HPL PRESENTATION

1. GROUP MEMBERS:
AJAY AVHAD…………………8008
ABHIJEET YADAV…………….8174
IFTIKHAR ALEKAR…………..8003
SAVARI RAJAN……………….8173

2. LEADERSHIP
THEORIES

3. INTRODUCTION :-
a. Definition :-Leadership
defined as the ability to
influence a person or a group towards the
achievement of goals
b. Qualities:- i) Competent
ii) Humility
iii) Openness
iv) Creativity
v) Inspiring

4. Personality theories :-
1. Great man theory of leadership
2. Trait theory of leadership

5. 1. Great man theory of leadership :-
a. This theory introduced by Thomas Carlyle in
1840
b. Assumption of this theory is “Leader are
born and not made”
c. Example:- Shivaji Maharaj

6. 2. Trait theory of leadership :-
a. This theory introduced by Gordon Allport
in 1936
b. Assumption of this theory is "Leader need
not always be born, but can be made also”
c. Some of the qualities :-
i. Intelligence
ii. Ambition and energy
iii. Personality
iv. knowledge

7. Behavioral theory :-
a. Assumption1 of this theory is “leader are not
completely in born, but also can be acquired from
learning and experience”
b. Assumption2 of this theory is “Specific behavior
differentiates leaders from non leader”
c. This theory conduct two research
1. Ohio Studies at Ohio state University,
USA
2. Michigan Studies at University of
Michigan during 1945-47

8. OHIO STUDIES:LEADERSHIP
HIGH
HIGH HIGH
CONSIDERATION CONSIDERATION
CONSIDERATION AND LOW AND HIGH
(RELATIONSHIP
STRUCTURE STRUCTURE
BEHAVIOUR)
LOW LOW
CONSIDERATION CONSIDERATION
AND LOW AND HIGH
STRUCTURE STRUCTURE
INITIATING STRUCTURE (TASK BEHAVIOUR)
LOW HIGH

9. UNIVERSITY OF MICHIGAN
STUDIES :-
 Employee Oriented
 Job Oriented
Rensis Likert

10. LIKERT’S MANAGEMENT SYSTEMS :-
His systems are :-
System 1 Exploitative – Authoritative
System 2 Benevolent – Authoritative
System 3 Consultative – Authoritative
System 4 Participative - Democratic

11. THE MANAGERIAL GRID THEORY :-
Robert Blake Jane Mouton

12. THE MANAGERIAL GRID THEORY :-
HIGH
9 1.9 9.9
(country club) (TEAM)
8
7
6 5.5
5 (MIDDLE OF THE ROAD)
CONCERN
FOR THE 4
PEOPLE
3
2 1.1 9.1
1 (IMPROVERISHED) (TASK)
1 2 3 4 5 6 7 8 9
CONCERN FOR
LOW PRODUCTION HIGH

13. SITUATIONAL LEADERSHIP :-
Situational Factors :-
a. Force in the leader
b. Force in group
c. Other situational force
d. Leadership continuum

14. HERSEY AND BLANCHARD’S SITUATIONAL
THEORY :-
(HIGH)
PARTICIPATION SELLING
RELATIONSHIP
BEHAVIOUR
TELLING
DELEGATION
(LOW)
(LOW) TASK (HIGH)
BEHAVIOUR

15. PATH GOAL THEORY :-
a. The path goal theory originally developed by
Martin Evans in the year 1970.
b. The path goal theory founded on the belief
that it is the Leader’s job to assist followers
in attaining their goals and to provide
necessary direction or support to ensure that
their goals are compatible with the overall
objective the group or organization.

16. Path-Goal Theory :-

17. Leadership Behaviors :-
a. Directive leadership :- leader gives
instructions, expectations, time lines, rewards norms, clarify the
rules and regulation as applicable and monitor their performance
b. Supportive Leadership :- leader is friendly and
approachable, attends to the well being of subordinates, and treats
everyone as equals
c. Participative Leadership :- leader invites subordinates to give
ideas, share opinions and integrates their suggestions into the
decision making process
d. Achievement-Oriented Leadership :- leader challenges
subordinates to perform at the highest level possible. Leader has
high standards of excellence and seeks continuous improvement.

18. How Does Path-Goal Theory Work?
a. The leader’s job is to help subordinates
reach their goals by
directing, guiding, and coaching them
along the way
b. Leaders must evaluate task and
subordinate characteristics and adapt
leadership style to these
c. The theory suggests which style is most
appropriate for specific characteristics

19. Transformational Leadership :-
a. Transformational theory developed by James
MacGregor Burns(1978)
b. According to Burns, transforming leadership is a
process in which "leaders and followers help each
other to advance to a higher level of morale and
motivation".

20. ADDITIVE EFFECT OF
TRANSFORMATIONAL LEADERSHIP

21. TRANSFORMATIONAL LEADERSHIP
FACTORS THE FOUR I’S :-
a. Idealized Influence - describes leaders who act as strong
role models for followers. Followers identify with these
leaders and want very much to emulate them.
b. Inspirational Motivation - leaders who communicate high
expectations to followers and inspire them through
motivation to become committed to and a part of the
shared vision.
c. Intellectual Stimulation - leadership that stimulates
followers to be creative and innovative and to challenge
their own beliefs and values as well as those of the leader.
d. Individual consideration - leaders who provide a
supportive climate in which they listen carefully to the
individual needs of the followers.

22. Transformational Theory :-
TRANSFORMATIONAL LEADER HAVE THE
FOLLOWING BEHAVIOR :-
• Model of integrity and fairness
• Known for setting clear goals
• Have high expectation
• Encourage the followers
• Provide support and recognize the followers
• Stir the emotions of the people
• Get people to look beyond their self-interest

23. THANK YOU..........