Lessons in

Leadership
Presented by:

Goals for our Presentation

Teach you about the various types of leadership

The Servant Leader – Malvi Bhagat
The Situational Leader – Abhishek Atree
The Charismatic Leader – Gregory Barone
The Transformational Leader – Benjamin
Berghaendler
The Transactional Leader – Renu Chauhan
The Quiet Leader - Levi Bronchtain
The Participative Leader – Ramdev Gowda





The Servant Leader

“Servant Leadership” was coined by Robert
L Greenleaf in his essay written in 1970.
 A Servant leader is on who puts others
before themselves.
 As the word servant might imply, it is a
leader that acts like a servant to his
followers.
 They naturally want to help others by
bringing the best out in them.

The main difference between a leader and a
servant leader, is that a servant leader
genuinely cares for other people. Their main
goal is to make sure that other people are
satisfied with their tasks, that they are
being pushed to their full capability, and
their highest priorities are being served.

Characteristics of a Servant
Leader

Having a Calling – natural desire to help others
 Listening – desire to listen and value what’s heard
 Empathy – ability to “walk in other’s shoes”
 Healing – others want to approach you for help
 Awareness – keen sense of what is going on
 Persuasion – seek to convince others to do things
 Conceptualization – encourage others to dream
 Foresight – ability to anticipate future events
 Stewardship – prepare others to contribute to society
 Growth – strong commitment to growth of people
 Building community – strong sense of community spirit

Examples of Servant
Leaders
Arthashastra
 Tao Te Ching
 Jesus

Situational
Leadership

Situational leadership is a theory, developed
by Paul Hersey and Ken Blanchard.
Situational Leadership is not something you
do “to” people but something you do
“with” people. 

Directive/Task Behavior Involves(X-Axis):
◦ Clearly Telling People
◦ What to Do, How to Do It, Where to Do It, When to
Do It
◦ And Then Closely Supervising Their Performance

Supportive/Rel. Behavior Involves(Y-Axis):



Listening to People
Providing Support and Encouraging Their Efforts
Facilitating Their Involvement in
Problem Solving and Decision Making

High

Supportive Behavior

S3:
Supporting/Participating 

Low

•High Supportive, Low
Directive
•Focus of Control Shifts to
Follower
•Leader Actively Listens
•Follower Has Ability and
Knowledge to Do the Task

S4: Delegating 

S2: Coaching/Selling
•High Directive, High
Supportive
•Leader Now Attempts to
Hear Followers
Suggestions, Ideas, and
Opinions
•Two-way Communication
•Control Over Decision
Making Remains With the
Leader
S1: Directing/Telling 

•Low Supportive, Low
•High Directive, Low
Directive
Supportive
•Leader Discusses Problems •Leader Defines Roles of
With Followers
Followers
•Seeks Joint Agreement on
•Problem Solving and
Problem Definitions
Decision Making Initiated
Decision Making Is Handled
byBehavior
the Leader
Directive
•One-way Communication
by the Subordinate

High

No one of the styles is considered optimal
in all Solutions. If leaders are to be effective
they need to be flexible and adapt
themselves to each situation.
 It all depends upon the follower’s readiness.

Participative
Leadership

Participative Leadership

Participative leadership is the opposite of
Autocratic leadership.

‘’Experience alone does not create
knowledge’’
Kurt Lewin

Also known as Democratic leadership,
empowerment and power sharing.

Let’s work together to solve
this…

Advantages of Participative
Leadership

Helps create a sense of responsibility among the
team members or employees.

Motivates the team members or employees.

Helps reduce the employee turnover.

Helps the leader or manager to take better
decisions.

Degree of
Participativeness

Autocratic leader and democratic leader.

Disavantages.

Participative leadership is helpful if useful
decisions are made,

But can leas to a feeling of betrayal if the
leader ignores the suggestions and takes
the opposite decision.

Transformational
Leader

Transformational Leadership
Transformational leadership occurs when leaders
and followers engage in such a way that they
raise one another to higher levels of motivation
and morality whereby everyone gets raised to a
higher level of performance.
Four interrelated components of transformational
leadership:



Intellectual stimulation
Individualized consideration
Inspirational motivation
Idealized influence

Attributes of
Transformational Leadership


Concentration on values like integrity and fairness
Building of trust between leader and follower
Increased awareness to elevate followers’ needs
for achievement and self-actualization
Move followers beyond self-interest for the good of
the group, organization, or society
Existence of sound vision, strong interpersonal and
organizational skills, and the desire and
willingness to lead

Benefits/ Limitations and
Goals of Transformational
Leadership


Inspires people and promotes visions
Fosters the acceptance of group goals
Challenges people intellectually to achieve
higher outcomes
The goal of transformational leaders is to
inspire followers to share the leader’s values
and connect with the leader’s vision

Transactional Leader

The transactional leadership style was first
described by Max Weber in 1947 and again by
Bernard M. Bass in 1981.

Assumptions: This leadership style developed
by Bass is based on the hypothesis that
followers are motivated through a system of
rewards and punishment.  The transactional
leader's view of the leader / follower
relationship is one of quid pro quo - or this for
that.  If the follower does something good, they
will be rewarded.  If the follower does
something wrong, they will be punished.

Transactional Leadership Agreements: At
the extreme, the only relationship that develops
between the transactional leader and the
follower is based on an unwritten agreement that
the sole purpose of the follower is to carry out
the wishes of the leader.

Style: The transactional leader works through
creating clear structures whereby it is clear what
is required of their subordinates, and the rewards
that they get for following orders. Punishments
are not always mentioned, but they are also wellunderstood and formal systems of discipline are
usually in place

Types of Transactional Leaders: The types
of transactional leaders described by theorists
include categories such as Opinion Leaders,
Group Leaders, Governmental / Party Leaders,
Legislative Leaders and Executive Leaders.

Transactional Leadership and Women:
Study conducted by Northwestern University
with respect to transactional, transformational,
and laissez fair leadership styles.

The Quiet Leader

The Quiet Leader does not require being in
a controlling position.

They are everyday people that are trying to
make the most of their lives.

Heroism is used only as a last resort

Qualities of Silent Leader
The Quiet Leader recognizes the scope of
his/her control, and the limit of their ability
to predict the future.
 The Quiet Leader has some skin in the
game so they take their self interest
seriously.
 The Quiet Leader does not make in instant
decisions, but thinks things through.
 The Quiet Leader tries to find the middle
ground when possible.

Why are they Important?
Regular leadership leaves out the majority
of people
 Heroic leadership ignores everyday
challenges
 Is it what we can all strive to be

Charismatic Leader

Charismatic leaders …
Communicate on a very powerful and
emotional level
 Have a personal charm that gives a
favorable impression and therefore are trust
worthy
 Are able to inspire enthusiasm, affection,
and loyalty

Key Qualities
Optimistic and passionate about life
 They value the potential that they believe
each person has
 They give hope.
 They share themselves

This type of leader is especially useful in
times of crisis and a major turn around

Conclusion

Remember, good leaders utilize all three styles
depending upon the situation. For example:

Use an authoritative style if a group member lacks
knowledge about a certain procedure.

Use a participative style with group members who
understand the objectives and their role in the task.

Use a delegative style if the group member knows
more than you do about the task.

References
 de Jonge, Jaap. "Charismatic Leadership (Weber)." 12 Manage - The Executive Fast Track. 12
Manage, Web. 19 Oct 2009.
<http://www.12manage.com/methods_weber_charismatic_leadership.html>.
 
Greenleaf, Robert K. "What is Servant Leadership?" Greenleaf Center for Servant Leadership.
Web. 5 Oct. 2009. <http://www.greenleaf.org/>.
 
"Leadership styles - Using the right one for your situation." Mind Tools - Management Training,
Leadership Training and Career Training - Right Here, Right Now. Web. 07 Nov. 2009.
<http://www.mindtools.com/pages/article/newLDR_84.htm#democratic>.
 
Lewin, K. and Lippitt, R. (1938) ‘An experimental approach to the study of autocracy and
democracy. A preliminary note’, Sociometry 1: 292-300.
 
Maxwell, John. "Charismatic Leadership." The Mindful Network. 22 May 2008. Refresher
Publications Inc., Web. 21 Oct 2009.
<http://www.refresher.com/mindfulnetwork/articlelive/articles/82/1/CharismaticLeadership/Page1.html>.
 
McCrimmon, Mitch. "What is Participative Leadership? The importance of involving employees in
making decisions | Suite101.com."
Http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W2
tZJWtR. Mitch McCrimmon. Web. 07 Nov. 2009.
<http://businessmanagement.suite101.com/article.cfm/what_is_participative_leadership#ixzz0W
2tZJWtR>.
 
Tannenbaum, A.S. and Schmitt, W.H. (1958). How to choose a leadership pattern. Harvard
Business Review, 36, March-April, 95-101