PRESENTED BY:

POOJA SENGAR
SHIVANEE SINGHAI
VIJAY KESWANI
AMIT RAMCHANDANI
PRACHI SARAF
A.JAYA

MBA(BE-1ST SEM)
 Introduction to leadership
 Trait Approach
 Behavioral Theory
 Contingency Theory
 Path-Goal Theory
 Managerial Grid
LEADERS ARE
BORN AND
NOT MADE
 Leadership is the ability to build up
confidence & zeal among people & to
create an urge in them to be led. To be
successful leader manager must possess
the qualities of foresight, drive, initiative,
self-confidence & personal
integrity.Different situations may demand
different leadership.
 Leadership is a personal quality.

 It exists only with followers,if there are

no followers ,there is no leadership.

 It is the willingness of the people to

follow that makes person a leader.

 Leadership is the process of influence .

 It exists only for the realization of

common goals.
Leadership Style based on Attitude
 Autocratic or authoritarian style
leader .
 Laissez-faire or Free-rein style
leader.
 Democratic or Participative style
leader.
 Paternalistic style leader.
 Leadership style based on
official recognition.

 Formal Leader

 Informal Leader
 Leader vs Boss
 The boss drives people; the leader
coaches them.
 The boss depends upon authority; the
leader on good will.
 The boss inspires fear; the leader inspires
enthusiasm.
 The boss says ‘I’; the leader says ‘we.’
 The boss says ‘Get here on time’; the
leader gets there ahead of time.
 Contd….
 The boss fixes the blame for the
breakdown; the leader fixes the
breakdown.
 The boss knows how it is done; the leader
shows how.
 The boss makes work a drudgery; the
leader makes work a game.
 The boss says ‘Go’; the leader says ‘Let’s
go.’”
 The boss justifies or lays blame - the
leader takes responsibility.
 Setting Goals
 Organizing

 Initiating actions

 Co-ordination

 Direction & motivation

 Link between management &

workers
 The leader should consult the group in framing the policies &
the lines of action & in initiating any radical change therein.
 Should attempt to develop voluntary cooperation from his
subordinates in realizing common objectives
 He should exercise authority whenever necessary to
implement the policies.
 Should build up confidence & zeal in his followers.
 Should listen to the subordinates properly & appreciate their
feelings.
 Should communicate effectively.
 Should follow the principles of motivation.
defined as enduring quality of an ind
he trait approach seeks to determine
‘what makes a successful leader’
the leaders own personal characteri
 INNATE QUALITIES ACQUIRED QUALITIES

PHYSICAL FEATURES EMOTIONAL STABILITY

INTELLIGENCE HUMAN RELATIONS

EMPATHY

FAIRNESS & OBJECTIVITY

TECHNICAL SKILLS

COMMUNICATING SKILLS

SOCIAL SKILLS

MOTIVATING SKILLS
 INITIATING
STRUCTURE CONSIDERATION

Establish well defined Friendliness

patterns of organization
Mutual trust
Develop channel of
communication Respect

To superwise activities Supportiveness

of employees
Openness

Welfare of employees
 High
High High
consideration consideration
& &
Low structure High structure
CONSIDERATION

Low Structure High Structure

& &
Low Low
consideration consideration

Low

Low High
INITIATING STRUTURE
 RELATIONSHIP
TASK ORIENTED POSITION
ORIENTED
LEADERS POWER
LEADERS
In this model leadership is effective when the leader’s style is
appropriate to the situation, as determined by three principal factors:

1. Leader-member relations: The nature of the interpersonal

relationship between leader and follower, expressed in terms of good
through poor, with qualifying modifiers attached as necessary. It is
obvious that the leader’s personality and the personalities of
subordinates play important roles in this variable.

2. Task structure: The nature of the subordinate’s task, described

as structured or unstructured, associated with the amount of creative
freedom allowed the subordinate to accomplish the task, and how
the task is defined.

3. Position power: The degree to which the position itself enables

the leader to get the group members to comply with and accept his
1. Directive Leadership: The leader explains the performance goal &
provides specific rules & regulations to guide subordinates toward achieving
it.

2. Supportive Leadership: The leader displays personal concern for

subordinates. This includes being friendly to subordinates and sensitive to
their needs.

3. Achievement-oriented Leadership: The leader emphasizes the

achievement of difficult tasks & the importance of excellent performance &
simultaneously displays confidence that subordinates will perform well.

4. Participative Leadership: This leadership style involves sharing

information as well as consulting with subordinates before making decisions.
 FIVE STYLES OF LEADERSHIP
ON MANAGERIAL GRID

IMPOVERISHED MANAGEMENT(1,1)
Manager is least concerned with either people or
production.

COUNTRY CLUB MANAGEMENT(1,9)

Managers have great concern for their people but lack
production orientation.
 TASK MANAGEMENT Grid (9,1)
Leaders with high concern for production fall under
this style. Their concern for people is however
minimum.

TEAM MANAGEMENT Grid(9,9)

Leaders having high concern for production as well as
people.

MIDDLE OF THE ROAD Grid (5,5)

Leaders of this style have medium concern for both
people and production and try to maintain a balance in
the two.