Leadership ideas for HR PROFESSIONALS . In This presentations essential and vital leadership concepts are outlined. if you like it least you could do i s to share so please and share it Leaders are readers and readers are only leaders.Therefore please read my latest e book in amazon.com.amazon.in.The Invisible hand -How to reward employees... Leadership is not about leader it has followers' influence, and situations and leader's own personality. how to grip these ? read here A good leader must have courage ,conviction, and clarity of the vision besides sound knowledge, and wisdom.People rally around leaders because of trust

1. Leadership lessons module – 2
Dr.Sarma

2. LEADERSHIP THEORIES
TRAIT THEORY
BASES OF INFLUENCE (POWER)
BEHAVIORAL THEORIES
CONTINGENCY THEORIES
ROLE THEORIES

3. TRAIT APPROACHES TO LEADERSHIP
LEADERS ARE “BORN,” NOT MADE
• PHYSICAL CHARACTERISTICS
APPEARANCE, HEIGHT, AGE
• PERSONALITY
EXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS
• INTELLIGENCE
KNOWLEDGE, ABILITY, JUDGMENT
• SOCIAL CHARACTERISTICS
TACT, DIPLOMACY, SOCIABILITY, FLUENCY
.THE BIG FIVE PERSONALITY TRAITS
EXTROVERSION (AMBITION, ENERGY) (remember people mgt module ?)
CONSCIENTIOUSNESS
OPENNESS TO EXPERIENCE
* EMOTIONAL STABILITY (SELF-CONFIDENCE)
AGREEABLENESS

4. CHARISMATIC LEADERSHIP
• VISION & ARTICULATION
PROPOSES A BETTER FUTURE – AN OPTIMISTIC GOAL
DELIVERED CLEARLY IN A CONVINCING FASHION
• PERSONAL RISK
WILLING TO TAKE RISKS & INCUR COSTS TO ACHIEVE THE VISION
SELF-SACRIFICE WILL BE NECESSARY
• ENVIRONMENTAL SENSITIVITY
KNOWS WHETHER THE ENVIRONMENT WILL BE SUPPORTIVE
KNOWS WHAT RESOURCES ARE NEEDED TO BRING ABOUT
CHANGE
• SENSITIVITY TO FOLLOWERS
PERCEPTIVE OF OTHERS’ ABILITIES, NEEDS & FEELINGS
TAPS INTO FOLLOWER EMOTIONS
• UNCONVENTIONAL BEHAVIOR
MAY DO THINGS THAT ARE NOVEL, OR CONTRARY TO THE NORMS

5. TRANSACTIONAL LEADERSHIP
Saama-Confidential Page 5Tuesday, October, 11, 2011
Transactional leader leads by doing these:
• MANAGEMENT BY EXCEPTION (Watches for deviations)
• KEEPS THE SYSTEM OPERATING SMOOTHLY
o USES REWARD AND COERCIVE POWER
o RECOGNIZES WHAT followers WANT & TRIES TO
DELIVER IT
o REWARDS ACCORDING TO significant contributions
o RESPONSIVE TO people’s SELF-INTERESTS
THE ENXT QUESTION IS TRANSFORMATIONAL
LEADERSHIP BUILT “ON TOP OF” TRANSACTIONAL
LEADERSHIP, OR IS IT JUST A SPECIAL CASE OF
CHARISMATIC LEADERSHIP?

6. TRANSFORMATIONAL LEADERSHIP
• INSPIRATIONAL, IDEA-ORIENTED, VISIONARY
• DRAMATIC, AROUSES INTENSE FEELINGS
• COMMUNICATES HIGH EXPECTATIONS & A
NEED FOR CHANGE
• UNPREDICTABLE
o RELIES ON REFERENT OR CHARISMATIC
POWER
o RAISES LEVEL OF AWARENESS AND
COMMITMENT
o GETS FOLLOWERS TO TRANSCEND THEIR
SELF-INTERESTS
o REQUIRES TRUST AND BELIEF IN THE VISION
PRESENTED

7. SUMMARY OF TRAIT APPROACHES TO
LEADERSHIP
ASSUMPTION
LEADERS ARE BORN, NOT MADE!
IMPLICATION
WE MUST BE VERY CAREFUL IN HOW WE SELECT OUR LEADERS
LIMITATIONS
IT OVERLOOKS THE NEEDS OF FOLLOWERS
IT IGNORES SITUATIONAL FACTORS
CAUSE AND EFFECT ARE NOT CLEARLY DEFINED
DO SELF-CONFIDENT LEADERS CAUSE FIRMS TO BE SUCCESSFUL, OR
DOES A SUCCESSFUL FIRM ALLOW A LEADER TO FEEL SELF-CONFIDENT?

8. BASES OF LEADER POWER &
INFLUENCELEGITIMATE POWER
Authority to command, based on the position
REWARD POWER
Able to award positive, desired outcomes
COERCIVE POWER
Able to threaten, punish or harm
EXPERT POWER
Influence based on knowledge and information
REFERENT POWER
Influence based on charisma, identification and trust

9. BEHAVIORAL LEADERSHIP THEORIES
OHIO STATE STUDIES
Talked about STRUCTURE v. CONSIDERATION
MICHIGAN STUDIES
JOB-CENTERED v. EMPLOYEE-CENTERED
THE MANAGERIAL GRID BLAKE & MOUTON (64)
CONCERN FOR PEOPLE
CONCERN FOR PRODUCTION
FIVE STYLES
Impoverished, Authority/Obedience (Task), Middle of the Road, Country Club, Team
The next question is IS THERE A THIRD DIMENSION---DEVELOPMENT
ORIENTED BEHAVIOR?

10. THE MANAGERIAL GRID
BLAKE & MOUTON

11. SUMMARY OF BEHAVIORAL APPROACHES
TO LEADERSHIP
ASSUMPTION
Leaders are effective because of the actions they take
IMPLICATION
We can learn to become leaders by studying what effective leaders
do
LIMITATIONS
Situational factors that influence success or failure are ignored
Leaders need to be flexible…you can’t lead the same way all the
time

12. LEADERSHIP PERSPECTIVES
APPROACH
UNIVERSAL CONTINGENT
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TRAITS TRAIT FIEDLER’S
THEORIES CONTINGENCY
THEORY
FOCUS ON - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
OHIO STATE PATH-GOAL
MICH STUDIES VROOM-YETTON
BEHAVIORS LEADER GRID LIFE-CYCLE
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

13. CONTINGENCY THEORY OF LEADERSHIP
FIEDLER (65)
LEADER CHARACTERISTICS (Least-Preferred Coworker Scale)
HIGH LPC --- EMPLOYEE RELATIONS ORIENTED
LOW LPC --- TASK ORIENTED
SITUATIONAL CONSIDERATIONS
LEADER-MEMBER RELATIONS
TASK STRUCTURE
LEADER POSITION POWER
FAVORABLE LEADER SITUATIONS
MOST FAVORABLE - - - - - - - - - - - - - LEAST FAVORABLE
LEADER-MEMBER RELATIONS G G G G N N N N
TASK STRUCTURE G G N N G G N N
LEADER POSITION POWER G N G N G N G N
EFFECTIVE STYLE TASK EMPLOYEE TASK

14. MANIPULATING THE SITUATION
MODIFY LEADER-MEMBER RELATIONS
SPEND MORE (OR LESS) TIME WITH SUBORDINATES
ORGANIZE SOME OFF-WORK GROUP ACTIVITIES
INCREASE (OR DECREASE) YOUR AVAILABILITY TO followers
RAISE MORALE BY OBTAINING POSITIVE OUTCOMES FOR SUBORDINATES
TRANSFER SUBORDINATES INTO (OR OUT OF) YOUR UNIT
REQUEST COMPATIBLE PEOPLE FOR WORK IN YOUR GROUP
MODIFY TASK STRUCTURE
ASK FOR TASKS WHICH ARE MORE STUCTURED
LEARN ALL YOU CAN ABOUT THE TASK
BREAK THE JOB DOWN INTO SMALLER SUB-TASKS
LEAVE THE TASK IN RELATIVELY VAGUE FORM
ENRICH JOBS THROUGH HORIZONTAL AND VERTICAL EXPANSION
MODIFY POSITION POWER
SHOW SUBORDINATES WHO’ BOSS --- EXERCISE YOUR POWERS FULLY
BECOME AN EXPERT ABOUT JOBS AS SOON AS POSSIBLE
ALL INFORMATION AND FEEDBACK TO SUBORDINATES IS CHANNELED THROUGH YOU
ASK MEMBERS TO PARTICIPATE IN DECISIONS AND PLANNING
TRY TO BE “ONE OF THE GANG” --- DOWNPLAY YOUR POWER
LET ASSISTANTS EXERCISE MORE POWER
ASK MANAGEMENT TO GIVE YOU MORE DISCRETION AND AUTONOMY

15. LIFE-CYCLE (MATURITY) THEORY
(SITUATIONAL LEADERSHIP THEORY) HERSEY & BLANCHARD (77)
LEADER BEHAVIORS NEED TO VARY, DEPENDING ON THE MATURITY OF THE
followers
DIRECTIVE STYLE (TELLING)
GIVES CLEAR DIRECTION & INSTRUCTIONS TO IMMATURE EMPLOYEES
FOLLOWERS ARE UNABLE AND UNWILLING (INSECURE)
COACHING STYLE (SELLING)
EXPANDS TWO-WAY COMMUNICATION, HELPS MATURING EMPLOYEES BUILD CONFIDENCE AND
MOTIVATION
FOLLOWERS ARE UNABLE, BUT WILLING TO TRY
SUPPORTING STYLE (PARTICIPATING)
EMPLOYEE FEEL COMPETENT, ACTIVE TWO-WAY COMMUNICATION STILL NEEDED FOR SHARED
DECISIONS
FOLLOWERS ARE ABLE BUT APPREHENSIVE
AUTONOMOUS STYLE (DELEGATING)
GIVES RESPONSIBILITIES FOR PLANNING AND DECISION MAKING TO HIGHLY MATURE EMPLOYEES
FOLLOWERS ARE ABLE AND WILLING
TASK BEHAVIORS START OUT HIGH, AND GRADUALLY DECLINE
RELATIONSHIP BEHAVIORS START LOW, BUILD, THEN DECLINE AGAIN
AN INTUITIVE THEORY, BUT EMPIRICAL SUPPORT HAS NOT BEEN STRONG

16. PATH-GOAL THEORY OF LEADERSHIP
HOUSE & MITCHELL (74)
SITUATIONAL FACTORS
CHARACTERISTICS OF SUBORDINATES
LOCUS OF CONTROL
EXPERIENCE
PERCEIVED ABILITY
CHARACTERISTICS OF THE ENVIRONMENT
TASK STRUCTURE
FORMAL AUTHORITY SYSTEM
WORK GROUP
LEADER STYLES
DIRECTIVE
SUPPORTIVE
ACHIEVEMENT-ORIENTED
PARTICIPATIVE
THE LEADER COMPENSATES FOR THINGS LACKING IN EITHER THE
EMPLOYEE OR THE WORK SETTING TO HELP THE follower PERFORM
EFFECTIVELY

17. PATH-GOAL LEADERSHIP STYLES
DIRECTIVE
LETS SUBORDINATES KNOW WHAT IS EXPECTED
PLANS AND SCHEDULES WORK TO BE DONE
GIVES SPECIFIC GUIDANCE -- WHAT SHOULD BE DONE AND HOW IT SHOULD BE DONE
MAINTAINS CLEAR STANDARDS OF PERFORMANCE
SUPPORTIVE
SHOWS CONCERN FOR WELL-BEING OF SUBORDINATES
TREATS MEMBERS AS EQUALS
DOES LITTLE THINGS TO MAKE THE WORK MORE PLEASANT
IS FRIENDLY AND APPROACHABLE
ACHIEVEMENT-ORIENTED
SETS CHALLENGING GOALS
EXPECTS SUBORDINATES TO PERFORM AT THE HIGHEST LEVEL
SEEKS IMPROVEMENT IN PERFORMANCE, WHILE SHOWING CONFIDENCE IN followers
PARTICIPATIVE
CONSULTS WITH SUBORDINATES
SOLICITS SUGGESTIONS
TAKES SUGGESTIONS SERIOUSLY INTO CONSIDERATION BEFORE MAKING DECISIONS

18. VERTICAL DYAD (EXCHANGE) MODEL
(LEADER-MEMBER EXCHANGE MODEL) GRAEN (75)
• LEADERS INVEST THEIR TIME & ATTENTION IN THOSE EXPECTED TO PERFORM
BEST
• LEADER CREATES AN “IN-GROUP” (THE “FAVORED FEW”) & AN “OUT-GROUP”
• IN-GROUPS AND OUT-GROUPS MAY DEMONSTRATE THE “SELF-FULFILLING
PROPHESY”
IN-GROUPS
• RECEIVE SPECIAL DUTIES AND HAVE SPECIAL PRIVILEGES
• ARE GIVEN MORE AUTONOMY AND RESPONSIBILITY
• EXPERIENCE HIGHER SATISFACTION
• ARE MORE PRODUCTIVE
• ARE PART OF THE LEADER’S SUPPORT NETWORK
OUT_GROUPS
• ARE NOT TRUSTED
• ARE NOT GIVEN DESIRABLE WORK ASSIGNMENTS
• RECEIVE LESS LEADER TIME AND ATTENTION
• “LIVE DOWN” TO LEADER EXPECTATIONS
• ARE LESS LIKELY TO SUPPORT THE LEADER
IN-GROUP MEMBERS SELECTED BASED ON:
• COMPETENCE AND ABILITY
• PERSONAL COMPATIBILITY WITH THE LEADER

19. SUBSTITUTES FOR LEADERSHIP
KERR & JERIMER (78)
SUBSTITUTES ARE FACTORS THAT CAN NEUTRALIZE THE INFLUENCE OF
LEADER BEHAVIOR
LOOK FOR CHARACTERISTICS OF:
THE SUBORDINATES
THE TASK
THE ORGANIZATION
FOR INITIATING STRUCTURE
ABILITY AND PROFESSIONAL TRAINING OF SUBORDINATES
STANDARDIZED, UNAMBIGUOUS, ROUTINIZED TASKS
DETAILED RULES & PROCEDURES PROVIDED BY THE ORGANIZATION
FOR CONSIDERATION
INTRINSIC APPEAL OF THE TASK ITSELF
ESTEEM OF PROFESSIONAL COLLEAGUES
SUPPORTIVE AND COHESIVE WORK GROUP

20. SUMMARY OF CONTINGENCY THEORIES
THE CONTINGENCY THEORY
Fiedler (65)
PARTICIPATIVE LEADERSHIP THEORY
Vroom & Yetton (73)
PATH-GOAL THEORY
House & Mitchell (74)
VERTICAL DYAD (LEADER-MEMBER EXCHANGE) THEORY
Graen (75)
LIFE-CYCLE (MATURITY) THEORY
Hersey & Blanchard (77)
SUBSTITUTES FOR LEADERSHIP
Kerr & Jerimer (78)
CONCLUSIONS RE: CONTINGENCY THEORIES
THERE IS NO “ONE BEST WAY” TO LEAD
LEADERS SHOULD KNOW THEIR OWN PREFERRED STYLE
KNOW HOW TO CAREFULLY DIAGNOSE YOUR WORK SITUATION
UNDERSTAND WHICH ACTIONS TO TAKE TO IMPROVE THE SITUATION

21. MANAGERIAL ROLES
MINTZBERG (73)
INTERPERSONAL ROLES
• Figurehead (Ceremonial)
• Leader (Supervisor)
• Liaison (Linking-Pin)
INFORMATIONAL ROLES
• Monitor
• Disseminator
• Spokesperson
DECISIONAL ROLES
• Innovator (Entrepreneur)
• Disturbance Handler (Crisis)
• Resource Allocator
• Negotiator

22. LEADERSHIP AND TRUST
AN EXPECTATION THAT THE LEADER WILL NOT TAKE UNFAIR ADVANTAGE OF ME
IS MY LEADER TRUSTWORTHY?
FIVE DIMENSIONS OF TRUST
INTEGRITY -- honest and truthful
COMPETENCE -- has good technical knowledge & interpersonal skills
CONSISTENCY -- is reliable, predictable, and has good judgement
LOYALTY -- will look out for me and protect me; won’t take advantage
OPENNESS -- will talk to me and tell me the truth (what’s going on)
DETERRENCE-BASED TRUST
--WE CAN RETALIATE OR STRIKE BACK IF HARMED…DON’T REALLY HAVE A HISTORY
KNOWLEDGE-BASED TRUST
--CAN PREDICT WHAT WILL HAPPEN BASED ON EXPERIENCE…GIVE A SECOND
CHANCE?
IDENTIFICATION-BASED TRUST
--- KNOW EACH OTHER INTIMATELY, ACT FOR EACH OTHER
BASIC PRINCIPLES OF TRUST
MISTRUST DRIVES OUT TRUST
TRUST BEGETS TRUST
GROWTH OFTEN MASKS DISTRUST
DECLINE OR DOWNSIZING TESTS THE HIGHEST LEVELS OF TRUST
TRUST INCREASES COHESION
MISTRUSTING GROUPS SELF-DESTRUCT
MISTRUST GENERALLY REDUCES PRODUCTIVITY

23. CONTEMPORARY ISSUES IN LEADERSHIP
1. DO MEN & WOMEN LEAD DIFFERENTLY?
The similarities outweigh the differences
A SLIGHT TENDENCY FOR WOMEN
Lean toward participative, negotiable, information-sharing styles
This tendency declines when women are in male-dominated jobs
A SLIGHT TENDENCY FOR MEN
To be more directive and rely on the formal authority of their position
1. TEAM LEADERSHIP
Difficult for managers to switch from traditional roles
LEARN TO BECOME:
A Facilitator
A Liaison
A Troubleshooter
A Conflict Manager
A Coach
1. EMPOWERMENT
Be careful about jumping on the bandwagon -- does it “fit?”
IT ASSUMES A UNIVERSAL APPROACH TO LEADERSHIP
DOES THE SITUATION CALL FOR MORE EMPOWERMENT?

24. 4. IMPORTANCE OF FOLLOWERS
The qualities of effective followers:
THEY MANAGE THEMSELVES WELL – CAN THINK, WORK INDEPENDENTLY
THEY ARE COMMITTED TO THEIR WORK
THEY ARE COMPETENT AND WORK TO HIGHER STANDARDS THAN THEIR JOB REQUIRES
THEY ARE HONEST AND CREDIBLE
5. IMPACT OF NATIONAL CULTURE
Culture is an important situational variable
HIGHER POWER-DISTANCE – autocratic leadership style is preferred
Arab, Far East, Latin countires
LOWER POWER-DISTANCE – more success with the participative style
USA Canada, Scandinavian countries
6. BIOLOGICAL IMPACTS ON LEADERSHIP
Seratonin improves sociability and reduces aggression (PROZAC)
Testosterone increases competitive drive and assertiveness
Women in professional jobs have higher levels
7. MORAL DIMENSIONS OF LEADERSHIP
What sort of example does the leader set?
IS THE LEADER A GOOD ROLE MODEL?
CORRUPTION WITHIN THE FIRM OFTEN STARTS WITH BAD EXAMPLES AT THE
TOP

25. Saama-Confidential Page 25Tuesday, October, 11, 2011
In this session we will learn
What is leadership,
People management philosophies
and how it affects style of
management leadership,
And know what kind of leader
behaviour can be effective.
We laid the foundation in our
managing people programme by
learning about personality and
behaviour

26. Saama-Confidential Page 26Tuesday, October, 11, 2011
Let us talk about
Theory X and theory Y belief
And also about theory Z
hard and soft style

27. Hard VS soft style
• The hard style of management led to restriction of
output, mutual distrust, unionism, and even
sabotage.
• McGregor called the second style of management
"soft" and identified its methods as permissiveness
and need satisfaction.
• McGregor suggested that the soft style of
management often led to managers' failure to
perform their managerial role. He also pointed out
that employees often take advantage of an overly
permissive manager by demanding more but
performing at lower levels.

28. A Leadership Story:
• McGregor drew upon the work of Abraham Maslow (1908-1970) to explain
why Theory X assumptions led to ineffective management.
• Maslow had proposed that man's needs are arranged in levels, with physical
and safety needs at the bottom of the needs hierarchy and social, ego, and
self-actualization needs at upper levels of the hierarchy.
• Maslow's basic point was that once a need is met, it no longer motivates
behavior; thus, only unmet needs are motivational. McGregor argued that
most employees already had their physical and safety needs met and that
the motivational emphasis had shifted to the social, ego, and self-
actualization needs.
• Therefore, management had to provide opportunities for these upper-level
needs to be met in the workplace, or employees would not be satisfied or
motivated in their jobs.

29. Saama-Confidential Page 29Tuesday, October, 11, 2011
Such opportunities could be provided by allowing
employees to participate in decision making,
by redesigning jobs to make them more challenging, or
by emphasizing good work group relations, among
other things.
According to McGregor, neither the hard style of
management based on the classical school nor the soft
style of management inspired by the human relations
movement were sufficient to motivate employees.
Different sets of approaches are required in today’s
context of managing intellectual property

30. Who is responsible for what?
Saama-Confidential Page 30Tuesday, October, 11, 2011
Organisational philosophy or faith that Management
is responsible for organizing
the elements of productive enterprise-
Belief that People are not by nature passive or
resistant to organizational needs
drives the policies
Believing that the motivation, potential for
development, capacity for assuming responsibility,
and readiness to direct behavior toward
organizational goals are all present in people-

31. Saama-Confidential Page 31Tuesday, October, 11, 2011
Management does not put them there.
It is a responsibility of management to make it
possible for people to recognize and develop these
human characteristics for themselves.
The essential task of management is to arrange
organizational conditions and methods of operation
so that people can achieve their own goals by
directing their efforts toward organizational
objectives

32. Creating organizational style
Saama-Confidential Page 32Tuesday, October, 11, 2011
Is it possible to create a completely
Theory Y-type organization ?
Theory Y assumptions would lead to more effective
management. ?
decentralization of decision-making authority,
delegation, job enlargement, and participative
management. What impact they have?
Job enrichment programs that began in the 1960s
and 1970s also were consistent with the
assumptions of Theory Y.

33. Leadership

34. Types of Leadership Style

35. Types of Leadership Style
• Autocratic:
o Leader makes decisions without reference to anyone
else
o High degree of dependency on the leader
o Can create de-motivation and alienation
of staff
o May be valuable in some types of business where
decisions need to be made quickly and decisively

36. Types of Leadership Style
• Democratic:
• Encourages decision making
from different perspectives – leadership may be
emphasized throughout
the organization
o Consultative: process of consultation before decisions
are taken
o Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct

37. Types of Leadership Style
• Democratic:
o May help motivation and involvement
o followers feel ownership of the firm and its ideas
o Improves the sharing of ideas
and experiences within the business
o Can delay decision making

38. Types of Leadership Style
• Laissez-Faire:
o ‘Let it be’ – the leadership responsibilities
are shared by all
o Can be very useful in businesses
where creative ideas are important
o Can be highly motivational,
as people have control over their working life
o Can make coordination and decision making
time-consuming and lacking in overall direction
o Relies on good team work
o Relies on good interpersonal relations

39. Types of Leadership Style
• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but may consult
• Believes in the need to support staff

40. Change Leadership

41. Change Leadership
• The most challenging aspect of business is
leading and managing change
• The business environment is subject to fast-
paced economic and social change
• Modern business must adapt
and be flexible to survive
• Problems in leading change stem mainly from
human resource management

42. Change Leadership
Self-esteem
Time
1. Immobilization – as
rumors of the change
circulate, the individual feels
some sense of shock and
possible disbelief – so much
so that they deem it worthy
of doing nothing.
1
2. Minimization: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will not
affect them.
2
3. Depression: as reality
begins to dawn staff may feel
alienated and angry, feelings
of a lack of control of events
overtake people and they feel
depressed as they try to
reconcile what is happening
with their own personal
situation.
3
4
4. Acceptance/letting go: The
lowest point in self-esteem
finally sees people starting to
accept the inevitable. Fear of
the future is a feature of this
stage.
5
5. Testing out: Individuals
begin to interact with the
change, they start to ask
questions to see how they
might work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins to
rise.
7
7. Internalization: the
change is understood
and adopted within the
individual’s own
understanding – they
now know how to work
with it and feel a
renewed sense of
confidence and self
esteem.

43. Theories of Leadership

44. Theories of Leadership
• Trait theories:
• Is there a set of characteristics
that determine a good leader?
o Personality?
o Dominance and personal presence?
o Charisma?
o Self confidence?
o Achievement?
o Ability to formulate a clear vision?

45. Theories of Leadership
• Behavioral:
• Imply that leaders can be trained – focus on the
way of doing things
o Structure based behavioral theories – focus on the
leader instituting structures – task orientated
o Relationship based behavioral theories – focus on the
development and maintenance of relationships –
process orientated

46. Theories of Leadership
• Contingency Theories:
• 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

47. Theories of Leadership
• May depend on:
o Type of staff
o History of the business
o Culture of the business
o Quality of the relationships
o Nature of the changes needed
o Accepted norms within the institution

48. Theories of Leadership
• Transformational:
o Widespread changes
to a business or organization
• Requires:
o Long term strategic planning
o Clear objectives
o Clear vision
o Leading by example – walk the walk
o Efficiency of systems and processes

49. Theories of Leadership
• Trait theories:
o Are such characteristics
inherently gender biased?
o Do such characteristics
produce good leaders?
o Is leadership more than
just bringing about change?
o Does this imply that leaders are born not bred?

50. Theories of Leadership
• Invitational Leadership:
o Improving the atmosphere and message sent out by
the organization
o Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
o Review internal processes to reduce these
o Build relationships and sense of belonging and
identity with the organization –
that gets communicated to customers, etc.

51. Theories of Leadership
• Transactional Theories:
o Focus on the management
of the organization
o Focus on procedures and efficiency
o Focus on working to rules
and contracts
o Managing current issues
and problems

52. Factors Affecting Style

53. Factors Affecting Style
• Leadership style may be dependent
on various factors:
o Risk - decision making and change initiatives
based on degree of risk involved
o Type of business – creative business
or supply driven?
o How important change is –
change for change’s sake?
o Organizational culture – may be long embedded
and difficult to change
o Nature of the task – needing cooperation? Direction?
Structure?

54. Saama-Confidential Page 54Tuesday, October, 11, 2011
Theory Y was not always more
effective than Theory X, but that the
contingencies of each managerial
situation determined which of the
approaches was more appropriate.
Still others suggested extensions to
Theory Y. One of these, William
Ouchy's Theory Z, attempted to
combine the strength of American
management philosophies based on
Theory Y with Japanese
management philosophies

55. Saama-Confidential Page 55Tuesday, October, 11, 2011
In summary we may state the foundation of leadership is based on
Leader ‘s personality,
His /her belief systems,
The situations and the type of people the leader is engaged with.