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1. LEADERSHIP
Your Company Name

2. Agenda
2
Begin 09:30 AM 10:00 AM 10:30 AM
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3. 3
End12:00 PM11:30 AM11:00 AM
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Agenda

4. What is Leadership
Leadership Influenceis
4

5. 5
Definition of
Leadership
Leadership is the process of influencing people and providing an
environment for them to achieve team or organizational objectives
What is Leadership?

6. Leadership Is...
6
Leadership
Vision Follower
ship
Influence
+ + =

7. 7
A leader is a person who has a
vision, a drive and a
commitment to achieve that
vision, and the skills to make it
happen.
Who is a
Leader?

8. 8
Leadership Quotes
Leadership
Is the art of getting someone else
to do something you want done
because he wants to do it.”
Dwight D. Eisenhower

9. Leadership Quotes
A leader is one who knows
the way, goes the way, and
shows the way.
John C. Maxwell
9

10. 10
Leadership and Learning
are Indispensable to each
other
John F. Kennedy
Leadership Quotes

11. Difference Between Managers & Leaders
11
Managers
Administer
Maintain
Control
Short term view
Ask How & when
Initiate
Accept the status quo
Do things right
Leaders
Innovate
Develop
Inspire
Long term view
Ask what & why
Originate
Challenge the status quo
Do right things

12. Leadership vs Management
12
Leadership
Evaluate strengths, needs and marketplace
Inspire people/foster commitment
Reach long range goals and objectives
Define purpose/ set direction
Visionary/ strategic thinker
Create a mission statement
Management
Nurture organizational structure/establish
systems and processes
Organize teams, plan budgets, set timelines
and maintain quality
Develop talent/ solve problems
Manage projects effectively and efficiently
Enterprise builder/ productivity expert
Deliver on the mission statement
Focus
Role
Approach
Methodology
Style / tone
Outcome

13. 13
Qualitiesofa
GoodLeader
01 Shared Vision
02 Lead Change
03 Inspire People
04 Honest
05 Set Example
06 Empower People
07 Forward Looking
08 Competent

14. Formal and Informal Leadership
14
Formalleadership
▪ Occurs when a manager leads by
exercising formal authority.
▪ The exercise of formal authority through
assigning duties derives, from the
managers official position within the
organization’s hierarchy of authority.
▪ Any employee who is assigned a
managerial position has the opportunity
and responsibility to exercise formal
leadership.
Informalleadership
▪ Arises when a person without formal
authority is influential in directing the
behaviors of others. Although not
formally appointed or elected he
becomes a leader through his actions or
personal attractions.

15. Styles of
Leadership

16. Leadership Styles based on Authority
16
Based On Authority Retained
Authoritarian Democratic
Free –rein
(Laissez faire)
Consultative Persuasive

17. Leadership Styles based on Authority
17
Autocratic Laissez-faire
Do This!
Do this or that as
you see fit
What do you think
we should do?
Democratic

18. 18
Autocratic
Leadership
▪ Under the autocratic leadership style, all decision-
making powers are centralized in the leader, as
with dictator leaders.
▪ They do not entertain any suggestions or initiatives
from subordinates. The autocratic management has been
successful as it provides strong motivation to the managers.
▪ It permits quick decision-making, as only one person
decides for the whole group and keeps each decision to
himself until he feels it is needed to be shared with the rest
of the group.
▪ High degree of dependency on the leader.

19. Autocratic Leadership Advantages & Disadvantages
19
Disadvantages of Autocratic
Style of Leadership
• Subordinates are not informed about
why they are asked to do a particular
work
• Subordinates are forced to follow the
directions.
• Depends entirely upon the efficiency
of the leader.
• Creative ideas are not utilized.
• Organizational continuity is threatened
Advantages of Autocratic Style
of leadership
• Provides for quick decision-making
• Subordinates like to work under
centralized authority
• Confidential matters can be kept
secretly.
• Less competent subordinates are
required.

20. Democratic
Leadership
• Consultative:
Process of consultation before
decisions are taken.
• Persuasive:
Leader takes decision and seeks to
persuade others that the decision is
correct.
20

21. Democratic Leadership Advantages & Disadvantages
21
• It fits almost every business.
• It often has solutions for
complex problems.
• It promotes a creative
environment.
• It builds strong teams.
List of Advantages of
Democratic Leadership Style
List of Disadvantages of
Democratic Leadership Style
• It tends to become apologetic.
• It is time-consuming.
• It takes long to process
decisions.
• It can seem to be uncertain.

22. A free rein leader does not lead,
but leaves the group entirely
to itself such a leader allows
maximum freedom to
subordinates, i.e. they are given
a free hand in deciding their own
policies and methods.
22
Laissez
Faire
Leadership

23. Laissez-faire Leadership Advantages & Disadvantages
23
• When team members have the skills to succeed.
• When group members are experts.
• When independence is valued.
Benefits of Laissez-
Faire Leadership
• Lack of role awareness.
• Poor involvement with the group.
• Low accountability.
• Passivity and avoidance.
Downsides of
Laissez-Faire Leadership

24. Based On Task vs People Emphasis
24
Peopleemphasis
Task emphasis
Low-task and low relationship
[ Free Rein Style ]
High relationship and low-task
[ Supporting Style ]
High task and high relationship
[ Participative Style ]
High task and low relationship
[ Autocratic Style ]
High
Low
High
Low

25. Based On Assumptions About People
25
They distrust people and
believe in close supervision
and tight control over the
subordinates.
They are participative, trust
subordinate and allow them
to participate in decision-
making.
Theory X Theory YMc Gregor’s Theory

26. Likert's Styles Of Leadership
26
Benevolent Authoritative
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Consultative Leadership
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Participate Leadership
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Exploitative Authoritative
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audience's attention.
Likert’s Four
Styles
01
02
03
04

27. Entrepreneurial
Leadership
• A charismatic personality that inspires others to
do business with him.
• A much stronger interest in dealing with
customers than employees.
• A strong dislike for bureaucratic rules and
regulations.
• Anxiety to consolidate business gains as quickly
as possible.
27

28. 28
Where leaders & followers are
in some type of exchange
relationship in order to get
needs met
Transactional
Leadership

29. Transformational Leadership- 4 Components
29
• Innovation
• Creativity
• Goals
• Challenge
• Role model
• Walk the walk
• Enthusiasm & optimism
• Embody values
• Clear vision
• Optimism
• Inclusion
• Productivity
• Mentorship
• Empathy
• Purpose
• Strengths & skills
Individual
Consideration
Idealized
Influence
Intellectual
Stimulation
Inspirational
Motivation

30. Transactional vs Transformational Leadership
30
Transactional
Rank, position
Compliance
Short term
Pay, promotion, etc.
Important
Character, competence
Commitment
Long term
Pride, self-esteem, etc.
Less important
Leader’s source of power
Follower reaction
Time Frame
Rewards
Supervision
TransformationalCategory

31. Theories of
Leadership

32. 32
Leadership
Theories
01 Trait Theory
02 The Managerial Grid
03 Contingency Theory
04 Leader Behavior Theory

33. Personality Traits
Abilities
Personal
Traits
Motivators
Trait Theory of Leadership
33
• Supervising ability
• Intelligence
• Initiative
• Self-assurance
• Decisiveness
• Masculinity/ femininity
• Maturity
• Working class affinity
• Need for occupational
achievement
• Self-actualization
• Power over others
• High financial rewards
• Job security

34. What Makes a Leader
34
A Born Leader
Honesty and
Integrity
Maturity and
Charisma
Analytical Ability Self Confidence A Desire to Lead
Development
Contextualize
Decisions
A Drive to
Achieve

35. 35
Traits and Skills (Leaders vs Non-Leaders)
Traits
• Adaptable To Situations
• Alert To Social Environment
• Ambitious, Achievement Oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (Power Motivation)
• Energetic (High Activity Level)
• Persistent
• Self-confident
• Tolerate Of Stress
• Willing To Assume Responsibility
Skills
• Clever (Intelligent)
• Conceptually Skilled
• Creative
• Diplomatic And Tactful
• Fluent In Speaking
• Knowledgeable About The Work
• Organized (Administrative Ability)
• Persuasive
• Socially Skilled
Traits and Skills (Leaders vs Non-Leaders)

36. 36
Theories proposing that specific behaviors differentiate
leaders from nonleaders.
Behavioral Theory of Leadership
Behavioral Theory
Leadership behaviors
can be taught.
Trait Theory
Leader are born, not
made.

37. Managerial Grid
37
Country Club
Management
1.9
Impoverished
Management
1.1
Team Management
9.9
Task Management
9.1
Middle Of The
Road Management
5.5
1
2
3
4
5
6
7
8
9
987654321
Concern For Production
ConcernForPeople

38. Behavioral Theory Studies-Ohio State Studies
38
The extent to which a leader is likely to define and structure his or her role and
those of subordinates in the search for goal attainment.
Initiating Structure
The extent to which a leader is likely to have job relationships characterized by
mutual trust, respect for subordinates’ ideas, and regard for their feelings.
Consideration

39. 39
University of Michigan Studies
Employee-oriented
Emphasizing interpersonal relations,
taking a personal interest in the
needs of employees and accepting
individual differences among
members.
Production-
oriented Leader
One who emphasizes technical
or task aspects of the job.

40. 01
0205
0304
40
Contingency Theories & Situational Theories of Leadership
Fiedler Model
Hersey and Blanchard's
Situational Theory
Leader Member Exchange
Theory
Leader Participation
Model
Path Goal
Theory
Contingency
Theories

41. Take a Little
Coffee Break

42. Contingency Theory
42
• Behavior of leader depends upon characteristic of situation leader is in.
• Implies under what conditions will employee oriented leadership will be
effective and under what type of conditions production oriented leadership
be more effective.
Contingency Theory

43. 43
• The theory that effective groups depends upon a proper match between a leader’s style of
interesting with subordinates and the degree to which the situation gives control and influence to
the leader.
• There are basically three steps in the model
a) Identifying leadership style
b) Defining the situation
c) Matching leaders and situations
Fiedler's Model

44. Fiedler's Contingency Model
44
Category I II III IV V VI VII VIII
Leader member
relations
Good Good Poor Poor Good Good Poor Poor
Task structure High High Low Low High High Low Low
Position power Strong Weak Strong Weak Strong Weak Strong Weak
Favorable Moderate Unfavorable
PerformanceGoodPoor
Task oriented
Relationship oriented

45. Least Preferred Co-worker (LPC) Scale
45
Least Preferred Co-worker (LPC) Scale
Scale
Pleasant 8 7 6 5 4 3 2 1 Unpleasant
Friendly 8 7 6 5 4 3 2 1 Unfriendly
Rejecting 8 7 6 5 4 3 2 1 Accepting
Tense 8 7 6 5 4 3 2 1 Relaxed
Cold 8 7 6 5 4 3 2 1 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 8 7 6 5 4 3 2 1 Interesting
Quarrelsome 8 7 6 5 4 3 2 1 Harmonious
Scoring
Your final score is the total of the numbers you circled on the 18 scales
57 or less = low LPC (Task motivated)
58-63 = Middle LPC (socio-independent leaders, task or with how others view them)
64 or above = High LPC (motivated by relationship)

46. Contingency Model
46
Leader-member
relations
Good Poor
Task Structure High Structure Low Structure High Structure Low Structure
Position power
Strong
power
Weak
power
Strong
power
Weak
power
Strong
power
Weak
power
Strong
power
Weak
power
Preferred leadership
Style
1 2 3 4 5 6 7 8
Low LPCs
Middle LPCs
High LPCs
Low
LPCs

47. Path Goal Theory
47
The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary
direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or
organization.
Path Goal Theory
Goals

48. Path Goal Theory
48
Leader behavior
• Directive
• Participative
• Achievement oriented
• SupportiveEnvironment
Contingency factors
• Task Structure
• Formal authority system
• Work group
Subordinate
contingency factors
• Locus of control
• Experience
• Perceived ability
Outcome
• Performance
• Satisfaction

49. Path Goal Theory
49
Path Path
Path-Goal Leadership
Goal(s)
(Productivity)
Subordinates
Defines
Goals
Clarifies
path
Removes
Obstacles
Provides
support

50. How Path Goal Theory Works
50
Subordinate
Behavior
Autonomous need for control
need for clarity
High expectations need to
excel
Unsatisfied need affiliation
need human touch
Dogmatic authoritarian
Task
Characteristics
Ambiguous under
unstructured
Ambiguous unclear rules
complex
Ambiguous Challenging
complex
Repetitive unchallenging
mundane
Leadership
Behavior
Participative
Provides involvement
Directive
Provides guidance and psychological
structure
Achievement oriented
Provides challenges
Supportive
Provides nurturance

51. Hersey & Blanchard's Situational Leadership (SLT)
51
Followers Can Accept Or Reject The Leader
Directive behavior
Supportivebehavior
S1
S2S3
S4
Share ideas and facilitate
in decision making
Explain decisions and provide
opportunity for clarification
Provide specific
instructions and closely
supervise performance
Turn over responsibility
for decisions and
implantation

52. Four Leadership Styles (Hersey & Blanchard)
52
Telling
The leader define the
roles needed to do
the job and tells
followers what,
where, how, and
when to do the tasks.
Selling
The leader provides
followers with
supportive
instructions, but is
also supportive.
Participating
The leader and
followers share in
decisions about how
best to complete A
high-quality job
Delegating
The leader provides
little specific, close
direction or personal
support to followers.

53. Leader-Member Exchange Theory
53
Subordinate A
Subordinate B
Subordinate C
Subordinate D Subordinate E Subordinate F
Leader
Personal Compatibility,
Subordinate and/or
Extroverted Personality
Trust
Formal Relations
High interactions

54. Normative Decision Model (Vroom & Yetton)
54
Autocratic I (AI) Leader solves the problem along using information that is readily available to
him/her
Autocratic II (AII) Leader obtains additional information from group members, then makes decision alone.
Group members may or may not be informed.
Consultative I (CI) Leader shares problem with group members individually, and asks for information and
evaluation. Group members do not meet collectively, and leader makes decision alone.
Consultative II (CII) Leader shares problem with group members collectively, but makes decision alone
Group II (GII)
Leader meets with group to discuss situation. Leader focuses and directs discussion, but
does not impose will. Group makes final decision.

55. Participative Leadership
55
No
participation
by followers
High
participation
by followers
Autocratic
Decision
Consultative
Decision
Joint
Decision
Delegated
Decision
Continuum Of Decision Procedures

56. Participative Leadership Process
56
How Participative Leaders Operate
01 02
0405
Facilitate the
conversation.
Openly share information
and knowledge.
Encourage people to
share their ideas.
Synthesize all the
available information.
Take the best possible
decision.
Communicate their
decision back to the group.
01 02 03
06 05 04

57. Four Types of Participative Decision Making
57
Participative decision-making styles
Autocratic participative decision-making implies that while possible
solutions are brainstormed collectively, the responsibility of taking
the final decision is still on the leader alone.
Autocratic
Collective decision-making is a form of leadership style where all
decision are taken by the group, and the responsibility for these
decisions are also entirely on the group.
Collective
Consensus decision-making is a leadership style where the
leader gives up control and responsibility of decision-making,
leaving it entirely to the group.
Consensus
Democratic or participative leadership encourages
participation of all members, but the final decision is taken by
the leader.
Democratic
01
02
03
04
Participative decision-making styles

58. Icons For Leadership
58

59. 59
Additional
Slides

60. 60
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Vision
&
Mission

61. Anita Smith Robin Clark Mary Carter
Our Team
61
CEO/Director
GraphicDesigner
FinancialAdvisor
Photoshop
ILLustrator
Software skills
Photoshop
ILLustrator
Software skills
Photoshop
ILLustrator
Software skills

62. About Us
62
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We are Professional
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We are Creative
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We are Talented

63. Our Main
Goals
Satisfaction
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Communication
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Values
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64. Comparison
64
Managers Leaders
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65. Dashboard
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L o w H i g h
M e d i u m
60
0
10
20
30
40
50
70
80
90
100
110

66. Location
66
United States China
Brazil
Australia
25%
45%
35%
70%

67. 67
Project
Timeline
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9, Jan
16, Feb
28, Apr
11, Jun

68. Post it
68

69. 69
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PuzzlePieces
01
0203
04

70. Target
70
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01
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04

71. Venn
71
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72. Mind Map
72
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01
02
03
05
04

73. Lego
73
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03

74. Silhouettes
74
0201
Silhouettes
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75. Bar Graph
75
0 20 40 60 80 100
FY'01
FY'02
FY'03
FY'04
FY'05
In Percentage(%)
Product 1
Product 2
Product 3

76. Hierarchy
76
Text Here
Text Here Text Here
Text Here
Text Here
Text Here
Text Here
Text Here Text Here
Text Here
Text Here
Text Here

77. Funnel
77
01
02
03
04
05
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78. Pie Chart
www.company.com 78
10%
15%
50%
25%
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79. Contact US
79
Address:
# street number, city, state
Contact Number:
0123456789 Email Address:
emailaddress@123gmail.com

80. 80
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