1. LEADERSHIP
- Harish Belagali

2. Management
Function

3. Leadership begins with
Self-knowledge
―Self-knowledge is the basis for
character… Character is the
root of integrity… Integrity
provides the foundation for
leadership‖
―Management is doing things
right, leadership is doing
the right things‖
(Warren Bennis and Peter
Drucker)

4. Definition of Leadership
 Leadership is the art of motivating a group of
people to act towards achieving a common
goal.
 "Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action to realize
your own leadership potential."
- Warren Bennis
 "The only definition of a leader is
someone who has followers.―
- Peter Drucker

5. Leadership is all about:
» Listening
» Motivating
» Inspiring
» Trust
» Competitive spirit
» Collaboration
» Action
» Taking people to greater heights
» Working with participants on the how and helping them
figure out the what and why
» Walking the walk and Talking the talk... walking alongside

6. ―Leadership that pulls together people with diverse
talents, backgrounds, experiences and
interests, encourages them to step up to
responsibility and continued achievement, and
treats them as full scale partners and
contributors.
Leadership is not about memorising techniques or
devising the perfect game plan. It is about really
paying attention to people – really believing
them, really caring about them, really involving
them.‖

7. DIFFERENCE BETWEEN
A LEADER AND A BOSS
BOSS LEADER
 Tells what to do  Tells why to do and how
 Relies on authority to do.
 Drives his men,  Depends on goodwill.
 Delegates  Inspires his men
responsibility  Delegates authority only
 Shows who is wrong  Shows what is wrong
 Demands respect,  Commands respect
 Production oriented  People oriented
 Gives all credit for all
 Blames others for
successes.
failures
 Believes in ―WE‖
 Believes in ―I‖.

8. Three Styles Approach
Door number 1 Door number 2 Door number 3

9.  Who put him in charge?
 Who makes the
decisions?
 Does anyone get a say?
Door Number 1: Autocratic

10. Leader makes decisions without
reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of
business where decisions need to be
made quickly and decisively

11. Door Number 2: Democratic
Wow! That was
a really good
idea!
What do YOU
think?
Thank you all for working together!

12. Encourages decision making
from different perspectives
May help motivation and involvement
Workers feel ownership of the firm and its
ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making

13. Bored and unresponsive
Whatever attitude
Nothing gets accomplished
Door Number 3: Laissez-faire

14. When the team is highly capable
When team members are able to analyze the
situation
When close monitoring of a decision is not
needed
When there is full trust and confidence in the
team members
Not suitable for lesser experienced
employees
Lack of motivation
Poor productivity

15. Leadership Traits
 Physical
 Social
 Personality

16. Physical
 Make a good first
impression
 Flexible
 Analytical ability
 Appearance isn‘t
everything

17. Social
 Charismatic
 Charming
 Tactful
 Popular
 Cooperative
 Diplomatic

18. Personality
 Self confidence
 Ambition
 Taking the initiative
 Responsible

19. Leadership theories
There are three main theories that
attempt to explain Leadership.
 Personality Trait Theories
 Behavior theories
 Contingency Theories

20. Trait theory
Earlier researchers believed that there were
certain unique characteristics in people that made
them leaders . According to them , a person must
possess certain unique personality traits that are
essential for effective leadership.
One of the trait theories is the ―Great Person ―
theory which emphasized that leaders might not
be born with the desired leadership traits but can
be acquired by learning and experience.
Researchers also tried to study the relationship
between physical traits and leadership, but were
unsuccessful to establish a valid relationship.

21. Behavior traits
The behavioral theorists concentrated on the
unique behavioral aspects found in leaders
that enabled them to attain effective
leadership. Following are the our main
behavior theories of leadership
1. The Ohio State studies
2. Universities of Michigan studies
3. The Managerial Grid
4. Scandinavian studies

22. The Ohio State studies
 In 1945 researchers from various fields conducted studies on leadership
at Ohio State university.
 The research was based on a questionnaire called ‗Leader Behavior
Description Questionnaire’.
 They narrowed down to two independent dimensions along which an
individual‘s leadership behavior could be studied.
1. Initiating Structure – Individual‘s ability to define his own task as
well as the subordinates tasks and also accomplish them in time.
People who score high in this dimension put pressure on
subordinates to meet deadlines and maintain certain level of
performance.
2. Consideration – This refers to the extent to which a leader cares for
his subordinate, respects their ideas and feelings and establishes
work relations which are characterized by mutual trust and respect.
The studies revealed that the people who scored high on both the
dimensions were able to achieve higher performance as well as job
satisfaction.

23. University of Michigan
studies
A research was conducted at the Survey Research Centre
at the University of Michigan. It was conducted on twelve
pairs of sections, each section consisted on one high
producing section and one low producing section.
During the study, researchers also interviewed 24
supervisors and 400 workers. And following was observed.
1. Employee-oriented dimension
2. Production-oriented dimension
Researchers concluded that leaders with an inclination
towards employee-oriented dimension resulted in higher
job satisfaction and greater productivity.

24. Hersey and BlancHard’s
situational theory
The situational leadership model focuses on the fit of
leadership style and followers maturity .
Hersey-Blanchard situational leadership model
suggests that successful leaders do adjust their
styles.
The situational leadership model views leaders as
varying their emphasis on task and relationship
behaviours to best deal with different levels of
follower maturity.
The two-by-two matrix shown in the figure indicates
that four leadership styles are possible.

25. 1. Telling Style — giving specific task
directions and closely supervising work; this
is a high-task, low-relationship style.
2. Selling Style — explaining task directions in
a supportive and persuasive way; this is a
high-task, high-relationship style.
3. Participating Style — emphasizing shared
ideas and participative decisions on task
directions; this is a low-task, high-
relationship style.
4. Delegating Style — allowing the group to
take responsibility for task decisions; this is a
low-task, low-relationship style.

26. e

27. Servant leadership
 A leadership philosophy in which an
individual interacts with others - either in
a management or fellow employee
capacity - with the aim of achieving
authority rather than power. The
authority figure intends to promote the
well-being of those around him/her.

28. Ten Characteristics of
Servant Leadership
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to
growth of people
Building Community

29. “wHen tHe effective
leader is finished with his
work, the people say it
Happened naturally.”
- Lao Tse 604-531 B.C.