A project report on Leadership. This report will help you to learn about:- 1. Meaning of Leadership 2. Characteristics of Leadership 3. Responsibilities 4. Types of Leaders 5. Qualities 6. Approaches 7. Styles 8. Importance.
Contents:
- Project Report on the Meaning of Leadership
- Project Report on the Characteristics of Leadership
- Project Report on the Responsibilities of Leadership
- Project Report on the Types of Leaders
- Project Report on the Qualities of Leadership
- Project Report on the Approaches to Leadership
- Project Report on the Styles of Leadership
- Project Report on the Importance of Leadership
Project Report # 1. Meaning of Leadership:
Leadership is the ability to get desirable action, voluntarily and without force, from the followers. Success of a leader depends upon his qualities and characteristics. These characteristics are natural in some cases but there are many cases where these have been developed by constant efforts. Thus it can be said that leaders are both born and self-made.
Leadership can also be defined as “the quality of the behaviour of the individual in the guidance of the people on the desired activities.” Living stone has described it as “the quality to awaken in, others the desire to follow a common objective.” It can also be defined as “the relation between an individual and a group for some common interest and behaving in a manner directed or determined by him.”
Leadership is the process of directing and influencing the task related activities of group members.
This definition includes three implications:
(i) Leadership involves other people may be subordinates or followers, who willingly accepts directions from the leader. Group members help to define the status of leader;
(ii) Leadership involves unequal distribution of power between leaders and followers. Here power means the ability to exert influence i.e. to change the attitudes or behaviours of individuals or groups and
(iii) Leadership involves the ability to use the different forms of power to influence the behavriour of followers.
Leadership is the process of influencing the subordinates so that they cooperate enthusiastically in the achievement of group goals.
Leadership can also be defined as a psychological process of influencing followers or subordinates and providing guidance to them. It is always related to a situation, which means a leader may be effective in one situation while ineffective in another. To be effective, a leader should change his leadership style depending upon the requirements of the situation.
Project Report # 2. Characteristics of Leadership:
1. Leadership is a process of influencing the group members.
2. Leadership is related to a situation.
3. Leadership is the function of motivating the people to strive willingly to attain organisational objectives.
4. Leadership helps in attaining the common objectives.
5. Employees must be satisfied with the type of leadership provided.
6. There must be working relationship between the leader and his followers.
7. The leader by his personal conduct, must set an ideal before his followers.
8. There must be community of interests between that leader and his team of workers.
Project Report # 3. Responsibilities of Leadership:
(i) Achieving the Task:
(i) Leader should be clear about his task, and understand how it fits into the objectives of the organisation.
(ii) Plan to accomplish these tasks.
(iii) Identify the resources need, and provide them.
(iv) Ensure that each member of the group knows his task and as to how he can achieve his targets.
(v) Train and develop the members of the group, if needed.
(vi) Regularly monitor the progress and evaluate the results.
(ii) Keeping Group Morale High:
(i) Leader should regularly brief the group.
(ii) Provide genuine consultation where needed.
(iii) Grievance redressal procedure is made effective.
(iii) Getting the Best out of each Member:
(i) Each person should get a sense of personal achievement in his job.
(ii) A member of the group having unsatisfactory performance should be informed and help him for improvement.
(iii) Every member should feel that his capabilities are matching with his responsibilities.
(iv) Each member should receive adequate recognition for his achievement.
(iv) Team Building:
(i) Establish clear aims.
(ii) Do not over ambitious at the start, and do not have false expectations.
(iii) Prepare realistic time bound programme.
(iv) Ensure everyone agrees to the programme.
(v) Have proper communication.
(vi) Do not ignore the difficulties.
(vii) Encourage openness and frankness.
(viii) Recognise individuals work.
(ix) Remember force or threat does not work.
(x) Have coordination with those who matters.
(xi) Believe in the principle of delegation.
(xii) Learn from mistakes.
Project Report # 4. Types of Leaders:
Different types of leaders in an industry can be classified as under:
A. According to Style of Leadership:
1. Authoritarian or Autocratic leaders:
This type of leaders drives their gang through command and by developing faith in their followers. Such leaders give orders; assign duties and responsibilities without consulting the employees or caring for their opinion. Such leaders never like to delegate their powers.
2. Democratic or Consultative leaders:
These leaders always work according to the wishes of their followers. They frame the policies and procedures in consultation with them but sometimes such leaders also work as a moderator of the ideas and suggestions.
3. Persuasive leaders:
Such leaders influence their followers due to his personal contact, to join with him in getting things done. He gives directions personally and whole of the gang responds to his call, because they love and respect him and full confidence in him.
4. Functional leaders:
Such leaders lead because of their expert knowledge and win the confidence of their followers by their superior knowledge.
5. Free-Reign Leaders:
A free reign or Laissez Faire leader does not lead, but leaves the group entirely to itself. Such leader use very little power and gives a high degree of independence in their working. These leaders are dependent on subordinates to set their own goals.
Practical experience has shown that the authoritarian leadership produces hostility towards their leader and whenever the leader is out, production drops to a minimum. But in the democratic leadership the difference in production during the absence of leader is very less. It tends to increase the production because it wins the confidence, co-operation, loyalty and initiative from his followers.
B. According to Field:
Leadership can also be classified in the following categories:
1. Labour leaders:
These leaders came to prominence due to their qualities of speech, behaviour and action. They are capable to convince the people and bring them round their view point. They then organise themselves into trade unions.
2. Administrative leaders:
By administrative leadership we mean leaders or bosses in the administration. These leaders obtain this position by virtue of their ability, experience and association with the organisation.
These persons are responsible for formulating or assistance in the formulation of policies programmes and plans of the industry and also responsible for their execution. Administrative leadership must work in close co-operation with the workers’ leadership for smooth working.
In an industry general manager or managing director works as administrative leader. But in big industries he alone cannot direct all the activities of the concern. Hence, he is assisted by sub-leaders (managers) and deputy leaders like the sectional managers, foreman, supervisors etc. Each one works as a leader of certain group of men, although the number of such persons under each leader depends upon the responsibility and post held by each.
Acceptance of Administrative Leadership:
Following are some of the factors, because of which a worker accepts the administrative leadership:
1. Fear of Losing Jobs:
Generally workers obey his boss because of the fear of losing jobs. This factor is more important in the society where unemployment problem is more.
2. Thankfulness and Faithfulness:
Workers also obey their bosses because of their thankfulness and faithfulness. Generally this factor holds well where approach is positive rather than negative. The workers look to their leader and obey him because they feel indebted to him.
3. Bargaining:
Sometimes workers obey their leaders as a result of bargain and leaders provide certain benefits or facilities to the workers. Management enters into agreement with the union and a mutual obligation is created.
4. Common Object:
Sometimes management convince the workers that there is something common, which both of them wanted to achieve, and then gets the confidence of the workers. However, it is very difficult to convince the workers.
Project Report # 5. Qualities of Leadership:
Following are some of the qualities, which a good administrative leader must possess:
1. Intelligence and Technical Knowledge:
A good leader must have an intelligence which is more than that of his followers. He must be able to understand and solve the problem in accordance with the prevailing situation. He must also be technically sound. Technically soundness includes skill in planning, organisation, co-ordination and control. In addition to these he must have atleast working knowledge of the technology, finance, legal procedure and economic working under his charge.
2. Initiative:
He must initiate good activities and must be capable of taking initiative.
3. Decisiveness:
A leader must be able to make proper decision at proper time and must stick to it, as lack of decisiveness result in the loss of efficiency. Generally ability to decide comes from self-confidence.
4. Persuasiveness:
Pursuance is also a good quality of a leader. It also helps him in implementing his decisions, orders etc.
5. Responsibility:
A leader must be able to know and feel his responsibilities. He must not shirk his responsibilities and must be in a position to take the burden of decisions on his shoulders.
6. Ability to inspire:
A leader cannot do whole of the work himself. He has to inspire his men so as to get the work done from them. Generally best inspiration is from the conduct and personality of the leader and the standards set by him.
7. Social consciousness:
He must always realise that he is dealing with human beings, who are also having feelings of social status and sense of respect.
8. Positive attitude:
He should always have a positive attitude towards the problems of the industry or workers.
9. Other qualities:
Following are some of the qualities which must also be possessed by a good administrative leader:
(a) Faith and respect from followers.
(b) Enthusiasm.
(c) Affection.
(d) Skill in imparting instruction.
(e) Vigilant.
(f) Maturity.
(g) Adjustable to changing conditions.
(h) Open mindedness.
(i) Possesses foresightedness.
(j) Good health.
(k) Knowledge of human relations.
(l) Communicating skills.
(m) Teaching ability.
(n) Good attitude.
(o) Creative thinking.
Traits and Attitudes:
Leadership is the activity of influencing people to strive willingly for group objectives. Leadership can also be defined as, the process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation.
There are certain characteristics, such as physical energy or friendliness that are essential for effective leadership. Leadership training is therefore said to be helpful only to those with inherent leadership traits.
A leader must have following traits:
1. Ability to communicate a sense of outcome, goal or direction that attracts the followers.
2. Ability to create and communicate meaning with clarity and understanding.
3. Ability to be reliable and consistent that people can count on them.
4. Ability to know one’s self and to use one’s skills within limits of strengths and weaknesses.
5. Following are the main drawbacks which will not allow a leader to rise:
i. Cold, aloof, arrogant nature.
ii. Insensitive to others or abrasive.
iii. Betrayal of trust.
iv. Unable to think strategically.
v. Unable to adopt to boss with different style.
vi. Over dependent on mentor.
vii. Overambitious on playing politics.
viii. Unable to delegate or build a team.
Project Report # 6. Approaches to Leadership:
Leadership approaches are:
1. The Trait Approach:
This approach identifies the personal characteristics of leaders. As we know that some leaders are brave, some are aggressive, some are more articulative, and some are more decisive than others. In this approach these characteristics are compared amongst leaders.
Leaders as a group have been found to be brighter, extroverted, and self-confident than non-leaders. But in practice exceptions have been found, although millions of people have these traits, most of them will never attain leadership position.
Thus the trait approach has not proved useful, as no one set of traits consistently distinguishes leaders from non-leaders or effective leaders from ineffective leaders.
Some of the important traits of an effective leader are:
1. Intelligence.
2. Physical characteristics and level of maturity (personality).
3. Inner motivation drive.
4. Vision and Foresight.
5. Acceptance of responsibility.
6. Open-mind and adoptability.
7. Self-confidence.
8. Human relations attitude.
9. Fairness and objectivity.
2. Behavioural Approach:
Behavioural approach has focused on aspects of leadership functions and leadership styles.
For a group to perform effectively, it is necessary to perform two broad functions:
(i) Task related or problem solving functions, and
(ii) Group maintenance or social functions such as mediating disputes and ensuring that individuals felt valued by the group.
An effective leader is expected to perform both these rolls successfully.
For performing these two leadership functions, two different leadership styles are used. Task oriented style means closely supervising the employees, whereas employee oriented style try to motivate rather than control subordinates.
A leader selects a particular style depending upon his past experience, and characteristics of his subordinates. Choice of leadership style also depends upon situational forces like nature of task, pressure of time and environmental factors.
3. Contingency Approaches:
In practice it has been experienced that, no one trait was common to all effective leaders, and also no one style was effective in all situations.
According to the contingency approach, the management technique that best contributes to the organisational goals might vary in different types of situations or circumstances.
In this theory following factors are identified in various situations that affected the effectiveness of a particular leadership style:
(i) Leader’s personality, past experience and expectations.
(ii) The superior’s expectations and behaviour.
(iii) Task requirements.
(iv) Subordinates characteristics, expectations and behaviour,
(v) Organisational culture and policies.
(vi) Expectations and behaviour of other equal ranking managers.
This leadership approach helps in identifying the most important situational factors and to predict which leadership style is most suitable in given situation. According to Harsey-Blanchard situational theory of leadership, the leadership style should vary with the maturity of the subordinates.
Manager-subordinate relationship moves through four phases as subordinates develop achievement, motivation and experience, a different leadership style is appropriate for each phase.
4. Transformational or Charismatic Approach:
(а) Transformational or charismatic leaders are those who, through their personal vision and energy, inspire followers and have a major impact on their organisations.
(b) Transactional leaders are those leaders, who determine what subordinates need to do to achieve objectives, classify those requirements, and help subordinates to become confident that they can reach their objectives.
Project Report # 7. Distinguished Leadership Style and Patterns:
Certain distinguished leadership styles and patterns may be classified in the following manner:
1. Manager makes the Decision and Announces it:
This is autocratic form of leadership whereby decisions are made by the boss who identifies the problem, considers alternative solutions, selects one of them and then reports his decision to his subordinates for implementation. He does neither perceive the viewpoint of others nor does he provide any opportunity to the subordinates, directly in the process of decision-making.
2. The Manager Sells his Decisions:
He realises that his decision is likely to be resisted by the employees, but he tries to reduce their resistances by attempting to sell his decision and by bringing out the gains from his decision to the employees.
3. The Manager Presents his Ideas and Invites Questions:
The boss arrives at the decision, but gives a full opportunity to his subordinates to get a fuller explanation of his thinking and intentions. In other words, he presents his ideas and encourages questions from the subordinates.
4. The Manager Presents a Tentative Decision Subject to Change:
In this style, decision is taken by the manager but he is amenable to change and influence from the employees. This type of leader may say: “I would like to hear what you have to say about this plan that I have chalked out. I will appreciate your frank reactions but will reserve for myself the final decision.”
5. The Manager may Present the Problem, get the Suggestions and then take his Own Decision:
Sufficient opportunity is given to the workers to make suggestions that are coolly considered by the manager.
6. The Manager may Define the Limits and Request the Groups to make a Decision:
A manager of this style lets the groups have the right to make the decision. Herein, the subordinates are able to take the decision subject to limits defined by the manager.
7. The Manager may Permit Full Involvement of the Subordinates in the Decision making Process:
This is also called ‘democratic leadership’.
Choice of Leadership Style:
The selection of leadership style depends upon consideration of a number of factors.
The important factors that affect the choice of a style of leadership are as follows:
1. Forces in the Manager:
These include manager’s personality, experience and value system, his confidence in subordinates, leadership capabilities etc.
2. Forces in the Subordinates:
These include readiness of the subordinates to assume responsibility for making decisions, need of subordinates for independence, interest in the problem at hand, knowledge to deal with the problem etc.
3. Forces in the situation:
These include complexities of the problem, type of organisation, nature and objectives of the groups, pressure of time, group cohesiveness etc.
Project Report # 8. Importance of Leadership:
Leadership is an indispensible factor for making an organisation successful. Since an organisation is basically a deliberate creation of human beings for attainment of certain specified objectives, the activities of its members require a certain direction effected by a leader. Peter Drucker has pointed out that managers are the basic and scarcest resource of any business enterprise.
The importance of leadership is discussed as follows:
1. Motivating Employees:
A good leader motivates the employees for a better performance. It aims at creating and maintaining a satisfactory environment for employees to make maximum efforts in attaining organisational goals. Good leadership in an organisation itself is a motivating factor for the individuals.
2. Creating Confidence:
A good leader can create confidence in his followers by directing them, giving them advices and directing their efforts and achieving good results for the organisation. Once an individual recognises his abilities with the help of his leader, he acquires a certain level of confidence towards his potential.
3. Helps in Morale Building:
A leader creates dedication and sense of loyalty towards the organisation. High morale leads to high productivity and organisational stability. Thus by providing good leadership in an organisation, employees’ morale can be caused high confidence and zeal the elements of morale by evoking.
4. Representation:
A leader as a representative of his group, protects the interests of his followers and acts as their guardian. As a spokesman, he negotiates with external forces for the betterment of his group.