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Published by: Riwii Mahq on Nov 28, 2012
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MADE BY- Rishabh Jaiswal Rimanshu Patel

.Leadership Leadership is the process of making other group members follow the leader without the use of force.

Theories of leadership • • • • Trait Theory Behavioral Theory Situational Theory Great Man Theory .

The behavioral theory concentrate on activities of leader to identify their behavioral pattern. A leader uses conceptual human and technical skills to influence the behavior of his subordinates.BEHAVIORAL THEORY According to this theory a particular behavior of a leader provide a great satisfaction to the followers and hence they recognize him as a good leader. . The behavioral approach is based on effective role behavior.

leaders can be made and so it became a famous management leadership theory and practice. the researchers started exploring the behaviour of the leaders and made assumptions that the traits and the leadership qualities are not inherited. In the behaviour theory. they can be learned and mastered by any person. we need to assess a successful leader along with the actions of that particular leader.After the trait theory. Thus. this theory meant that leaders are not born. .

Concern of Task The leader with the concern of task is more focused on his achievements and level of productivity. in order to meet the desired objectives and goals.Here are the four styles of leadership based on the behavioural theory: Concern for People As the name suggests. Also. development and problems. this style of leadership reflects the characteristics of the leaders who aimed upon solving the problems of their followers and look after their needs. the concern of task style reflects the ability to organize people and arrange activities. The leader who has the concern of people as his priority will always strive for the betterment of his people or followers. .

Directive Leadership This leadership style includes the characteristics of leaders with the ability to be decisive and expect the followers to act according to his decision. . Participative Leadership Unlike directive leadership. in participative leadership. the leader and his followers take a decision by sharing the view.

.Behavioural theory contd..

Consideration – This refers to the extent to which a leader cares for his subordinate. respects their ideas and feelings and establishes work relations which are characterized by mutual trust and respect. People who score high in this dimension put pressure on subordinates to meet deadlines and maintain certain level of performance. 2.THE OHIO STATE STUDIES • In 1945 researchers from various fields conducted studies on leadership at Ohio State university. . • The research was based on a questionnaire called ‘Leader Behavior Description Questionnaire’. • They narrowed down to two independent dimensions along which an individual’s leadership behavior could be studied. Initiating Structure – Individual’s ability to define his own task as well as the subordinates tasks and also accomplish them in time. The studies revealed that the people who scored high on both the dimensions were able to achieve higher performance as well as job satisfaction. 1.

The FIVE managerial Grid styles are based on two fundamental concerns (concern for people and concern for results) are manifested at varying levels whenever people interact.The Managerial Grid by Robert R. Blake and Jane S. . Mouton • The Managerial Grid defines FIVE basic styles that characterize workplace behaviour and the resulting relationships.

 Results in: high output is achievable in the short term. The concept distinguishes 5 different leadership styles.  Results in: A usually friendly atmosphere. A basically lazy approach.  Characteristics: The relationship-oriented manager has a high concern for people. main concern is not to be held responsible for any mistakes. has a high concern for production. He hopes that this will increase performance. but a low concern for production. He provides his employees with money and expects performance back. avoids to get into trouble. dissatisfaction and disharmony due to lack of effective leadership.  Characteristics: low concern for both people and production. There is little or no allowance for cooperation or collaboration.  Characteristics: The task-oriented manager is autocratic. He pressures his employees through rules and punishments to achieve the company goals. Produce or Perish style OR Authoritarian style(High Production / Low People)(9:1)  Description: Authoritarian or compliance leader.  Results in: Disorganization. Country Club style (Low Production / High People)(1:9)  Description: One-sided. This inability results from fear that using such powers could destroy relationships with the other team members. and a low concern for people. He is almost incapable of employing the more punitive. based on the concern for people and the concern for production: Impoverished style (Low Production / Low People) (1:1)  Description: A delegate-and-disappear management style. much will be lost through an high labour turnover. coercive and legitimate powers. . but not necessarily very productive. thoughtful attention to the needs of employees. He finds employee needs unimportant . He pays much attention to the security and comfort of the employees.

This style emphasizes making employees feel part of the company-family. which leads to high satisfaction and motivation and. . Team Management style (High Production / High People).  Results in: Compromises in which neither the production nor the people needs are fully met.Middle-of-the-road style (Medium Production / Medium People).  Results in: Team environment based on trust and respect.(9:9)  Description: The ultimate. high production.  Characteristics: The manager encourages teamwork and commitment among employees. as a result. Motivation is high. He believes this is the most anyone can do. (5:5)  Description: The manager tries to balance between the competing goals of the company and the needs of the workers. hoping to achieve acceptable performance. The manager pays high concern to both people and production. and involving them in understanding organizational purpose and determining production needs.  Characteristics: The manager gives some concern to both people and production.

There are some traits which makes leaders successful.9. .1 (authoritarian) type style is more effective than a 9. Eg. 9. • Does not concentrate on traits of leaders…. Self –confidence.LIMITATIONS….. Eg. • these studies fail to consider the situational factors that “influence success or failure”.. In case of a platoon commander….

but not the least I want to thanks AMITAVA SIR for his keen guidance and cooperation.REFERENCES  Class Notes  www. ‘THANK YOU’ SIR .com At last.leadership.authorstream.com  www.

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