This document discusses various leadership styles and theories. It begins by defining leadership and distinguishing between the roles of managers and leaders. It then covers different styles of leadership including autocratic, democratic, and laissez-faire. Additional sections explore leadership theories such as trait theory, behavioral theory, contingency theory, and situational leadership theory. The document concludes with an assessment of leadership styles based on "action logics" and the key leadership approaches associated with each action logic.

1. L e a d e r s hip
Styles
P r e s e n te d b y:
M a y o n a S . G o n z a l e s

2. Leadership
 Leadership is the art of motivating a group of
people to act towards achieving a common goal.
 The process of encouraging and helping
others to work enthusiastically towards
objectives .
 Alan Keith stated that, "Leadership is ultimately
about creating a way for people to contribute to
making something extraordinary happen.

3. The essence of leadership
 Leadership refers to ability of one individual to influence
others.
The influence is exercised to change the behaviour of
others.
Change of behaviour is caused with an objective of
achieving a shared goal.
The person influencing others(leader) possesses a set of
qualities or characteristics with which he or she to
influence others
Leadership is a group phenomenon. It involves interaction
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



4. Leadership & management
• Management - is a process of planning
,organising, coordinating ,directing, and
controlling the activities of others.
• Leadership - is the process of influencing
for the purpose of achieving shared goals.
• John kotter distinction :
Management Leadership
Involves coping
with complexity
Coping with change

5. Difference between Managers & Leaders
MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.

6. Importance of leadership
• Leadership transforms potential into reality .
• Leadership is not mere using people and their
potential for realising an organisation’s goals.It has
the ultimate aim of raising the level of human
conduct and ethical aspiration of both the leader
and the led.
• The leader should elevate,inspire, and evangelise

7. Formal & informal leadership
Formal 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
organisation’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

8. Leadership styles

9. Based on authority retained
Authoritarian Democratic Free-rein
(Laissez
faire)
Consultative Pursuasive

10. Autocratic or authoritarian style
 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 manager.
 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
 May be valuable in some types of business where decisions need to

11. Participative or democratic style


 The democratic leadership style favours decision-making by
the group .
They can win the cooperation of their group and can
motivate them effectively and positively.
The decisions of the democratic leader are not unilateral as
with the autocrat because they arise from consultation with
the group members and participation by them.
 Consultative: process of consultation before
decisions are taken
 Persuasive: Leader takes decision and seeks to
persuade others that the decision is correct.

12. Laissez –Faire or free rein style
 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.
–
–
–
–
Can be very useful in businesses where creative ideas
are important
Can be highly motivational, as people have control over
their working life
Can make coordination and decision making time-
consuming and lacking in overall direction
Relies on good team work.

13. Based on task versus people Emphasis
High relationship and low-
task
[ supporting style ]
High task and high relationship
[ participative style]
Low-task and low relationship
[ free rein style ]
High task and low relationship
[ autocratic style ]
Low High
Task Emphasis

14. Based on assumptions about people
Mc Gregor’s theory
Theory
X
Theory
Y
They distrust people and
believe in close supervision
and tight control over the
subordinates.
They are participative ,trust
subordinates and allow them
to participate in decision-
making

16. Entrepreneurship leadership style
1. A heavy task orientation combined with a very direct-
approach to giving instructions to employees.
3. A charismatic personality that inspires others to do
business with him.
5. A much stronger interest in dealing with customers than
employees.
6. A strong dislike for bureaucratic rules and regulations.
7. Anxiety to consolidate business gains as quickly as possible.

17. Theories of leadership
Trait
Theory
Contingency
Theory
The
Managerial
Grid
Leader
Behaviour
Theory

18. Trait theory
 Focuses on individual characteristics of
successful leaders.
 Leaders possess a set of traits which make
them distinct from followers.
 Ralph stogdill –
 A strong desire for accomplishment.
 Creativity and intelligence.
 Initiative.
 High tolerence.

19. Behavioural Theory
 Main focus is behaviours of actual leaders.
 Determines how various kinds of specific
leaders behaviour affect the performance
and satisfaction of followers.

20. Managerial grid
 Blake and Moton -
A graphical representation of a 2
dimensional view of leadership style.
Based on :-
4.‘concern for people’
5.‘concern for production’
Grid identifies 5 basic styles of leadership.

21. 1,9 9,9
5,5
1,1 9,1
1
Low
2 3 4 5 6 7 8 9
High
Concern for people
9
8
7
6
5
4
3
2
1
Managerial grid

22. Contingency theory
 Behaviour 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.
 Most popular theories –
1. Fiedler’s contingency model.

23. Fiedler’s theory
Effectiveness of leadership depends upon-
1. His motivational style.
2. The favourableness of situation.

24. Path – goal theory
Leader’s job is to use structure,support and
rewards to create a work environvent that
helps employees reach the organisation’s
goals.

25. Situational leadership theory
Paul hershey and Kenneth blanchard :
Maturity of followers as a contingency
variable.
 Situational leadership requires leader’s
emphasis on task behaviours and relationship
behaviour according to maturity of followers

26. Leadership Style Assessment
At the root of the leadership styles are
what called "action logics“ according to
leadership experts Bill Torbert and
David Rooke
Action logics assess "how leaders
interpret their surroundings and react
when their power or safety is
challenged."

27. 1. Individualist
I1. "A good leader should always trust their own intuition
over established organizational processes."
I2. "It's important to be able to relate to others so I can
easily communicate complex ideas to them."
I3. "I'm more comfortable with progress than sustained
success."
2. Strategist
S1. "A good leader should always be able to build a consensus
in divided groups."
S2. "It's important to help develop the organization as a
whole, as well as the growth and individual achievements of
my direct reports.“
S3. "Conflict is inevitable, but I'm knowledgeable enough
about my team's personal and professional relationships to
handle the friction."

28. 3. Alchemist
A1. "A good leader helps their employees reach
their highest potential, and possesses the
necessary empathy and moral awareness to get
there."
A2. "It's important to make a profound and
positive impact on whatever I'm working on."
A3. "I have a unique ability to balance short-
term needs and long-term goals."
4. Opportunist
O1. "A good leader should always view others as
potential competition to be bested, even if it's at
the expense of their professional development."
O2. "I reserve the right to reject the input of those
who question or criticize my ideas."

29. 5. Diplomat
D1. "A good leader should always resist change
since it risks causing instability among their direct
reports."
D2. "It's important to provide the 'social glue' in
team situations, safely away from conflict."
D3. "I tend to thrive in more team-oriented or
supporting leadership roles.“
6. Expert
E1. "A good leader should prioritize their own pursuit
of knowledge over the needs of the organization and
their direct reports."
E2. "When problem solving with others in the
company, my opinion tends to be the correct one."

30. Leadership Style Assessment
ACTION LOGIC SENTENCE LEADERSHIP STYLE
S3 Democratic
O1, O2, E1, E2 Autocratic
D2, D3, E1 Laissez-Faire
S1, S2, A3 Strategic
I1, I2, I3, A1, A2 Transformational
D3 Transactional
D1 Bureaucratic

31. •
The more action logics you
agreed with, the more
likely you practice a mix of
leadership styles.
Keep in mind that these
action logics are considered
developmental stages, not
fixed attributes -- most
leaders will progress
through multiple types of
leadership throughout their
careers.
•