1. Leadership
Styles , Aspects and
Theories

5. Leadership
a process of social influence
in which one person can
enlist the aid and support of
others
in
the
accomplishment
of
a
common task.

6. LEADERSHIP THEORIES

7. "Great Man" Theories
 great
leaders are simply born with the
necessary internal characteristics such as
charisma, confidence, intelligence, and
social skills that make them natural-born
leaders.
 It
assumes that the capacity for
leadership is inherent – that great leaders
are born, not made.

9. Trait Theories
 assumes
that people inherit certain
qualities and traits that make them better
suited to leadership. Trait theories often
identify
particular
personality
or
behavioral characteristics shared by
leaders.
For
example,
traits
like
extraversion,
self-confidence,
and
courage are all traits that could
potentially be linked to great leaders.

12. Contingency Theories
Focus on particular variables related to the
environment that might determine which particular
style of leadership is best suited for the situation.
According to this theory,
No leadership style is best in all situations.
Success depends upon a number of variables,
including the leadership style, qualities of the
followers and aspects of the situation.

13. The President and his Cabinet
Secretaries

14. Situational Theories
Leaders choose the best course of action based
upon situational variables. Different styles of
leadership may be more appropriate for certain
types of decision-making.
For example, in a situation where the leader is the
most knowledgeable and experienced member of a
group, an authoritarian style might be most
appropriate. In other instances where group
members are skilled experts, a democratic
style would be more effective.

16. Behavioral Theories
Based upon the belief that great leaders
are made, not born. Consider it the flip-side
of the Great Man theories.
People can learn to become leaders
through teaching and observation.

17. Margaret Thatcher (Brief Bio.)
• Born to Margaret Hilda Roberts and Alfred Roberts
1925.
on 13 October
• Her father owned two grocery shops.
• Her father was active in local politics and the Methodist church, and
brought up Margaret as a strict Wesleyan Methodist.
• He came from a Liberal family but stood—as was then customary in
local government—as an Independent.
• Her extracurricular activities included the piano, field hockey, poetry
recitals, swimming and walking.
• She applied for a job at ICI, but was rejected after the personnel
department assessed her as "headstrong, obstinate and dangerously
self-opinionated"

18. Member of Parliament (1959–1970)
Education Secretary and Cabinet Minister (1970–1974)
Leader of the Opposition (1975–1979)
Prime Minister (1979–1990)

19. Margaret Thatcher on Socialism
These brief exchanges took place during Margaret Thatcher's last
speech in the House of Commons on 22 November 1990.

20. Participative
Theories
These leaders encourage
participation
and
contributions from group
members and help group
members
feel
more
relevant and committed to
the
decision-making
process. In participative
theories,
however,
the
leader retains the right to
allow the input of others.

21. Management Theories
Also
known
as transactional theories,
focus on the role of
supervision, organization
and group performance.
These
theories
base
leadership on a system of
rewards
and
punishments. Managerial
theories are often used in
business;
when
employees
are
successful,
they
are
rewarded; when they
fail,
they
are
reprimanded
or
punished.

22. Relationship Theories
Also known as transformational theories, focus
upon the connections formed between leaders
and followers. It motivate and inspire people by
helping group members see the importance
and higher good of the task.
These leaders are focused on the performance
of group members, but also want each person
to fulfill his or her potential. Leaders with this style
often have high ethical and moral standards.

23. Transformational Leader

24. LEADERSHIP STYLES

25. Autocratic Leadership
•
an extreme form of transactional leadership, where
leaders have a lot of power over their people.
Staff and team members have little opportunity to
make suggestions, even if these would be in the
team's or the organization's best interest.
•
Autocratic leadership is often best used in crises,
when decisions must be made quickly and without
dissent. For instance, the military often uses an
autocratic leadership style; top commanders are
responsible for quickly making complex decisions,
which allows troops to focus their attention and
energy on performing their allotted tasks and
missions.

26. Bureaucratic Leadership
 Bureaucratic
leaders work "by the book." They
follow rules rigorously, and ensure that their people
follow procedures precisely.
 This
is an appropriate leadership style for work
involving serious safety risks (such as working with
machinery, with toxic substances, or at dangerous
heights) or where large sums of money are involved.
Bureaucratic
leadership
is
also
useful
in
organizations where employees do routine tasks (as
in manufacturing).

27. Charismatic Leadership
 Resemble
transformational leadership because
these leaders inspire enthusiasm in their teams and
are energetic in motivating others to move forward.
This ability to create excitement and commitment is
an enormous benefit.
 The
downside to charismatic leaders is that they
can believe more in themselves than in their teams.
This can create the risk that a project or even an
entire organization might collapse if the leader
leaves. A charismatic leader might believe that she
can do no wrong, even when others are warning
her about the path she's on; and this feeling of
invincibility can ruin a team or an organization.

32. Democratic/Participative
Leadership

Democratic leaders make the final decisions,
but they include team members in the
decision-making process. They encourage
creativity, and team members are often
highly engaged in projects and decisions.

Team members tend to have high job
satisfaction and are productive because
they're more involved in decisions.

34. Laissez-Faire Leadership

35. Laissez-Faire Leadership
This French phrase means "leave it
be," and it describes leaders who
allow their people to work on their
own.
Laissez-faire
leaders may give
their teams complete freedom to
do their work and set their own
deadlines. They provide team
support
with resources and
advice, if needed, but otherwise
don't get involved.
The downside is that it can be
damaging if team members don't
manage their time well or if they
don't have the knowledge, skills, or
motivation to do their work
effectively.

36. People-Oriented/RelationsOriented Leadership
Leaders are totally focused on
organizing,
supporting,
and
developing the people on their
teams. This is a participatory style
and tends to encourage good
teamwork
and
creative
collaboration. This is the opposite
of task-oriented leadership.
The benefit of this leadership style is
that
people-oriented
leaders
create teams that everyone wants
to be part of. Team members are
often more productive and willing
to take risks, because they know
that the leader will provide support
if they need it.

38. Servant Leadership
Servant leaders often lead by
example. They have high integrity
and lead with.
The whole team tends to be
involved in decision making.
However, servant leaders often
"lead from behind," preferring to
stay out of the limelight and
letting
their
team
accept
recognition for their hard work.
it's a good way to move ahead in
a world where values are
increasingly important, and where
servant leaders can achieve
power because of their values,
ideals, and ethics.

39. Task-Oriented Leadership
Task-oriented leaders focus
only on getting the job done
and can be autocratic. They
actively define the work and
the
roles
required,
put
structures in place, and plan,
organize, and monitor work.
These leaders also perform
other key tasks, such as
creating and maintaining
standards for performance.
The benefit of task-oriented
leadership is that it ensures
that deadlines are met, and
it's especially useful for team
members who don't manage
their time well.

41. Leadership Functions

42. Leadership functions for enhancing collective
work in teams and organizations. This serves
as reminders that there is no recipe for
leadership.
1.
Help interpret the meaning of events
2.
Create alignment on objectives and
strategies
3.
Build task commitment and optimism
4.
Build mutual trust and cooperation
5.
Strengthen collective identity
6.
Organize and coordinate activities
7.
Encourage and facilitate collective
learning
8.
Obtain necessary resources and support
9.
Develop and empower people
10. Promote social justice and morality

43. Leadership competencies
Leading the organization:
- Managing change
- solving problems and making
decisions
managing
politics
influencing others
and
- taking risks and innovating
- setting vision and strategy
- managing the work
- enhancing business skills and
knowledge
- Understanding and navigating
the organization

44. Leading the self:
- demonstrating
integrity
ethics
and
- displaying drive and purpose
- exhibiting leadership stature
- increasing your capacity to
learn
- managing yourself
- increasing self-awareness
- developing adaptability

45. Leading others:
-communicating
effectively
- developing others
-valuing
diversity
difference
and
- building and maintaining
relationships
-managing effective teams
and work groups

46. Influential Leaders of All Time

48. Thank you for Listening
Leaders!