ceiling Turned Labyrinth :
Glass ceiling above keeping them above, Labyrinth is metaphor use for Maze route
Women
 - Currently outnumber men in higher education--57% of bachelor's degrees,
60% of master's degrees, more than 50% of doctorates, nearly half of professional
degrees.
- Make up less than half of the U.S. labor force (47%) but represent 51% of the
population.
- Still are underrepresented in upper leadership of corporations and political
systems (the gender gap).
- Three types of explanations

Understanding the Labyrinth

Pre.Hu.Gen
Three factors imp for understanding the maze

The image depicts the "labyrinth of leadership," symbolizing challenges for women in
attaining leadership roles. The yellow circle represents leadership, and winding paths
symbolize obstacles. Specific challenges include:

1. Human capital: Women may face barriers in acquiring skills and experience.
2. Developmental opportunities: Limited access to training and mentoring.
3. Work-home conflict: Women often handle disproportionate childcare and housework.
4. Gender differences:Stereotypes portray women as less competent.
5. Prejudice:Both men and women may harbor biases against female leaders.
6. Style and effectiveness:Women's leadership styles may be negatively judged.
7. Commitment and motivation: Perceptions of women's commitment to careers may be
questioned.
8. Self-promotion:Women may hesitate to promote themselves for leadership.
9. Negotiation traits: Women might be perceived as lacking negotiation skills.
10. Cron-pressures: Societal expectations may pressure women into traditional roles.

Despite these challenges, women can enhance their chances by:

1. Developing human capital through education and experience.

2. Seeking developmental opportunities like training and mentoring.
3. Managing work-home conflict.
4. Challenging gender stereotypes and discrimination.
5. Enhancing leadership skills and style.
6. Being assertive and self-promoting for leadership roles.
7. Building a supportive network.

With perseverance, women can overcome these obstacles in the labyrinth of leadership and
achieve their goals.

Understanding the Labyrinth

- Gendered expectations explain numerous findings:
- Women facing cross-pressures to be tough but not too "manly"
- Greater difficulty for women to be viewed as effective in top leadership roles
- Penalties for women who violate gender stereotypes

Strengths
- Understanding the research in gender and leadership can help promote more women into
upper echelons of leadership.
- Women are more likely to use democratic leadership, participative style.
- Research on gender and leadership is productive in both dispelling myths about the
gender gap and shining a light on aspects of the gender barrier that are difficult to see.
-
Criticisms
- The role of biological differences is often ignored in leadership studies.
- Unanswered questions
- Is it appropriate to consider domestic leadership (child raising, etc.) less important
than organizational leadership? Leadership in home < Org Leadership?
 - Is it realistic to expect men and women to be equally concerned about
domestic duties (e.g., housework, buying clothing for children, car
maintenance)?

Culture and Leadership (CH-16)

Definition of Culture:
“The learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of
people”

Culture, Leadership and Organizations: The Globe Study

- Measured beliefs and values of managers in 62 countries
The Globe Study investigated the beliefs and values of managers in 62 countries, identifying
nine cultural dimensions relevant to leadership and organizations. These dimensions include
assertiveness, future orientation, gender egalitarianism, uncertainty avoidance, in-group
collectivism, performance orientation, human orientation, power distance, and institutional
collectivism. The study revealed significant impacts on leadership styles, organizational
practices, and employee attitudes based on these cultural dimensions. For instance, cultures high
in assertiveness may exhibit more authoritarian leadership styles, while those high in uncertainty
avoidance may lean towards bureaucratic organizations. The Globe Study enhances our
understanding of the intricate link between culture and leadership, providing insights into how
cultural differences influence leadership effectiveness and organizational performance.

Cultural Dimesnion anusarle leadership behavior magchha

Eg: Power distance high hune ma autocratic leader chainchha
In group collectivism high ma charismatic leader
~ Remember Six dimensions
Some of the Six Cultural Dimensions from GLOBE
1. Uncertainty Avoidance :
- Relying on established social norms, rituals, and procedures to avoid uncertainty
 - High: Germanic EuropeHigh UA : Strict on norms, rituals and
procedure
- Low: Latin America
2. Power Distance [Power chai eauta group ma hunaparchha bhanejasto]
- Expecting and agreeing that power should be shared unequally
- High: China
- Low: Nordic Europe
3. In-Group Collectivism:
- Expressing pride, loyalty, and cohesiveness in their organizations or families
- High: Confucian Asia
- Low: Anglo countries
4. Gender Egalitarianism: [Men and Women should be viewed together if High]
- Minimizing gender role differences
- High: Nordic Europe
- Low: Middle East
5. Performance Orientation:
- Encouraging and rewarding people for improved performance and excellence.
- High: Anglo-American countries
- Low: Latin America
6. Humane Orientation:
- Encouraging and rewarding people for being fair, altruistic, generous, caring, and kind to
others
- High: Sub-Saharan Africa
- Low: Latin Europe

How culture interacts with Leadership?

Here we see : Leadership Behavior & Culture Clusters

GLOBE research identified six global leadership behaviors that are considered important to
various degrees in various cultures.

Each culture values some kind of Leadership behaviour

6 Sets of Leadership Behaviour:
- Charismatic/value-based
 - Team-oriented
- Participative
- Humane-oriented
- Autonomous
- Self- and group-protective

ANGLO American Culture values these kind of leadership:

The nine cultural clusters identified by the GLOBE study, as well as the leadership styles
that are most preferred within each cluster. Let's break it down.

● Anglo Cluster: This cluster includes countries like the United States, the United
Kingdom, Canada, Australia, and New Zealand. These cultures tend to be
individualistic, assertive, and performance-oriented. They value leaders who are
charismatic, participative, and team-oriented.

● Latin America Cluster: This cluster includes countries like Mexico, Brazil,
Argentina, and Venezuela. These cultures tend to be more collectivistic and
relationship-oriented than the Anglo cluster. They value leaders who are humane-
oriented, team-oriented, and autonomous.

● Confucian Asia Cluster: This cluster includes countries like China, Japan, South
Korea, and Singapore. These cultures tend to be collectivistic and power-distance
oriented. They value leaders who are charismatic/value-based, humane-oriented,
 and in-group oriented.

● Eastern Europe Cluster: This cluster includes countries like Russia, Poland,
Hungary, and the Czech Republic. These cultures tend to be more collectivistic
and power-distance oriented than the Anglo cluster. They value leaders who are
charismatic/value-based, team-oriented, and humane-oriented.

● Germanic Europe Cluster: This cluster includes countries like Germany, Austria,
Switzerland, and the Netherlands. These cultures tend to be more assertive and
performance-oriented than the Anglo cluster, but also more egalitarian. They
value leaders who are participative, team-oriented, and autonomous.

● Nordic Europe Cluster: This cluster includes countries like Denmark, Sweden,
Norway, and Finland. These cultures tend to be more egalitarian and
individualistic than the Anglo cluster. They value leaders who are participative,
humane-oriented, and autonomous.

● Sub-Saharan Africa Cluster: This cluster includes countries like Nigeria, South
Africa, Kenya, and Ghana. These cultures tend to be more collectivistic and
power-distance oriented than the Anglo cluster. They value leaders who are
charismatic/value-based, humane-oriented, and team-oriented.

● Arab Middle East Cluster: This cluster includes countries like Saudi Arabia, Egypt,
the United Arab Emirates, and Qatar. These cultures tend to be more collectivistic
and power-distance oriented than the Anglo cluster. They value leaders who are
charismatic/value-based, humane-oriented, and in-group oriented.

● Southern Asia Cluster: This cluster includes countries like India, Pakistan,
Bangladesh, and Sri Lanka. These cultures tend to be more collectivistic and
power-distance oriented than the Anglo cluster. They value leaders who are
charismatic/value-based, humane-oriented, and team-oriented.
It's important to note that these are just generalizations, and there is always variation
within each culture. However, the GLOBE study provides a valuable framework for
understanding how culture can influence leadership styles and preferences.

Leadership as Power and Influencing Process [Copy Note]

● As a leader you need to influence your member

● Combination of : Power, Influence and leadership may be good
● Power isnot effective for long time [lower engagement of follower)
● Anyone can access their power irrespective of position

Power vs Influence

● Powerful people might have authority but mightnot win their heart or influence you
● Everywhere Follower will test how well the leader is.
● You need to be able to influence to be able to lead
So, essence of leadership is Influencing

Influence:

● Change in target agents attitude, value, belief, and behavior as the result og influence
tactics
● Measured in terms of degree of actual change

Influencing Tactics:

Follower believe on leaders’ act not on the words, thats how influencing happens

1. Commitment within
2. Compliance [Instrumental compliance lead to compliance]

Outcome of influencing Attempts:

1. Cistance [Unsucessful outcome of your influence ]

2. Internalization
3. Identification

Tactics of Infliencing:

Used to influence and to overcome resistance

1. Rational Persuasion
2. Inspirational Appeal
3. Consultation
4. Ingratiation
5. Personal Appeal
6. Exchange
7. Coalition
8. Legitimisation
9. Pressure

Power Approaches

Power:

● Capacity to produce effect on others

● Potential to influence others
Sources of Power:

1. Legitimate Power
2. Reward Power
3. COercive Power

Personal Power:

1. Informational Power
2. Referent Power
3. Expert Power
4. COnnection Power
5. Moral Power

Effetive leader uses : Expert and Refernt Power together

ORGANICATIONAL CHANGE

Org Change:

A process by which org move from their present state to some desired future state to increase
their effectiveness

Eg: CG came with Akabare after loosing mkt share.

Org CHange is to use resources in a way that improve their fit with environment

● Change is not easy

Change are of two types:

1. Evolutionary : Gradual, Incremental, Constant

2. Revolutionary: Re engineering, Restructuring, Innovation
Triggers if change:

1. Increasingly demand of customers

2. Globalization
3. Technology
4. Organizational Accountability
5. People

In Framework of organizational Functionin [ Strategy is the heart and other framework of:
Structure, System, Process, Staff, Culture are interrelated]

Planning and Managing Organizational Change

Kurt Lewins Change mOdel

Org has two force

1. Pushing Forece [for change

2. Restraining Force [ For status quo

So, change is modification of forces keeping the system stable

: Increase the pushing force and

: Decrease the restraining Force

So, 3 Stage of Change are:

1. Unfreezing :

· The old prractices and situation

· REducign restraining force

· Creating motivation and readiness to change through dissconfirming anxiety

or psychological safety

2. Changing:

· Moving to a new level of behavior practice

 · Changing structure process, conditions

· Presenting models and direction of new ways

· Reducing threats and convincing about attainability

3. Refreeezing

● The new begaviour/practices

● Providing supports
● Developing skills to manage changes

Dealing with Resistance to change

● Education and communication

● Participation and empowerment
● Bargaining and Negotiating
● Manipulation- Cooption and Building Alliance
● Coercion
Leadership Issues in Nepal: A Complex Landscape
Nepal's leadership landscape faces various challenges, impacting the country's
development and stability. Here's a brief overview of some key issues:
Political Arena:

· Instability and fragmentation: Frequent coalition governments and shifting alliances

often hinder long-term vision and implementation.

· Corruption and lack of transparency: Perceptions of widespread corruption erode

public trust and hinder effective resource allocation.

· Focus on short-term gains: Prioritization of immediate political benefits over long-

term development goals.

· Limited inclusivity: Representation of diverse groups, particularly marginalized

communities, in leadership positions remains low.

Socio-economic Sphere:
· Inequality and poverty: Despite progress, significant segments of the population
struggle with poverty and limited access to opportunities.

· Weak rule of law: Implementation of laws and regulations remains inconsistent,

hindering effective governance and development.

· Brain drain: Outmigration of skilled youth reduces available human capital, impacting
various sectors.

· Environmental degradation: Climate change and unsustainable practices pose

significant threats to livelihoods and development.

Leadership Qualities:

· Lack of visionary leadership: Difficulty in articulating and rallying people behind a

clear vision for the future.

· Limited effectiveness in communication and collaboration: Challenges in

building consensus and engaging diverse stakeholders.

· Inadequate focus on capacity building: Limited investment in developing future

leaders who can address complex challenges.

It's important to remember:

· This is a complex and multifaceted issue with diverse perspectives and ongoing debates.

· There are also positive developments and efforts to address these challenges.

· The situation is constantly evolving, and new leadership approaches may emerge.

Further Exploration:

· News articles and analysis: Stay updated on current developments and discussions.
· Academic research: Explore in-depth studies on specific leadership issues in Nepal.

· Reports from NGOs and think tanks: Gain insights from various perspectives on the
challenges and potential solutions.

By understanding these issues and engaging in constructive dialogue, we can contribute to

finding solutions and fostering better leadership in Nepal.

SHORT CUT NOTES:

Transformational Leadership : 4Is and Emotion and Charisma

· Idealized Leadership : Ability to serve as a role model

· Intellectual Stimulation: Enccouraging ..

· Inspitational Motivation : To motivate followers through a compelling vision

· Individualized Consideration : Catering to individual needs, Balanced Quality of life

· Innovative Thinking: INspiration and motivation

Emotional Intelligence

Charismatic Leader

Situational Leadership:

One soup for all is not applicable, SItuational adaptability should be there and leader
should be flexible

- Adaptability deicsion
- Contextual Decision

- Flexibility is imp here

Developmental Level = Maturity Level

S1 forD1 : Low competence : Fresher = Directing work from scratch

S2 for D2: Demotivated [ Communicate, give direction and be affirmative]

S3 for D3: High competence, Varaible Commitment [Occasional Direction and More
SUpport

S4 for D4:High Competence , High Commitment [ communicating and provide highest

level of authority]

Traits of a Leader

OCEAN ATOH:

- Oppeness to experience
- COncisentiousness
- Extroversion
- Agreeable ness
- Neurocitisim
- Accountability
- Transparency
- Objective
- Humanism
- Resilient
- Participative
Behavioral Leader:

Two kinds of behaviour: 1. Task Behavior 2. Relationship Behavior

LMX Leadership

Dai-Vai culture

Reln between leader and followers to increase trust and motivation

Team Leadership
Person leading team to reach a common goal

Power :

1. Reciprocative Power

2. Coercive Power

3. Reward Power

Influencing Tactics:

- Relational Persuasion

Appraising

Inspirrational Appeal

Consultation

Collab

Ingratiation: Expressing good

Personal Appeals
Legitimating Tactis

Organizational Change:

Kurt Lewin:

Unfreeze Change Refreeze

Reflective Leadership:

He reflects upon his action: Learn from mistakes