2. Leadership
Learning objectives:
• What is leader and leadership?
• What is the difference between leaders and
managers?
• What makes a good leader?
• What types of power do leaders utilize?

3. •Contingencies theory of leadership
•Transformational-Transactional
leadership
Different leadership style
•Situational factors that effect
leadership.
•Recipe for being a leader

4. What is leader and leadership
• Leader
Leader is someone who influence others
and who has managerial authority.
• Leadership
It is a process of leading a group
motivating, influencing group to achieve
its goal.

5. Difference between manager
and leader
• Managers do things Right
– Leaders do the Right Things
• The act of influencing others to act toward
the achievement of a goal
• All the managers can leaders. But all the
leaders can not be a manager.
• Managers perform four functions of the
management.

6. •Planning, organizing, leading and
controlling.
•Leaders perform only leading function.

7. Three types of skills make a person
effective leader
 Technical Skill
 Human Skill
 Conceptual Skill
What makes a good leader

8. Technical Skill
• Technical skill - having knowledge about and
being proficient in a specific type of work or activity.
– Specialized competencies
– Analytical ability
– Use of appropriate tools and techniques
• Technical skills involve hands-on ability with a
product or process
• Most important at lower levels of management

9. Human Skill
• Human skill – having knowledge about and being
able to work with people.
– Being aware of one’s own perspective and others’
perspectives at the same time
– Assisting group members in working cooperatively to
achieve common goals
– Creating an atmosphere of trust and empowerment of
members
– Important at all levels of the organization

10. Conceptual Skill
• Conceptual skill - the ability to do the mental work
of shaping meaning of organizational policy or issues
(what company stands for and where it’s going)
– Works easily with abstraction and hypothetical
notions
– Central to creating and articulating a vision and
strategic plan for an organization
– Most important at top management levels

11. Power
• Ability to influence others ideas, thoughts,
or behaviors
• What type of power do leaders utilize?
– Legitimate
– Reward
– Coercive
– Referent
– Expert

12. n Expert
n Referent
n Reward
n Legitimate
n Coercive
Most likely response fromMost likely response from
followersfollowers
Type of power used by leaderType of power used by leader
Consequences of Using 5 Types of Power
CommitmentCommitment
ComplianceCompliance
ResistanceResistance

13. Contingency Models-how leader acts
w/various situational factors
• Fiedler’s Contingency Model
• Hersey and Blanchard’s Situational
Leadership Model
• Transactional and Transformational leaders

14. Fiedler’s Contingency Model
• Attempts to match leaders style to demands
of each situation
• Managers should
– understand own leadership style
– assess the situation
– match style to situation
• Change situation, or change managers..can’t
change manager’s style
• Used Least Preferred Coworker

15. • Fiedler’s Contingency Model
Situational Favorableness” depends on three factors:
1.Leader-Member Relations – level of trust and
confidence that your team has in you
more trusted leader is in a more favorable situation
2.Task Structure – type of task you're doing: clear and
structured, or vague and unstructured.
tasks where the team & leader have little knowledge
of how to achieve them, are viewed unfavorably

16. 3.Leader's Position Power – amount of power you have
to direct the group, and provide reward or punishment.
the more power you have, the more favorable your
situation

17. Hersey-Blanchard Situational Leadership
model
• Leaders adjust their styles depending on the
readiness of their followers to perform in a
given situation.
Readiness — how able, willing and confident
followers are in performing tasks.

18. Hersey-Blanchard Situational Leadership model
Delegating
o Allowing group to take responsibility for
task decisions
o Low-task, low-relationship style.
Participating
o Ideas are shared
o Low-task, high-relationship style.

19. Hersey-Blanchard Situational Leadership
model
Selling
o Explain task directions in a supportive way
o High-task, high-relationship style.
Telling
o giving specific task directions & closely
supervising
o High-task, low-relationship style.

20. Transformational Leaders
– Transformational leaders are charismatic and have a
vision of how good things can be.
• They are excited and clearly communicate this to
subordinates.
– Transformational leaders openly share information
with workers.
• Everyone is aware of problems and the need for change.
• Empowers workers to help with solutions.
– Transformational leaders engage in development of
workers.
• Manager works hard to help them build skills.

21. Transactional Leadership
• Involves managers using the reward and
coercive power to encourage high
performance.
• Managers who push subordinates to change
but do not seem to change themselves are
transactional.
• The transactional manager does not have the
“vision” of the Transformational leader.

23. Types of Leadership Style
• Autocratic:
– Leader makes decisions without reference to
anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business
where decisions need to be made quickly and
decisively

24. Types of Leadership Style
• Democratic:
– May help motivation and involvement
– Workers feel ownership of the firm and its
ideas
– Improves the sharing of ideas
and experiences within the business
– Can delay decision making

25. Types of Leadership Style
• Laissez-Faire:
– The leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations

26. Recipe for being a Leader
• Take control of your life
• Assume responsibility for who you are
• Accept blame: learn from your own
mistakes as well as those of others.
• Give credit wherever it is due
• Be compassionate when your team
members' progress are low
• Think great thoughts.
• Determine your "real" goals then strive to
achieve them

27. • Recipe for Being a Leader
• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate effectively
• Emphasize long-term productivity
• Make sound and timely decisions
• Treat each person as an individual
• Know yourself and your team
• Protect your team
• Have vision, courage and commitment