Meaning: Leadership is an art or a process of influencing people so that they will be motivated & inspired to achieve goals with enthusiasm . Definition: Leadership can be defined as the ability of an individual to influence and guide the followers or the members of the organization to achieve its goal with direction. there are different styles of leadership such as: Trait theory Behavioral theory (Iowa & Michigan Studies, Ohio State Studies, Likert’s 4 Systems, Managerial Grid) Situational theory/Contingency theory (F idler's Contingency , Path - Goal , Vroom-Yetton , Hersey & Blanchard’s Model Transformational theory

1. LEADERSHIP

2. LEADERSHIP
BY. DR. DEBAJANI PALAI, FACULTY IMIT
Meaning: Leadership is an art or a process of
influencing people so that they will be motivated &
inspired to achieve goals with enthusiasm .
Definition: Leadership can be defined as the ability of
an individual to influence and guide the followers or
the members of the organization to achieve its goal
with direction.

3. THEORIES OF LEADERSHIP
1. Trait theory
2. Behavioral theory (Iowa & Michigan Studies,
Ohio State Studies, Likert’s 4 Systems,
Managerial Grid)
3. Situational theory/Contingency theory (Fidler’s
Contingency , Path - Goal , Vroom-Yetton ,
Hersey & Blanchard’s Model
4. Transformational theory

4. TRAIT THEORY OF LEADERSHIP
 According to this theory Leaders are born not
made.
 This theory held that Leaders share certain inborn
personality traits or leadership abilities such as –
Motivation , Drive , Honesty & Integrity , Self-
confidence , Cognitive ability & so on.
 But all leaders aren't born with all qualities of
leadership & leadership qualities can be learnt ,
then researchers tried to study the Behavioral
aspects of effective leaders.

5. LEADERSHIP TRAITS

6. BEHAVIORAL THEORIES OF LEADERSHIP
IOWA & MICHIGAN STUDIES –
Kurt Lewin & his colleagues concentrated on 3
leadership styles – Autocratic , Democratic , &
Laissez-faire.
 Autocratic leaders - tends to make decisions
without involving subordinates , they use power
to achieve goals & sometimes give negative
feedback.
 Democratic leaders - focus on group decision
making & consult with subordinates. They use
positive feedback to motivate subordinates. As
a result there is good quantity & quality of work.

7. AUTOCRATIC LEADER

8. DEMOCRATIC LEADER

9. LAISSEZ –FAIRE LEADERS
 They use their power very rare. They give complete
freedom to the group & largely depend on
subordinates. As a result there is low PFM .
 Management scholars like Robert Tannenbaum &
Warren H.Schmidt have focused on the continuum
which depicts various gradations of Leadership
Behavior , ranging from Boss-Centered to
Subordinate-Centered
 The conclusion is Employee Centered Approach
was more useful as compared to Job Centered
Approach.

10. LAISSEZ FAIRE LEADER

11. BEHAVIORAL THEORY CONTINUING
OHIO STATE MODEL – 2-DIMENSION
 Initiating Structure – is the extent to which a leader
defines his or her own role & those of subordinates
so as to achieve organizational Goals. It is = job-
centered leader behavior of the Michigan Studies.
 Consideration Structure – is the degree of mutual
trust between Leader & his Subordinates; how
much the leader respects subordinates’ ideas &
shows concerns for their feelings. It is = Employee-
Centered Leader behavior of the Michigan studies.
It emphasizes people related issues.

12. BEHAVIORAL THEORY CONTINUING
LIKERT’S 4 SYSTEMS OF MGT
 EXPLOITIVE- AUTHORITATIVE – It is an Autocratic
Style of Leadership which represents dictatorial
behavior. Here decisions are made by managers ,
they hardly trust subordinates , use negative
motivation tactics like fear & punishment.
 BENEVOLENT-AUTHORITATIVE – Here managers
are Patronizing but have confidence & trust on
subordinates. There is upward communication &
they use both reward & punishment.

13. EXPLOITIVE- AUTHORITATIVE

14. BENEVOLENT LEADER

15. CONT...
 CONSULTATIVE – Managers have complete
confidence & trust in subordinates. They solicit
advice from subordinates & act as consultant in
order to resolve problems. Highly productivity is
associated in this style.
 PARTICIPATIVE - Here managers have complete
trust & they encourage participation of employees
at all levels in decision-making. They are the
greatest successful leaders as they are most
effective in goal setting & achieving them. Here
productivity is high.
 In system 1 & 2 output is low as compared to 3 & 4.

16. CONSUITATIVE LEADER

17. PARTICIPATIVE LEADER

18. BEHAVIORAL THEORY CONTINUING
MANAGERIAL GRID FRAMEWORK BY BLAKE & MOUTON
There are 5 Leadership Styles -------------
 IMPOVERISHED MGT – 1,1—Low concern for both people &
production.
 AUTHORITY-COMPLIANCE(TASK MGT)-9,1---Efficiency in
operations or production & low concern for people.
 COUNTRY CLUB—1,9---High concern for people & low concern
for production.
 TEAM MGT – 9,9– High concern for both people & production.
 MIDDLE OF THE ROAD---5,5---Adequate organization PFM is
possible through balancing the necessity work with maintaining
morale of people at a satisfactory level.

20. SITUATIONAL THEORY OF LEADERSHIP
FIDLER’S CONTINGENCY THEORY---There is no
best style of leadership. Leaders success is
determined by the interaction of environment &
personality of leader.
 Fiddler has focused on both Task-oriented &
Employee-centered approach.
 He has also identified 3 dimensions of leadership
situation –Power of position , Task Structure ,
Leader- Member Relation.
 This theory is applied in many settings ----Military ,
Education etc

22. SITUATIONAL CONTINUING
 PATH GOAL THEORY -----Most successful leaders are those
who increase subordinate motivation by clarifying path to
effective PFM. There are 4 leadership styles.
 INSTRUMENTAL---It involves providing clear guidelines related
to work method , work schedule , PFM standard etc to
subordinates.
 SUPPORTIVE-----It involves creating a pleasant & cordial
organizational climate.
 PARTICIPATIVE ---- Such type of leaders invite subordinates in
decision making which motivate subordinates a lot.
 ACHIEVEMENT ORIENTED -----It involves setting goals in order
to help the subordinates perform to their best possible levels.

23. SITUATIONAL CONTINUING
VROOM-YETTON MODEL
 AUTOCRATIC I (AI)---Managers solve the problem
or make the decision themselves, using information
available at that time.
 AUTOCRATIC II (A II)---Managers obtain the
necessary information from subordinates , then
make the decision themselves.

24. CONT…
 CONSULTATIVE I (C I)---Managers discuss the problem with
relevant subordinates individually , getting their ideas &
suggestions , without bringing them together as a group. Then
the managers make the decision .
 CONSULTATIVE II (C II)---Managers share the problem with
subordinates as a group , collectively obtaining their ideas &
suggestions & then they make decisions.
 GROUP II (G-II)---Managers share problem with subordinates
as a group. Managers & subordinates together generate &
analyze alternatives & attempt to reach a consensus on the
solution. Managers accept & implement any solution that has
the support of the entire group

25. SITUATIONAL CONTINUING
 HERSEY & BLANCHARD’S MODEL---
 They believe that relationship between a leader &
follower moves through 4 phases as followers develop
over time.
 They have focused on Relationship Behavior (RB) &
Task Behavior (TB).
 RB is LOW & TB is HIGH at initial phase of readiness.
 At this stage managers clearly spell out duties &
responsibilities to the group.

26. CONT…
 RB & TB both are HIGH as employees learn to
perform their task & leaders provide guidance.
 RB is HIGH & TB is Low as employees become
more capable & active to take responsibilities.
Here leaders are supportive to employees.
 RB & TB both are low as employees become more
experienced & confident. Employees no longer
need to be guided & can take their own decision.
Leaders at this stage can reduce the amount of
support & encouragement.

27. MODERN THEORIES OF LEADERSHIP
TRANSACTIONAL LEADERS – They motivate
subordinates to perform at expected level.
TRANSFORMATIONAL LEADERS – They motivate
individuals to perform beyond normal expectations.

28. TRANSFORMATIONAL LEADERS
 According to Bernard M. Bass, a transformational
leader displays different attributes such as –
Charismatic leadership, individualized consideration
& intellectual stimulation.

29. CHARISMATIC LEADERSHIP
 The German Sociologist, Max Weber, introduced
the concept of charisma where followers are
attracted to leader’s magnetic personality &
exceptional ability to respond crises.

30. INDIVIDUAL CONSIDERATION
 Transformational leaders are real Heroes who
motivate individuals to perform beyond normal
expectations by inspiring them to focus on broader
missions like, self-actualization, need for
achievement etc.

31. INTELLECTUAL STIMULATION
 It refers to offering new ideas to stimulate followers,
encouraging followers to face & solve problems,
enhancing decision making capacity etc.