This document defines leadership and discusses various leadership styles and theories. It begins by defining leadership as influencing others and identifying characteristics of good leaders. It then outlines several styles of leadership including autocratic, participative, and free rein. The document also summarizes several theories of leadership such as the trait approach, management grid, path-goal theory, and contingency model. It concludes by discussing transformational leadership and characteristics of charismatic leaders.

1. Leadership
Dr. Atul Pandey

2. Definition of Leadership
 Influencing others to do as desired.

3. Who is a leader
A leader is the one who
knows the way
goes the way
& shows the way

4. Characteristics of Leadership
 Existence of followers
 Willing acceptance
 Representation
 Working relations
 Existence of common interest
 Situational approach

5. Functions of Leadership
 Representation
 Communication
 Motivation
 Integration
 Guidance
 Interpretation
 Maintain Discipline

6. Styles of Leadership
 Autocratic
 Participative
 Free Rein

7. Styles of Leadership
 Autocratic
Leader takes and announces the decision.

8. Styles of Leadership
 Participative
 Consultative
Leader includes subordinates into decision
making process by taking their views &
suggestions, but takes the final decision himself.
 Democratic
Leader does what majority wants.

9. Styles of Leadership
 Free Rein
Leader allows the subordinates to function
within organisational limits by taking their own
decisions.

10. Qualities of a Good Leader
 Energy
Always ready to go, full of enthusiasm.
 Empathy
Understands other’s point of view.
 Emotional Stability
Balanced behaviour in extreme situation.

11. Qualities of a Good Leader
 Positive Attitude
See the Brighter side.
 Self Confidence
Believes in his abilities.
 Self Motivated
Derives power from within.
 Initiatives
Self Starter

12. Qualities of a Good Leader
 Communication skills
 Social Skills
Understands humanity & value of relations.
 Entrepreneurial Skills
Ambitious & Ready to take Risk.

13. Qualities of a Good Leader
 Personal Traits
Vision, values, foresightedness.
 Technical Competence
Performer himself.
 Transformer
Ability to motivate and train subordinates to get the
results.

14. Leader follower dyad
 Every subordinate wants to GET BIG.
 A good leader must PROVIDE him that
opportunity.

15. GET BIG
Growth
Identity
Belonging
-ness
Trust
Environ
-ment
Gain
SUBORDINATEFOLLOWERS

16. PROVIDE
Empathy
Decision
Skills
Integrity
Vision
&
Values
Objectives
Oriented
Recognise
Talent &
Potential
Positive
Attitude
LEADER

17. Theories of Leadership
 Trait Approach
 Management Grid
 Path Goal Theory
 Leadership Continuum
 Contingency Model
 Normative Theory
 Situational Leadership
 Transformation or Charismatic Leadership

18. Trait Approach
by F. W. Gluck & Edwin Ghiselle
 This is the most traditional theory of
leadership which emphasises on the
personality traits of the leader to get the
results.
 Leader’s decision quality depends on his
personal ability, likes & dislikes, gut feelings,
foresightedness, vision & values.
 Common believe is:
“Leaders are born, not made”.

19. Management Grid
by Robert Blake & Jane Mouton
 Two dimensions of leadership have been
identified as
 Concern for task
 Concern for people
 Leader may show high or low concern for
task and/or relations.

20. Management Grid
by Robert Blake & Jane Mouton
Concern for
Task/ People
Low High
High Country Club
(Relation Oriented)
Team Management
(Integrated)
Low Impoverished
Management
(Separated)
Authority
Obedience
(Dedicated)
 Moderate (balanced) concern for both task and
people is called Organisation-man Management.

21. Path Goal Theory
Robert House & Martin G. Evans
 Leader shows path to the subordinates to
achieve their individual goals.
 Leader relates the expected rewards to the
subordinates with their performance.
 Personal characteristics of the subordinates
and his ability to cope with environmental
pressure & workplace demands have been
emphasised.

22. Leadership Continuum
Robert Tannenbaum
Use of Authority Area of Freedom
by the Managers for the Subordinates
Manager
makes and
announces
the
decision.
Manager
sells the
decision.
Manager
presents
ideas and
invites
questions.
Manager
presents
tentative
decisions
subject to
change.
Manager
presents
problems,
gets
suggestions
and then
makes the
decision.
Manager
defines
limits and
asks the
group to
make
decision.
Manager
permits the
subordinates
to function
within limits
defined by the
superior.

23. Contingency Model
Fred E. Fiedler
Situation Leader
member
relations
Task
structure
Position &
power of the
leader
Degree of favourable
situation for the
leader
1 Good Structured High Favourable
2 Good Structured Low Favourable
3 Good Unstructured High Favourable
4 Good Unstructured Low Moderate
5 Poor Structured High Moderate
6 Poor Structured Low Moderate
7 Poor Unstructured High Moderate
8 Poor Unstructured Low Unfavorable

24. Contingency Model
Fred E. Fiedler
 The leader has to make a choice between
Task Oriented and Relation Oriented Styles.
 In situation 1, 2, 3 and 8 the leader should be
task oriented.
 In situation 4, 5, 6 and 7 the leader should be
relation oriented.

25. Normative Leadership
Vroom, Yetton & Jago
 This model was originally developed by
Vroom and Yetton in 1973 to help the
managers decide when and to what extent
they should involve the subordinates in
solving a problem.
 This model isolates five styles of leadership
from fully autocratic to fully democratic;
A I, A II, C I, C II & G II.
The choice of style depends on the situation.

26. Normative Leadership
Vroom, Yetton & Jago
A I Manager solve the problem or make decisions
himself, using the information available at that
time.
A II Manager obtains necessary information from
the subordinates, then decides on the solution
to the problem himself. They may or may not
tell the subordinates what the problem is when
they request information. The role of the
subordinates is confined to providing useful
information.

27. Normative Leadership
Vroom, Yetton & Jago
C I Manager shares the problem with relevant
subordinates individually, gets their ideas
and suggestions without bring them together
as group. Then, manager makes the
decision which may or may not reflect
subordinates’ influence.
C II Manager shares the problem with the
subordinates as a group, collectively obtains
their ideas and suggestions. Then makes the
decision which may or may not reflect
subordinates’ influence.

28. Normative Leadership
Vroom, Yetton & Jago
G II Manager shares the problem with
subordinates as a group. Manager and
subordinates together generate and
evaluate alternatives and attempt to reach
consensus on a solution. Manager does not
tries to influence the group to adopt their
preferred solution, and they accept &
implement the solution that has the support
of the entire group.

29. Situation Leadership
Hersey & Blanchard’s
 The most effective leadership style varies
with the maturity of the subordinates.
 Maturity not on the basis of age or emotional
stability, but as a desire for achievement,
willingness to accept responsibility and task
related abilities and experience.

30. Situation Leadership
Hersey & Blanchard’s
Style Task Relations
Telling High Low
Selling High High
Participating Low High
Delegating Low Low

31. Transformational or Charismatic
Leadership: Bernard M. Bass
 Identified two contrast type of leaders Transactional
& Transformational.
 Transactional leaders determine what
subordinates need to do to achieve their own &
organisational objectives and give confidence to
them that they can do it.
 Transformational leaders motivate the
subordinates by raising their sense of importance
and value of the task. They influence the
subordinates to transcend their self interest for the
sake of team, organisation or the larger policy.

32. Transformational or Charismatic
Leadership: Richard Boyd
 Managers must command five different types of
skills:
Anticipatory Skills Foresight into a constantly changing
environment.
Visionary Skills Use of persuasion & examples to induce a group
to act according to leader’s purpose.
Value-congruence
Skills
Need to be in touch with employees’ economic,
safety, psychological, spiritual, aesthetic and
physical needs in order to engage them on the
basis of shared motives, values and goals.
Empowerment
Skills
The willingness to share power and to do so
effectively.
Self understanding
skills
Introspect.

33. Transformational or Charismatic
Leadership: Robert J. House
 The charismatic leader has extremely high levels of
self-confidence, dominance and a strong conviction
in the moral righteousness of his/her beliefs.
 They communicate a vision or a high level goal that
captures the commitment and energies of followers.
 They are careful to create an image of success &
competence and to exemplify in their own behaviour
the values they espouse.
 They also communicate high expectations to the
followers and confidence that they will perform up to
those expectations.

34. Thank you