This document provides an overview of leadership by defining it, outlining its key features and theories. It defines leadership as a manager influencing subordinates' work. Key features include vision, integrity, and fairness. Important leadership elements are discussed as well as how to develop leadership skills. Differences between managers and leaders are outlined. Three major leadership theories are also summarized: trait theory focuses on innate qualities; behavioral theory emphasizes effective behaviors; and Fiedler's contingency model links leadership styles to situational favorability. Developing leadership requires traits, behaviors, and situational matching.

2. Submitted By : Rajesh Kumar Das
&
Sameer Kumar Biswal

3. contents
1. Meaning.
2. Definition.
3. Features.
4. Importance.
5. Leadership elements.
6. How to develop into a leader.
7. Differences.
8. Theories.

4. MEANING
Set of qualities or attitudes like intelligence
,initiative ,imagination ,integrity ,self confidence
,decisiveness & so forth which are differentially
endowed among individual.
A process of interaction involving the manager ,his
group of subordinates and the of task situation.
Relationship between a manager & the set of his
subordinates.

5. definition
Leadership may be defined as the process by which a
manager guides and influences the work of his subordinates.
In order to be an effective leader , a manager must possess
several qualities such as initiative , self confidence , facts ,etc.
John Kotter of Harvard business school and Robert house of
Wharton school define leadership as the abilities to influence
a group towards the achievement of a vision or set of goals.

6. FEATURES
 Vision.
 Integrity.
 Dedication.
 Magnanimity.
 Humility.
Openness.
Creativity.
Fairness.
Assertiveness.
Sence of humor.

7. IMPORTANCE OF LEADERSHIP

8. LEADERSHIP ELEMENTS

9. HOW to DEVELOP INTO A LEADER?
ATTEND
ENCE
COMMUNIC
ATION
PRESENTA
TION
PERSONAL
BRANDIN
G
AUTHENT
IC
LEADERS
HIP

10. DIFFERENCES
MANAGER LEADER
 Administers.
 A copy.
 Maintains.
 Focuses on systems & structure.
 Relies on control.
 Short range view.
 Asks how & when.
 Eye on bottom line.
 Imitates.
 Accepts status quo.
 Classic good soldier.
 Does things right.
 Innovates.
 An original.
 Develops.
 Focuses on people.
 Inspires trust.
 Long range perspective.
 Asks what & why.
 Eye on horizon.
 Originates.
 Challanges status quo.
 Own person.
 Does right thing.

11. LEADERSHIP BASED THEORIES
THEORI
ES
TRAIT
THEORY
BEHAVIOU
RAL
THEORY
CONTIGENCY
THEORY

12. TRAIT THEORY
 Arises from Great Man Theory.
 Based on characteristic of many leaders-both successful &
unsuccessful.
 Used to predict leadership effective.
 Trait approach attempted to identify:-
• Physiological.
• Demographic.
• Intellective.
• Task related.
• Social characteristic.

13. Among The Core Traits Identified Are:-
 Achievement drive: high level of effort , high level of ambition , energy & initiative.
 Leadership motivation: an intense desire to lead others to reach shared goals.
 Honesty & integrity: trust worthy , reliable & open.
 Self confidence: belief in one’s self, ideas & ability.
 Cognitive ability: capable of exercising good judgment, strong analytical abilities &
conceptually skilled.
 Knowledge of business: knowledge of business & other technical matter.
 Emotional maturity: well adjusted, doesn’t suffer from psychological disorder.
 Others: charisma , creativity and flexibility.

14. QUALITIES OF SUCCESS LEADERSHIP
INNATE QUALITIES:
 Physical features.
 Intelligence.
ACQUIRABLE QUALITIES:
 Emotional stability.
 Human relations.
 Empathy.
 Objectivity.
 Motivating skills.
 Technical skills.
 Communicative skills.
 Social skills.

15. IMPLICATION OF THE THEORY
The theory emphasises that a leader requires
some traits and qualities to be effective.
Many of these qualities may be developed in
individual through training and development
programmes.

16. BEHAVIOURAL THEORY
This theory emphasises that strong
leadership is the result of effective role
behaviour.
Leadership is shown by a person’s acts
more than by his traits.

17. TWO MAJOR FUNCTIONS
FUNCTIONS
TASK RELATED
GROUP
MAINTENANCE

18. LEADERSHIP BEHAVIOUR

19. IMPLICATION
Importance implications for manager.
 Shape their behaviour which appear to
be functional.
Discard the behaviour which appear to
be dysfunctional.
 This theory can be applied in managing
the people in organisations.

20. LIMITATION
A particular behaviour may be functional
at a point of time but it may be
dysfunctional at a point of time.
Effectiveness of leadership behaviour
depend on various.

21. FIEDLER CONTIGENCY MODEL
Fiedler theory is based on
appropriateness of leadership styles
depends on their matching with
situational requirement that resulting
the leadership effectiveness.

22. ELEMENTS OF FIEDLER’S MODEL

23. LEADERSHIP
STYLES
TASK
DIRECTED
HUMAN
RELATION
ORIENTED

25. FAVOURABLENESS/UNFAVOURABLENESSOF SITUATION
GOOD POOR
HIGH LOW HIGH LOW
STRONG WEAK STRONG WEAK STRONG WEAK STRONG WEAK
LMR
TS
PP
CELLS 1 2 3 4 5 6 7 8
Very Favourable Very Unfavourable

26. RELATIONBETWEEN STYLES & SITUATION
0
20
40
60
80
100
VF F zero UF VUF
Fiedler model of leadership
LEADERSHIPSTYLES