Leadership and its

contemporary issues
Presented by : Amey Alawani (120)
Nishita shivkar (88)
Pradyna hinge (69)
Pravin Barge (104)
Shreelekha pillai (78)
swapnil nakate (76)
 What is leadership?
 Effective leadership can guide a group towards
certain
ideals without exerting much force.
 Leadership is concerned with getting results through
people and implies the organization of staff into
productive teams, groups and departments.
 Definitions
Koontz and O'Donnell
“Leadership is the ability of manager to induce
subordinates (followers) to work with confidence and
zeal.”
 
George Terry
“Leadership is the activity of influencing people to
strive for mutual objectives.”
 
 HISTORY
The search for the characteristics or traits of leaders has
been ongoing for centuries.

This view of leadership, the trait theory, was explored at

length in a number of works in the previous century.

For decades, this trait-based perspective dominated

empirical and theoretical work in leadership.
 Features Of Leadership
Involves guiding and motivation.
Existence of subordinates and common interest.
Promotion of interest in the work .
Support from all.
Influences subordinates through personal qualities.
Dynamic and continuous process.
Leadership is the situational .
Interaction with the followers.
Achievement of objective.
 Leadership Styles
 Adopting different leadership styles.

 Clear demonstration of a clear cut vision holding their team

member .

Leadership style is the typical approach adopted by the leader

to lead people.

Understanding of leadership style will help us to know what

a leader actually does to get work done through people.
 Leadership Styles
Autocratic Style
This style involves retention of the full authority by the
leader.

This type of leadership is visible in the defense forces.

Coercive Style
This style to a certain extent can be said to be similar
autocratic style.

Adopting extreme lop-down decision making style.

Leader does not believe or encourage a two way

communication style.
 Leadership Styles
Democratic style:
Leader confirm final authority on the group.
 Leader delegates full authority to his/her followers.

Pace Setting style:

This style is admirable , it should be used only sparingly.
 The leader may be quick in pointing out poor performance.
 Leadership Styles
Affiliative style:
The leader follows the subordinate.
Leader can get work done by using some keys.

Coaching style:
Help to the employee.
Leader encourage & counsel employee.
 Leader Vs Manager
Manager Leader

Takes initiative Is originative

Makes plans operational Has a vision for future

Considers employees as subordinate Treats employees as associates

Believes in efficiency Believes in effectiveness

Can manage change Create change

 Traits Of A Good Leader
 Honest
Competent
Forward Looking
Inspiring
Intelligent
Fair-minded
Broad-minded
Courageous
Straightforward
Imaginative
Behaviour Of A Good Leader
They should have a vision that needs to be
implemented.
They should be dynamic
They give credit to others.
They should help others to develop.
They should share power.
They should be willing to experiment and learn.
 What makes a good team
leader?
Commitment to people
Desire to support and serve
Enthusiastic, energetic
Willingness to shoulder responsibility
Ability to achieve more as a team
 Theories Of Leadership
“Great Man” Theory
Great leaders are born, not made.
 People have inborn exceptional qualities and are intended
to lead.

Trait Theory
Inherent qualities
Some traits are Adaptable to situations, Assertive,
Cooperative, Decisive, Dominant, Self confident.
 Theories Of Leadership
Contingency Theory
No leadership style is the best one at all times and in all
situations.

Situational Theory
No simple way solution for every situation.
Focuses on what behaviour the leader should use.
 Theories Of Leadership
Behavioural Theory
Great leaders are made, not born.
Focuses on actions of leaders.
People can become leaders through the process of Teaching,
Learning and Observation.

Participative Theory
Best leaders take input from others into account.
Leaders encourage participation and contribution from group
members.
 Theories Of Leadership
Management Theory
Organization, Supervision and Group performance.
Reward and Punishment system.

Relationship Theory
Connection formed between leaders and followers.
Leaders inspire and motivate people, help group
members.
 Contemporary Leadership
theories
 Charismatic Leadership
Transactional Leadership
Charismatic Leadership

They are relatively rare compared to the others, but they

are especially common to religious groups.
The charismatic leader gathers followers by their
personality and charm.
Transactional Leadership

The transactional leader works through creating specified

structures whereby it is clear what is required of their
subordinates, and the rewards that they get for following
orders and the punishments they would attract if they fail.

They display the quality of assertiveness and also

allocate work to their subordinates whether resources are
available or not.
 

 
 Contemporary Issues In
Leadership
Emotional Intelligence and Leadership
effectiveness

Need to posses Emotional Quotient like Self motivation,

Empathy, Social Skills.
EQ can improve results through creation of a conducive
work environment
Women Leaders

 New face of women well equipped with educational

qualification and competency.
Team management in the Age of Global
Leadership
The business leader of today has to grapple with the
present realities in order to survive in the continuous
changes enveloping across the globe.

Team management is possible only if the leadership

process is closely aligned with vision and direction.
Leaders mustContemporary
be examplesLeadership Role 

Mentoring

Self Leadership

Motivator

Quick Decision Making

CASE STUDY
 FACTS
Manish a young boy with M.Sc. Chemistry with superb
technical excellence.
He became start performer in very early age.
Personality made him approachable when ever any one is
in needed help situation.
Join firm as chemist in R&D department, with full
enthusiasm.
FACTS
Promoted as Team leader of R&D department.
He project himself to his subordinates, that how to do
first class scientific work even when you are under
tremendous pressure.
Firm felt that Manish has good potentials to be a leader.
Promoted as Head in charge of R&G department.
 WHAT WENT WRONG
He himself extended his limits of work and pressure on his
subordinates.
Create vision for team, work out strategies to co-ordinate
project, delegate authority – Tasks
Quality performance started slipping down.
Expecting high performance from subordinates as he is
giving.
When they fail to rise, he started distrusting them.
PROBLEMS
So to overcome lapses of his subordinates Manish started
working extra.
This affect his mental and physical health.
Subordinates started feeling, that Manish doesn’t believe
them any more.
Subordinates started losing their morale and enthusiasm.
QUESTIONS
Which style of leadership is adopted by Manish?

The leadership style adopted by Manish was right?

What should be done?