Seminar

On
Leadership
CONTENT
 Definition
 Characteristics of Leadership
 Significance
 Leadership Styles
 Leadership vs Management
 Leadership Theories
 Conclusion
INTRODUCTION
 Leadership is a theme that has been in
discussion and also in people's interest from the
ancient days itself, ancient philosophers of Greek
like Socrates and Plato are superabundance
gurus of leadership and management.
 It is said that, in this transforming world,
leadership not only has solutions for firms and
individual people but also furnish solutions to
nations, sectors, and regions.
DEFINITION
The ability to positively influence people
and systems to have a meaningful impact
and achieve results.

❖ Leading People

❖ Influencing People

❖ Commanding People

❖ Guiding People
CHARACTERISTICS OF LEADERSHIP
1. Leader must have followers
2. It is working relationship between leader
and followers
3. Purpose is to achieve some common goal or
goals
4. A leader influences his followers willingly
not by force
5. Leadership is exercised in a given situation
6. Leadership is a power relationship
7. It is a continuous process
A QUESTION…

A leader need not be a manager but a manager

must have many of the qualities of a good
leader?????

Managerial Leadership
SIGNIFICANCE
1. Setting Goals

2. Motivating Employees

3. Building morale

4. Creating Confidence

5. Discipline

6. Developing Team-work

7. Facilitates Change

8. Representing the group

LEADERSHIP STYLES
• Leader by the position achieved

• Leader by personality, charisma

• Leader by moral example

• Leader by power held

• Intellectual leader

• Leader because of ability to accomplish things

LEADERSHIP
MANAGEMENT
Working on the system Working in the system
Create opportunities React
Seek opportunities Control risks
Change organizational rules Enforce organizational rules
Provide a vision to believe in and Seek and then follow direction
strategic alignment
Motivate people by satisfying Control people by pushing them in
basic human needs the right direction
Inspire achievement and energize Coordinate effort
people
Provide instructions
Coach followers, create self-
leaders and empower them
LEADERSHIP TRAITS
 Intelligence  Personality
 More intelligent than  Verbal facility
non-leaders  Honesty
 Scholarship  Initiative
 Knowledge  Aggressive
 Being able to get things  Self-confident
done  Ambitious
 Physical  Originality
 Doesn’t seem to be  Sociability
correlated  Adaptability
LEADERSHIP STYLES
Autocratic:

o Leader makes decisions without reference to anyone

else
o High degree of dependency on the leader
o Can create de-motivation and alienation
of staff
o May be valuable in some types of business where
decisions need to be made quickly and decisively
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
persuade others that the decision is correct
Laissez-Faire:

1. ‘Let it be’ – the leadership responsibilities

are shared by all
2. Can be very useful in businesses
where creative ideas are important
3. Can be highly motivational,
as people have control over their working life
4. Can make coordination and decision making
time-consuming and lacking in overall direction
5. Relies on good team work
6. Relies on good interpersonal relations
Paternalistic:

✓ Leader acts as a ‘father figure’

✓ Paternalistic leader makes decision but may consult

✓ Believes in the need to support staff

LEADERSHIP THEORIES
Trait Theory
 Early on, it was thought that leaders were born
with
inherent physiological and personality traits
 Age
 Height
 Intelligence
 Academic achievements

 Stogdill (1974) – identified several general factors

that differentiate leaders from non-leaders…
LEADERSHIP THEORIES
Trait Theory (continued)
 Capacity: problem-solving capabilities, making judgments and
working hard

 Achievements: accomplishments such as academic record,

knowledge and sports

 Responsibility: dependability, reliability, self-drive,

perseverance, aggressiveness and self-confidence

 Participation and involvement: highly developed social

interaction, popularity, swift adaptation to changing situations,
and easier cooperation compared to non-leaders

 Socio-economic status: effective leaders usually belong to

higher socio-economic classes
LEADERSHIP THEORIES
Behavioral Theories
 Ohio State studies focused on task and social behavior
of leaders
 Identified two dimensions of leader behavior

 Initiating Structure: role of leader in defining

his/her role and roles of group members
 Consideration: leader’s mutual trust and respect
for group members’ ideas and feelings

 Two different behavioral theories:

✓ Role Theory

✓ Managerial Grid
LEADERSHIP THEORIES
Managerial Grid
 Developed by Drs. Robert R. Blake and Jane S. Mouton
 Believed managers have different leadership styles
which led to two different dimensions of leadership:
 Concern for Production: manager who is task-
oriented and focuses on getting results or
accomplishing the mission (X-axis of grid)
 Concern for People: manager who avoids
conflicts and strives for friendly relations with
subordinates (Y-axis of grid)
 LEADERSHIP THEORIES
Managerial Grid (continued)

9
8
7
6
**manager
5 ’s goal is
4 9,9**
3
2
1

1 2 3 4 5 6 7 8 9
LEADERSHIP THEORIES
Participative Theories
 Assumes the following
 Involvement in decision-making improves the
understanding of the issues involved and the
commitment of those who must carry out the
decisions.
 People are less competitive and more collaborative
when they are working on joint goals.
 Several people deciding together make better
decisions than one person alone.

 Two different participative theories:

✓ Lewin’s leadership styles
✓ Likert’s leadership styles
LIKERT’S SYSTEM OF LEADERSHIP
 Rensis Likert and his associates studied the patterns and
styles of managers for three decades at the University of
Michigan, USA, and identified a four-fold model of
management systems.

1. The model was developed on the basis of a questionnaire

administered to managers in over 200 organizations and
research into the performance characteristics of different
types of organizations.
2. The four systems of management system or the four
leadership styles identified by Likert are:
 System 1 - Exploitative Authoritative: Responsibility lies in the hands of
the people at the upper echelons of the hierarchy. The superior has no trust and
confidence in subordinates. The decisions are imposed on subordinates and they do
not feel free at all to discuss things about the job with their superior. The teamwork
or communication is very little and the motivation is based on threats.
 System 2 - Benevolent Authoritative: The responsibility lies at the
managerial levels but not at the lower levels of the organizational hierarchy. The
superior has condescending confidence and trust in subordinates (master-servant
relationship). Here again, the subordinates do not feel free to discuss things about
the job with their superior. The teamwork or communication is very little and
motivation is based on a system of rewards.
 System 3 - Consultative: Responsibility is spread widely through the
organizational hierarchy. The superior has substantial but not complete confidence
in subordinates. Some amount of discussion about job related things takes place
between the superior and subordinates. There is a fair amount of teamwork, and
communication takes place vertically and horizontally. The motivation is based on
rewards and involvement in the job.
 System 4 - Participative: Responsibility for achieving the organizational goals
is widespread throughout the organizational hierarchy. There is a high level of
confidence that the superior has in his subordinates. There is a high level of
teamwork, communication, and participation.
CONCLUSION

 According to Rensis Likert, the nearer the

behavioral characteristics of an organization
approach System 4 (Participative), the more
likely this will lead to long-term improvement
in staff turnover and high productivity, low
scrap, low costs, and high earnings, if an
organization wants to achieve optimum
effectiveness, then this is the ideal system
LEADERSHIP CONTINUUM
 A simple model which shows the relationship
between the level of freedom that a manager
chooses to give to a team, and the level of
authority used by the manager. As the team's
freedom is increased, so the manager's authority
decreases. This is a positive way for both teams
and managers to develop.
LEADERSHIP THEORIES
Contingency Theory
 Assumptions:
 No one best way of leading
 Ability to lead contingent upon various
situational factors:
 Leader’s preferred style
 Capabilities and behaviors of followers

 Various other situational factors

 Effect:
 Leaders who are successful in one situation may
become unsuccessful if the factors around them
change
LEADERSHIP THEORIES
Contingency Theory: Fiedler’s Least Preferred Co-Worker
(LPC) Theory
 Assumptions:
 Leaders prioritize between task-focus and people-focus
 Leaders don’t readily change their style
 Key situational factor in matching leader to situation:
 Relationships
 Power
 Task structure
 LPC Questionnaire
 Determines leadership style by measuring responses to 18 pairs of
contrasting adjectives.
 High score: a relationship-oriented leadership style
 Low score: a task-oriented leadership style

 Tries to identify the underlying beliefs about people, in particular

whether the leader sees others as positive (high LPC) or negative (low
LPC).
Leadership Theories

FINDINGS OF THE FIEDLER MODEL

Exhibit 17.4
LEADERSHIP THEORIES
Situational Leadership
 Situational factors (motivation, capability of
followers, relationship between followers and
leader) determine the best action of leader
 Leader must be flexible to diagnosis leadership
style appropriate for situation and be able to
apply style
 No one best leadership style for all situations
LEADERSHIP THEORIES
Hersey & Blanchard’s Situational Leadership (1977)
Identified 4 different leadership styles based on readiness of followers
R1. Telling (high task/low relationship behavior)
• Giving considerable attention to defining roles and goals
• Recommended for new staff, repetitive work, work needed in a short time
span
• Used when people are unable and unwilling
R2. Selling (high task/high relationship behavior)
• Most direction given by leader encouraging people to ‘buy into’ task
• Used when people are willing but unable
R3. Participating (high relationship/low task behavior)
• Decision making shared between leaders and followers, role of leader to
facilitate and communicate
• Used when people are able but unwilling
R4. Delegating (low relationship/low task behavior)
• Leader identifies problem but followers are responsible for carrying out
response
• Used if people are able and willing
LEADERSHIP THEORIES
Hersey & Blanchard’s Model

Source: Reprinted with permission from the Center for Leadership

Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
SUMMARY OF LEADERSHIP THEORIES
Theory Leadership Based On…
Trait Theory Leaders born with leadership traits

Behavioral Theory Initial structure and consideration

- Role Theory Shaped by culture, training, modeling

- Managerial Grid Concern for production and concern for people

Participative Leadership More people involved = better collaboration

- Lewin’s Style Autocratic, democratic, laissez-faire

- Likert’s Style Task oriented, relationship oriented, participative style

Contingency Theories No one best leadership style

- Fiedler’s LPC Theory Task focus v. relationship focus

- Cognitive Resource Theory Intelligence and experience make a difference

- House’s Path Goal Theory Help followers make their goals compatible with
organizational goals
Situational Leadership Similar to contingency theory

- Hersey and Blanchard Based on relationship between leader and follower

and task behavior
- Vroom & Yetton Decision quality and decision acceptance
TRANSACTIONAL VS. TRANSFORMATIONAL
LEADERSHIP
Basis of Transactional Transformationa
Distinction l
Basis Based on exchange Based on leaders
relationship between values, beliefs and
leader and followers. needs of followers
Method of Rewards and Leaders charisma,
inspiration recognition for good vision and energy
performance
Orientation Task Orientaion Goal Orienatation
Approach Passive and stable Active and dynamic

Main functions of Determination of Providing vision and

leader objectives, clarifying sense of mission,
tasks, helping instilling pride,
subordinates in gaining respect and
achieving objectives trust, inspiring
people, giving
CONCLUSION
 The Leadership skills approach takes into
account the knowledge and abilities that the
leader has. A leader can learn certain skills and
turn himself into a remarkable one.
 Researchers have studied leadership skills and
abilities for a number of years. However, there
are two influential models. The first one is a
model proposed by Robert Katz in 1955. The
second approach is proposed by Michael Mumford
and colleagues in the year 2000. These models
can be seen as complimentary to each other, since
they offer different views on leadership from the
skills point of view.
REFERENCE
 www.google.com
 www.wikipedia.com

 www.studymafia.org

 www.pptplanet.com
THANKS