2. Leadership

3.  Who are leaders.
 Leaders Vs. Managers .
 Trait Theories Of
leadership.
 Behavioral Theories of
Leadership.
 Contingency Theories of
Leadership.
 Emerging Approaches to
Leadership

4. Who is Leader
A leader is "a person who influences a group of
people towards the achievement of a goal".

5. What is leadership?
Commanding people
Leading people
Influencing people
Guiding people

6. Managers Vs. Leaders
Managers Leaders
 Focus on things
 Do things right
 Plan
 Organize
 Direct
 Control
 Follows the rules
 Focus on people
 Do the right things
 Inspire
 Influence
 Motivate
 Build
 Shape entities

7. Trait Theories Of Leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from non leaders.
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant knowledge

8. Behavioral Theories of Leadership
Theories proposing that
specific behaviors
differentiate leaders from
non leaders.
• Trait theory:
Leaders are born, not
made.
• Behavioral theory:
Leadership traits can be
taught.

9. Behavioral Styles Studies
 In the aspect of behavioral studies three studies are of
more importance.
1) Kurt Lewin’s Studies.
2) Ohio State Group Studies.
3) University of Michigan Studies.

10. Kurt Lewin’s Studies
1. Autocratic Style {Good Quantity of Work}
2. Democratic Style. { high Performance+ Good Quality+ Good Quantity}
 Democratic Consultative Leaders
 Democratic participative
3. Laissez-faire {Poor Performance}

11. Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define and structure
his or her role and those of sub-ordinates in the search for
goal attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinate’s ideas, and regard for their feelings

12. University of Michigan Studies
Employee-Oriented Leaders.
Emphasizing interpersonal relations; taking a personal interest in the
needs of employees and accepting individual differences among
members.
Production-Oriented Leaders
One who emphasizes technical or task aspects of the job. And
Concerned mainly with accomplishing their group tasks.

13. Managerial Grid.
Managerial grid is a two Dimensional view of
leadership style .
Managerial grid based on the style “Concerns for People and
“Concerns for Production”.
Which essentially represent the Ohio State dimensions of
considerations and initiating structures. And the Michigan
dimensions of employee orientation and production
orientation.

14. Managerial Grid.
(1,1)
Impoverished
Management
Put the Minimum effort to
done the required task is
enough to sustain the
organization Membership.
(9,1)
Work done in
define measures
with low degree of
human interfere.
(5,5)
Adequate performance
with work done in
justified boundaries
and with maintain the
morale of people at
satisfaction level
(9,9)
Team Management
(1,9)
Throughout attention
to needs of people for
trust, friendly
relations and to
provide maximum
Satisfaction. .

15. Scandinavian Studies
Development-Oriented Leader
One who values experimentation, seeking new ideas,
and generating and implementing change.

16. Contingency
Theories
 Fiedler’s
Contingency Model
 Path Goal Theory
 Situational
Leadership Theory
 Leader Member
Exchange Theory

17. Contingency Theories
Several approaches to isolating key situational variables have
proved more successful and gained wider Recognition.
Fiedler’s Contingency Model
The theory that effective groups depend on a proper match
between a leader’s style of interacting with subordinates and the
degree to which the situation gives control and influence to the
leader.

18. Fiedler’s Contingency Model
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that support to measure whether a
person is task- or relationship-oriented.
 Leader-Member Relations
 Task Structure
 Position Power

21. Path Goal Theory
Path Goal theory that it as leaders Job to assist followers in
attains their goals and to provide the necessary direction and
support. A leaders behavior is motivational to the degree that
 It makes employee need satisfaction Contingent on effective
performance
Provides the coaching ,guidance, support and rewards that are
necessary.

22. Path Goal Theory
For support of these two statements House give four leadership
behaviors.
 Directive Leaders. (closely related to the Ohio Initiating
structure).
 Supportive leaders. (closely related to the Ohio
Consideration structure).
 Participative Structure
 Achievement –oriented

23. Leader Behavior
 Directive
 Supportive
 Participative
 Achievement oriented
Environmental Contingency Factors
 Task Structure
 Formal Authority System
 Work group
Employee Contingency Theory
 Locus of Control
 Experience
 Perceived Ability
Outcomes
 Performance
 Satisfaction

25. Situational Leadership Theory
This Theory says that how a leader should adjust his or her
leadership style in accordance with the readiness of followers.
 Why Focus on Followers…
It is the followers who accept or reject a leader. Regardless that what leader
does, effectiveness depend on the action of followers.
 Readiness
Refers to the extant people have the ability and willingness to accomplish the task.

26. Leadership Styles and Follower Readiness
WillingUnwilling
Able
Unable Directive
High Task
and
Relationship
Orientations
Supportive
Participative
Monitoring
Follower
Readiness
Leadership
Styles
Selling Style
Participative
Style
Telling style

27. Leadership Styles
Directive Style Selling
 Low relationship/ low task
 Responsibility
 Willing employees
 High relationship/ low
task
 Facilitate decisions
 Able but unwilling
 High task/high relationship
 Explain decisions
 Willing but unable
 High Task/Low relationship
 Provide instruction
 Closely supervise
Participative Style Telling

28. Leader Member Exchange Theory (LMX)
Leadership is a process that is centered on the interactions
between leaders and followers.
 LMX makes the dyadic relationship between leaders and
followers the focal point of the leadership process.
 Focus is also placed on the differences that might exist
between the leader and each of his or her followers – the
leader can not treat all the followers the same.

29. Leader Member Exchange

30. LMX
Personality and other personal characteristics are
also related to this process.
 In groups – based on expanded and negotiated role
responsibilities. Followers go far beyond their formal job
description, and the leader in turn does more for these
followers.
 Out group – based on the formal employment contract.
Followers are not interested in taking on new and different
job responsibilities.

31. Leader Member Exchange
S Subordinate
In-GroupOut-Group
Leader
S
S
S
S S
S
S
S S
S
S
S
In-Group
o more information,
influence, confidence &
concern from Leader.
o more dependable,
highly involved &
communicative than out-
group.
Out-Group
o less compatible
with Leader
o usually just come to
work, do their job &
go home

32. LMX
 Researchers found that high quality leader member
exchanges produced less employee turnover, more
positive performance evaluations, higher frequency of
promotions, greater organizational commitment, more
desirable work assignments, better job attitudes, more
attention and support from the leader.
 When leaders and followers have good exchanges, they feel
better, accomplish more, and the organization prospers.

33. LMX

34. Stranger
 Interactions within the leader-subordinate dyad are generally rule bound
 Rely on contractual relationships
 Relate to each other within prescribed organizational roles
Acquaintance
 Begins with an “offer” by leader/subordinate for improved career-oriented social
exchanges
 Testing period for both, assessing whether
 the subordinate is interested in taking on new roles
 leader is willing to provide new challenges
 Shift in dyad from formalized interactions to new ways of relating
Mature Partnership
 Marked by high-quality leader-member exchanges
 Experience high degree of mutual trust, respect, and obligation toward each other
 Tested relationship and found it dependable
 High degree of reciprocity between leaders and subordinates

35. Emerging
Approaches
to Leadership
 Charismatic
Leadership Theory.
 Visionary
Leadership.
 Transactional
Leaders and
Transformational
Leaders.

36. Charismatic Leadership
36
Key Characteristics:
1. Vision and
articulation
2. Personal risk
3. Environmental
sensitivity
4. Sensitivity to
follower needs
5. Unconventional
behavior

37. Key Characteristics of
Charismatic Leaders
37
E X H I B I T 12-2

38. Visionary Leadership
38
Qualities of a Vision:
• Inspiration that is value-
centered
• Is realizable
• Evokes superior imagery
• Well-articulated

39. Qualities of a Visionary Leader
39
• Has the ability to
explain the vision to
others.
• Uses own behavior to
express the vision.
• Is able to extend the
vision to different
leadership contexts.

40. Transactional and Transformational
Leadership
40
• Contingent Reward
• Management by
Exception (active)
• Management by
Exception (passive)
• Laissez-Faire
• Charisma
• Inspiration
• Intellectual Stimulation
• Individual Consideration

41. Characteristics of Transactional
Leaders
41
E X H I B I T 12-3a

42. Characteristics of
Transformational Leaders
42
E X H I B I T 12-3b

43. Quote by Phil
“No leader
can create a
successful
team alone-
no matter how
gifted he is”