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Seminar
On
Leadership

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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
Working on the system
Create opportunities
Seek opportunities
Change organizational rules
Provide a vision to believe in and
strategic alignment
Motivate people by satisfying
basic human needs
Inspire achievement and energize
people
Coach followers, create self-
leaders and empower them
MANAGEMENT
Working in the system
React
Control risks
Enforce organizational rules
Seek and then follow direction
Control people by pushing them in
the right direction
Coordinate effort
Provide instructions
LEADERSHIP TRAITS
 Intelligence  Personality
 More intelligent than  Verbal facility
non-leaders  Honesty
 Scholarship  Initiative
 Knowledge  Aggressive
 Being able to get  Self-confident
things done  Ambitious
 Physical  Originality

 Doesn’t  Sociability
seem to be
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
**manage
5
r’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
Theory
OF LEADERSHIP THEORIES
Leadership Based On…
Trait Theory
Behavioral Theory
- Role Theory
- Managerial Grid
Participative Leadership
- Lewin’s Style
- Likert’s Style
Contingency Theories
- Fiedler’s LPC Theory
- Cognitive Resource Theory
- House’s Path Goal Theory
Situational Leadership
- Hersey and Blanchard
- Vroom & Yetton
Leaders born with leadership traits
Initial structure and consideration
Shaped by culture, training, modeling
Concern for production and concern for people
More people involved = better collaboration
Autocratic, democratic, laissez-faire
Task oriented, relationship oriented, participative
style
No one best leadership style
Task focus v. relationship focus
Intelligence and experience make a difference
Help followers make their goals compatible with
organizational goals
Similar to contingency theory
Based on relationship between leader and follower
and task behavior
Decision quality and decision acceptance
TRANSACTIONAL VS.
TRANSFORMATIONAL
LEADERSHIP
Basis of Transactional Transformation
Distinction al
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
personal attention.
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