1. MANGEMENT ASSIGNMENT:
FAHEEM SIDDIQUI
Danish Khan
Ghullam Ali
M.Ibraheem
Jan Muhammad

2. HOW LEADERS INFLUENCE OTHERS:
SOURCES OF LEADERS POWER
LEGITIMATE POWER
REWARD POWER
COERCIEVE POWER
EXPERT POWER
INFORMATION POWER
REFRENT POWER

3. EFFECTIVE USE OF LEADER POWER
Resistance = Coercion power
Compliance= Legitimate, Information, Reward
power
Commitment= Referent, Expert power
Empowerment= higher productivity, more worker
involvement, less direct supervision

4. SEARCHING FOR LEADERSHIP
TRAITS
Traits = personal qualities or characteristics -
physical, personality, skills & abilities, social
factors
Early research, few common characteristics
found in successful leaders
Intelligence, dominance, aggressiveness &
decisiveness likely determinants (Lord, De
Vader & Alliger)

5. IDENTIFYING LEADER BEHAVIOURS: IOWA,
MICHIGAN & OHIO STATE STUDIES
 Iowa - Kurt Lewin & others - compared
autocratic, democratic & laissez-faire leaders
 Problem - democratic leadership = satisfied
workers, but not always optimal performance
 Michigan - employee-centred rather than job-
centred or production centred approach superior
 Ohio State studies - initiating structure (core
managerial
functions, planning, organising, controlling), &
consideration (mutual trust with
employees, respect & concern for feelings)

6. DEVELOPING SITUATIONAL THEORIES:
FIEDLER’S CONTINGENCY THEORY
Theory: effective groups depend on match between a leader’s
style of relating with subordinates & the extent to which the
situation gives control to the leader.
Leader’s style:
 High member relations leader is concerned with people
 Task-structure leader reduces ambiguity - “Do I know what
I am supposed to do?”
 Position power - how well supported is the leader by his/her
superiors?
Least-preferred co-worker (LPC) questionnaire used to
measure whether a person is task or relationship orientated.

7. DEVELOPING SITUATIONAL THEORIES:
FIEDLER’S CONTINGENCY THEORY
Theory: effective groups depend on match between a leader’s
style of relating with subordinates & the extent to which the
situation gives control to the leader.
Leader’s style:
 High member relations leader is concerned with people
 Task-structure leader reduces ambiguity - “Do I know what
I am supposed to do?”
 Position power - how well supported is the leader by his/her
superiors?
Least-preferred co-worker (LPC) questionnaire used to
measure whether a person is task or relationship orientated.

8. SITUATIONAL LEADERSHIP MODEL
High
R
E Low High task
L relationship and
A and Selling low
T low task relationship
I Participating
O High High task
N relationship and
S and high
H Delegating Telling
low task relationship
I
P
Low Task High

9. PATH-GOAL THEORY
Environmental contingency factors
• Task structure, formal authority, work groups
Leader behaviour
• Directive Outcomes:
• Supportive • Performance
• Participative • Satisfaction
• Achievement
Subordinate contingency factors
•Personality, experience, abilities, needs

10. PROMOTING INNOVATION:
TRANSFORMATIONAL
LEADERSHIP
Vision beyond self-interest
Key
characteristics
Seek intrinsic higher level goals of
transformational
leaders
Seek performance beyond expectations
Have charisma

11. ARE LEADERS NECESSARY?
SUBSTITUTES FOR LEADERSHIP
Neutralisers: “Situational factors stopping a
leader
behaviour [from] influencing subordinate
performance
 and/or satisfaction” Include:
Subordinates high needs for independence
Low subordinate valence for available rewards
Physical distance of leader from subordinates

12. Substitutes:
 “Situational factors making the impact of
leadership
 impossible or even unnecessary”
 (Kerr & Jermier, Podsakoff et al) Include:
 Satisfying work
 Professional orientation of subordinates
 Able & experienced subordinates
 Routine work, with clearly specified methods
and/or feedback

13. LEADERSHIP & THE
ORGANISATIONAL LIFE CYCLE
Entrepreneurial Transformational
Collectivity Transactional
Formalisation &
Transactional
control
Elaboration of
Transformational
structure

14. THANKS