"Vidya Seva Ratna" , "Kamalakara Seva Ratna", "KaviKireeti", "AcharyaSamrat" ALAPATI SRINAGESH M.Sc. Psychology, M.S. PublicRelations, M.A. English, M.A.Philosophy, M.C.J. Telugu, PGDIM, PGDCE, PGDBM, DIM, CSS, CY National Corporate Trainer in Soft Skills & Communication Skills Consultant Psychologist & Psychometric Analyst; Motivational Speaker Management Consultant in Learning & Development Strategies, HR & Organizational Development Interventions,Competency Mapping, Capacity Building, Training Need Identification, Analysis & Assessment Visiting Faculty- Management, Organizational Behaviour,Psychology & CRT Coach in English : IELTS, TOEFL, GRE, GMAT, CAT, Civil Services, Bank POs Author -108 Secrets of Success ; Attitude is Everything 9346239452 / 8790713552

1. SKILLS & STYLES
ALAPATI SRINAGESH
Corporate Trainer, Faculty, Coach, Psychologist,
& Management Consultant

3. LEADERSHIP- NEED OF THE HOUR
• Country – Needs strong and ethical leadership
( to avoid coalition govts.)
LEAD- LEADERSHIP,EXCELLENCE,AWARENESS,DEVELOPMENT
• Organizations – need dynamic leadership
( to avoid collapses)
• Management-art & science, born, practice, profession
Functions- planning, controlling , organizing & leading
Leadership- born , developed, trained
( NCC for Armed Forces)
Organizational – diff between CMD & GM
Leaders- from the people, distinct from people
ASK YOURSELF – AM I A LEADER OR A MANAGER

5. LEADERSHIP
• “ A leader leads by example, whether he intends to or not.”
• “ leader is one who knows the way, goes the way, and
shows the way.”
• “ A great leader's courage to fulfill his vision comes from
passion, not position.”
• “ A good leader inspires people to have confidence in the
leader, a great leader inspires people to have confidence in
themselves.”
If your actions inspire others to dream more, learn more,
do more and become more, you are a leader.

7. LEADERSHIP- DEFINITIONS
• process of social influence in which one person can enlist the
aid and support of others in the accomplishment of a
common task.
• Leadership is "organizing a group of people to achieve a
common goal.”
• Leadership is the process of developing ideas and a vision,
living by values that support those ideas and that
vision,influencing others to embrace them in their behaviours,
and making hard decisions about human and other
resources.
• Effective leadership is the ability to successfully integrate and
maximize available resources within the internal and external
environment for the alignment of organizational or societal
goals.

8. Traditional LEADERSHIP Models
• TRAITS MODEL
• BEHAVIOURAL MODEL

9. TRAITS Model of LEADERSHIP
The 5 key leadership traits/qualities are:
1. Honesty ( Integrity)
2. Forward-Looking
3. Competency
4. Inspiration
5. Intelligence
These five qualities come from Jim Kouzes and Barry Posner’s
research into leadership that was done for the book The
Leadership Challenge (1983)
Limitations of Traits Model: >100 traits, inadequacy for successfully
predicting actual leadership effectiveness
Ex : For Sales : Enthusiasm, Optimism, Dominance
For Production : Progressive , introverted and cooperative
For Military or Law enforcement : Physical Characteristics
such as height, weight, appearance, physique , energy and health

10. Leadership STYLES
• Leadership style refers to a leader's behavior.
It is the result of the philosophy, personality
and experience of the leader.
• Transactionaland
Transformationaltheories
• Management guru James Mac Gregor Burns (1978)
first introduced the concepts of transformational
and transactional leadership in his treatment of
political leadership, but this term is now used in
organizational psychology as well.

11. TRANSACTIONAL Leader
• is given power to perform certain tasks and reward or punish
for the team's performance.
( Focus on a carrot , but sometimes a stick approach)
• Power is given to the leader to evaluate, correct and train
subordinates when productivity is not up to the desired level and
reward effectiveness when expected outcome is reached.
• 3 primary components for prompting followers to achieve their
performance goals :
1. Contingent Rewards
2. Active management by exception
3. Passive management by exception

12. TRANSFORMATIONAL Leader
• Involves anticipating future trends , inspiring followers to
understand and embrace a new vision of possibilities,
developing others to be leaders or better leaders, and
building the organization or group into a community of
challenged and rewarded learners.
COMPONENTS:
• Inspirational Motivation
• Intellectual Stimulation
• Idealized Influence
• Individualized Consideration

13. AUTOCRATIC or AUTHORITARIAN style
• All decision-making powers are centralized in the
leader, as with dictator leaders.
• They do not entertain any suggestions
or initiatives from subordinates.
• It permits quick decision-making, as only one
person decides for the whole group and keeps
each decision to himself until he feels it is
needed to be shared with the rest of the group.

14. PARTICIPATIVE or DEMOCRATIC style
• favors decision-making by the group as shown,
such as leader gives instruction after
consulting the group.
• They can win the co-operation of their group
and can motivate them effectively and
positively.

15. LAISSEZ -FAIRE or free rein style
• A free-rein leader does not lead, but leaves
the group entirely to itself as shown; such a
leader allows maximum freedom to
subordinates, i.e., they are given a free hand
in deciding their own policies and methods.

16. CHARISMATIC Leadership
• Emphasizes shared vision and values
• Promotes shared identity
• Exhibits desired behaviors
• Reflects strength ( whether it for war or peace)

17. End of Speech
- Subhash Chandra Bose
Addressing a rally in Burma in August 1994. Subhash
Chandra Bose ended his speech with the following
words:
'Friends! My comrades in the War of
Liberation! Today I demand of you one thing,
above all. I demand of you blood. It is blood
alone that can avenge the blood that the
enemy has split. It is blood alone that can pay
the price of freedom. Give me blood and I
promise you freedom.'

18. Vroom-Jago Situational Leadership
• Developed by Victor Vroom and Arthur Jago, focuses
on Leadership roles in Decision-making situtations.
• Focuses on 7 Situational Factors ( Contingency Variables ) :
• Decision Significance
• Importance of Commitment
• Leader expertise
• Likelihood of commitment
• Team support
• Team expertise
• Team competence

19. SERVANT Leadership
• created by Robert
Greenleaf in the 1970s
* describes a leader who
is often not formally
recognized as such.
When someone, at any
level within an
organization, leads
simply by meeting the
needs of the team, he or
she is described as a
“servant leader”.
Eg: Civil Services in India

20. 5 Distinct sources of Leader power
Patrick J. Montana & Bruce H. Charnov
1. Legitimate Power
• refers to professional hierarchical positions
within an organization structure that inherit such
power (e.g. Manager, Vice President, Director, Supervisor,
etc.).
• Subordinates are obliged to comply with
requests and directions issued by leader, because
of the norms, policies and procedures accepted
as legitimate.
• Independent of any of the leader’s personal
characteristics

21. 2. Reward Power
* refers to the leader’s
capacity to reward followers.
*Rewards at a leader’s
disposal fall into
2 categories:
Personal Power:
praise in public,
recognition, attention, a pat
on the back
Organizational Power :
pay raises, promotions and
other perquisites

22. 3. Coercive Power
is the manager's ability to coerce or punish an employee.
* Sources of coercive power :
Personal components:
Criticism or lack of recognition from the leader
Organizational Components :
demotion, withholding of pay increases,
suspension, termination/firing
for poor performance, unacceptable behavior and lack
of integrity ( lying, deceitful conduct etc.,) of followers.

23. 4. Expert Power
• is attained by the manager due to his or her
own talents such as skills, knowledge, abilities,
or previous experience.
• Depends upon the personal characteristics of
the leader( personal expertise) and not
determined by the formal position that the
leader occupies in the organization.
• Has a narrow scope : Followers are influenced
only within that leader’s area of expertise

24. 5. Referent Power
• Associated with leaders who possess admired
personal characteristics such as humility,
integrity and courage.
• subordinates identify with, look up to, wish to
be like the leader and want to receive the
leader’s approval.

25. MANAGER V/S LEADER
MANAGER
• Does things right
• Managing is about efficiency.
• Managing is about how.
• Management is about
systems, controls, procedures,
policies and structure.
• Management is about copying,
about managing the status-
quo.
• Looks at the bottom line.
LEADER
• Does the right things
• Leading is about effectiveness
• Leading is about what and
why.
• Leadership is about trust-
about people
• Leadership is about innovating
and initiating , creative,
adaptive and agile.
• Looks at the horizon.

27. ALAPATI SRINAGESH
9346239452/8790713552
srinageshalapati@gmail.com