Definition, features, functions, theories, styles, cultural styles and examples

1. By
FEMINA THOMAS
INDIAN MARITIME UNIVERSITY
LEADERSHIP

2. LEADERSHIP
Leadership “as the art or process of influencing people so that they
will strive willingly and enthusiastically towards the achievement of
group goals.” - Harold Koontz
Characteristics
•Leadership indicates ability of an individual to influence others
•Tries to bring change in the behavior of others
•Indicates interpersonal relations
•Is exercised to achieve common goals
•Is a continuous process

3. Qualities of Good Leader
•Physical features
•Knowledge
•Integrity
•Initiative
•Communication skills
•Motivation skills
•Self confidence
•Decisiveness
•Social skills
Functions of Leadership
•Developing Team Work
•Representing the Team
•Counseling the Work Men
•Managing Time
•Using Proper Power
•Securing Group Effectiveness

4. Differences between Managers and Leaders

5. LEADERSHIP THEORIES
1.Traits Theory,J
Kelly
Classified what personal characteristics
like physical, personality and mental are
associated with leadership success.
Traits are: Height, Weight, Good Health, High
level of energy, Good appearance, Intelligence,
Scholarship, Good judgment, Decision making,
Insight, Originality, Dominance, Persistence,
Self-confidence, Ambition.
2.Behavioral
Theories
Leadership can be described in terms of
what leaders do rather than what they are.
Leadership traits can be taught.
 Ohio State Studies defined two
independent leadership dimensions:
‘consideration’ and ‘initiating structure’.
 Michigan Studies identified two major
styles of leadership: ‘employee
orientation’ and ‘production orientation’.
 The Managerial Grid, R.R. Blake & J.S
Mouton defined Two-dimensional view of
leadership style based on the ‘concern for
people’ and ‘concern for production’.

6. 3.Fiedler’s
Contingency
Model, Fred E
Fiedler
The success of leadership depends
upon the situation in which the leaders
operates.
Those three situation factors:
Leader-followers relations
Task structure
The status power
4.Path-goal
Leadership
Theory, Robert
House
Based on expectancy theory of
motivation
Leader become effective due to their
influence on followers motivation,
ability to perform, their satisfaction.
The theory states four styles of
leadership:
Directive
Supportive
Participative
Achievement-oriented
5.Situational
Leadership
Theory, Paul
Hersey &
Kenneth
Blanchard
The theory suggests that the
leadership effectiveness depends upon
the situation in which leadership is
exercised.
 Leader decreasing need for support
and supervision
 Followers readiness, ability and
willingness

7. The Managerial Grid, R.R. Blake & J.S Mouton

8. 8
Situational Leadership Theory, Paul Hersey & Kenneth Blanchard

10. Autocratic or Authoritative Style
Leader centralizes power and decision-
making
Complete control over the subordinates
Subordinate have no opportunity to make
suggestions
Subordinates suffer from frustration and low
morale
Decisions are quick
Decrease motivation and employee turnover
Limitations
•Low morale and job
dissatisfaction
•Employees efficiency decline
•Cannot exhibit capabilities
Suitability
•Subordinates are incompetent
and inexperienced
•Leaders active, dominant and
highly competent

11. Democratic or Participative Style
•Leader take decision in consultation
with the subordinates
•Participation of subordinates in the
decision making
•They are committed to the
organization
•Increase job satisfaction
•Boots employee morale
•Acceptance to change
•Employees receive rewards
Limitations
•Time consuming
•Few dominant subordinates
•Decision become distorted
Suitability
•Subordinates are competent and
experienced
•Transparent objectives
•Reward and involvement
•Leader prefers it

12. Laissez Faire Style
•Leader leaves decision making
to the subordinates
•Subordinates enjoy full freedom
to decide as and what they like
Limitations
•Creates chaos and mismanagement in
decision-making
Suitability
•Leader is able to fully delegate the
powers
•Subordinates are well competent and
knowledgeable
•Organizational goals and objectives are
well communicated

13. TRANSACTIONAL LEADERSHIP
Transactional leaders manage the transactions
between the organization and its member
They get things done by giving contingent
rewards (recognition, pay hike, advancement)
and also punishment.
Have predetermined goals set together
Review results, train or correct employees,
clarify roles and task requirements
Characteristics
Contingent rewards
Management by Exception
Laissez-Faire
TRANFORMATIONAL LEADERSHIP
These leaders focus on changing the attitude
and assumptions of their employees towards
building commitment for organizational mission
and objectives.
Generate awareness and acceptance of the
purposes and mission of the group.
Develop subordinates to look beyond their own
self-interest
Characteristics
Charisma
Inspiration
Intellectual simulation
Individualised consideration

14. Cultural Leadership Styles
Consensus model
Making decisions on a group basis is a core cultural value
Long tradition of involving others in the process
Scandinavian countries, The Netherlands, Japan
Charismatic model
Leader take charge, to act with decisiveness, flair and high visibility
UK, Australia, South America
Technocratic model
Structured approach to decision making with organisational process . German
countries
Political process model
Political processes in decision making found in cultures where complex
power networks exit.
Democratic centralism model
Middle east countries

15. o Australian leaders are thought to be fairly democratic, quick thinking and fast decision-
making.
o UK Diplomatic, tactful and casual, British managers are often fair and willing to
compromise.
o Japan Japanese businesses are more likely to have a bottom-up approach to innovation
and change
o China leadership is often geared towards consensus decision-making
o US leaders are often assertive, aggressive and goal oriented
o India Nepotism is a key feature of Indian leadership structures.
o German efficiency is commonly referred to when discussing businesses in the country
o France leadership models are among the most autocratic
o The Netherlands values merit-based appointments, decisive, consensus

17. THANK YOU