LEADERSHIP

LEARNING OBJECTIVE

 Understand who is a leader

 Understand what is leadership?
 What are the styles of leadership
 Leadership theories
 Understand different skills of a leader
 One who goes first and
leads by example, so that
others are motivated to
follow him.
LEADERSHIP
 It is a process of influencing people to accomplish
the desired goals.

 Leadership is the ability to take an average team of

individuals and transform them into superstars.

 Leadership is the art of influencing, motivating the

people & peruse your vision and the ability to
transform your vision as a shared vision
LEADERSHIP &
MANAGEMENT

MANAGERS LEADERS
 Administers  Innovate
 Maintain  Develop
 Control  Inspire
 Short-term view  Long-term view
 Ask how & when  Ask what & why
 Accept the status state  Challenge it
•AUTOCRATIC
•DEMOCRATIC/PARTICIPATIVE
•TRANSACTIONAL
•TRANSFORMATIONAL
•CHARISMATIC
•LAISSEZ-FAIRE
LEADERSHIP STYLES

 AUTOCRATIC DEMOCRATIC/PARTICIPATIVE
 Individual holds all are  Invites team members to
rights of decision contribute to decision
making. People are less making, although may
or not involved make final decision
LEADERSHIP STYLES

TRANSACTIONAL TRANSFORMATIONAL
 Focus on the staff on  leader who inspires
doing what that are paid team with shared vision,
for, reward and uses delegation &
punishment is involved participation to engage
team
LEADERSHIP STYLES

CHARISMATIC LAISSEZ-FAIRE

 Leader is highly   Is where all the rights

enthusiastic and and power to make
motivates others with decisions is fully
energy
given to the worker
 May be perceived as
only source of  Leaders provide the
motivation or inspiration tools and resources
in the team needed
LEADERSHIP SKILLS
DISADVANTAGES OF INEFFECTIVE
LEADERSHIP

 Members don’t feel valued

 Creates negative attitudes
 Not developing all employees
 Higher absenteeism
 Low productivity/poor quality
 Miscommunication
BENEFITS OF EFFCTIVE LEADERSHIP IN
ORGANIZATION

 Members at all levels feel needed

 Promotes positive attitudes
 Utilize all resources
 Reduce complaints
 Members share ideas
 Less confusion
 Shared Vision
 Fosters TEAM building
 Top Influential Business Leaders In The World

 Bill Gates, co-founder of Microsoft

 Sam Walton, former CEO of Wal-Mart
 Jack Welch, former CEO of General Electric
 Warren Buffet, CEO of Berkshire Hathaway
 Steve Jobs, CEO of Apple
 Herb Kelleher, chairman of Southwest Airlines
 Michael Dell, founder of Dell Computer
 Alan Greenspan, chairman of the Federal Reserve
 Andy Grove, former CEO of Intel
 Jack Yun MA Executive Chairman, Alibaba
THANKYOU
Theories of Leadership

 Great Man Theory  Situational Leadership

 Trait Theory
 Contingency Theory
 Behavioral Theories
 The Managerial Grid
 Transactional
 Theory X and Theory Y Leadership
 Participative Leadership –  Transformational
 Lewin’s leadership styles
Leadership
Great Man Theory

 Great Man – assumes that the leader is different from the average

person in terms of personality traits such as intelligence,

perseverance, and ambition

 ASSUMPTIONS

– People are born with inherited traits.

– Sometimes are particularly suited to leadership.

– People who make good leaders have the right (or sufficient)

combination of traits
Trait Theory
 Early research on leadership was based on the
psychological focus of the day, which was of people
having
 Attention was given to discovering these traits, often by
studying successful leaders.
 Underlying in assumption that if other people could also
be found with these traits, then they, too, could also
become great leaders.
Behavioral Theories
 Assumptions

 Leaders can be made, rather than are born

 Successful leadership is based in definable, learnable behavior

 Description

 Behavioral theories do not seek inborn traits they look at what leaders actually
do
 Success can be defined in terms of describable actions

 Implication:

 Leadership capability can be learned

The Managerial Grid

 Two general types of behavior exhibited by

leaders:

 Concern for People

 Concern for Production
The Managerial Grid

 Country Club Management—These managers exhibit a high concern

for people and building a friendly environment. They have a lower

concern with the task and with getting things done.

 Middle-of-the-Road Management—These leaders have minimal focus

on people and task. Their main concern is preserving the status quo.

They do what must be done, but do not set high standards or raise the

bar for performance.

 Authority-Compliance Management—These managers have a high

concern for task and emphasize productivity and efficiency at all

times.
The Managerial Grid

 Impoverished Management—These managers

take a lazy approach to leadership. They have
little regard for people or task and are very
poor managers.

 Team Management—These leaders are the

most effective managers. They are highly
focused both on people and task and they
maintain high performance standards.
Participative Leadership

 A participative leader rather than taking

autocratic decisions, seeks to involve other
people in the process possibly including
subordinates, peers, superiors and other
stakeholder.

 Most participative activity is within the

immediate team.
Lewin’s leadership styles

AUTOCRATIC

DEMOCRATIC
Contingency Theory and Situational
Leadership

 The best action of the leader depends on a range of situational

factors

 When a decision is needed, an effective leader does not just fall

into a single preferred style.

 According to Hersey and Blanchard, the motivation and the

abilities of your Soldiers/ followers will affect your decisions in
a given situation.

 They group leaders into four styles of leadership: delegating,

supporting, coaching, and directing.
Contingency Theory and Situational Leadership

 Their theory assumes that each of these leadership

styles can be effective—depending on the development
level of the individual or people you are leading.

 According to contingency theory, what works for a

leader in one situation may not work in another.

 This theory attempts to explain why a leader who is

very successful in one situation may fail when
transplanted to another or when the situation changes.
Transactional & Transformational
Leadership

 Transactional Leadership : that people are

motivated strictly by reward and punishment.

 Transformational Leadership: Transformational

leadership grows out of the assumption that
people will follow a leader who inspires and
motivates them.