This Power point Presentation includes leadership models and different approaches to leadership.

1. BY- KUNTAL PAL
PGDM (2016-18)

2.  The ability to influence, motivate, and
enable others to contribute to the
effectiveness and success of the
organizations of which they are members.
 Robert House (2004)

 The ability to influence a group toward the
achievement of a vision or set of goals.
 Robbins & Judge (2008)

3.  All Consider the Situation
 Fiedler Contingency Model
 Cognitive Resource Theory
 Hersey and Blanchard’s Situational Leadership
Model
 Path Goal Theory
 Assumptions underlying the different models:
 Fiedler: Leader’s style is fixed.
 Other’s: Leader’s style can and should be
changed.

4.  It states that effective leadership depends not
only on the style of leading but on the control
over a situation.
 There needs to be good leader-member
relations, task with clear goals and procedures,
and the ability for the leader to dispense or allot
justice out rewards and punishments.
 Lacking these three in the right combination and
context will result in leadership failure. Fiedler
created the least preferred co-worker (LPC)
scale, where a leader is asked what traits can be
assigned to the co-worker that the leader likes
the least.

5.  The Cognitive Resource Theory was
developed by Fred Fiedler and Joe Garcia in
1987.
 This theory focuses on intelligence,
experience, and how they influence how you
react to stress. Certain cognitive factors, such as
intelligence and experience, can affect leadership
ability. The leaders who perform the best are
those that use their cognitive abilities to
determine the most efficient way to lead
their groups.

6.  The Hersey-Blanchard situational leadership
model suggests that successful leaders do
adjust their styles.
 For Hersey and Blanchard the key issue in
making these adjustments is follower
maturity, as indicated by their readiness to
perform in a given situation. “Readiness” in
this sense, is largely based on two major
factors – follower ability and follower
confidence.

7.  The Path-Goal model is a theory based on
specifying a leader's style or behavior that
best fits the employee and work environment
in order to achieve a goal. The goal is to
increase your employees' motivation,
empowerment, and satisfaction so they
become productive members of the
organization.
 An individual will act in a certain way based
on the expectation that the act will be
followed by a given outcome and on the
attractiveness of that outcome to the
individual.

8.  Ability to detect, express, and manage
emotion in oneself and others.
Self
(Personal Competence)
Other
(Social Competence)
Self Awareness Social Awareness
(Empathy)
Self-Management Relationship Management

9.  Increasing your range of effective styles
 Improving your self awareness
 Increasing your self-regulation
 Realistic assessment of the situation

10. PERSON STYLE SITUATION
Self-Awareness Self-Regulation Situation Awareness
“Who we are” Influence “How we lead” Influence “Situation Demands”
Basic Assumptions
About Human Nature
•Societal norms
•Organizational culture
•Task demands
•Subordinate needs
LEADERSHIP
STYLE
Personal Theories
Of Motivation
OUTCOMES
Definitions of
Leadership
Effectiveness
•Values
•Identity
•Character
•Life stories
•Personality
•Psychological maturity

11.  Coercive
 In a crisis or genuine
emergency
 Authoritative
 Changes require a new
vision; Clear direction is
needed
 Not good if followers are
more experienced than
leader
 Democratic
 To build buy-in or consensus;
get input from
valuable/committed
employees
 Leader is uncertain
 Pace Setting
 Get quick results from highly
skilled and self motivated
professionals
 Affiliative
 Heal rifts in a team or
motivate during stressful
circumstances
 Coaching
 Help an employee improve
performance or develop
strengths
 Must want to improve

13. Actions
• Work to positively change the attitudes
and behaviors of employees
• Engage in socially constructive behaviors
• Do not abuse power or use improper
means to attain goals

14. Team Leadership Roles
• Act as liaisons with external constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team member
performance

15. Mentor
A senior employee who sponsors
and supports a less-experienced
employee.
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance

16. Self-Leadership
A set of processes
through which
individuals control
their own behavior.
Creating Self-Leaders
• Model self-leadership
• Encourage employees to
create self-set goals
• Encourage the use of self-
rewards
• Create positive thought
patterns
• Create a climate of self-
leadership
• Encourage self-criticism

17.  Leadership at a Distance: Building Trust
 The lack of face-to-face contact in electronic
communications removes the nonverbal cues that
support verbal interactions.
 There is no supporting context to assist the receiver
with interpretation of an electronic communication.
 The structure and tone of electronic messages can
strongly affect the response of receivers.
 An individual’s verbal and written communications
may not follow the same style.
 Writing skills will likely become an extension of
interpersonal skills

18.  Transforming leadership has an elevating
effect on both the leader and the led
because it raises the level of human conduct
and interaction.
 Transforming leadership is a moral process
because leaders engage with followers based
on shared motives, values and goals.
 It contrasts with transactional leadership,
whereby the leadership relationship is
limited to the leader’s ability to appeal to
followers’ self interest for the purpose of an
exchange of valued things.

19.  Transformational leadership typically engage
in several categories of behaviors. These
behaviors typically enhance follower
motivation and performance.
 Transformational leader behaviors comprise
four categories :
(•) Idealized influence
(•) Individualized consideration
(•) Inspirational Motivation
(•) Intellectual stimulation

21.  Leader-Member Exchange Theory
• Leaders select certain followers to be “in”
(favorites) based on competence and/or
compatibility and similarity to leader
• “Exchanges” with these “in” followers will
be higher quality than with those who are
“out”
• Result: “In” subordinates will have higher
performance ratings, less turnover, and
greater job satisfaction.

22.  Premise
• Rule-based decision tree to guide
leaders about when and when not to
include subordinate participation in
decision making
• Considers variables to consider whether
or not to include subordinates in decision
making

23. Charismatic Leadership Theory
 Followers make attributions of heroic or
extraordinary leadership abilities when
they observe certain behaviors.
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.

24. 1. Vision and articulation. Has a vision—expressed as an
idealized goal—that proposes a future better than the status
quo; and is able to clarify the importance of the vision in
terms that are understandable to others
2. Personal risk. Willing to take on high personal risk, incur
high costs and engage in self-sacrifice to achieve the vision
3. Environmental sensitivity. Able to make realistic
assessments of the environmental constraints and
resources needed to bring about change
4. Sensitivity to follower needs. Perceptive of others’
abilities and responsive to their needs and feelings
5. Unconventional behavior. Engages in behaviors that
are perceived as novel and counter to norms

25.  Authentic leaders know who they are, what
they believe in and value, and act on those
values openly and candidly.
 Followers see them as ethical.
 Ethical leaders use ethical means to get
followers to achieve their goals, and the
goals themselves are ethical.

26. •Position
•Compliance
•Do things right
•Status quo
•Short-term
•Means
•Builders
•Problem solving
•Practices/Behaviors
•Commitment
•Do the right thing
•Change
•Long-term
•Ends
•Architects
•Inspiring/motivating

27. Relationship
Behavior
(Supportive)
S3
Participating
S2
Selling
S4
Delegating
S1
Telling
Low Task Behavior
(Guidance)
High
Ready
R4 R3 R2 R1
Able & Willing
(Confident)
Able but
Unwilling
(Insecure)
Unable but Willing
(Confident)
Unable &
Unwilling
(Insecure)
Unready

28. Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically.
Trust is a history-
dependent process
(familiarity) based on
relevant but limited
samples of experience
(risk).

29.  Integrity
 honesty and truthfulness.
 Competence
 an individual’s technical
and interpersonal
knowledge and skills.
 Consistency
 an individual’s reliability,
predictability, and good
judgment in handling
situations.
 Loyalty
 the willingness to protect
and save face for another
person.
 Openness
 reliance on the person to
give you the full truth.

30. Leadership
TRUST
and
INTEGRITY

31. Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated.
Knowledge-based Trust
Trust based on behavioral predictability that comes
from a history of interaction.
Identification-based Trust
Trust based on a mutual understanding of each
other’s intentions and appreciation of the other’s
wants and desires.

32.  Mistrust drives out trust.
 Trust begets trust.
 Growth often masks mistrust.
 Decline or downsizing tests the highest levels of
trust.
 Trust increases cohesion.
 Mistrusting groups self-destruct.
 Mistrust generally reduces productivity.

33.  Selection
 Review specific requirements for the job.
 Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess
emotional intelligence.
 Conduct personal interviews to determine
candidate’s fit with the job.
 Training
 Recognize the all people are not equally trainable.
 Teach skills that are necessary for employees to
become effective leaders.
 Provide behavioral training to increase the
development potential of nascent charismatic
employees.