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LEADERSHIP & LEADERSHIP


THEORIES IN WESTERN
COUNTRIES
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Leadership is….

 According to Harry Truman (former


American President):
“Leadership is the ability to get people to do
what they don’t like to do and like it.”

 Leadership is the art or process of


influencing people so that they contribute
willingly and enthusiastically towards group
goals.
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Leadership is….
 It is a compound of 4 major ingredients:
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Leadership Traits
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Leadership Theories
Philosophical Background:
Theories X, Y, and Z
 A manager who believes
Theory
Theory XX Manager
Manager that people are basically
lazy and that coercion and
threats of punishment often
are necessary to get them
to work.
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Leadership Theories
Philosophical Background:
Theories X, Y, and Z
 A manager who believes
Theory
Theory XX Manager
Manager that under the right
conditions people not only
Theory
Theory YY Manager
Manager will work hard but will seek
increased responsibility and
challenge.
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Leadership Theories
Philosophical Background:
Theories X, Y, and Z
 A manager who believes
Theory
Theory XX Manager
Manager that workers seek
opportunities to participate
Theory
Theory YY Manager
Manager in management and are
motivated by teamwork and
responsibility sharing.
Theory
Theory ZZ Manager
Manager
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Leadership Theories
Leadership Behaviors
and Styles
The use of work-centered
Authoritarian
Authoritarian behavior designed to ensure
Leadership
Leadership task accomplishment.
The use of work-centered
Paternalistic
Paternalistic behavior coupled with a
Leadership
Leadership protective employee centered
concern.
The use of both work- or task-
Participative
Participative centered and people centered
Leadership
Leadership approaches to leading
subordinates.
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Leader–Subordinate Interactions

Authoritarian Leader

Subordinate Subordinate Subordinate

One-way downward flow of information


and influence from authoritarian leader
to subordinates.
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Leader–Subordinate Interactions

Paternalistic Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of


information and influence between
leader and subordinates.
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Leader–Subordinate Interactions

Participative Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of


information and influence between
leader and subordinates.
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The Managerial Grid

High 1,9 Management Style 9,9 Management Style


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Thoughtful attention to needs of Work accomplishment is from


people for satisfying relationships committed people; interdependence
Concern for People/Relationships

leads to a comfortable friendly through a “common stake” in


organization atmosphere and organization purpose leads to
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work tempo relationships of trust and respect


5,5 Management Style
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Adequate organization performance is


possible through balancing the necessity
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to get out work with maintaining morale of


people at a satisfactory level
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1,1 Management Style 9,1 Management Style


Exertion of minimum effort to get Efficiency in operations results from
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required work done is arranging conditions of work in such


Low
appropriate to sustain a way that human elements
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organization membership interface to a minimum degree


1 2 3 4 5 6 7 8 9
Low Concern for Production/Task High
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Leadership in the International Context

How do leaders in other countries attempt to direct


or influence their subordinates?
Are their approaches similar to those used in the
India?

Research shows that there are both similarities and


differences – most international research on leadership
has focused on Europe, East Asia, the Middle East,
and developing countries such as Peru, Chile, and
Argentina.
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Leadership in the International Context


Attitudes of European European managers tend to use a
participative approach. Researchers
Managers Toward investigated four areas relevant to
Leadership Practices leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader believe that employees
and prefer to be directed and have little
and Initiative
Initiative
ambition? (Theory X)
OR
Does the leader believe that characteristics
such as initiative can be acquired by most
people regardless of their inborn traits and
abilities? (Theory Y)
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Leadership in the International Context


Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader believe that detailed,
and complete instructions should be given to
and Initiative
Initiative
subordinates and that subordinates need only
Sharing
Sharing Information
Information this information to do their jobs?
and
and Objectives
Objectives OR
Does the leader believe that general
directions are sufficient and that
subordinates can use their initiative in
working out the details?
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Leadership in the International Context


Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader support participative
and leadership practices?
and Initiative
Initiative
Sharing
Sharing Information
Information
and
and Objectives
Objectives

Participation
Participation
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Leadership in the International Context


Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader believe that the most
and effective way to control employees is
and Initiative
Initiative
through rewards and punishment?
Sharing
Sharing Information
Information OR
and
and Objectives
Objectives
Does the leader believe that employees
Participation respond best to internally generated control?
Participation

Internal
Internal Control
Control
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Leadership in the International Context


Attitudes of European The Role of Level, Size, and
Managers Toward Age on European Managers’
Leadership Practices Attitudes Toward Leadership
 Higher-level managers tend to express more democratic
values than lower-level managers in some countries – in
other countries, the opposite was true
 Company size tends to influence the degree of
participative-autocratic attitudes
 Younger managers were more likely to have democratic
values when it came to capacity for leadership and
initiative and to sharing information and objectives
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Leadership in the International Context


Attitudes of European
Conclusion About European
Managers Toward
Leadership Practices
Leadership Practices
 Most European managers tend to reflect more
participative and democratic attitudes – but
not in every country
 Organizational level, company size, and age
seem to greatly influence attitudes toward
leadership
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Leadership in the International Context

Japanese Leadership
Approaches
 Japan is well known for its paternalistic approach to leadership

 Japanese culture promotes a high safety or security need,


which is present among home country–based employees as
well as MNC expatriates
 Japanese managers have much greater belief in the capacity
of subordinates for leadership and initiative than do managers
in most other countries – only managers in Anglo-American
countries had stronger feelings in this area
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Leadership in the International Context


Differences Between
Japanese and U.S.
Leadership Styles
 Except for internal control, large U.S. firms tend to be
more democratic than small ones – the profile is quite
different in Japan

 Younger U.S. managers appear to express more


democratic attitudes than their older counterparts on
all four leadership dimensions
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Leadership in the International Context


Differences Between
Japanese and U.S.
Leadership Styles
Another difference between Japanese and U.S. leadership styles is how
senior-level managers process information and learn
 Variety Amplification
Japanese executives are taught and tend to use variety amplification – the
creation of uncertainty and the analysis of many alternatives regarding
future action
 Variety Reduction
U.S. executives are taught and tend to use variety reduction – the limiting
of uncertainty and the focusing of action on a limited number of alternatives
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Differences in Middle Eastern and


Western Management
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Differences in Middle Eastern and


Western Management
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Recent Findings and Insights About


Leadership
Transformational Leadership
Transformational leaders are characterized by four interrelated factors:

Idealized  Transformational leaders are a


Idealized Influence
Influence
source of charisma and enjoy
the admiration of their
followers.
 They enhance pride, loyalty,
and confidence in their people,
and align these followers by
providing a common purpose
or vision that the latter
willingly accept
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Recent Findings and Insights About


Leadership
Transformational Leadership
Transformational leaders are characterized by four interrelated factors:

Idealized  These leaders are extremely


Idealized Influence
Influence
effective in articulating their
vision, mission, and beliefs in
Inspirational
Inspirational Motivation
Motivation clear-cut ways, thus providing
an easy-to understand sense
of purpose regarding what
needs to be done
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Recent Findings and Insights About


Leadership
Transformational Leadership
Transformational leaders are characterized by four
interrelated factors:
Idealized  Transformational leaders are
Idealized Influence
Influence
able to get their followers to
question old paradigms and to
Inspirational
Inspirational Motivation
Motivation accept new views of the world
regarding how things now
Intellectual Stimulation need to be done
Intellectual Stimulation
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Recent Findings and Insights About


Leadership
Transformational Leadership
Transformational leaders are characterized by four interrelated factors:

Idealized  These leaders are able to


Idealized Influence
Influence
diagnose and elevate the
needs of each of their followers
Inspirational
Inspirational Motivation
Motivation through individualized
consideration, thus furthering
Intellectual the development of these
Intellectual Stimulation
Stimulation
people
Individualized
Individualized
Consideration
Consideration
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Rankings of the Most Important


Leadership Attributes
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Rankings of the Most Important


Leadership Attributes
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Recent Findings and Insights About


Leadership
Leader Behavior, Leader
Effectiveness, and Leading Teams
 One of the keys to successful global leadership is
knowing what style and behavior works best in a given
culture and adapting appropriately
 In affective cultures, such as the United States, leaders
tend to exhibit their emotions
 Inneutral cultures, such as Japan and China, leaders
do not tend to show their emotions
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Recent Findings and Insights About


Leadership
Ethically Responsible
Global Leadership
Linking leadership and corporate responsibility
through “responsible global leadership”
 Values Based Leadership
 Ethical Decision Making
 Quality Stakeholder Relationships

According to this view, global leadership must be based on core


values and credos that reflect principled business and leadership
practices, high levels of ethical and moral behavior, and a set of
shared ideals that advance organizational and societal well-being.
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Some Great Global Leaders

 Mother Teresa
 Abraham Lincoln
 Mikhail Gorbachev
 Adolf Hitler
 Barack Obama
 Bill Gates
 Steve Jobs
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Mikhail Gorbachev
 Russian Leader
 A farmer’s son born on 2nd March 1931
 Brave, Firm, Unparallel intelligence
 Gave freedom to people, reduced fear from
people’s mind
 Go-getter
 Had knack of using his obstacles as his
weapon to fight
 Self confident, Noble Peace prize winner
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Abraham Lincoln
 American President
 Born on 12th Feb 1809 to a poor
family in a hut
 Humble, ambitious, kind hearted yet
strong minded
 Hardworking, intelligent
 Saved U.S.A. from self destruction
 Demolished Slavery from U.S.A.
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Mother Teresa
 Real name- Agnesë Gonxhe
Bojaxhiu, was an Albanian
Roman Catholic nun with Indian
citizenship
 Born on 26th Aug 1910
 Leader through actions
 Devoted to well being of people
 Knack of communicating &
understanding people
 Strong determination, selfless
worker
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Barack Obama
 44th American President
 Born on 4th Aug 1961
 First Black president of U.S.A
 Courage to ‘dream big’
 Good Orator
 Charismatic
 Bold, value- based
 “Change”- is his motto.
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Bill Gates
 Founder, Ex CEO of Microsoft
 Philanthropist
 Enthusiastic, visionary,
hardworking
 Determined, passionate about
work, intelligent, consolidator
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Steve Jobs
 CEO of Apple
 Awarded as ‘Best Leader of
2005’ by Business Week
 Visionary, decisive, trail blazer
 Creator, very demanding of his
employees
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Adolf Hitler
 Austrian born German
politician & leader.
 Born on 20th April 1889
 He was the ruler of Germany
from 1933 to 1945
 Charismatic, strong willed,
Patriotic, Great orator
 Courageous, Dictator,
intelligent, strategist
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