By: Heena Singh
Monika Rajput


. LEADERSHIP Leadership is a process by which a person influences others to accomplish an objective and directs the organization in such a way that makes it more cohesive and coherent.

TYPES OF LEADERSHIP AUTOCRATIC LEADERSHIP • Classical Leadership Style • Managers retains as much power and decision making authority as possible • No involvement of Staff DEMOCRATIC LEADERSHIP • Also known as Participative style • Sharing of Decision-making abilities and Ideas • Encourages staff to be a part of the decision making .

LAISSEZ-FAIRE LEADERSHIP • Known as “Hands-off” style • The manager provide little or no direction and gives staff freedom as much as possible • Highly experienced and trained employees requiring little supervision fall under the laissez-faire leadership style . .

thus Facebook is all over the world today. Mark Zuckerberg the creator of facebook uses the following leadership styles : AUTOCRATIC •AS a CEO he commands his colleagues to complete a particular task . . MARK ZUCKERBERG LEADERSHIP STYLES A successful leader /entrepreneur always makes use of all leadership styles.

LAISSEZ-FAIRE LEADERSHIP • Allows his colleagues to make changes to the Facebook layout • Hiring of the highly qualified software engineers and employees .DEMOCRATIC • Does not position himself above his employees • Employees can see him every day .presenting different ideas and questions to him • Takes feedback for the given work and put better features to it.

Power •Power is the ability to influence others . • One of the most influential theories of power comes from the work of French and Raven and they have identified five sources of power : Organisational power Legitimate Reward Coercive Personal power Expert Referent . to overcome the resistance and to get people to do things that they would not otherwise do. to change the course of events .

TYPES OF POWER LEGITIMATE organizational position. REFERENT relationships that a person cultivates with POWER • It is derived from the interpersonal COERSIVE • It is derived from a person's ability to influence others via threats. REWARD • Arises from the ability of a person to POWER influence the allocation of incentives in an organization. . punishments POWER or sanctions. • Refer to the power conferred by person’s POWER • Expert power is derived from possessing EXPERT POWER knowledge or expertise in a particular area. other people in the organization.

skills. expertise and leadership qualities which go in hand in hand with control over power. Mark’s power styles: •Legitimate power •Expert power . Mark Zuckerberg power’s Mark Zuckerberg without any doubt is one the influential people in the world today with his success factors.

internet entrepreneur.Being a computer programmer. co-founder and importantly CEO of facebook he has majority controls of power over the company to : •Operating cash and other investment deals •Hiring of Engineers on business •Controller of 3 out of 5 board seats •Power of disposition and direction .

CONFLICT • Conflict refers to the state of discord caused by the actual or perceived opposition of needs. and between unions and management . • The jurisdictional disagreements among individuals. departments. . values and interests between people working together.

INTRA INDIVIDUAL CONFLICT Occur within the person INTERPERSONAL INTER CONFLICT ORGANIZATIO Between NAL CONFLICT TYPES individuals OF Occurs across based on organization CONFLIC differing goals T or value INTERGROUP CONFLICT Occurs between two or more groups or team .

2008. the case settled and Facebook agreed to transfer over 1. MARK ZUCKERBERG CONFLICTS INTERGROUP CONFLICT CONNECT U • Harvard students Cameron WinkleVoss. • filed a lawsuit in 2004 • On June 25.would help them building a social network (later called ConnectU).intentionally making them believe.2 million common shares and pay $20 million in cash. Tyler Winklevoss and Divya Narendra accused Zuckerberg. .

.INTER PERSONAL CONFLICT EDUARDO SAVERIN LAWSUIT • A lawsuit filed by Eduardo Saverin against Facebook and Zuckerberg • CEO diluted Saverin stake in Facebook and booted him from the company.

edu/jedens/files/2014/09/Lunenburg-Fr ed-C-Power-and-Leadership-An-Influence-Process-IJMBA-V15- ted-his-co-founder-out-of-the-company-2012-5?IR=T https://blogs.vt.businessinsider. BIBLIOGRAPHY .