Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also (within the West) United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task"

1. BUSINESS MANAGEMENT
Masters of Commerce – I
IMPCC, H-8/4, Islamabad
LEADERSHIP
EFFECTIVE LEADERSHIP
January 29, 2019
Class Presentation

2. WELCOME
“Great Leaders welcome problems
with a smile on their face & bid
them farewell with a fist.”

3. Our Team
WASIF ALI IFRAH RUBAB UBAID UR REHMAN MILLAT KHAN
AFRIDI

4. Contents
01
02
03
04
o What is Management?
o What is Leadership?
o Role based Comparison
b/w Manager & Leader
o Leadership Scholars
INTRODUCTION TO LEADERSHIP
o Current Leadership Issues
o How to counter them?
CHALLENGES TO LEADERSHIP
1. Early Leadership Theories
2. Contingency Theories
3. Contemporary theories
THEORIES OF LEADERSHIP
o Robert Iger, Chairman & CEO Walt
Disney Company
CASE STUDIES

5. MANAGEMENT & MANAGER
Determination of tasks, assigning duties, grouping, &
defining that whom to be reported with results
Establishment of strategies to achieve goals, &
Development of plans to coordinate activities
Motivating subordinates, Resolution of work groups’
Conflicts, Influence to get the desired results, selection
of communication channels & dealing with team
members’ behavior
Evaluation of what is planned and achieved, &
monitoring, comparing, & correcting the end results
01 02
03 04
Planning Organizing
ControllingLeading
 Manager is someone who coordinates & oversees the work of other people
so organizational goals can be accomplished.
Management is a functional or sometimes
task oriented role, often within a structure
in which there is a hierarchy.
Management is accomplishing of
organizational goals through planning,
organizing, leading & controlling.

6. SECTION BREAK
Insert the title of your subtitle Here
What is Leadership? Who is a Leader?

7. SECTION BREAK
Insert the title of your subtitle Here
LEADERSHIP & LEADER
Leadership - is the process of influencing for the purpose of achieving shared
goals.
According to G. Goel:
“A person working on his vision is a leader, else he becomes
a manager to fulfill a leader's vision.”
S. Thondaman wrote:
“Leader provides the vision, the path that one can follow to
glory.”
Leader - is a person who can influence others, having managerial authority
The ability of a superior to influence the behavior of subordinates
and persuade them to follow a particular course of action.
(Chester Barnard – 1938)

8. LEADERS versus MANAGERS
o Administrate
o Maintain
o Control
o Short Term View
o Ask How and When
o Initiate
o Accept the Status Quo
o Do things Right
o Innovate
o Develop
o Inspire
o Long Term View
o Ask What and Why
o Originate
o Challenge the Status Quo
o Do Right Things

9. IMPORTANCE OF LEADERSHIP
Leadership transforms potential into reality .
Leadership is not mere using people and their potential
for realizing an organization's goals. It has the ultimate ai
m of raising the level of human conduct and ethical aspira
tion of both the leader and the led.

10. LEADERSHIP SCHOLARS
Name: Chester Irving Barnard
Profession: American business executive, public administrator, and author
Academic Works: The Functions of the Executive (1938)
Name: Warren Bennis
Profession: American scholar, organizational consultant and author. University Professor and
Distinguished Professor of Business Administration and Founding Chairman of The Leadership
Institute at the University of Southern California.
Academic Works: The Functions of the Executive (1938)
Name: James McGregor Burns
Profession: Presidential biographer, authority on leadership studies, Woodrow Wilson Profess
or (emeritus) of Political Science at Williams College, and scholar at the James McGregor Burns
Academy of Leadership at the University of Maryland
Academic Works: Roosevelt: The Soldier of Freedom 1940–1945 (1971)

11. LEADERSHIP SCHOLARS
Name: Peter Drucker (the father of “Modern Management,”)
Profession: Writer, management consultant, and social ecologist.
Academic Works: 39 Books and countless scholarly and popular articles explored
how humans are organized across all sectors of society—in business, government a
nd the nonprofit world.
Name: Stephen R. Covey
Profession: An international respected leadership authority. Founder and vice chairman of
Franklin Covey Company.
Academic Works: Principle Centered Leadership, Seven Habits of Highly
Effective People, and The 8th Habit
Name: Barry Z. Posner
Profession: Dean of the Leavey School of Business as well as a Professor of Leadership at
Santa Clara University.

12. Can Anyone Be a Leader?
 Some people don’t have what it takes to be a leader
 Some people are more motivated to lead than others
Is Leadership Always Necessary?
 Some people don’t need leaders
 Leaders need to be aware of followers’ needs
Questions to be Answered!

13. THEORIES OF LEADERSHIP
EARLY
LEADERSHIP
THEORIES
CONTINGENCY
LEADERSHIP
THEORIES
CONTEMPORARY
LEADERSHIP
THEORIES
1 2 3
i- Traits Theory
ii- Behavioral Theory
i- Fiedler’s Theory
ii- Structural Leadership and the
Leader participation model
iii- Path Goal-Theory
i- Transactional & Transformational
Leadership
ii- Charismatic–Visionary Leadership
iii- Team Leadership

14. 1 - EARLY THEORIES OF LEADERSHIP
i- Traits Theory (1920’s & 1930’s)
Findings:
o Research that focused on identifying personal characteristics that
differentiated leaders from non-leaders who was unsuccessful
o Research on the leadership process identified seven traits associated
with successful leadership:
o Drive, the desire to lead, honesty and integrity, self-confidence,
intelligence, job-relevant knowledge, extraversion and Fear
to guilt.
i- Traits Theory (1920’s & 1930’s) ii- Behavioral Theories
(Based on leaders personality & personal Characteristics)

15. 1 - EARLY THEORIES OF LEADERSHIP
o Drive; High effort level, ambitious, persistent, and initiative.
o the desire to lead; Strong desire to influence and lead, willingness to take responsibility.
o honesty and integrity; Trusted, Truthful, man of word and deed.
o self-confidence; No Self-doubt, Show self-confidence to influence decisions and goals
setting.
o Intelligence; Having Large information, creating alternatives for better decision making.
o job-relevant knowledge; Well Learned, Expert in relevant field, technically well
equipped.
o Extraversion; Different from others, Energetic and charismatic, social, assertive.
o Fear to Guilt; Fear to guilt as a lot of people depend upon his decision making.
i- Traits Theory (1920’s & 1930’s)
TRAITS OF SUCCESSFUL LEADERS

16. Case Study: Analysis of Leadership Style of Robert Iger
Implication of Traits Theory
Name: Robert Iger
Born : Feb 10, 1951
Became Chairman & CEO at the
Walt Disney Company in October
2005.
Personality Traits:
• Being self-aware and mindful: what’s going on around
• Trust development: Accountability in all levels of management
• Mission: be creative as much as you can
• Innovative: Expanded Disney’s foreign market by establishing
Disney’s Park at Shanghai
• Fostering Creative Ideas: Passion for innovations and creativity
• Implementation of new technology: Disney’s app
• Drives for Job’s: to instill perfection into Walt Disney
• Willingness to tolerate: Highly patience to the middle management
• Engagement with the team: participating, discussing,
motivating and supporting his teams.
• Risk taker: Not afraid of failure

17. 1 - EARLY THEORIES OF LEADERSHIP
ii- Behavioral Theories: Researched on the Behaviors of Leaders towards his
Subordinates/followers (Behavioral Approach)
Findings:
o Leadership Styles
o Autocratic, Democratic, Laissez-faire style, Perfect Leadership
a) University of Iowa Studies (Kurt Kwin)
Autocratic or authoritative: Dictating work, make unilateral decisions, limits employees.
Democratic: Involving employees in decision making, delegate authority, feedback taking, Caching.
Laissez-faire; letting employees free to make decisions and complete the job what way it makes them easy
Perfect: Combo of Autocratic, Democratic, and Laissez-faire (Situational)

18. 1 - EARLY THEORIES OF LEADERSHIP
b) The Ohio State University Studies:
Findings:
o Building Trusted Relationship
o Initiating Structure, Consideration
i- Initiating Structure:
Take initiatives and bring innovations to attain
organizational goals through group/team work,
Trustful, Proactive
Ii- Consideration: Only considers group’s mutual
relationship, trust, ideas and feelings

19. 1 - EARLY THEORIES OF LEADERSHIP
c) The University of Michigan Studies:
Findings:
i-Interpersonal relationship:
emphasizing on relationship with subordinate employees
ii-Task Aspects of a Job:
emphasizing on the task assigned to the subordinate
employees.
o Interpersonal Relationship, Task Aspects of a Job
Employees Oriented and Production Oriented

20. 2 – CONTINGENCY THEORIES OF LEADERSHIP
i- Fiedler’s Model ii- Situational Leadership Theory iii- Path-Goal Theory
Findings:
i- Fiedler’s Model (1967): Effective group performance depends on the proper match betwe
en the leader's style of interacting with employees and the degree to which the situation gives contro
l and influence to the leader.
(Behavior of leader depends upon characteristic of situation leader is in.)
o Leader’s Motivational Style, The Favourableness of Situation
i-Leader-member relations: Degrees of confidence, trust, and respect employees have in their
leader.
ii-Task structure: The degree to which a task is structured or unstructured.
iii-Position power: The degree of influence a leader has over power variables such as hiring,
firing, discipline, promotions Contingency Theory of Leadership

21. 2 – CONTINGENCY THEORIES OF LEADERSHIP
Findings of Fiedler’s Model
Poor
Good
Highly FavourableSituation Favourableness: Moderate Highly Unfavourable
I
Good
High
Good
High
Strong Weak
Good
Low
Weak
Poor
High
Strong
Poor
High
Weak
Poor
Low
Strong
Poor
Low
Weak
Good
Low
Strong
II III IV V VI VII VIIICategory
Leader–Member
Relations
Task Structure
Position Power
Relationship
Oriented
Task
Oriented

22. 2 – CONTINGENCY THEORIES OF LEADERSHIP
Findings:
ii- Situational Leadership Theory: Situational Leadership model focuses on the followe
rs. Since it is the followers who accept or reject a leader, the focus reflects the reality. Here, the emp
hasis is on how a leader should adjust his leadership style in accordance with the readiness (ability
and willingness) of followers.
o Acceptance or Rejection of Leader, Readiness (ability and willingness of subordi
nates/followers)
 Four stages of follower readiness:
R1: followers are unable and unwilling
R2: followers are unable but willing
R3: followers are able but unwilling
R4: followers are able and willing
Proposed by: Hersey and Blanchard
 Creates four specific leadership styles:
Telling: high task–low relationship leadership
Selling: high task–high relationship leadership
Participating: low task–high relationship leadership
Delegating: low task–low relationship leadership

23. 2 – CONTINGENCY THEORIES OF LEADERSHIP
Findings:
iii- The Path-Goal Theory (Robert House, 1971): Leader’s job is to use structure, sup
port and rewards to create a work environment that helps employees reach the organization's goals.
o Leader’s Behavior & Supportive, Path Clarification, Increasing Rewards
Leader’s style depends on the situation:
1) Supportive Leadership: Giving consideration to the needs of the followers; displaying
concern for their welfare; creating friendly climate at the work place.
2) Directive Leadership: Letting followers know what they are expected to do; giving specific
guidelines; scheduling and coordinating work.
3) Participative Leadership: Consulting with followers; taking their opinions and suggestions.
4) Achievement-Oriented Leadership: Setting challenging goals and targets; emphasizing
excellence in performance; showing confidence

24. 2 – CONTINGENCY THEORIES OF LEADERSHIP
The Path-Goal Theory

25. Case Study: Analysis of Leadership Style of Robert Iger
Implication of Path-Goal Theory
• He is Supportive and take a step back when his employees are running with an idea.
• If an employee is struggling with creativity or risk taking, Iger becomes participative
and provides a welcoming learning environment where employees can grow.
• Through his Transformational Leadership Style, Iger encourages creativity and
innovation in his employees through support and empowerment.
• Through Iger’s Achievement-Oriented Leadership the company continued to be
an entertainment powerhouse and brighten people’s lives.
The Path-Goal Theory (Robert House, 1971): Leader’s job is to use structure, support and
rewards to create a work environment that helps employees reach the organization's goals.
Findings: Leader’s Behavior & Supportive, Path Clarification, Increasing Rewards
Implication of the Theory:

26. Findings:
i- In-Group: People with demographic, attitude, personality, social similarities.
ii- Out-Group: People with difference in demography, attitude, personality
o Division of Subordinates as In-Group & Out-Group, Based on Social and
demographic attributes
Employees Oriented and Production Oriented
3 - CONTEMPORARY THEORIES OF LEADERSHIP
i- Leader-Member Exchange (LMX) Theory ii- Transactional –Transformational Leadership
iii- Charismatic-Visionary Leadership iv- Team Leadership
i- LMX Theory: Those who are in the group has higher performance rating, less turnover and
greater satisfaction.

27. 3 - CONTEMPORARY THEORIES OF LEADERSHIP
ii- Transactional –Transformational Leadership
Findings:
i-Transactional Leaders: lead primarily by using social exchange (rewards)
ii-Transformational Leaders: stimulate and Inspire (transform) followers to achieve
extraordinary outcomes.
o Leading by Social Exchange, Inspiration for Extraordinary outcomes
Concerning followers’ needs and make them learn how to counter them

28. Case Study: Analysis of Leadership Style of Robert Iger
Implication of Transactional –Transformational Leadership
• Robert Iger; The Chairman & CEO of Walt Disney Company practice a transfor
mational leadership style, in which he “inspire and excite [employees] to high level
s of performance.”
• Iger empowers and challenges employees to work at the height of their imagination
and pursue even the wildest of ideas, and has continued to grow an environment in
which risks are acceptable and encouraged.
• Influence for innovation and creativity of each and every employee
Findings: Leading by Social Exchange, Inspiration for Extraordinary outcomes
Implication of the Theory:
Transactional –Transformational Leadership : lead primarily by using social exchange (rewards)
stimulate and Inspire (transform) followers to achieve extraordinary outcomes.

29. 3 - CONTEMPORARY THEORIES OF LEADERSHIP
iii- Charismatic-Visionary Leadership
Findings:
i-Charismatic Leader: An enthusiastic and self-confident leader whose personality and actions
influence people to behave in certain ways.
ii-Visionary Leadership: The ability to create and articulate a realistic, credible and attractive
vision of future that improves upon the present situation..
o Enthusiasm and Self-Confidence, A Realistic and Credible Vision for Improvement
Influence through full involvement in Work having a clear vision

30. Born on the 12th of 1964, Jeff Bezos is the
Founder, chairman and CEO of Amazon.com, the
online merchant of everything that has played a
significant role in the uplifting of E-Commerce…
Jeff Bezos
Bill Gates Receives One Planet Summit's
international philanthropists at Elysee Palace
on December 12, 2017 in Paris, France..
Bill Gates
Jeff Bezos & Bill Gates; The Charismatic and Visionary Business Leaders
3 - CONTEMPORARY THEORIES OF LEADERSHIP

31. 3 - CONTEMPORARY THEORIES OF LEADERSHIP
iv- Team Leadership
Findings:
Team Leader’s Job:
i- Managing the team External : who should be in the team?
How many should be the member?
ii-Visionary Leadership: facilitating the Team Process.
o Team Work, Development of Team
Facilitating team members, handling conflicts, reviewing team and
individual performance, sharing responsibilities, training and communication.

32. 3 - CONTEMPORARY THEORIES OF LEADERSHIP
Team Leadership
Team Leader
Roles
Link with
External
Communities
Coach
Conflict
Manager
Troubleshooter

33. 21ST CENTURY CHALLENGES TO LEADERSHIP
1. Managing Power:
Sources of Power:
Legitimate Power OR Authority: (Position in Organization)
Coercive Power: (To Punish or Control)
Reward Power: (Positive Rewards, Incentives)
Expert Power: (knowledge, skills, abilities)
Referent Power: (based on personal desirable resources and personal traits)
o Where do leaders get their power?
o What are saucers of Power?
1. Managing Power 2.Credibility 3. Trust 4. Moral Leadership
5. Challenges to On-Line Leadership 6. Empowerment
7. Cross-Cultural Leadership 8. Gender Difference and Leadership

34. 21ST CENTURY CHALLENGES TO LEADERSHIP
2. Credibility:
3. Trust: The belief in the integrity, character, and ability of a leader.
How to develop trust?
The degree to which followers perceive someone as honest, competent, and
able to inspire.
a. Practice openness b. Be fair
c. Speak your feelings d. Tell the truth
e. Show consistency f. Fulfill your promises
g. Maintain confidences h. Demonstrate competence
1. Managing Power 2.Credibility 3. Trust 4. Moral Leadership
5. Challenges to On-Line Leadership 6. Empowerment
7. Cross-Cultural Leadership 8. Gender Difference and Leadership

35. 21ST CENTURY CHALLENGES TO LEADERSHIP
1. Managing Power 2.Credibility 3. Trust 4. Moral Leadership
5. Challenges to On-Line Leadership 6. Empowerment
7. Cross-Cultural Leadership 8. Gender Difference and Leadership
4. Moral Leadership:
 Addresses both the moral content of a leader’s goals and the means
used to achieve those goals.
 Ethical leadership is more than being ethical. It includes reinforcing ethics
through organizational mechanisms
5. Challenges of On-line Leadership
 Communication: Choosing the right words, structure, tone, and style for digital
communications
 Performance management: Defining, facilitating, and encouraging performance
 Trust:Creating a culture where trust is expected, encouraged, and required

36. 21ST CENTURY CHALLENGES TO LEADERSHIP
1. Managing Power 2.Credibility 3. Trust 4. Moral Leadership
5. Challenges to On-Line Leadership 6. Empowerment
7. Cross-Cultural Leadership 8. Gender Difference and Leadership
6. Empowerment :
 Involves increasing the decision-making discretion of workers
 Why empower employees?
• Quicker responses to problems and faster decisions
• Relieves managers to work on other problems
 Empowerment: Cautions:
i. Clear definition of company’s values and mission
ii. Employees have relevant skills
iii. Employees need to be supported, not criticized, when performing
iv.Employees need to be recognized for their efforts

37. 21ST CENTURY CHALLENGES TO LEADERSHIP
1. Managing Power 2.Credibility 3. Trust 4. Moral Leadership
5. Challenges to On-Line Leadership 6. Empowerment
7. Cross-Cultural Leadership 8. Gender Difference and Leadership
7. Cross-Cultural Leadership : Leading people from various cultures and countries
 Universal Elements of Effective Leadership
i. Vision
ii. Foresight
iii. Providing encouragement
iv. Trustworthiness
v. Dynamism
vi. Positiveness
vii. Proactiveness

38. Worldmap Infographic Representation of Cross-Culture Leadership
You can simply impress your
audience and add a unique zing
and appeal to your Presentations.
• Korean leaders are expected to be paternalistic toward employees.
• Arab leaders show kindness or generosity without being asked to do so
• Japanese leaders are humble and speak frequently.
• Scandinavian and Dutch leaders Embarrass, Not energize
• Malaysian leaders show compassion , having autocratic than a participative style.
• Effective German leaders are characterized by high performance orientation, low compassion,
low self-protection, low team orientation, high autonomy, and high participation
PATERNALISTIC
HUMBLE AND SPEAK
FREQUENTLY
KINDNESS OR
GENEROSITY
EMBARRASS, NO
T ENERGIZE
COMPASSION
AUTOCRATIC
HIGH AUTONOMY

39. 21ST CENTURY CHALLENGES TO LEADERSHIP
1. Managing Power 2.Credibility 3. Trust 4. Moral Leadership
5. Challenges to On-Line Leadership 6. Empowerment
7. Cross-Cultural Leadership 8. Gender Difference and Leadership
8. Gender Difference and Leadership: Leading people different in genders.
Research Findings
Males and females use different styles:
a. Women tend to adopt a more democratic or participative
style unless in a male-dominated job
b. Women tend to use transformational leadership
c. Men tend to use transactional leadership

40. Simple Portfolio
Presentation
WHERE FEMALE MANAGERS DO BETTER: A SCORECARD
None of the five studies set out to find gender differences. They stumbled on them while
compiling and analyzing performance evaluations.
Skill (Each check mark denotes which group
scored higher on the respective studies)
MEN WOMEN
Motivating Others
Fostering Communication
Producing High-Quality Work
Strategic Planning
Listening to Others
Analyzing Issues
*
*
*

41. Thank you
Ask what is not sure to you? Feel free!