leadership

1. WELCOME
TO OUR
PRESENTATIGroup No-6

2. Serial No Name Roll No Remarks
1 M A AHAD KHANDOKER 18-072
2 UZZAL 18-066
3 Ulfat-Ara-Joya 18-122
4 Prodip Kumar Sutradhar 18-084
5
Md. Maruf Hassan 18-086
6
Milan Sarkar 18-252
7 Iqbal Hossain 18-180
8
Tanvir Abedin 18-102
9
Mahabubur Rahman 18-254
Group list

3. Our Topic
Developing
appropriate
leadership styles

4. Now Presenting….
Ulfat-Ara-Joya
ID : 18-122

5. Introduction to TESCO
 Largest British retailer
 In its 2009/10 financial year
 Revenues of £38.6 billion
 30% market share of UK grocery market
 More than 280,000 employees in the UK
 Continued growth relies on satisfied customers
 Depends on motivated, flexible and well-trained staff

6. Problem TESCO faces
Tesco faces problem in adopting
appropriate leadership style.

7. Management and leadership
 Managers:
 Plan, organise, command,
co-ordinate, control
 Leaders:
 Influence, inspire, engage
 The process of managing starts with the
targets or objectives to be achieved:
 Communicating clearly and delegating responsibility
helps to empower team members

8. Now Presenting…..
M A Ahad Khandoker
ID:18-072

9. The functions of
management in TESCO

10. MILAN SARKER
ID:18-252

11. Early Leadership Theories
 Trait Theories (1920s-30s)
 Research focused on identifying personal
characteristics that differentiated leaders
from nonleaders was unsuccessful.
 Later research on the leadership process
identified seven traits associated with
successful leadership:
 Drive, the desire to lead, honesty and integrity,
self-confidence, intelligence, job-relevant
knowledge, and extraversion.

12. Early Leadership Theories
(cont’d)
 Behavioral Theories
 University of Iowa Studies (Kurt Lewin)
 Identified three leadership styles:
 Autocratic style: centralized authority, low participation
 Democratic style: involvement, high participation,
feedback
 Laissez faire style: hands-off management
 University of Michigan Studies
 Identified two dimensions of leader behavior
 Employee oriented: emphasizing personal
relationships
 Production oriented: emphasizing task accomplishment

13. TANBIR ABEDIN
ID:18-102

14. Contingency Theories of
Leadership
 The Fiedler Model (cont’d)
 Proposes that effective group performance
depends upon the proper match between
the leader’s style of interacting with followers
and the degree to which the situation allows
the leader to control and influence.

15. Contingency Theories…
(cont’d)
 Hersey and Blanchard’s Situational
Leadership Theory (SLT)
 Argues that successful leadership is
achieved by selecting the right leadership
style which is contingent on the level of the
followers’ readiness.
 Acceptance: leadership effectiveness depends
on whether followers accept or reject a leader.
 Readiness: the extent to which followers have
the ability and willingness to accomplish a
specific task

16. Iqbal Hossain
ID:18-180

17. Contingency Theories…
(cont’d)
 Leader Participation Model
 Posits that leader behavior must be adjusted
to reflect the task structure—whether it is
routine, nonroutine, or in between—based
on a sequential set of rules (contingencies)
for determining the form and amount of
follower participation in decision making in a
given situation.
 Contingencies: decision significance, importance
of commitment, leader expertise, likelihood of
commitment, group support, group expertise

18.  Path-Goal Model
 States that the leader’s job is to assist his or
her followers in attaining their goals and to
provide direction or support to ensure their
goals are compatible with organizational
goals.
 Leaders assume different leadership styles
at different times depending on the situation:
 Directive leader
 Supportive leader
 Participative leader
 Achievement oriented leader

19. UZZAL
ID:18-066

20. Leadership styles of
TESCO
 Autocratic
 ‘I tell’ approach - gives clear direction, good in a
crisis, does not allow team members to be creative
 Democratic
 ‘I share’ approach - encourages staff to put forward
ideas, increases motivation
 Laissez-faire
 ‘hands off’ approach – must trust teams to make
appropriate decisions

21. Leadership styles of TESCO

22. PRODIP KUMAR SUTRADHAR
ID: 18-084

23. Leadership of TESCO in
action
 Their leaders adopt a style appropriate for the
situation. They will consider:
 The task – business critical? Must a decision be
made immediately? What is the potential impact on
the business?
 The team – does it have the right skills and
resources?
 Tradition – what has been the norm in the past?

24. Factors influencing
leadership style in TESCO
 Various internal and external factors can
influence a managers leadership style:
 The task at hand
 The people involved
 Those who will be affected (such as customers)
 Level of skills employees have
 Number of people in the team

25. Md. Maruf Hassan
ID:18-086

26. TESCO’S Leadership
styles under different
situations:
 Directive leadership
 Supportive leadership
 Participative leadership
 Achievement oriented leadership

27. Suggestions for TESCO’s
leadership development:
 Tesco leaders need to be inspirational,
creative and innovative.
 Ready to embrace change and with a
long-term vision for achievement.
 Manager should develop their teams
effectively by example and in doing so.

28. Suggestions for TESCO’s
leadership development:
 Tesco should encourage all its managers
to lead by example.
 It requires leaders who can motivate,
problem solve and build great teams.
 Tesco should employ people in a wide
range of roles and provides a career
structure.

29. Thank You