Education

1. www.studymafia.org
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www.studymafia.org www.studymafia.org
Seminar
On
Leadership

2. CONTENT
Definition
Characteristics of Leadership
Significance
Leadership Styles
Leadership vs Management
Leadership Theories
Conclusion

3. INTRODUCTION
 Leadership is a theme that has been in discussion
and also in people's interest from the ancient days
itself, ancient philosophers of Greek like Socrates
and Plato are superabundance gurus of leadership
and management.
 It is said that, in this transforming world, leadership
not only has solutions for firms and individual
people but also furnish solutions to nations, sectors,
and regions.

4. DEFINITION
The ability to positively influence people and
systems to have a meaningful impact and
achieve results.
 Leading People
 Influencing People
 Commanding People
 Guiding People

5. CHARACTERISTICS OF LEADERSHIP
1. Leader must have followers
2. It is working relationship between leader and
followers
3. Purpose is to achieve some common goal or
goals
4. A leader influences his followers willingly not
by force
5. Leadership is exercised in a given situation
6. Leadership is a power relationship
7. It is a continuous process

6. A QUESTION…
A leader need not be a manager but a manager
must have many of the qualities of a good
leader?????
Managerial Leadership

7. SIGNIFICANCE
1. Setting Goals
2. Motivating Employees
3. Building morale
4. Creating Confidence
5. Discipline
6. Developing Team-work
7. Facilitates Change
8. Representing the group

8. LEADERSHIP STYLES
• Leader by the position achieved
• Leader by personality, charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to accomplish things

9. LEADERSHIP MANAGEMENT
Working in the system
React
Control risks
Enforce organizational rules
Seek and then follow direction
Control people by pushing them in
the right direction
Coordinate effort
Provide instructions
Working on the system
Create opportunities
Seek opportunities
Change organizational rules
Provide a vision to believe in and
strategic alignment
Motivate people by satisfying
basic human needs
Inspire achievement and energize
people
Coach followers, create self-
leaders and empower them

10. LEADERSHIP TRAITS
Intelligence
 More intelligent than non-
leaders
 Scholarship
 Knowledge
 Being able to get things
done
Physical
 Doesn’t seem to be
correlated
Personality
 Verbal facility
 Honesty
 Initiative
 Aggressive
 Self-confident
 Ambitious
 Originality
 Sociability
 Adaptability

11. LEADERSHIP STYLES
Autocratic:
o Leader makes decisions without reference to anyone
else
o High degree of dependency on the leader
o Can create de-motivation and alienation
of staff
o May be valuable in some types of business where
decisions need to be made quickly and decisively

12. Democratic:
 Encourages decision making from different
perspectives – leadership may be emphasised
throughout the organisation
 Consultative: process of consultation before decisions
are taken
 Persuasive: Leader takes decision and seeks to
persuade others that the decision is correct

13. Laissez-Faire:
1. ‘Let it be’ – the leadership responsibilities
are shared by all
2. Can be very useful in businesses
where creative ideas are important
3. Can be highly motivational,
as people have control over their working life
4. Can make coordination and decision making
time-consuming and lacking in overall direction
5. Relies on good team work
6. Relies on good interpersonal relations

14. Paternalistic:
 Leader acts as a ‘father figure’
 Paternalistic leader makes decision but may consult
 Believes in the need to support staff

15. LEADERSHIP THEORIES
Trait Theory
 Early on, it was thought that leaders were born with
inherent physiological and personality traits
 Age
 Height
 Intelligence
 Academic achievements
 Stogdill (1974) – identified several general factors
that differentiate leaders from non-leaders…

16. LEADERSHIP THEORIES
 Capacity: problem-solving capabilities, making judgments and
working hard
 Achievements: accomplishments such as academic record,
knowledge and sports
 Responsibility: dependability, reliability, self-drive, perseverance,
aggressiveness and self-confidence
 Participation and involvement: highly developed social interaction,
popularity, swift adaptation to changing situations, and easier
cooperation compared to non-leaders
 Socio-economic status: effective leaders usually belong to higher
socio-economic classes
Trait Theory (continued)

17. LEADERSHIP THEORIES
Behavioral Theories
 Ohio State studies focused on task and social behavior
of leaders
 Identified two dimensions of leader behavior
 Initiating Structure: role of leader in defining his/her
role and roles of group members
 Consideration: leader’s mutual trust and respect for
group members’ ideas and feelings
 Two different behavioral theories:
 Role Theory
 Managerial Grid

18. LEADERSHIP THEORIES
Managerial Grid
 Developed by Drs. Robert R. Blake and Jane S. Mouton
 Believed managers have different leadership styles which
led to two different dimensions of leadership:
 Concern for Production: manager who is task-
oriented and focuses on getting results or
accomplishing the mission (X-axis of grid)
 Concern for People: manager who avoids conflicts
and strives for friendly relations with subordinates (Y-
axis of grid)

19. LEADERSHIP THEORIES
Managerial Grid (continued)
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
**manager
’s goal is
9,9**

20. LEADERSHIP THEORIES
Participative Theories
 Assumes the following
 Involvement in decision-making improves the
understanding of the issues involved and the
commitment of those who must carry out the decisions.
 People are less competitive and more collaborative
when they are working on joint goals.
 Several people deciding together make better decisions
than one person alone.
 Two different participative theories:
 Lewin’s leadership styles
 Likert’s leadership styles

21. LIKERT’S SYSTEM OF LEADERSHIP
 Rensis Likert and his associates studied the patterns and styles
of managers for three decades at the University of Michigan,
USA, and identified a four-fold model of management systems.
1. The model was developed on the basis of a questionnaire
administered to managers in over 200 organizations and
research into the performance characteristics of different types
of organizations.
2. The four systems of management system or the four leadership
styles identified by Likert are:

22.  System 1 - Exploitative Authoritative: Responsibility lies in the hands of the
people at the upper echelons of the hierarchy. The superior has no trust and confidence
in subordinates. The decisions are imposed on subordinates and they do not feel free at
all to discuss things about the job with their superior. The teamwork or communication is
very little and the motivation is based on threats.
 System 2 - Benevolent Authoritative: The responsibility lies at the managerial
levels but not at the lower levels of the organizational hierarchy. The superior has
condescending confidence and trust in subordinates (master-servant relationship). Here
again, the subordinates do not feel free to discuss things about the job with their superior.
The teamwork or communication is very little and motivation is based on a system of
rewards.
 System 3 - Consultative: Responsibility is spread widely through the organizational
hierarchy. The superior has substantial but not complete confidence in subordinates.
Some amount of discussion about job related things takes place between the superior
and subordinates. There is a fair amount of teamwork, and communication takes place
vertically and horizontally. The motivation is based on rewards and involvement in the
job.
 System 4 - Participative: Responsibility for achieving the organizational goals is
widespread throughout the organizational hierarchy. There is a high level of confidence
that the superior has in his subordinates. There is a high level of teamwork,
communication, and participation.

23. CONCLUSION
 According to Rensis Likert, the nearer the
behavioral characteristics of an organization
approach System 4 (Participative), the more
likely this will lead to long-term improvement in
staff turnover and high productivity, low scrap,
low costs, and high earnings, if an organization
wants to achieve optimum effectiveness, then
this is the ideal system

24. LEADERSHIP CONTINUUM
 A simple model which shows the relationship
between the level of freedom that a manager
chooses to give to a team, and the level of authority
used by the manager. As the team's freedom is
increased, so the manager's authority decreases.
This is a positive way for both teams and managers
to develop.

26. LEADERSHIP THEORIES
Contingency Theory
 Assumptions:
 No one best way of leading
 Ability to lead contingent upon various situational
factors:
 Leader’s preferred style
 Capabilities and behaviors of followers
 Various other situational factors
 Effect:
 Leaders who are successful in one situation may
become unsuccessful if the factors around them
change

27. LEADERSHIP THEORIES
Contingency Theory: Fiedler’s Least Preferred Co-Worker
(LPC) Theory
 Assumptions:
 Leaders prioritize between task-focus and people-focus
 Leaders don’t readily change their style
 Key situational factor in matching leader to situation:
 Relationships
 Power
 Task structure
 LPC Questionnaire
 Determines leadership style by measuring responses to 18 pairs of
contrasting adjectives.
 High score: a relationship-oriented leadership style
 Low score: a task-oriented leadership style
 Tries to identify the underlying beliefs about people, in particular whether the
leader sees others as positive (high LPC) or negative (low LPC).

28. Exhibit 17.4
FINDINGS OF THE FIEDLER MODEL
Leadership Theories

29. LEADERSHIP THEORIES
Situational Leadership
 Situational factors (motivation, capability of
followers, relationship between followers and
leader) determine the best action of leader
 Leader must be flexible to diagnosis leadership
style appropriate for situation and be able to apply
style
 No one best leadership style for all situations

30. LEADERSHIP THEORIES
Hersey & Blanchard’s Situational Leadership (1977)
Identified 4 different leadership styles based on readiness of followers
R1. Telling (high task/low relationship behavior)
• Giving considerable attention to defining roles and goals
• Recommended for new staff, repetitive work, work needed in a short time span
• Used when people are unable and unwilling
R2. Selling (high task/high relationship behavior)
• Most direction given by leader encouraging people to ‘buy into’ task
• Used when people are willing but unable
R3. Participating (high relationship/low task behavior)
• Decision making shared between leaders and followers, role of leader to
facilitate and communicate
• Used when people are able but unwilling
R4. Delegating (low relationship/low task behavior)
• Leader identifies problem but followers are responsible for carrying out
response
• Used if people are able and willing

31. LEADERSHIP THEORIES
Source: Reprinted with permission from the Center for Leadership
Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
Hersey & Blanchard’s Model

32. SUMMARY OF LEADERSHIP THEORIES
Theory Leadership Based On…
Trait Theory Leaders born with leadership traits
Behavioral Theory Initial structure and consideration
- Role Theory Shaped by culture, training, modeling
- Managerial Grid Concern for production and concern for people
Participative Leadership More people involved = better collaboration
- Lewin’s Style Autocratic, democratic, laissez-faire
- Likert’s Style Task oriented, relationship oriented, participative style
Contingency Theories No one best leadership style
- Fiedler’s LPC Theory Task focus v. relationship focus
- Cognitive Resource Theory Intelligence and experience make a difference
- House’s Path Goal Theory Help followers make their goals compatible with
organizational goals
Situational Leadership Similar to contingency theory
- Hersey and Blanchard Based on relationship between leader and follower
and task behavior
- Vroom & Yetton Decision quality and decision acceptance

33. TRANSACTIONAL VS. TRANSFORMATIONAL
LEADERSHIP
Basis of
Distinction
Transactional Transformational
Basis Based on exchange
relationship between
leader and followers.
Based on leaders
values, beliefs and
needs of followers
Method of
inspiration
Rewards and
recognition for good
performance
Leaders charisma,
vision and energy
Orientation Task Orientaion Goal Orienatation
Approach Passive and stable Active and dynamic
Main functions of
leader
Determination of
objectives, clarifying
tasks, helping
subordinates in
achieving objectives
Providing vision and
sense of mission,
instilling pride,
gaining respect and
trust, inspiring

34. CONCLUSION
 The Leadership skills approach takes into account
the knowledge and abilities that the leader has. A
leader can learn certain skills and turn himself into
a remarkable one.
 Researchers have studied leadership skills and
abilities for a number of years. However, there are
two influential models. The first one is a model
proposed by Robert Katz in 1955. The second
approach is proposed by Michael Mumford and
colleagues in the year 2000. These models can be
seen as complimentary to each other, since they
offer different views on leadership from the skills
point of view.

35. REFERENCE
 www.google.com
 www.wikipedia.com
 www.studymafia.org
 www.pptplanet.com

36. THANKS