LEADERSHIP

 Leadership is the art of motivating a group of people to act

towards achieving a common goal.

 The process of encouraging and helping others to work

enthusiastically towards objectives .

 Alan Keithstated that, "Leadership is ultimately about creating

a way for people to contribute to making something
extraordinary happen.
 FORMAL & INFORMAL LEADERSHIP
FORMAL LEADERSHIP
 The manager controlled by an formal authority.
 The exercise of formal authority through assigning duties
derives,from the managers official position within the
organisation’s hierarchy of authority.
 Any employee who is assigned a managerial position has the
opportunity and responsibility to exercise formal leadership

INFORMAL LEADERSHIP
 Arises when a person without formal authority is influential in
directing the behavious of others. Although not formally
appointed or elected he becomes a leader through his actions or
personal attractions.
DIFFERENCE BETWEEN MANAGERS &
LEADERS
MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.
 LEADERSHIP STYLES

Based on Based on task

authority versus people
retained emphasis

Based on
Likert’s
assumptions
about people four styles
 THEORIES OF LEADERSHIP

Leader
Behaviour
Trait Theory
Theory

The
Contingency
Managerial Theory
Grid
 TRAIT THEORIES
Traits Theories of Leadership
theories that consider Leadership
LeadershipTraits:
Traits:
personality, social, physical, or ••Ambition
intellectual traits to differentiate Ambitionand
andenergy
energy
leaders from non leaders. ••The
Thedesire
desiretotolead
lead
Limitations: ••Honest
Honestand
andintegrity
integrity
No universal traits found that ••Self-confidence
Self-confidence
predict leadership in all ••Intelligence
situations. Intelligence
Unclear evidence of the cause
••High
Highself-monitoring
self-monitoring
and effect of relationship of ••Job-relevant
Job-relevant
leadership and traits. knowledge
knowledge
 BEHAVIORAL THEORIES

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate
leaders from nonleaders.

Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
 CONTINGENCY THEORIES
A. Fiedler’s Model
Leader-Member Relations
The degree of confidence, trust, and respect subordinates
have in their leader.

Task Structure
The degree to which the job assignments are procedurized.

Position Power
Influence derived from one’s formal structural position in
the organization; includes power to hire, fire, discipline,
promote, and give salary increases.
Findings from Fiedler Model
B. Hersey and Blanchard’s Situational
Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness.

Unable and Unable but Able and Able and

Unwilling Willing Unwilling Willing

Follower
Follower readiness:
readiness:
ability
ability and
and willingness
willingness

Leader:
Leader: decreasing
decreasing need
need
for
for support
support and
and supervision
supervision

Directive High Task and Relationship Supportive Monitoring

Orientations Participative
 Leadership Styles and Follower
Readiness
Follower Unwilling Willing
Readiness

Able Supportive
Monitoring
Participative

Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
 C. Leader–Member Exchange Theory

Leader-Member Exchange (LMX) Theory

Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
Leader-Member Exchange Theory
D. The Path-Goal Theory
 Transactional and Transformational
Leadership

TRANSACTIONAL LEADERS
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task
requirements.

TRANSFORMATIONAL LEADERS
Leaders who provide individualized consideration and
intellectual stimulation, and who possess charisma.
 CHARACTERISTICS OF
TRANSACTIONAL LEADERS
CONTINGENT REWARD: Contracts exchange of rewards for
effort, promises rewards for good performance, recognizes
accomplishments.

MANAGEMENT BY EXCEPTION: Watches and searches for

deviations from rules and standards, takes corrective action.

IDEALIZED INFLUENCE: Provides vision and sense of

mission, instills pride, gains respect and trust.
 CHARACTERISTICS OF
TRANSFORMATIONAL LEADERS
INSPIRATION: Communicates high expectations, uses symbols to
focus efforts, expresses important purposes in simple ways.

INTELLECTUAL STIMULATION: Promotes intelligence,

rationality, and careful problem solving.

INDIVIDUALIZED CONSIDERATION: Gives personal attention,

treats each employee individually, coaches, advises.