BECOMING A LEADER-II:Theories of leadership, Developing leadership potential

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Human Relations MGMT611

Lesson 18

BECOMING A LEADER-II

Difference between leadership and managerial ship:

It is appropriate to mention here the difference between leadership and managerialship, though the terms

are often used interchangeably. The distinction according to Kanungo & Conger 1995 is based on two

different criteria. The first criterion refers to the type of roles played by leaders and managers in

organizations. The manager plays the role of caretaker or system stabilizer responsible for day-to-day

routine maintenance, supervision and administration of the existing system of operation. Leaders, however,

play the role of change agents responsible for effectively bringing about changes or transformations in the

existing system and its members.

The second criterion for distinguishing leadership from managerialship is based on the nature of influence

on the organization and its members.

Theories of leadership:

Let us have a look at the three types of theories of the leadership. Although we are not directly concerned

with first two types of theories, yet they are being presented for a brief introduction. The third type of

theory is directly related to our course.

1. Big man theory:

This kind of theory is about the leaders who are called leaders by birth or born leaders. This type of

leadership skill is not acquired through training. It is about the leaders who bring revolutionary changes at

the mass level. Prophet Muhammad (PBUH) was a born leader. He brought a mass level of change in the

society. Hitler and Churchill also belong to the category of born leaders.

2. Contingency theory:

In this category fall those individuals who become leaders out of circumstances. They are not born leaders.

Sometimes situation arise and they become leader to fill the vacuum created by the circumstances. A recent

example of this type of leadership is of the President Karzai.

3. Trait theory:

In this type of theory behavioural traits or characteristics are taught and learnt through training. This theory

is related to the skill which can be learnt to achieve personal and organizational goals.

Behaviours and Skills of Effective Leaders:

The behaviours and skills of leaders contribute to productivity and morale in most situations. In addition to

personal attributes, a leader has to do things that influence group members to achieve good performance.

Managers in their supervisory and administrative roles use various rewards and sanctions to induce

compliance in others. This manner of influencing others' behaviours is known as `transactional influence'.

Leaders on the other hand, use `transformational influence' to bring about changes in others' attitudes,

values and behaviour. This is done essentially through effectively articulating future goals or visions and

empowering others to work toward the achievement of these goals (Kanungo and Mendonca, 1994). A

manager has to perform various roles at one time. The role is the social position a person occupies in the

social structure while interacting with other people. He has to understand the behaviours of the workers and

organization as an entity.

We will discuss nine characteristics that make help great leaders.

1. Practice Strong Ethics:

Being trustworthy facilitates a leader practicing strong ethics, the study of moral obligation, or separating

right from wrong. Workers are more likely to trust an ethical leader. Good ethics serve as a positive model

for group members, thus strengthening the organization. Ethical leaders help group members avoid

common ethical pitfalls such as lying, divulging confidential information, and covering up accidents. An

effective leader practices the Golden Rule.

Human Relations MGMT611

2. Direction Setting:

Given that leaders are supposed to bring about change, they must guide people in the right direction,

including establishing a vision.

3. Develop Partnerships with People:

In a partnership, the leaders and group members are connected in such a way that the power between

them is approximately balanced. A partnership involves an exchange of purpose, a right to say no for side,

joint accountability, and absolute honesty.

4. Help Group Members Reach Goals and Achieve Satisfaction:

The leader smoothes out the path to goal attainment, and also looks out for the satisfaction of group

members. Another way of helping group members achieve goals is to reduce frustrating barriers to work

accomplishment.

5. Set High Expectations:

It can make people achieve a lot. Group members live up (or down) to the leader's expectations according

to the Pygmalion effect. The manager's expectations become a self-fulfilling prophecy in part because

when a leader expresses faith in group members, the members become more confident.

6. Give Frequent Feedback on Performance:

Feedback is informational and rewarding. Effective leaders inform employees how they can improve and

praise them for things done right. Feedback is an informal kind of reward which encourages the employees

or workers.

7. Manage a Crisis Effectively:

Crisis management, including managing adversity, is becoming the mode in organizations. Leaders should

be capable of handling difficult situations courageously and effectively.

8. Ask the Right Questions:

Leaders can make a major contribution by asking the right questions. Although being knowledgeable about

the group task is important, there are many times when asking group members penetrating questions is

more important. This is especially true because in today's complex and rapidly changing business

environment, the collective intelligence of group members is needed to solve problems.

9. Be a Servant Leader:

A humanitarian approach to leadership is to be a servant leader, one who serves group members by

working on their behalf to achieve their goals, not his or her goals. Help others to achieve their goals.

Developing leadership potential:

It is about creating conditions under which all your followers can perform independently and effectively

toward a common objective.

Servant leadership stems naturally from a commitment to service.

1. General education and specific training:

You should have general information and understanding about your field. You should have specific training

of your job related activities so that you could lead and guide your team members.

2. Leadership development programmes:

Leadership skills can be acquired by taking courses or programmes on leadership.

3. Acquire broad experience:

A leader should have broader knowledge of the things in order to handle or run the affairs of the

organization smoothly.

4. Modeling effective leaders:

You should have some models in your mind that you admire as good leaders. You should try to internalize

the characteristics of those leaders.

5. Self-development of leadership characteristics and behaviour:

Study leadership characteristics and behaviour, and target one or two for improvement through self-

determination and self-monitoring of behaviour.

6. Practice a little leadership:

Look for opportunities to exert a small amount of helpful leadership in contrast to waiting for opportunities

to accomplish extraordinary deeds. Mentoring would be an example of practicing a little leadership.

Help your leader lead:

Human Relations MGMT611

Leaders need assistance so they can do a good job, and providing this assistance provides some leadership

experience.

8. Become an integrated human being:

The leader is first and foremost a fully functioning person. Leadership development is therefore the process

of self-development. As a result, the process of becoming a leader is similar to the process of becoming an

integrated human being.

Suggestions for becoming more charismatic leader

There are certain leadership attributes which are the inner or personal qualities of the leaders. These

attributes include values, character, motives, habits, traits, motives, style, behaviours, and skills etc. Here we

discuss some more characteristics to be a more charismatic leader.

1. Communicate a vision

2. Make frequent use of metaphors and analogies

3. Inspire trust and confidence

4. Be highly energetic and goal oriented

5. Be emotionally expressive and warm

6. Make ample use of true stories

7. Smile frequently

8. Be candid

9. Make everybody feel that he or she is important

10. Multiply the effectiveness of your handshake

11. Stand up straight and also use non-verbal signals of self-confidence

12. Be willing to take personal risks

13. Be self-promotional

References:

Dubrin, A.J. (2005). Human Relations: Career and Personal Success. Upper Saddle River, New Jersey,

07458.

Kanungo, R. N. & Conger, J.A.( 1995). Modal orientation in leadership research and their implication

for developing countries. In R.N. Kanungo (ed.), New approaches to employee management, Vol. 3:

Employee management in developing countries, 155-170. Greenwich, Conn.: JAI Press

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