Leader and Leadership in an Organization

There are great debate on leader and leadership. Some of the people say that leaders are born not made but some are against it. It is said that Alexander/Julius Caesar were leader from born.

On the chapter we have to discuss about leader and leadership in an organization. A manager should be leader or not? A manager has better quality of leaders or leaders have better quality of managers?

Leadership objectives:

Meaning of leadership

Qualities of a good leader

Theories of leadership

Different types of leaders

Functions of a leader

Differences between ‘managers’ and ‘leaders’

According to the Haiman Leadership is, “the process by which an executive or a manager imaginatively directs, guides and influences the work of others in choosing and attaining specified goals by mediation between the individual and organization in such a manner that both will obtain the maximum satisfaction.” In other word we can say leadership is, “the relationship in which one person influences others to work together willingly on related tasks to attain that level which he desires.”

Some quality of a good leader:

Has foresight

Has influence

Has representative role playing

Communicates properly

Commands attention and respect

Helps to achieve task objectives

Commands trust and confidence

Is sensitive to the task, people and environment

Builds team and becomes a model

Has the ability and skill to manage the team

Has the ability to take decision and many more

In the leadership theories “Great Man” theories comes first and according to it great leaders are born, not made.

According to trait theories people inherit certain qualities and traits that make them better suited to leadership.

According to Contingency theories leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation.

According to situational theories leaders choose the best course of action based upon situational variable.

According to the behavioural theories leaders are based upon the belief that great leaders are made, not born.

According to the participative theories ideal leadership style is one that takes the input of others into account.

Management theories focus on the role of supervision, organization, and group performance.

Relationship theories focus upon the connections formed between leaders and followers.

About the classification of leadership we know these types:

Bureaucrat Leaders

Autocrat Leaders

Diplomat Leaders

Expert Leaders

Quarter Back Leaders

But according to the Chris Argyris leadership classification leaders types are:

Directive type

Permissive type

Participative type

Abraham Zaleznik (1977), delineated differences between leadership and management. He saw leaders as inspiring visionaries, concerned about substance; while managers are viewed as planners who have concerns with process. Warren Bennis (1989) further explained a dichotomy between managers and leaders. He drew twelve distinctions between the two groups:

Managers administer, leaders innovate.

Managers ask how and when, leaders as what and why.

Mangers focus on systems, leaders focus on people.

Managers do things right, leaders do the right things.

Managers maintain, leaders develop.

Mangers rely on control, leaders inspire trust.

Managers have a short-term perspective, leaders have a long-term perspective.

Managers accept the status-quo; leaders challenge the status-quo.

Managers have an eye on the bottom line, leader have an eye on the horizon.

Managers imitate, leaders originate.

Managers emulate the classic good soldier, leaders are their own person.

Managers copy, leaders show originality.

In the end of the chapter we can say leaders are far ahead from a manager. Manager vision should be like a leader. Above mentioned all the resources will clear you about the function of a manager and leaders. In this term we can say leaders purpose are for high term however manager purposes are for short-term.

Groups and Group Dynamics

The group concept is as old as civilization. In the primitive age group was a basic unit of survival. On this group chapter we have to focuses on group dynamics and principles of group dynamics.

Groups and Group Dynamics Objectives:

Meaning of group

Characteristics and functions of groups

Different types of groups

Group characteristics

Group dynamics and principles of group dynamics

About group Kimball Young defines, “two or more persons in a state of social interaction.” Sherif and Sherif define about group as, “a social unit which consists of a number of individuals who stand in definite status and role relationships to one another and which possesses a set of values or norms of its own regulating the behaviour of individual members, at least in matters of consequence to the group.”

Normally group characters define in four parts 1) two or more people, 2) who interact with one another, 3) share some common ideology, and 4) see themselves as a group.

On the formal group MBA book MB 0027 writes, “The formal work group has a designated leader who supervises group members, mediates rewards and punishments, and is responsible for group performance to a higher authority in the organization.”

On the informal work groups, “Informal groups are loosely organized groups such as bowling teams and social clubs that arise apart from the formal organization to which members of the informal group may belong.”

Thomas Harrll has defined group dynamics as, “an expression that describes the situation in which people acting together in a group accomplish certain thing, either positively or negatively in a way that cannot be explained adequately in terms of the individual acting separately.”

Cartwright has termed principles of group dynamics which are:

If a group is to be used effectively as a medium of change, those who are to be changed and those who are to wield an influence for change must have a strong sense of belonging to the same group, i.e., the barriers between the leaders and the led should be broken down.

The more attractive a group is to its members, the greater the influence it would exercise on its members.

The higher the prestige of a group member in the eyes of the members, the greater the influence he will exercise on them.

Information relating to the need for change, plans for change, and the consequence of change must be shared by all the members of a group.

In the end of the chapter we can say that group dynamics is concerned with the interactions and forces between group members in a social situation.

Grievance and Grievance Procedure

Grievances always vary from company to company and it has many definitions also by many authors. Grievance is used company to indicate various forms and stages of an employee’s dissatisfaction.

According to the Dale Yoder, “a written complaint filled by an employee and claiming unfair treatment.” Another definition comes with Prof. Jucious who defines as, “any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels unfair, unjust or inequitable.”

There are various factors which arise Grievances. A grievance is always a symbol of some malfunctioning or maladjustment and an able and skillful manager can always find out the real or submerged reasons for a grievance.

The dispute or grievance constitutes a managerial problem and the scientific method is usually most productive in arriving at a satisfactory solution.

On the Grievance handling procedure from MBA books, MB 0027 writes:

A grievance should be dealt within the limits of the first line supervisor.

The appellate authority should be made clear to the employee so that is he cannot get satisfaction from his immediate supervisor, he should know the next step.

The grievance should be dealt with speedily.

In establishing a grievance procedure, if the grievance is against an instruction given by a superior in the interest or order and discipline, the instructions must be carried out first and then only employee can register his protest.

Grievance Handling Procedure Image

In the grievance handling the some factors include:

Receive and define the nature of the dissatisfaction.

Get the facts.

Analyze and divide.

Apply the answer.

Follow up.

In establishing a grievance procedure, if the grievance is against an instruction given by a superior in the interest of order and discipline, the instructions must be carried out first and then only employee can register the protest.

In the language of the labour management relations, a grievance is a complaint formally presented by the employee or employees to the management.

In case, the grievance has not been settled by top management and top union leadership, the same may be submitted to an impartial arbitrator.

Discipline and Disciplinary Procedure of Management

On the basis of discipline a system or an organization may run very smoothly. Discipline in an organization is a paramount importance for its smooth running and survival.

Discipline comes with the capitalist system to run factories and arrange the resources and labour power. It is basically known for an organization however in the Jamindari system it was also most famous for discipline.

Discipline and Disciplinary Procedure Objectives:

Meaning of discipline and disciplinary procedure

Objectives of discipline

Principles for maintenance of discipline

Basic ingredients and guidelines for disciplinary action

Procedure for disciplinary action

Process of dismissal and discharge of the employee

Conditions for discharge of the employee

According to the Bremblett, Earl R, “discipline in the broad sense means orderliness-the opposite of confusion.” But according to the Calhoon Richard D., “discipline may be considered as a force that prompts individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of an organization.”

On the objectives of Discipline one of the MBA books MB 0027 writes:

To obtain a willing acceptance of the rules, regulations and procedures of an organization, so that organizational goals may be attained.

To impact an element of certainty despite several differences in informal behaviour patterns and other related changes in an organization.

To develop among the employees a spirit of tolerance and a desire to make adjustments.

To give and seek direction, and responsibility.

To create an atmosphere of respect for the human personality and human relations.

To increase the working efficiency and morale of the employees, so that their productivity is stopped up, the cost of production brought down and the quality of production improved.

According to Article 311 of the Indian constitution, which says that, “no person shall be dismissed or removed from service until he has been given a reasonable opportunity to show cause as to why the proposed action should not be taken against him.”

In the end of the chapter we can say that the ultimate purpose of a disciplinary action is to maintain discipline, to ensure productivity, and avoid a repetition of the offense.

In the other words a disciplinary action should be evaluated in terms of its effectiveness after it has been taken.

Morale and Motivation Theory of Management

Morale is internal feeling and it is inspired by the environment. Motivation comes from enthusiasm, zeal, confidence in individuals or groups that they will be able to cope with the tasks assigned to them.

Morale and Motivation Objectives:

Meaning and importance of morale

Relationship between morale and productivity

Methods of measurement of employee morale

Distinguish between morale and motivation

Steps in motivation

Ways of motivating the employees

Major theories of motivation

From one of the MBA Books MB 0027 a theory comes in my mind which has been proposed by Professor Ralph C. Davis about morale, “Good organizational morale is a condition in which individuals and groups voluntarily make a reasonable subordination of their personnel objectives of their organization.”

Another theory of morale comes from B Flippo morale is, “a mental condition or attitude of individuals and groups which determines their willingness to co-operate. Good morale is evidenced by employee enthusiasm, voluntary conformance with regulations and orders, and a willingness to co-operate with others in the accomplishment of an organization’s objectives. Poor morale is evinced by surliness, insubordination, a feeling of discouragement and dislike of the job, company and associates.”

On the importance of morale we can say that it is the realization of common objectives which refers to the working of an individual. Morale is also depends on the reality and material background. So, it depends upon the relations between expectations and reality.

There are some scales on which we can measure employee’s Morale:

The supervisor/executive’s impressions

The guided interview

The unguided interview

A combination of the guided and unguided interview

An analysis of company records

The listening-in process

The questionnaire

A combination of any of the foregoing methods

Morale can be improved in a specific organization and in a specific environment:

Creation of whole jobs

Job enrichment

Building Responsibility into a job

Modifying the work environment

Flexing Working hours

Job-sharing

Rotation of Jobs

Profit-Sharing

These are the perception on which we can develop a strong feeling for the morale in a person to do that.

Motivation is also an internal feeling like morale but it is not consistence like morale. About the motivation Michael Jucius has defined, “motivation is an act of stimulating someone to get a desired course of action.”

In the theories of motivation Maslow’s Need Hierarchy theory comes at first. According to Maslow’s hierarchy theory it is known as an individual’s motivations as a predetermined order of needs which he strives to satisfy. His model of hierarchy of needs indicates satisfaction of human basic needs.

Another theory comes with McGregor’s which is known as theory of X and theory of Y (and theory of Z).

In the end of the chapter we can say the best results come when an organization has both high morale and high motivation.