1. LEADERSHIP

2. LEADERSHIP
 According to a Layman, Leadership is the process of
encouraging and helping others to work enthusiastically
towards objectives.
 “When you boil it down, contemporary leadership seems
to a matter of aligning people toward common goals and
empowering them to take the actions needed to reach
them.”
Sherman, 1995

3. A LEADERSHIP STORY:
 A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides
a perfect site for a port.
 The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets –
progress is excellent. The leaders continue to monitor
and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency
increased wherever possible.
 Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The person
surveys the scene from the top of the tree.

4.  And shouts down to the assembled group below…
 “Wrong Way!”
 (Story adapted from Stephen Covey (2004) “The Seven
Habits of Highly Effective People” Simon & Schuster).
“Management is doing things
right, leadership is doing the right
things”
(Warren Bennis and Peter Drucker)

5. STYLES OF LEADERSHIP
 There are four types of Leadership styles:
 Autocratic
 Democratic
 Laissez-Faire
 Paternalistic

6. AUTOCRATIC
 Leader Expects complete obedience from his
subordinates.
 No Suggestions or initiative from subordinates is
entertained.
 The power of decision making is in the hands of the
leader.
 Can create de-motivation and alienation
of staff.
 Leader is the formal head of the org. and is generally
disliked by the subordinates.

7. DEMOCRATIC
 This style implies compromise between autocratic and
laissez-fair style of leadership.
 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

8.  May help motivation and involvement.
 Workers feel ownership of the firm and its ideas.
 Improves the sharing of ideas
and experiences within the business.
 Can delay decision making.

9. LAISSEZ -FAIRE
 Maximum freedom is allowed to subordinates
 Free to make independent decisions.
 Creates self confidence in workers and provide them an
opportunity to develop their talents.
 Can be very useful in businesses
where creative ideas are important.

10. PATERNALISTIC
 Leader acts as a „father figure‟
 Paternalistic leader makes decision but may consult
 Believes in the need to support staff

11. LEADERSHIP TRAITS
 Adaptable
 Alert to social environment.
 Self confident
 Willing to assume responsibility
 Make others feel important
 Admit mistakes

12. THEORIES OF LEADERSHIP
o Trait theories
o Behavioural
o Contingency Theories
o Path-Goal Theory

13. TRAIT THEORY
 Trait which are essential to be a successful leader
 Believe is that the leadership traits are inherited or in born
 It consider personality, social, physical, or intellectual traits to
differentiate leaders from nonleaders
Leadership behavior - facilitating goal attainment and
recruitment of followers regardless of the context (5 usual
traits)
Intelligence
self-confidence
determination
integrity
sociability

14. LEADERSHIP TRAITS
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant knowledge

15.  Limitations:
• No universal traits found that predict leadership in all
situations.
• Traits predict behavior better in “weak” than “strong”
situations.
• Unclear evidence of the cause and effect of relationship
of leadership and traits.
• Better predictor of the appearance of leadership than
distinguishing effective and ineffective leaders.

16. BEHAVIOURAL THEORY
 Leadership involves an interpersonal relationship
between a leader and subordinates.
 It propose that specific behaviors differentiate leaders
from nonleaders.
 Emphasized on particular behavior by him
 The main purpose of this theory is to determine how
various kinds of specific behavior affect the performance
and satisfaction of subordinates.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.

17. CONTINGENCY THEORIES
 This is a leader match theory because it tries to match
leaders to appropriate situations
 A leader‟s effectiveness depends on how well the
leader‟s style fits the context
 The theory was developed by studying the styles of
leaders in situations and whether they were effective
(primarily in military organizations)
 Concerned with styles and situations
 Leadership styles are either task motivated or
relationship motivated
 Situations have three factors: leader-member
relations, task structure and position power

18.  Leadership as being more flexible – different leadership styles
used at different times depending on the circumstance.
 Suggests leadership is not a fixed series of characteristics that
can be transposed into different contexts
 It depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

19. PATH GOAL THEORY
 Path Goal theory is about how leaders motivate
subordinates to accomplish designated goals
 The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing on
employee motivation
 Emphasizes the relationship between the leader‟s style
and characteristics of the subordinates and the work
setting
 The leader must use a style that best meets the
subordinates motivational needs

20. Advantages:
 Helps understand how leader behavior effects subordinates
satisfaction and work performance
 Deals directly with motivation – one of the only theories to
address this
 Provides a very practical model – make a clear path and follow
it
Limitations:
 This is a very complex theory that incorporates many aspects of
leadership
 Research only partially supports the theory
 Fails to explain adequately the relationship between leader
behavior and subordinate motivation
 Treats leadership as a one way street, places a majority of the
responsibility on the leader

21. THANK YOU