Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
2. • Leadership has been described as a
process of social influence in which a
person can enlist the aid and support of
the others in the accomplishment of a
common task.
3. • Leaders are people who do the right
things. Mangers are the people who do
things right.
Professor Warren G Bennis
4. • Leadership is the art of getting someone
else to do something you want done
because he wants to do it.
Dwight D.Eisenhower
5. • The word “leadership” can bring to mind a
variety of images.
A political leader-Mohandas Karamchand Gandhi
6. • An explorer cutting path through the
jungle for the rest of his group to follow.
18. Manager
• Only few employees are with him
Leader
• All the employees are with him
19. Manager
• No followers, after his resignation more
people will speak bad about him
Leader
• People will speak “good” about him even
after his departure
22. Manager
• Lack of creative problem solving skills.
Leader
• Skillful problem solving skills and
creativity.
23. Manager
• Creates a stagnant work environment.
Leader
• Creates a dynamic and enthusiastic work
environment.
24. • Leadership is a personal quality rather
than character or behaviour.
• Some one will not be a leader if he doesn’t
have followers.
• Leadership can influence someone’s
thoughts and create a behaviour.
25. • Directed at achieving a common goal by a
group of people.
• Has to be different under different
circumstances.
• Leadership is of sharing(credit, blames,
ideas, experience and even opinions)
28. Energy
Appearance and
presentation
skills
A sense of
cooperativeness
Enthusiasm
Personality Initiative Intelligence Judgment
Self-confidence Sociability
Tact and
diplomacy
Moral courage
and integrity
Will power and
flexibility
Emotional
stability
Knowledge and
human relations
30. • A leader not only has inborn traits.
• His style and behaviour can be influenced
by education and experience.
31. • Leadership depends on the situation.
• Leader may consider the level of
experience, skills, and competency level
34. They give definite
instructions on
how things should
be done.
Their word is
final.
They are strict on
deadlines.
They do close
observation and
supervision on
the work being
done.
Lack of freedom
for subordinates to
take decisions.
36. • Paternalistic leader looks after the
subordinates in the way a father looks
after a family.
• They are also concerned about work.
• But, they also pay attention on the
subordinates.
37. • The democratic leader works according to
the will of the majority.
• Welcomes the suggestions of
subordinates.
• Gets others participated in making policies
and procedures.
• So, other may adore this leader.
39. • Laissez-faire leader is very passive in
participation.
• He lets followers to decide what is to de
done and how they are going to do it.
• Question is whether there is a leadership
then?
42. • It is also called position power or official
power.
• It comes from the designation.
44. • This depends on leader’s personality.
• This power is generated by the attraction.
• The devotion followers has towards them.
• The charismatic leader has personal
magnetism.
45. • Power comes from specialized learning.
• He is famous for his expertise in doing
something.
46. • This arises from the ability to reward good
behaviour.
• Reward power is to do with promotions
and increments
47. • This is the right or ability to give negative
rewards.
• Ability to punish and demote.
48. • This power comes from the support from
a group.
• It arises from the leader’s ability to gain
acceptance.
51. Transformational Leader
• Gain commitment through inspiration.
Transactional Leader
• Gain commitment through the formal
authority
52. Transformational Leader
• More focused on the organizational
objectives.
Transactional Leader
• More focused on the current tasks to be
done.
55. Transformational Leader
• Motivates people (through charismatic
behaviour)
Transactional Leader
• Motivates people (through extrinsic
reward)
56. Transformational Leader
• Takes a holistic view of problems.
Transactional Leader
• Takes a fragmented view of problems
(separating problems into parts)
57. Transformational Leader
• Expects total involvement from others.
Transactional Leader
• Expects contractual involvement from
others.