Leadership and Change Management


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Pages : 212; Paperback;
210 X 275 mm approx.

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Leadership and Change Management, Textbook, Workbook

Understanding Leadership : Chapter 1

Leadership is often considered something mystical and mysterious. It is often linked with charisma and other exotic personality traits. It is considered more inspiring than management. These assumptions have no place in a study of leadership and management of businesses. Leadership and management are essential, distinctive, and complementary systems of action.

If they fail to complement one another in practice, this can result in chaos or stagnation. A majority of today's corporations are over-managed and under-led. They are lacking in leadership. Well-led organizations do not wait for leaders to emerge on their own, but actively seek out people with leadership potential and groom them into leaders, while exposing them deliberately to varied work experiences. The leadership process can be institutionalized with careful selection, nurturing, and encouragement. Leaders have to be groomed, and leadership has to be institutionalized. But an organization should be equally careful to build managerial strength. Strong leadership and weak management in an organization can be far worse than weak leadership and strong management. Hence, the challenge for organizations is to have both strong leadership and strong management. Not many people are good leaders as well as good managers. Some people have the potential to be good managers while others are gifted to be leaders but not managers. A well-run organization has place for both types of people in its teams.

Effective leaders are characterized by attributes like self-awareness, self-regulation, motivation, empathy, and social skills. These leaders understand their own emotional make-up as well as that of the others with whom they work, and use this understanding to accomplish the company's objectives. Three types of theories have been formulated on the basis of research into leadership.

They are the trait, behavioral and contingency theories. According to the trait theories, some traits such as extroversion, aggressiveness, self-confidence, honesty and integrity, and intelligence differentiate leaders form non-leaders. According to the behavioral school, successful leadership depends more on appropriate behavior and skills, and less on personality traits.

Four different behavioral theories - the Ohio State Studies, the University of Michigan Studies, the Managerial Grid and the Scandinavian Studies - sought to identify the different behaviors adopted by leaders. The contingency theories deal with the situational aspects of leadership styles. Some of the well-known contingency theories are Fiedler's contingency model, Hersey and Blanchard's situational theory, the Leader-Member exchange theory, the Leader-Participation model and the Path-Goal theory.

Chapter 1 : Overview

The difference between Leadership and Management
Leadership provides a direction for change while management deals with planning and budgeting
Leadership deals with aligning people, while management deals with organizing and staffing Leadership motivates people while management controls and solves problems

Evolution of leadership theories

Trait theories
Behavioral theories Contingency approaches to leadership

Attributes of effective leaders
Social skills.