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1. Transactional and
Transformational
Leadership Development
Your Company Name

2. WWW.COMPANYNAME.COM
2
About US
10.00 – 11.00 am
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capture your audience's attention.
Meet the team
11.00 – 12.00 pm
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needs and capture your audience's attention.
Welcome message
09.00 – 10.00 am
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needs and capture your audience's attention.

3. The Key to successful
leadership today is influence,
not authority.
Kenneth Blanchard
What Is Leadership?

4. Leadership is the process of
influencing people and providing an
environment for them to achieve team
or organizational objectives.
Definition of Leadership
What is Leadership

5. +
Leadership
+Follower
ship
InfluenceVision
Leadership Is…

6. Who is a
LEADER?
A leader is a person who
has a vision, a drive and a
commitment to achieve
that vision, and the skills
to make it happen.

7. Leadership is not a
position or a title it is action
and example
Cory Booker
Leadership Quotes

8. Leadership Quotes
8John C Maxwell
A leader is a person who has a
vision, a drive and a commitment to
achieve that vision, and the skills to
make it happen.

9. WWW.COMPANYNAME.COM
9
Leadership Quotes
Warren Bennis

10. vs
Administer
Maintain
Control
Short term view
Ask How & when
Initiate
Accept the status quo
Do things right
Managers
Innovate
Develop
Inspire
Long term view
Ask what & why
Originate
Challenge the status quo
Do right things
Leaders
Difference Between Managers & Leaders

11. Leadership vs Management
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11
Leadership Management
Role Visionary/ strategic thinker Enterprise builder/ productivity expert
Focus Define purpose/ set direction
Nurture organizational structure/establish systems and
processes
Approach Create a mission statement Deliver on the mission statement
Methodology Evaluate strengths, needs and marketplace
Organize teams, plan budgets, set timelines and maintain
quality
Style / tone Inspire people/foster commitment
Develop talent/ solve problems
Outcome
Reach long range goals and objectives Manage projects effectively and efficiently

12. 12
Qualities of a Good Leader
Lead Change
Inspire People
Forward Looking
Empower People
Set Example
Honest
Competent
Shared Vision

13. Formal and Informal Leadership
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13
Formal leadership Informal leadershipFormal leadership
✓ Occurs when a manager leads by exercising formal
authority.
✓ The exercise of formal authority through assigning
duties derives, from the managers official position
within the organization’s hierarchy of authority.
✓ Any employee who is assigned a managerial position
has the opportunity and responsibility to exercise
formal leadership.
Informal leadership
✓ Arises when a person without formal authority is
influential in directing the behaviors of others.
Although not formally appointed or elected he
becomes a leader through his actions or personal
attractions.

14. Styles of
Leadership

15. Leadership Styles Based on Authority
WWW.COMPANYNAME.COM
15
Do This!
Autocratic
Do this or that as you see
fit
Laissez-faire
What do you think we should
do?
Democratic

16. Leadership Styles Based on Authority
WWW.COMPANYNAME.COM
16
Based On
Authority Retained
Democratic
Authoritarian
Free –rein
(Laissez faire)
Consultative
Persuasive

17. WWW.COMPANYNAME.COM
17
Autocratic
Leadership
Autocratic
Leadership
✓ Under the autocratic leadership style, all decision-making powers are
centralized in the leader, as with dictator leaders.
✓ They do not entertain any suggestions or initiatives from
subordinates. The autocratic management has been successful as it
provides strong motivation to the managers.
✓ It permits quick decision-making, as only one
person decides for the whole group and keeps each
decision to himself until he feels it is needed to be shared
with the rest of the group.
✓ High degree of dependency on the leader.

18. WWW.COMPANYNAME.COM
18
✓ Provides for quick decision-making
✓ Subordinates like to work under centralized
authority
✓ Confidential matters can be kept secretly.
✓ Less competent subordinates are required.
Advantages
of Autocratic Style of leadership
✓ Subordinates are not informed about why they
are asked to do a particular work
✓ Subordinates are forced to follow the directions.
✓ Depends entirely upon the efficiency of the
leader.
✓ Creative ideas are not utilized.
✓ Organizational continuity is threatened
Disadvantages
of Autocratic Style of Leadership
Autocratic Leadership Advantages & Disadvantages

19. Process of consultation before
decisions are taken
Consultative
Leader takes decision and seeks to
persuade others that the decision is
correct.
Persuasive
Democratic Leadership

20. WWW.COMPANYNAME.COM
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Democratic Leadership Advantages & Disadvantages
✓ It fits almost every business.
✓ It often has solutions for complex
problems.
✓ It promotes a creative environment.
✓ It builds strong teams.
List of Advantages of
Democratic Leadership Style
✓ It tends to become apologetic.
✓ It is time-consuming.
✓ It takes long to process decisions.
✓ It can seem to be uncertain.
List of Disadvantages of
Democratic Leadership Style

21. Laissez Faire
Leadership
A free rein leader does not lead, but leaves
the group entirely to itself such a leader
allows maximum freedom to
subordinates, i.e. they are given a free hand
in deciding their own policies and methods.

22. Laissez-faire Leadership Advantages & Disadvantages
✓ When team members have the skills
to succeed.
✓ When group members are experts.
✓ When independence is valued.
Benefits of Laissez-Faire
Leadership
✓ Lack of role awareness.
✓ Poor involvement with the group.
✓ Low accountability.
✓ Passivity and avoidance.
Downsides of Laissez-Faire
Leadership

23. Based On Task vs People Emphasis
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23
High relationship and low-task
[ Supporting Style ]
High task and high relationship
[ Participative Style ]
High task and low relationship
[ Autocratic Style ]
Low-task and low relationship
[ Free Rein Style ]
Peopleemphasis High
Low
HighLow
Task emphasis

24. Trait Theory of Leadership
Theory X
They distrust people and believe in
close supervision and tight control over
the subordinates.
They are participative , trust subordinate
and allow them to participate in decision-
making.
Mc Gregor’s Theory
Theory Y

25. WWW.COMPANYNAME.COM
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Benevolent Authoritative
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audience's attention.
Consultative Leadership
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audience's attention.
Participate Leadership
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audience's attention.
Exploitative Authoritative
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your audience's attention.
Likert's
Styles of
Leadership

26. Entrepreneurial Leadership
✓ A charismatic personality that
inspires others to do business with him.
✓ A much stronger interest in dealing
with customers than employees.
✓ A strong dislike for bureaucratic rules
and regulations.
✓ Anxiety to consolidate business gains as
quickly as possible.

27. Transactional
Leadership
Where leaders & followers
are in some type of exchange
relationship in order to get
needs met

28. WWW.COMPANYNAME.COM
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Transformational Leadership- 4 Components
TransactionalInspirational
Motivation
Clear vision
Optimism
Inclusion
Productivity
TransactionalIndividual
Consideration
Mentorship
Empathy
Purpose
Strengths & skills
TransactionalIdealized
Influence
Role model
Walk the walk
Enthusiasm & optimism
Embody values
TransactionalIntellectual
Stimulation
Innovation
Creativity
Goals
Challenge

29. WWW.COMPANYNAME.COM
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Transactional vs Transformational Leadership
Categories
Leader’s source of power
Follower reaction
Time Frame
Rewards
Supervision
Transactional
Rank, position
Compliance
Short term
Pay, promotion, etc.
Important
Transformational
Character, competence
Commitment
Long term
Pride, self-esteem, etc.
Less important

30. Theories of
Leadership

31. Leadership
Theories
✓ Contingency Theory
✓ The Management Grid
✓ Trait Theory
✓ Leader Behavior Theory

32. Personality Traits
Trait Theory of Leadership
✓ Self-assurance
✓ Decisiveness
✓ Masculinity/ femininity
✓ Maturity
✓ Working class affinity
Personal Traits
✓ Supervising ability
✓ Intelligence
✓ Initiative
Abilities
✓ Need for occupational
achievement
✓ Self-actualization
✓ Power over others
✓ High financial rewards
✓ Job security
Motivators

33. What Makes a Leader
WWW.COMPANYNAME.COM
33
Development Maturity and
Charisma
Analytical Ability
Contextualize
Decisions
Honesty and
Integrity
A Desire to Lead
A Drive to
Achieve
Self Confidence
A Born
Leader

34. Traits and Skills (Leaders vs Non-Leaders)
WWW.COMPANYNAME.COM
34
Traits
✓ Adaptable to situations
✓ Alert to social environment
✓ Ambitious, achievement oriented
✓ Assertive
✓ Cooperative
✓ Decisive
✓ Dependable
✓ Dominant (power motivation)
✓ Energetic (high activity level)
✓ Persistent
✓ Self-confident
✓ Tolerate of stress
✓ Willing to assume responsibility
Skills
✓ Clever (intelligent)
✓ Conceptually skilled
✓ Creative
✓ Diplomatic and tactful
✓ Fluent in speaking
✓ Knowledgeable about the work
✓ Organized (administrative ability)
Persuasive
✓ Socially skilled

35. Leadership behaviors can
be taught.
Behavioral Theory
Leader are born, not made.
Trait Theory
Behavioral Theory of
Leadership

36. Managerial Grid
WWW.COMPANYNAME.COM
36
1.9 9.9
5.5
1.1 9.1
Country Club
Management
Team
Management
Middle Of The
Road Management
Impoverished
Management
Task
Management
ConcernForPeople
Concern For Production
1
2
3
4
5
6
7
8
9
87654321 9

37. Behavioral Theory Studies-Ohio State Studies
WWW.COMPANYNAME.COM
37
The extent to which a leader is
likely to define and structure his
or her role and those of
subordinates in the search for
goal attainment.
Initiating
Structure
The extent to which a leader is
likely to have job relationships
characterized by mutual trust,
respect for subordinates’ ideas,
and regard for their feelings.
Consideration

38. University of Michigan Studies
WWW.COMPANYNAME.COM
38
Emphasizing interpersonal relations,
taking a personal interest in the needs of
employees and accepting individual
differences among members.
Employee-
oriented
One who emphasizes technical or task
aspects of the job.
Production-
oriented Leader

39. WWW.COMPANYNAME.COM
39
01 Fiedler Model
02
Hersey and Blanchard's
Situational Theory
03
Leader Member Exchange
Theory
04 Path Goal Theory
05 Leader Participation Model
Contingency Theories
& Situational Theories
of Leadership

40. Coffee Time
10:00am-10:15am

41. Behavior of leader depends upon
characteristic of situation leader is in.
Implies under what conditions will employee
oriented leadership will be effective and
under what type of conditions production
oriented leadership be more effective.
Contingency Theory

42. ✓ The theory that effective groups depends
upon a proper match between a leader’s
style of interesting with subordinates and
the degree to which the situation gives
control and influence to the leader.
✓ There are basically three steps in the
model
i. Identifying leadership style
ii. Defining the situation
iii. Matching leaders and situations
Fiedler's Model

43. Fiedler's Contingency Model
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43
Category Leader
member
relations
Task
structure
Position
power
1 Good High Strong
2 Good Low Weak
3 Poor High Strong
4 Poor Low WeakModerate Unfavorable
Task
oriented
Favorable
Performance
GoodPoor
Relationship
oriented

44. Least Preferred Co-worker (LPC) Scale
WWW.COMPANYNAME.COM
Scale
Pleasant Friendly Rejecting Tense Cold Supportive Boring Quarrelsome
1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8
Unpleasant Unfriendly Accepting Relaxed Warm Hostile Interesting Harmonious
Scoring
Your final score is the total of the numbers you circled on the 18 scales
57 or less = low LPC (Task motivated)
58-63 = Middle LPC (socio-independent leaders, task or with how others view them)
64 or above = High LPC (motivated by relationship)

45. Contingency Model
WWW.COMPANYNAME.COM
45
Octant
Leader-member
relations
Task Structure Position power
Preferred
leadership Style
1
Good
High Structure
Strong power
Low LPCs
Middle LPCs
2 Weak power
3
Low Structure
Strong power
4 Weak power
5
Poor
High Structure
Strong power
High LPCs6 Weak power
7
Low Structure
Strong power
8 Weak power Low LPCs

46. WWW.COMPANYNAME.COM
46
The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary
direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or
organization.
Path Goal Theory
PathEmployee Goals

47. Path Goal Theory
WWW.COMPANYNAME.COM
47
Outcome
✓ Performance
✓ Satisfaction
Leader behavior
✓ Directive
✓ Participative
✓ Achievement oriented
✓ Supportive
Subordinate
contingency factors
✓ Locus of control
✓ Experience
✓ Perceived ability
Environment
Contingency factors
✓ Task Structure
✓ Formal authority
system
✓ Work group

48. Path Goal Theory
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48
Path-Goal Leadership
Path Path
Obstacle(s)
Subordinates
Goal(s)
(Productivity)
Provides
support
Removes
Obstacles
Clarifies
path
Defines
Goals

49. How Path Goal Theory Works
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49
01
02
03
04
Participative
Provides involvement
Achievement oriented
Provides challenges
Directive Leadership
Provides guidance and
psychological structure
Supportive Leadership
Provides nurturance
Leadership
Behavior
01
02
03
04
Dogmatic
Authoritarian
Autonomous
Need for control
need for clarity
High expectations
Need to excel
Unsatisfied
Need affiliation
need human touch
Subordinate
Behavior
01
02
03
04
Ambiguous
Unclear rules
Complex
Ambiguous
Unclear
Unstructured
Ambiguous
Challenging
Complex
Repetitive
Unchallenging
Mundane & mechanical
Task
Characteristics

50. Hersey & Blanchard's Situational Leadership (SLT)
WWW.COMPANYNAME.COM
50
Followers Can Accept Or Reject The Leader
Directive behavior
Supportivebehavior
Share ideas and
facilitate in decision
making
Explain decisions and
provide opportunity for
clarification
Provide specific
instructions and
closely supervise
performance
Turn over
responsibility for
decisions and
implantation
S1
S2S3
S4

51. WWW.COMPANYNAME.COM
Four Leadership Styles (Hersey & Blanchard)
51
Telling
The leader define the
roles needed to do the
job and tells followers
what, where, how, and
when to do the tasks.
The leader provides
followers with
supportive instructions,
but is also supportive.
Selling
The leader provides
little specific, close
direction or personal
support to followers.
Delegating
The leader and followers
share in decisions about
how best to complete a
high-quality job
Participating

52. Leader-Member Exchange Theory
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52
Leader
Personal Compatibility,
Subordinate and/or
Extroverted Personality
Subordinate A Subordinate B Subordinate C
Subordinate D Subordinate E Subordinate F
Trust
Formal Relations
In Group
Out Group

53. WWW.COMPANYNAME.COM
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I (AI)
II (AII)
Leader solves the problem along using information that is readily
available to him/her
Leader obtains additional information from group members, then makes decision alone.
Group members may or may not be informed.
I (CI)
II (CII)
Leader shares problem with group members individually, and asks for information and
evaluation. Group members do not meet collectively, and leader makes decision alone.
Leader shares problem with group members collectively, but makes decision alone
II (GII) Leader meets with group to discuss situation. Leader focuses and directs discussion,
but does not impose will. Group makes final decision.
NormativeDecision
Model(Vroom&Yetton)
Autocratic
Consultative
Group

54. Participative Leadership
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54
No
participation
by followers
High
participation by
followers
Autocratic
Decision
Consultative
Decision
Joint
Decision
Delegated
Decision

55. Participative Leadership Process
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55
Facilitate the
conversation.
Communicate their
decision back to the
group.
Openly share
information and
knowledge.
Synthesize all the
available information.
Encourage people
to share their ideas.
Take the best
possible decision.
How
participative
leader operate

56. WWW.COMPANYNAME.COM
56
Four Types of Participative Decision Making
Participative
decision-making
styles
01 Democratic
Democratic or participative leadership encourages
participation of all members, but the final decision is
taken by the leader.
02 Consensus
Consensus decision-making is a leadership style where
the leader gives up control and responsibility of
decision-making, leaving it entirely to the group.
03 Collective
Collective decision-making is a form of leadership style
where all decision are taken by the group, and the
responsibility for these decisions are also entirely on the
group.
04 Autocratic
Autocratic participative decision-making implies that
while possible solutions are brainstormed collectively,
the responsibility of taking the final decision is still on
the leader alone.

57. Additional
Slides

58. Our Vision & Mission
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Vision
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Mission
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Goal

59. 59
Finance Manger
John Leo
CEO & Founder
Marry Parker
Designer
Tom Hester
Meet
Our
Team

60. WWW.COMPANYNAME.COM
60
Target Audiences
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Preferred by many
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Values client
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61. 61
Satisfaction
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Communication
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Values
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Our Main
Goals

62. Comparison

63. WWW.COMPANYNAME.COM
63
15%
100%
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65%
High speed on
Dashboard

64. Location
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64
45%
USA
55%
Greenland
80%
Rusia
60%
Chaina
35%
Africa

65. Timeline
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65
2017201620152014
3 Jun
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10 Aug
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25 Sep
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12 Jul
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66. Post it
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67. WWW.COMPANYNAME.COM
67
Newspaperxxxxxxx xxxxx xxxxx
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List of Advantages of Democratic
Leadership Style
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68. Puzzle
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68
04 01
0203
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69. Target
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70. Venn
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70
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71
Mind
Map
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72. Lego
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72
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01
02
03

73. Silhouettes
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73
30%
25%20%
15%
10%
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74. Bar graph
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74
Product 1
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Product 2
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0
1
2
3
4
5
6
7
8
9
10
FY 01 FY 02 FY 03 FY 04
Salesinpercentage
Sales in years

75. Hierarchy
WWW.COMPANYNAME.COM
75
CEO
Graphic
Designer
Web
Designer
Sales
Manager
HR
Manager
Employees
Employees
Employees
Employees
Employees
Employees
Employees
Employees

76. Funnel
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76
07
01
02
03
04
05
06
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77. WWW.COMPANYNAME.COM
77
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30% 60%
PieChart

78. WWW.COMPANYNAME.COM
Financial
78
Minimum
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$35
Medium
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$55
Maximum
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$85

79. Thank
you
Address:
# street number, city, state
Contact Number:
0123456789
Email Address:
emailaddress@123gmail.com