1. OORRGGAANNIISSAATTIIOONNAALL
BBEEHHAAVVIIOOUURR
LLEEAADDEERRSSHHIIPP

2. DDeeffiinniittiioonn
 Leadership is the ability to influence
individuals or groups toward the
achievement of goals.
 Leadership, as a process, shapes the goals of
a group or organization, motivates behavior
toward the achievement of those goals, and
helps define group or organizational culture.
 It is primarily a process of influence.

3. Difference between A Manager & A Leader
 A manager administers, but a leader innovates
 A manager maintains, while a leader develops
 A manager focuses on systems and structures,
whereas a leader’s focus is on people
 A manager relies on control, but a leader inspires
trust
 A manager keeps an eye on the bottom line, while
a leader has an eye on the horizon
 A manager does things right, a leader does the
right thing

4. EEffffeeccttiivvee LLeeaaddeerrsshhiipp QQuuaalliittiieess aanndd SSkkiillllss
 In order to become a leader, a person should be
aware of nitty-gritty of the work that his team has to
handle. Unless and until he knows about the work,
he will not be able to lead the team in the right
direction.
 An effective leader needs to set example for his team
members and become a role model for them. If he is
lazy, dishonest and shirks from responsibilities, how
can he expect others to be meticulous and sincere!
 A leader should be totally unbiased. He should not
have personal favorites in his team, to whom he
gives more authority or less work. All the members
in a team should be treated equally.

5. Patience is one of the most essential qualities needed in a
leader.
 Constructive feedback is one of the skills that a leader
should possess. He should always praise his team members
if they perform well. At the same time, if they do wrong, he
should be there to tell them where they went wrong and
how can they put things back in order
A leader needs to motivate his team, so that they happily
contribute towards the team work. He should be aware of
the stimuli of different members and make judicious use of
them.
When a person becomes a leader, he needs to delegate his
duties as well as responsibilities amongst his team
members. For this, he should be aware of their strengths
and weaknesses and delegate accordingly.

6. •Leader is the one who sets goal for the team and help
them achieve it. He should possess the vision to aim right
and at the same time, be able to mobilize people towards
those goals.
•A leader should always be receptive to new ideas. Just
because he is the leader doesn’t mean that the suggestions
made by others will be useless. He must accept the useful
ideas of his team members.
•An effective leader should have loads of understanding
and always focus on the betterment of the group, as a
whole, and not individual members. At the same time, he
should be honest, trustworthy and easily approachable.

7. Successful TTrraaiittss ooff LLeeaaddeerrss
(i) A strong desire for accomplishment
(ii) Persistent pursuit of goals
(iii)Creativity and intelligence used to solve problems
(iv) Initiative applied to social situations
(v) Self-assumed personality
(vi)Willingness to accept behavioral consequences
(vii) Low susceptibility to interpersonal stress
(viii) High tolerance of ambiguity
(ix)Ability to influence other people
(x) Ability to structure social interactions

8. SSttyylleess ooff LLeeaaddeerrsshhiipp
 1. Autocratic Leadership: Autocratic leadership is an extreme
form of leadership, where leaders have absolute power over their
workers or team. Staff and team members have little opportunity
to make suggestions, even if these would be in the team's or the
organization's best interest . Most people tend to resent being
treated like this. Therefore, autocratic leadership usually leads to
high levels of absenteeism and staff turnover.
 2. Bureaucratic leadership: Bureaucratic leaders work "by the
book." They follow rules rigorously, and ensure that their staff
follows procedures precisely. This is a very appropriate style for
work involving serious safety risks (such as working with
machinery, with toxic substances, or at dangerous heights) or
where large sums of money are involved (such as handling cash).

9. 3. Transformational leadership: People with this leadership style
are true leaders who inspire their teams constantly with a shared
vision of the future. While this leader's enthusiasm is often passed
onto the team, he or she can need to be supported by "detail
people.” The transformational leaders look after initiatives that
add value.
4. Charismatic leadership: A charismatic leadership style can seem
similar to transformational leadership, because these leaders
inspire lots of enthusiasm in their teams and are very energetic in
driving others forward. However, charismatic leaders can tend to
believe more in themselves than in their teams, and this creates a
risk that a project, or even an entire organization, might collapse
if the leader leaves. As such, charismatic leadership carries great
responsibility, and it needs a long-term commitment from the
leader.

10. 5. Democratic leadership or participative Leadership:
Although democratic leaders make the final decisions,
they invite other members of the team to contribute to
the decision-making process. This not only increases job
satisfaction by involving team members, but it also helps
to develop people's skills. Team members feel in control
of their own destiny, so they're motivated to work hard
by more than just a financial reward. Because
participation takes time, this approach can take more
time, but often the end result is better. The approach
can be most suitable when working as a team is essential,
and when quality is more important than speed to
market or productivity.

11. FFoouurr KKeeyy LLeeaaddeerr BBeehhaavviioouurrss

12. The
Manage
rial Grid

13. Leadership
Theories

14. TTrraaiitt TThheeoorryy
 IInntteelllliiggeennccee
 PPhhyyssiioollooggiiccaall ffaaccttoorrss
 EEmmoottiioonnaall SSttaabbiilliittyy
 IInntteennssee IInnnneerr MMoottiivvaattiioonnaall DDrriivvee
 HHuummaann rreellaattiioonnss aattttiittuuddee
 VViissiioonn && FFoorreessiigghhtt
 EEmmppaatthhyy
 FFaaiirrnneessss
 TTeecchhnniiccaall SSkkiillllss
 OOppeenn mmiinndd && AAddaappttaabbiilliittyy
 AArrtt ooff CCoommmmuunniiccaattiioonn
 SSoocciiaall SSkkiillllss

15. BBeehhaavviioorraall AApppprrooaacchh
LLeeaaddeerrsshhiipp iinnvvoollvveess aann iinntteerrppeerrssoonnaall
rreellaattiioonnsshhiipp bbeettwweeeenn lleeaaddeerr && ssuubboorrddiinnaatteess iinn
wwhhiicchh bbeehhaavviioouurr ooff tthhee lleeaaddeerr ccoonnssttiittuuttee tthhee
mmoosstt ccrriittiiccaall eelleemmeenntt..
 MMiicchhiiggaann SSttuuddiieess
 OOhhiioo SSttaattee UUnniivveerrssiittyy LLeeaaddeerrsshhiipp SSttuuddiieess..
 IIOOWWAA SSttuuddiieess..

16. MMiicchhiiggaann SSttuuddiieess
CCoonndduucctteedd bbyy IISSRR aatt UUnniivveerrssiittyy ooff MMiicchhiiggaann
aafftteerr WWoorrlldd wwaarr IIII
TThheessee ssttuuddiieess ddiissttiinngguuiisshheess bbeettwweeeenn 22 ddiissttiinncctt
ssttyylleess ooff lleeaaddeerrsshhiipp
11.. PPrroodduuccttiioonn CCeenntteerreedd LLeeaaddeerrsshhiipp
22.. EEmmppllooyyeeee cceenntteerreedd LLeeaaddeerrsshhiipp

17. OOhhiioo SSttuuddiieess
TThheessee ssttuuddiieess NNaarrrroowweedd tthhee ddeessccrriippttiioonn ooff lleeaaddeerr
bbeehhaavviioouurr iinn ttwwoo DDiimmeennssiioonnss
11..IInniittiiaattiinngg SSttrruuccttuurree
22.. CCoonnssiiddeerraattiioonn

18. Leader Behaviours and Leadership
Styles

19. IIOOWWAA SSttuuddiieess
KKuurrtt LLeewwiinn iinnddeennttiiffiieess tthhrreeee mmaaiinn ssttyylleess..
11.. AAuuttooccrraattiicc
22.. DDeemmooccrraattiicc
33.. FFrreeee RReeiinn ssttyyllee

20. SSiittuuaattiioonnaall CCoonnttiinnggeennccyy
AApppprrooaacchh
 FFiieeddlleerr mmooddeell
 PPaatthh ggooaall

21. Leadership Effectiveness iinn tthhee CCoonnttiinnggeennccyy
TThheeoorryy

22. TThhee PPaatthh--ggooaall TThheeoorryy ooff LLeeaaddeerrsshhiipp

23. Leader Behaviour Dimensions in Path-Goal Theory
1. Leader Directiveness
Letting subordinates know what’s expected.
Providing specific guidance as to what should be
done and how.
Making leader’s part in the group understood.
Scheduling work to be done.
Maintaining definite standards of performance.
2. Leader Supportiveness
Showing concern for status and well-being of
subordinates.
Doing little things to make the work more
pleasant.
Treating members as equals.

24. 3.Leader Participativeness
Consulting with subordinates.
Soliciting subordinate suggestions.
Taking these suggestions seriously.
Maintaining definite standards of performance.
4. Leader Achievement-orientedness
Setting challenging goals.
Expecting subordinates to perform at their peak
levels.
Showing a high degree of confidence in
subordinates.

25. Example of Applying Path-Goal
Theory

26. The Situational Theory of
Leadership

27. Situation – Style Match
Situation Recommended Leadership Style
1. People in a state of confusion or panic because of crisis High task and low relationship or
such as materials shortage, equipment failure, or authoritarian.
natural disaster.
2. Complex technology, inexperienced employees. High task and low relationship at
the outset
3. Undesirable, repetitive jobs, average employees. High relationship and low task.
4. Self-sufficient, capable workers performing job. Low task and low relationship
5. Employees dislike working, job is undesirable. High relationship and high task.
6. Start-up of new operation, job descriptions are vague. High relationship and high task.
7. Group of people “doing time” until retirement. High relationship and low task.
8. Inexperienced but well meaning employees. High relationship and high task.
9. Repetitive work; employees with average motivation. High relationship and low task.
10. Employees are performing independent tasks requiring High task; emphasis on relationship
coordination by leader. depends on emotional maturity of
employees.
11. Emotionally immature employees; average skill level. High task and low relationship.
12. Employees are child like or “prima donnas” but talented. High relationship and low task.

28. Behavioural Components of Charismatic and Non-
Charismatic Leaders
Non-charismatic Leader Charismatic Leader
Relation to Status Quo Essentially agrees with status quo Essentially opposed to status quo and
and strives to maintain it strives to
change it
Future Goal Goal not too discrepant from status Idealised vision which is highly discrepant
quo from status quo
Likableness Shared perspective makes him/her Shared perspective and idealized vision
likable makes him/her a likable and
honourable hero worthy of identification and imitation
Trustworthiness Disinterested advocacy in persuasion Disinterested advocacy by incurring great
attempts personal risk and cost
Expertise Expert in using available means to Expert in using unconventional means to
achieve goals within the framework of transcend the existing order
the existing order
Behaviour Conventional, conforming to existing Unconventional or counter normative
norms
Environmental Sensitivity Low need for environmental sensitivity High need for environmental sensitivity for
to maintain status quo changing the status quo
Articulation Weak articulation of goals and Strong articulation of future vision and
motivation to lead motivation to lead
Power Base Position power and personal power Personal power (based on expertise,
(based on reward, expertise and respect and admiration for a unique hero)
liking for a friend who is a similar other)
Leader-Follower Egalitarian, consensus seeking, or Elitist, entrepreneur and exemplary.
directive. Nudges or orders people to Transforms people to the radical changes
share his/her views advocated

29. SSuummmmaarryy
 Leadership refers to the process of influencing others to follow
enthusiastically towards realisation of shared goals. Influence
is a two – way process. The leader influences and is influenced
by followers.
 Leadership is important to commit a group of people towards
specific goals and to make use their potentials to realise the
goals. Leadership has the ultimate aim of raising the level of
human conduct and the ethical aspirations of people.
 There is talk about formal leadership and informal leadership.
Formal leadership occurs when a manager leads by exercising
formal authority. Informal leadership arises when a person
without formal authority is influential in directing the
behaviour of others.
 Different leadership styles are distinguished. In this book
leadership styles are divided into four types : (i) those that are
based on the amount of authority retained; (ii) those that place
relative emphasis on people versus task; (iii) those that are
based on leader’s assumptions about people; and (iv)
entrepreneurship styles.
 Among the theories of leadership, the most discussed theory is
trait theory. According to this theory, certain characteristics

30.  Situational leadership theory propounded by Paul Hersey and Kenneth Blanchard, adds a
new dimension to leadership, viz., maturity. The theory hypothesises that the leader’s
style depends on the maturity level of the subordinate employees.
 McGregor’s Theory X and Theory Y remind the leaders that contrary to popular belief,
individuals are under Theory Y. Accordingly, leaders must adopt participative styles to
influence the followers.
 The discussion of theories is highly useful to leaders in more than one way. The traits
theory underlines that an individual possessing the necessary qualities must be appointed
as leader.
 Behavioural theories postulate that the behaviour of leaders is more important than their
qualities. These behaviours can be acquired unlike traits, which are generally inherited.
 Contingency theories emphasise that the situation in which a leader operates is the most
important determinant of his effectiveness.
 Three contemporary issues on leadership should not be missed by any reader. First one
relates to the need for transformational leadership and not mere transactional leadership.
The se co nd issue relates to the women as leaders. Surprisingly, women are not inferior to
men in skills and abilities but the latter are generally preferred for leadership positions in
our male dominated society. The third issue relates to charismatic leadership which is
needed when an organisation is introducing a totally new product.

31. KKeeyy TTeerrmmss
 Authoritarian leadership
 Contingency theory
 Leadership
 Least preferred co-worker
 Managerial Grid
 Leadership styles
 Charismatic leadership
 Free-rein style
 Leadership match
 Participative style
 Transformational leadership