Leadership

1. PRESENTATION ON
LEADERSHIP

3. INTRODUCTION
• Leadership is the ability to develop a
vision that motivates others to move
with a passion toward a common goal.
So leadership is a process by which a
person influences others to accomplish
an objective and directs the
organization in a way that makes it
more cohesive and coherent.

4. DEFINITION
• leadership is the “process of social
influence in which one person can enlist the
aid and support of others in the
accomplishment of a common task”.
M Chemers.
• "Leadership is ultimately about creating a
way for people to contribute to making
something extraordinary happen."
Alan Keith.

5. LEADERSHIP SIMPLY
REFERS TO
 Leading People
 Influencing People
 Commanding People
 Guiding People

6. CHARACTERISTICS OF
LEADERSHIP
• Leader must have followers
• It is working relationship between leader
and followers
• Purpose is to achieve some common
goal or goals
• A leader influences his followers willingly
not by force
• Leadership is exercised in a given situation
• Leadership is a power relationship
• It is a continuous process

7. LEADERSHIP TRAIT
• Trait leadership is defined as
integrated patterns of personal
characteristics that reflect a range of
individual differences and foster
consistent leader effectiveness
across a variety of group and
organizational situations

8. FOUR FACTORS OF
LEADERSHIP

9. • Leader - You must have an honest
understanding of who you are, what you
know and what you can do. To be successful
you have to convince your followers not your
superiors, that you are worthy of being
followed.
• Follower -You must know your people. The
fundamental starting point is having a good
understanding of human nature, such as
needs, emotions and motivation.

10. • Communication-The nonverbal
communication is leading. E.g.- when you
set example that communicates to your
people that you would not ask them to
perform anything that you would not be
willing to do. Bad communication harm the
relation between leader and employee.
• Situation-We must use our judgment to
decide the best course of action and the
leadership style needed for each situation.
What we do in one situation will not always
work in another.

11. LEADERSHIP
STYLES
Authoritarian or
autocratic
Participative or
democratic
Delegative or Free
Reign

12. AUTOCRATIC
oLeader makes decisions without reference to
anyone else
o High degree of dependency on the leader
o Can create de-motivation and
alienation of staff
o May be valuable in some types of business
where decisions need to be made quickly
and decisively

13. DEMOCRATIC
• Encourages decision
making from different
perspectives – leadership
may be emphasised
throughout the organisation
• Consultative: process of
consultation before decisions
are taken
• Persuasive: Leader takes
decision and seeks to
persuade others that the
decision is correct

14. LAISSEZ-FAIRE
1. ‘Let it be’ – the leadership
Responsibilities are shared by all
2. Can be very useful in businesses where
creative ideas are important
3. Can be highly motivational, as people
have control over their working life
4. Can make coordination and decision
making
time-consuming and lacking in overall
direction
5. Relies on good team work
6. Relies on good interpersonal relations

15. THEORIES OF
LEADERSHIP

16. TRAIT THEORY
• Early on, it was thought that leaders were born
with
inherent physiological and personality traits
• Age
• Height
• Intelligence
• Academic achievements
• Stogdill (1974) – identified several general factors
that differentiate leaders from non-leaders…

17. • Capacity: problem-solving capabilities, making
judgments and working hard
• Achievements: accomplishments such as academic
record,
knowledge and sports
• Responsibility: dependability, reliability, self-
drive, perseverance, aggressiveness and
self-confidence
• Participation and involvement: highly developed
social interaction, popularity, swift adaptation to
changing situations, and easier cooperation compared
to non-leaders
• Socio-economic status: effective leaders usually
belong to higher socio-economic classes

18. BEHAVIOURAL THOERY
• It focused on task and social behavior of leaders
• Identified two dimensions of leader behavior
• Initiating Structure: role of leader in defining his/her role
and roles of group members
• Consideration: leader’s mutual trust and respect for
group members’ ideas and feelings
• Two different behavioral theories:
• Role Theory
• Managerial Grid

19. ROLE THEORY
• Assumptions about leaders’ in organizations are
shaped by culture, training sessions, modeling by
senior managers, etc.
• People define roles for themselves and others
based on social learning and reading.
• People form expectations about the roles that they
and others will play.
• People subtly encourage others to act
within the role expectations they have for
them.
• People will act within the roles they adopt.

20. MANAGERIAL GRID
• Developed by Drs. Robert R. Blake and Jane S. Mouton
• Believed managers have different leadership styles
which led to two different dimensions of leadership:
• Concern for Production: manager who is task-oriented
and focuses on getting results or accomplishing the
mission (X-axis of grid)
• Concern for People: manager who avoids conflicts and
strives for friendly relations with subordinates (Y-axis of
grid)

21. CONTINGENCY THEORY
• In Contingency theory of leadership, the success of the
leader is a function of various contingencies in the form
of subordinate, task, and/or group variables. The
Leaders who are very effective at one place and time
may become unsuccessful either when transplanted to
another situation or when the factors around them
change.
• This helps to explain how some leaders who seem
for a while to have the 'Midas touch' suddenly appear to
go off the boil and make very unsuccessful decisions

22. Different Sets/theories ofcontingency
theory :
• Different Sets/theories of contingency
theory :
• FIEDLER’S CONTIINGENCY MODEL
• HARSEY & BLANCHARD’S SITUATIONAL
THEORY
• PATH GOAL THEORY
• VROOM-JAGO CONTINGENCY MODEL

23. SITUATIONAL THEORY
• The Hersey-Blanchard Situational
Leadership Theory was created by Dr
Paul Hersey and Ken Blanchard. The
theory states that instead of using just one
style, successful leaders should change
their leadership styles based on the
maturity of the people they're leading and
the details of the task. Using this theory,
leaders should be able to place more or
less emphasis on the task.

24. CONCLUSION
• To create organisation effectiveness
and ensure sustainability , business
leaders need to focus their attention on
aligning their people , the system the
structure and the roles with
organisation’s strategy ,
while engaging the employees with the
jobs and the organisation