slide show notes on Leadership

1. BY Kamil Sayed
BPA 2nd semester

2.  The ability to influence others, with or without authority.
(Peter DeLisle)
 What you are in actual ?
 How others watch you ?
 How you want to be seen by others ?

3. Leading people
Influencing people
Commanding people
Guiding people

4. “A type of leadership in which the person holds public
office and guides the whole community.”

5. 1) Political Leaderships
2) Administrative Leadership
3) Civic Leadership

6.  Exercised by the leaders of political parties.
 They work for benefit of their own party.

7. “Senior public administrators (bureaucrats) deal
citizens as clients‘ and run the government.”

8.  “In this, the communities identify, analyze and solve the
societal needs and problems mutually through the efforts
of citizen organizations.”
 It focuses on roles outside government system.

9.  LEADERSHIP CENTERED APPROACHES:
 Leadership is explained by personal characteristics and
life histories of the individuals.
 Explanatory variables thrown up by Kellerman (1948),
Blondel (1987) and Ludwing (2002).
 In political psychology, the behavior of political office-
holders described, compared and explained.

10.  RELATIONAL APPROACHES:
 Highly relevant to understand the key forms of civic
leadership such as social movement leaders.
 Provides productive way of understanding charismatic
leadership.
 Followers observe, weigh, test, choose and often
deselect leaders.
 So, leadership emerges as a symbolic, negotiated order.

11.  INSTITUTIONAL APPROACHES:
 Relates to the fields of political science and public
administration.
 Provides sets of rules designed to resolve the tension
between democracy‘s need and efficiency‘s need.

12.  CONTEXTUAL APPROACHES:
 Considers the role of situational and temporal factors.
 Leadership is exercised most visibly at certain occasions
 Political systems throw up such occasions in electoral
cycles or political business cycles.
 Holsti (1972) and Janis (1989) unscheduled events like
disasters, etc.

13.  PERFORMATIVE APPROACHES:
 Most leaders favor national audience to appeal to those
interested in civic identity, sovereignty and national
purpose.
 Leaders frame their leadership in words addressed to
the followers.
 Leaders have many tools at their disposal, most
valuable: tongue.

14.  ETHICAL APPROACHES:
 Ethics emerge as an important element of mutual
obligation devised by political leaders.
 Leaders judged by the public estimate of trustworthiness.

15. 1) Trait Theory.
2) Behavioral Theory.
3) Transactional Theory.
4) Transformational Theory.
5) Theory X and Y.

16.  The one best way’ view of leadership.
 Based on the characteristics of many leaders.
 Differentiate leaders from non leaders by focusing on
personal qualities.
 It attempts to identify physiological, demographic,
personality, social characteristics etc.

17.  Traits associated with Leaders:
 Age, physique, and appearance
 Intelligence
 Knowledge
 Extraversion (directing of one's interest outwards,
especially towards social contacts)
 Openness to experience
 Responsibility
 Integrity
 Emotional stability, etc.

18.  The Hawthorne Studies:
 Western Electric Company Works Cicero, Illinois. (1924
– 1930s).
 Control and experimental groups;
 Experimental groups exposed to various lighting
intensities.
 Control group working in constant intensity.
 Lightening effect is not the major factor for decreasing
productivity.

19.  Begin in early 1940s.
 2 dimensions/qualities
 Initiating structure ( extent to which a leader define and
structure his/her role & those of employees in search of
goal attainment)
 Consideration (extent to which a leader is likely to have
job relationships)

20.  Also narrows 2 dimensions:
 Employee oriented leaders (Interpersonal relations)
 Performance oriented leaders (emphasis on technical or
task aspect of job)
 MANAGERIAL GRID:
 Also called as “Leadership Grid”
 Based on styles of “concern for people” and “concern for
production”

21.  Also known as “Managerial Leadership”
 First described by Max Weber in 1947 and then by Bernard
Bass in 1981.
 Focuses on management process of controlling, organizing,
and short-term planning.
 Also focuses on the role of supervision, organization, an
group performance.
 In this, leader promotes compliance of his/her followers
through both rewards and punishments.

22.  Dimensions of Transactional Leadership Theory:
 Contingent Rewards ( link goals to rewards).
 Active Management by Exception (actively monitor
work of sub ordinates)
 Passive Management by Exception (leaders intervene
only when standards are not met, set punishment as a
 response to unacceptable performance).
 Laissez-faire (provides an environment where the
subordinates get many opportunities to make decisions).

23.  James McGregor Burns Transformational Leadership in
his 1978 book, "Leadership.“
 “Leaders and their followers raise one another to higher
levels of morality and motivation.“
 This theory is concerned with emotions, values, ethics,
standards and long-term goals.

24.  It is a model of integrity and fairness.
 Sets clear goals.
 It has high expectations
 Encourages others, etc.

25.  Intellectual Stimulation (encourage creativity among
followers).
 Individualized Consideration (offering support and
encouragement to individual followers).
 Inspirational Motivation (make appealing view of the future,
offer followers to see meaning in their work and challenge
them with high standards).
 Idealized Influence (serves as a role model for followers).

26. Douglas McGregor, in 1960 proposed two theories
Theory X
 This assumes that employees are naturally demotivated.
 McGregor recognized that X-Type workers are in fact usually
the minority.
 These workers usually:
 Dislike working.
 Avoid responsibility and need to be directed.
 Have to be controlled, forced, and threatened.

27. Theory Y
 It assumes that employees are happy to work, self-motivated,
creative.
 It assumes that workers:
 Take responsibility and are motivated to fulfill the given goals.
 Seek and accept responsibility and do not need much
direction.
 Consider work as a natural part of life and solve work
problems imaginatively.

28. Motivation:
 Theory X: Demotivated workers; Theory Y: Motivated.
Management Style and Control:
 Theory X: Management is Authoritarian, centralized
control;
 Theory Y: Management is participative, decentralization.
Work Organization:
 Theory X: employees tend to have specialized;
 Theory Y: work tends to be organized

29. Rewards and Appraisals:
 Theory X: Performance appraisal is part of the overall
mechanisms of control and remuneration;
 Theory Y: Appraisal is also regular and important.
Application:
 Theory X: Large scale production operation and unskilled
production-line work;
 Theory Y: Suited to knowledge work and professional
services.

30.  Leadership in all shapes and sizes
 The constitution of public leadership

31.  Weber’s leadership democracy model
 Today’s Leadership
Dynamics of Mental development process

32. Three dimensions of social movement leadership
 Leaders (person holds a dominant or superior position)
 Followers (a person who supports and admires a
particular person or set of ideas)
 Actors (a participant in an action or process)

33. THANK YOU
