1. Dr. Jagannath K. Dange
Dept. of P G Studies and Research in Education
KUVEMPU UNIVERSITY
SHANKARAGHATTA – 577451, INDIA
E-Mail: jkdange@gmail.com

2. Session objectives
 What is leadership?
 Qualities of leadership
 Functions of leadership
 Types of Leadership
 Factors Affecting leadership
 How to Improve Leadership skills
 Review your performance as a Leader

3.  Every one will get opportunity to lead in their
life time at least once.
 Either in home, group or in profession.

4. Defining a Leader…
Think of a leader that you worked
for or observed…
What does this person do and
what qualities does this person have
that make you admire him or her
as a leader?

5. Exercise
 Think examples you have come across of strong and
weak leadership
 You can use examples from employment, academic
studies or participation in sports clubs and societies
(keep anonymous-if discussing)

6. Who are leaders?
 Are leaders born? (OR)
 Are leaders made?
 Either way a leader is a person who guides
others toward a common goal, showing the way
by example.

7. What is Leadership?
 Leadership is the ability of a superior to influence
the behavior of his subordinates and
persuade(convince) them to follow a particular
course of action.

8.  LEADERSHIP
“ It is a process of influencing people and providing
an environment for them to achieve team or
organizational goals.”
“ It is the catalyst that transforms potential into reality.”
“ Collective, networked, virtual force with powers
flowing from a jointly created and shared vision.”

9. "Leadership is a function of knowing
yourself, having a vision that is
well communicated, building trust
among colleagues, and taking
effective action to realize your own
leadership potential."
Prof. Warren Bennis

10. How important is a leader?
 In most cases, people will perform at about 60% of
their potential with no leadership at all
 Thus, an additional 40% can be realized if effective
leadership is available

11. 40%
60%
capability
utilization
Contribution due to leadership
ability of manager
Default contribution due to
need for a job, peer pressure, etc.

12. Theories of Leadership

13. Theories of Leadership
 Trait theories:
 Is there a set of characteristics that determine a
good leader?
 Personality?
 Dominance and personal presence?
 Charisma?
 Self confidence?
 Achievement?
 Ability to formulate a clear vision?

14. Theories of Leadership
 Behavioural:
 Imply that leaders can be trained – focus on the
way of doing things
 Structure based behavioural theories – focus on the
leader instituting structures – task orientated
 Relationship based behavioural theories – focus on the
development and maintenance of relationships –
process orientated

15. Theories of Leadership
 Contingency Theories:
 Leadership as being more flexible – different
leadership styles used at different times depending on
the circumstance.
 Suggests leadership is not a fixed series of
characteristics that can be transposed(alter, re-
arrange) into different contexts

16. Theories of Leadership
 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

17. Theories of Leadership
 Transformational:
 Widespread changes to a business or organisation
 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes

18. Theories of Leadership
 Invitational Leadership:
 Improving the atmosphere and message sent out by
the organisation
 Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
 Review internal processes to reduce these
 Build relationships and sense of belonging and identity
with the organisation –
that gets communicated to customers, etc.

19. Theories of Leadership
 Transactional Theories:
Based on the transaction of the product
 Focus on the management of the organisation
 Focus on procedures and efficiency
 Focus on working to rules
and contracts
 Managing current issues
and problems

20. Qualities of good leadership
 A leader has got multidimensional traits in him
which makes him appealing and effective in
behavior.
 The following are the requisites to be present in
a good leader.

21. 1. Intelligence
 Leader should have a high level of intelligence with
sound educational and technical background.
 What to do
 How to do
 When to do

22. 2. Emotional Stability
 A leader should be emotionally stable. He
should not lose temper at any stage.
 Emotional Intelligence

23. 3. Understanding Human Behavior
 A leader should posses a deep understanding about
human behavior, emotions, needs etc. and S/he
should be able to deal with people.

24. 4. Understanding the views
of others
 The leader should understand the views of
others . If he does all the things in his own way
he may lose the support of others.

25. 5. Motivating the Followers
 It is not enough if the leader is self motivated. He
should also know how to motivate his followers.

26. 6. Initiative and Creative Ability
 The leader should take initiative because he has to
take the lead to do a work and then only others will
follow.
 The leader should also have creative ability.

27. 7. Judging Ability
 Leader should be able to judge anything. Then
only the leader can anticipate or predict the
response to the actions and decisions.

28. 8. Responsibly & Decision
Making
 A leader should lead from the front by taking the
responsibilities and must be a decision maker.
 Ex; Satish Dhavan ISRO chairman, satellite launch
and Abdul kalam.

29. 9. Guidance
 Leader should be a good guide to his subordinates. He
should tell and demonstrate the ways of doing work.

30. 10. Personality
 The leader should have an attractive and
pleasing personality.
 Sound in all the domains of personality

31. 11. Dignified
 A leader should behave with his subordinates
in a dignified manner.

32. 12. Honest
 Leader should be honest, sincere, fair and
reasonable in his dealings with his subordinates.

33. Responsibility Vs Accountability?
What does having authority mean?

34.  Accountability the state of being accountable, liable, or
answerable
 Responsibility (for objects, tasks or people) can be delegated but
accountability can not .
 A good leader accepts ultimate responsibility:
 will give credit to others when delegated responsibilities
succeed
 will accept blame when delegated responsibilities fail
 Accountability can not operate fairly without the leader being given
full authority for the responsibilities concerned
 Authority is the power to influence or command thought,
opinion or behaviour
Accountability, Responsibility, and Authority

35. Functions of Leadership
 Inspiration to Group Members
 Securing co-operation
 Creation of confidence
 Providing conducive environment
 Organizing and coordinating
 Motivating
 Controlling.

36.  WHAT MAKES THE LEADER?

37.  Personal drive
 Desire to lead
 Self-confidence
 Creativity and originality
 Positive affectivity/influence/concern
 Charisma
 Flexibility and adoptiveness
 Cognitive ability
 Honesty and integrity
 Empathy
 Vision and foresight
WHAT MAKES THE LEADER?

38. Types of Leadership Style

39. Types of Leadership Style
1. Autocratic: (Dictatorial)
 Leader makes decisions without reference to anyone
else.
 High degree of dependency on the leader.
 Can create de-motivation and alienation(isolation,
dissatisfaction) of staff.
 May be valuable in some types of business/fields where
decisions need to be made quickly and decisively.

40.  Lacks flexibility
 Controlling and demanding
 “carrot and stick” approach: If an organization has a
carrot and stick approach or policy, they offer people
things in order to persuade them to do something and
punish them if they refuse to do it.
 Focused solely on productivity

41. Types of Leadership Style
2. 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 convince
others that the decision is correct

42. Types of Leadership Style
 Balances production and people issues
 Builds a working team of employees
 Team approach: involves subordinates
 Organization is a vehicle for carrying out plans
 May help motivation and involvement
 Workers feel ownership of the firm and its ideas
 Improves the sharing of ideas and experiences
 Can delay decision making

43. Types of Leadership Style
3. Laissez-Faire: (Untroubled, and casual)
 ‘Let it be’ – 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

44.  Uninvolved - “leave them alone”
 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates(hand over) responsibility for team
or unit

45. Types of Leadership Style
4. Paternalistic:
 Leader acts as a ‘father figure’
 Paternalistic leader makes decision but may consult
 Believes in the need to support staff
 Very people oriented; encouraging
 Organizes around people
 “country club” atmosphere: non-competitive

46. 5. Bureaucratic
 Leader manages “by the book¨
 Everything must be done according to
procedure or policy
 If it isn’t covered by the book, the leader refers to
the next level above him or her
 Police officer more than leader

47. When to use Bureaucratic
 Performing routine tasks
 Need for standards/procedures
 Tasks that require handling cash

48. 6.Coercive (Forced)
 Power from a person’s authority to punish
 Most obvious types of power a leader has.
 Good leaders use coercive power only as a last
resort:
 In today’s sophisticated and complex workplace,
excessive use of coercive power unleashes unpredictable
and destabilizing forces which can ultimately
undermine the leader using it.

49. When to use Coercive
 To meet very short term goals
 When left with no other choice
 In times of crisis

50. 7.Transactional
 Motivate followers by appealing to their own self-
interest
 Motivate by the exchange process.
 EX: business owners exchange status and wages for the work
effort of the employee.
 Focuses on the accomplishment of tasks & good worker
relationships in exchange for desirable rewards.
 Encourage leader to adapt their style and behavior
to meet expectations of followers

51. When to use Transactional
 Leader wants to be in control
 When there are approaching deadlines that
must be met
 Relationship is short term

52. 8.Transformational
 Charismatic and visionary
 Inspire followers to transcend their self-interest
for the organization
 Appeal to followers' ideals and values
 Inspire followers to think about problems in new
or different ways
 Common strategies used to influence followers
include vision and framing

53. Transformational cont.
 Instils feelings of confidence, admiration and
commitment
 Stimulates followers intellectually, arousing
them to develop new ways to think about
problems.
 Uses contingent rewards to positively reinforce
desirable performances
 Flexible and innovative.

54.  When leaders want members to be an active
part of the organization and have ownership
to it
 When leaders are building a sense of
purpose
 When the organization has a long term plan
 When people need to be motivated
When to use
Transformational

55. Factors Affecting Style

56. Factors Affecting Style
Leadership style may be dependent on various
factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business/group/association/organization
 How important change is – change for change’s sake?
 Organisational culture – may be long embedded(fixed)
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?

57. How to improve your leadership skills
 Reflect and identify the skills YOU need to lead
effectively and create your action plan to develop them
 Ask for feedback from work colleagues, line managers,
tutors, your ‘followers’
 Practise! Take on responsibility (work, volunteering,
clubs & Societies) and reflect on your performance
 Find a mentor – learn from positive leadership role-
models
 Attend further leadership and management training

58. Review your performance as a Leader
Individual Exercise:
1. Assess yourself as a Leader
• Conduct a SWOC analysis - Strengths, Weaknesses,
Opportunities, Challenges
2. Develop an Action Plan to improve as a leader
• list 2 actions you will undertake to address
Weaknesses or capitalise on Opportunities identified
• Apply SMART targets to your actions – Specific,
Measurable, Achievable, Realistic, Time-bound

59. The last test of a leader is, he leaves behind
him in others the conviction and will, to
carry on.
ARE YOU THAT ?

60. Thank You
Dr. Jagannath K. Dange
Department of Education
Kuvempu University
Shankaraghatta
Dist: Shimoga
jkdange@gmail.com
http://jkdange.blogspot.com