1. LEADERSHIP
Present By:
Manoj Paudel Sharada Khanal
Bhajan Bista Rachana Shakya
Shrestha Eliya Kamal Thapa
Anita Dhakal Jibraj Dhital

2. Leadership
Concept:
 An art of human skill.
 Process of influencing the subordinates .
 Helps to work hard and corporate
enthusiastically in the achievement of group
goals.
 It is also a process of influencing a group.
 the action of leading a group of people or an
organization,
Leadership is the ability to lead, the ability to guide, direct or
incfluence people of the organization or a group.
“Leadership is the ability to influencing a group toward the
achievement of goals.”__ Robbins

3. NATURE OF LEADERSHIP
 It is a relationship between two or more people
for some common objectives.
 The essence of leadership is followership. There
cannot be leader without followers.
 It is a function of leader, the followers and other
situational variables.
 It is something the leader does, not something
S/HE has.
 It is human factor- art, ability and many more.

4. DEVELOPMENT OF LEADERSHIP THEORY
 Until approximately 1930, there was not much academic
interest in the area of leadership.
 Fredrick Taylor –Scientific Management Management
(time/motion (time/motion studies of productivity) (late
1800’s).
 Max Weber –(writing on bureaucracy) a leader possessed
power by virtue of his position (1922).
 Mary Parker Follett – participatory management in “power
with” as opposed opposed to “power over” (1926)

5. THEORIES OF LEADERSHIP
Approaches to
Leadership
Trait Approach
Behavioral Approach
Contingency Approach

6. 1. TRAIT THEORIES (1930S-1940S)
 It is the oldest approach, which dominated the field of
leadership till 1940s.
 It assumes that, ‘Leaders are born, not made.’
 It describe behavior of the deader, which is observed.
 Leadership is most observed but it is least understood.
 It describe the people in term of qualities and their different
behavior.
 This type of leader possess different behavior which is difficult
to observed.
 It is also called great man theory of leadership.

7. DIFFERENT POINTS OF TRAITS WHICH DISTINGUISH
LEADERS FROM NON LEADERS.
 Drive
 Leadership motivation
 Energy
 Knowledge
 Intelligence
 Self-Confidence
 Emotional intelligence

8. LIMITATIONS OF TRAIT THEORIES
 It describe about the trait but there is no common
trait to study leadership in organization.
 The trait which is describe in this theory may not be
enough to distribute leaders.
 This study sometimes falls to find real cause and
effect of curtain behavior in organization setting.
 This theories sometimes may create problems. For
eg. Different qualities of leaders may not leads
organizations towards the success.

9. 2. BEHAVIORAL THEORIES OF LEADERSHIP
Behavioral theories of leadership are classified as such because they
focus on the study of specific behaviors of a leader. For behavioral
theorists, a leader behavior is the best predictor of his leadership
influences and as a result, is the best determinant of his or her
leadership success.
There are various theories of behavior studies which are as follows:
 Michigan Studies
 Ohio State University (1940s)
 The managerial Grid.

10. MICHIGAN STUDIES (1950S)
This theory states the study which was undertaken
Michigan University in 1940s. This study explains the
different behavior of leaders. Different expert or
researcher have taken low and high performing
group. These different group shows the behavior of
people differently.

11. OHIO STATE UNIVERSITY (1940S)
This theory explains about the different behavior of
the people which occurs at the time of work place.
This study was taken place around 40s and 50s at
Ohio State University. This theory tries to find out
what makes behavior leadership effective 100s of
item were taken for experiment with concluding
different part of human behavior. This theory follows
the Michigan experiment theory. To separate parts of
human life was base point of experiment.

12. MANAGERIAL GRID (1964)
 This theory was developed by Robert R.
Blake and Jane Mouton.
 This model originally identified five different
leadership styles based on the concern for
people and the concern for production.
 The optimal leadership style in this model is based
on Theory Y.

13. MANAGERIAL GRID

14. MANAGERIAL GRID
The model is represented as a grid with concern for production as
the x-axis and concern for people as the y-axis; each axis ranges from
1 (Low) to 9 (High). The resulting leadership styles are as follows:
 The indifferent (previously called impoverished) style (1,1):
 The accommodating (previously, country club) style (1,9):
 The dictatorial (previously, produce or perish) style (9,1):
 The status quo (previously, middle-of-the-road) style (5,5):
 The sound (previously, team style) (9,9):
 The opportunistic style:
 The opportunistic style: exploit and manipulate.
 The paternalistic style: prescribe and guide.

15. MANAGERIAL GRID
1. The indifferent (previously called impoverished) style
(1,1): evade and elude
In this style, managers have low concern for both people and
production. Managers use this style to preserve job and job seniority,
protecting themselves by avoiding getting into trouble. The main
concern for the manager is not to be held responsible for any mistakes,
which results in less innovative decisions.

16. MANAGERIAL GRID
2. The accommodating (previously, country club) style (1,9): yield
and comply.
This style has a high concern for people and a low concern for
production. Managers using this style pay much attention to the security
and comfort of the employees, in hopes that this will
increase performance. The resulting atmosphere is usually friendly, but
not necessarily very productive.

17. MANAGERIAL GRID
3. The dictatorial (previously, produce or perish) style (9,1): control
and dominate.
With a high concern for production, and a low concern for people,
managers using this style find employee needs unimportant; they
provide their employees with money and expect performance in return.
Managers using this style also pressure their employees through rules
and punishments to achieve the company goals. This dictatorial style is
based on Theory X of Douglas McGregor, and is commonly applied by
companies on the edge of real or perceived failure. This style is often
used in cases of crisis management.

18. MANAGERIAL GRID
4. The status quo (previously, middle-of-the-road) style (5,5):
balance and compromise.
Managers using this style try to balance between company goals and
workers' needs. By giving some concern to both people and production,
managers who use this style hope to achieve suitable performance but
doing so gives away a bit of each concern so that neither production nor
people needs are met.

19. MANAGERIAL GRID
5. The sound (previously, team style) (9,9): contribute and commit.
In this style, high concern is paid both to people and production. As
suggested by the propositions of Theory Y, managers choosing to use
this style encourage teamwork and commitment among employees.
This method relies heavily on making employees feel themselves to be
constructive parts of the company.

20. MANAGERIAL GRID
6.The opportunistic style: exploit and manipulate
Individuals using this style, which was added to the grid theory
before 1999, do not have a fixed location on the grid. They adopt
whichever behaviour offers the greatest personal benefit.

21. MANAGERIAL GRID
7 The paternalistic style: prescribe and guide.
This style was added to the grid theory before 1999. In The Power to
Change, it was redefined to alternate between the (1,9) and (9,1)
locations on the grid. Managers using this style praise and support, but
discourage challenges to their thinking.

22. 3. CONTINGENCY THEORY OF LEADERSHIP
- 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 effectiveness of a given pattern of leader
behavior is contingent upon the demands imposed by the situation.
These theories stress using different styles of leadership appropriate
to the needs created by different organizational situations. No single
contingency theory has been postulated. Some of the theories are:
 Fielder Model
 Hersey and Blanchard
 Path Goal

23. FIEDLER’S CONTINGENCY THEORY:
 Fiedlers theory is the earliest and most extensively
researched. Fiedler’s approach departs from trait and
behavioral models by asserting that group performance is
contingent on the leader’s psychological orientation and on
three contextual variables: group atmosphere, task structure,
and leader’s power position.
 This theory is focused on different styles or phases which are
as follows.
- Leadership Classification
- Contingency dimension
- Matching Leaders and Situations
- Increasing leadership effectivness

24. HERSEY & BLANCHARD’S SITUATIONAL
THEORY
 This theory is an extension of Blake and Mouton’s Managerial
Grid Model and Reddin’s 3-D management style theory. With
this model came the expansion of the notion of relationship
and task dimensions to leadership and adds a readiness
dimension.
 The leadership style identifies the different major situations,
which are as follows.
- Telling style
- Selling style
- Participating style
- Delegating style

25. PATH GOAL THEORY
This theory explains about the various factors which tells about the path
and goals. In this sense path is behavior the goal is determine by
performance. This theory was determine by the Martin Evans, later on
this theory talks about the path that is behavior which is ultimately leads
towards a desire goal.
Different types of leadership style define in this theory.
 Direct leadership style
 Supportive leadership style
 Participative leadership style
 Achievement oriented leadership

26. LIMITATIONS OF PATH GOAL THEORY
 This theory is not universally accepted as we know that
leadership behavior is determine by the situation which will
affect on subordinate attitudes.
 This theory tells about the behaviors and rewards. According
to the various researcher or experts. This theory is more
applicable but may not be applicable in dynamic world

27. THANK YOU

28.  There is no universal theory of leadership.
Leadership model may differ according to the
situations and contingency. This theory explains the
different style of leadership which are explain in
different leadership model.