This document discusses various aspects of leadership including definitions, ingredients, approaches, theories, styles, qualities, importance, skills, and differences between managers and leaders. It defines leadership as the process of influencing others to work willingly towards common goals. Some key leadership theories discussed include Fiedler's contingency theory, path-goal theory, and transformational vs transactional leadership. The document also compares leadership styles such as autocratic, democratic, and free-rein and lists important leadership qualities and skills.

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PRESENTED BY: M.ANISHA I MBA(GA)

2. Presented by
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3. LEADERSHIP
• DEFINITION
• INGREDIENTS
• APPROACHES
• THEORIES
• STYLE
• QUALITIES
• IMPORTANCE
• SKILLS
• MANAGER v/s
LEADER
• WOMEN 3
PERSPECTIVE

4. LEADERSHIP

5. WHAT IS LEADERSHIP?
Leading people
Influencing people
Commanding people
Guiding people
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6. “Management is doing things right, leadership is doing the right things”
Warren Bennis and Peter Drucker
"leadership is influence - nothing more, nothing less."
John C Maxwell
“Getting extra-ordinary performance out of ordinary people”
Sir John Harvey Jones
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7. LEADERSHIP IS THE ART OF MOTIVATING A GROUP OF
PEOPLE TO ACT TOWARDS A COMMON GOAL.
LEADERSHIP IS THE PROCESS OF INFLUENCING OTHER
PEOPLE TO WORK WILLINGLY WITH A GREAT AMOUNT
OF ZEAL & ENTHUSIASM FOR GROUP OBJECTIVE.
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8. INGREDIENTS of LEADERSHIP
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9. APPROACHES to LEADERSHIP
Trait • Physical, intelligence ,ability ,personality ,task - related, social
• Drive, leadership motivation, honesty & integrity, self –
approach confidence, cognitive ability, understanding of business
Charismatic • Self – confident, strong convictions, articulating a vision, able to
initiate change, communicating high expectations
• Influence followers & supporting them, demonstrating
approach enthusiasm & excitement, being in touch with reality
Situational / • People become leaders not only because of their personality
attributes but also because of various situational factors & the
Contingency interactions between leaders & group members
• Fiedler’s theory, Path – goal theory, Transactional &
approach Transformational theory
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10. FIEDLER’S THEORY
Critical dimensions of leadership
situation : position power, task
structure, leader – member relations
Fred E. Unfavourable or favourable situations
Fiedler – task oriented leader more effective
Moderately unfavourable or
favourable situations – relationship
oriented leader more effective
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11. PATH – GOAL THEORY
Said : main function of leader is clarify & set goals
with subordinates, help them find best path for
achieving goals & remove obstacles
Categorized leader behaviour into 4 groups &
Robert suggested that appropriate style of leadership
House depends on the situation
Supportive
, participative, instrumental, achievement oriented
leaderships
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12. TRANSACTIONAL & TRANSFORMATIONAL
LEADERSHIP
Transactional leaders identify what
needs to be done to achieve
James goals, including clarifying roles &
M. tasks, rewarding performance &
Burns providing for the social needs of
followers
Transformational leaders articulate
Bernard a vision, inspire & motivate
M. Bass followers & create a climate
favourable for organizational change
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13. STYLE of LEADERSHIP
Autocratic Democratic Free – rein
or
leader leader
Participative
leader
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14. AUTOCRATIC LEADERSHIP STYLE
Leader makes decisions without reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation
of staff as it involves punishments
May be valuable in some types of business where decisions
need to be made quickly and decisively
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15. DEMOCRATIC or PARTICIPATIVE
LEADERSHIP STYLE
Encourages Type of leader
decision making ranges from
& participation
Consultative:
consult with
subordinates before
taking decisions
Persuasive: Leader
takes decision and
seeks to persuade
others that the
decision
is correct 15

16. FREE – REIN LEADERSHIP STYLE
Set their role as
aiding the
Depend largely operations of
Give
on subordinates subordinates by
subordinates
Uses his power to set their own furnishing them
high degree of
very little goals & the with information
independence in
means of & act primarily
their operations
achieving them as a contact with
group’s external
environment
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17. Democratic
Autocratic
or
leader Participative
leader
follower follower follower
follower follower follower
Free - rein
leader FIG :
THREE
follower follower follower LEADERSHIP
STYLES
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18. QUALITIES of a GOOD LEADER
Honesty & Confidence & Sense
Intelligence of Responsibility
Motivate Others
Communication & Empathy
Skills
Dedication
Focus on the Goal
Patience & Consistency
Listening
skills
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19. IMPORTANCE of LEADERSHIP
Guiding
Improves
&
productivity
Inspiring
Creating Co-operation of
confidence LEADERS members
Improves Builds work
job environment
satisfaction
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20. LEADERSHIP SKILLS
Integrity Vision/strategy Adaptability
Decision-making Relationships Communication
Coaching & Planning Teamwork
Development 20

21. MANAGERS VS. LEADERS
• Focus on things • Focus on people
• Do things right • Do the right things
• Plan • Inspire
• Organize • Influence
• Direct • Motivate
• Control • Build
• Follows the rule • Shape entities
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22. A LEADER MUST ACCEPT :
• that people think
• that people have great potential
• that people expect to be heard
• that people want to work
• that people have aspirations, expectations
• that people have love for others
• that people possess distinct behaviour patterns, attitudes
• that people have knowledge
• that people are expensive
• that people are no longer meek
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23. DO WOMEN lead DIFFERENTLY ?
WOMEN MEN
See leadership as
changing self – interest See leadership as a
of followers into concern sequence of transactions
for the total enterprise with subordinates
More often use control of
Use interpersonal skills
resources & the authority
& personal traits to of their position to
motivate subordinates motivate people
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24. How Far Can You Go?
THANK
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