1. LEADERSHIP
Becoming an effective leader…..

2.  Leadership is the process of influencing others towards the
accomplishment of goals.
 It is the ability of a manager to induce subordinates to
work with confidence and zeal.
 A key to effective leadership is helping followers to
achieve their respective essential goals as well as their
maximum potentialities.
 Dynamic leaders, therefore, should have the ability to
awaken in others, the desire to follow a common objective
in a given situation.

3.  Leadership, thus, is a function of the leader, the
followers and other situational variables.
L = F (l, f, s)
 Leadership does not flourish in vacuum.
 It always envisages followers.
 Further, leadership envisages the idea of
interpersonal influence.

4.  “Leadership refers to the quality of
behaviour of the individual whereby they
guide people on their activities in
organized effort.”
—Chester Barnard
 “Leadership is the ability to awaken in
others the desire to follow a common
objective.”
—Livingston

5.  “Leadership may be defined as the ability to
exert interpersonal influence by means of
communication toward the achievement of a
goal.”
—Koontz and 0’ Donnell
 “Leadership is a human factor which binds a
group together and motivates towards the
particular goal.”
—Keith Davis

6.  Leadership is a personal quality. Leadership is
the ability to form a group of followers
voluntarily without the use of coercion.
 Leadership pre-supposes the existence of a
group of followers.
 Leadership is the process of interpersonal
influence by which leader influences the
followers.
 Leadership involves the sharing of interest
between the leader and his followers.

7.  Leadership is a continuous process of
influencing behaviour.
 Leadership is situational. Leadership is
exercised in a particular situation at a given
point of time and under a specific set of
circumstances.
 Leadership not only influences the group but
group also influences the leader. In a way it is
a reciprocal relationship.

8.  Each subordinate has face to face communication, personal touch and informal
relationship with his leader. Direct access to his leader enhances sense of
participation and thus we have high morale and high output of quality goods. We
also have very successful feedback.
 Indian ethics looks for the whole life not merely the human life. Human being is the
only permanent self in one’s life, other roles change. The core is constant.
 This would enable them to identify themselves with their organization and they
would seek their own goals in the fulfillment of organization goals. We have the
harmony of goals.
 Leading provides continuous, never ending guidance, coaching, advice, counseling
and helping all subordinates in their routine activities. We have best team work and
team spirit.

9.  Leader adopts value driven holistic approach in management of
human resource. This ensures harmony and happiness in the
organisation.
 Democratic participative leadership style allows creative and
competent subordinates, active participation in planning and
decision-making.
 Leading must’ develop a sense of belongingness and family feeling
in all employees.
 This would enable them to identify themselves with their
organisation and they would seek their own goals in the fulfillment
of organisation goals. We have the harmony of goals.
 Leading provides continuous, never ending
guidance, coaching, advice, counselling and helping all
subordinates in their routine activities. We have best team work and
team spirit.

10. BECOMING A LEADER
10

11. BECOMING A LEADER
11

12. BECOMING A LEADER
 Good leadership involves responsibility to the
welfare of the group
 Some people will get angry with your actions
and decisions
 It’s inevitable, if you’re honorable
“Being responsible sometimes means pissing
people off.” - Secretary of State ,Colin L Powell
12

13. REJECTION
CRITICISM
LONELINESS
PRESSURE & PERPLEXITY
MENTAL AND PHYSICAL FATIGUE
PRICE PAID BY THOSE CLOSEST TO
YOU
13

14. PERSONALITY CHARACTERISTICS
• Dedication
• Persistence
• Commitment
• Self-Motivation
• Self-Responsibility
14

15. By empowering others, leaders tap unlimited resources available to
them by allowing others to:
 Use initiative
 Be resourceful
 Better accomplish the mission
 Use teamwork
 Take charge
 Use common sense and judgment
15

16. Leadership has great flexibility in varying the level of
empowerment based on the individual’s capabilities and
seriousness of the consequences of the individual’s
action/inaction.
When assessing capabilities, consider the following:
 Willingness to accept empowerment
 Training
 Judgment
 Experience
16

17.  Members don’t feel valued
 Creates negative attitudes
 Not developing all employees
 Higher absenteeism
 Low productivity/poor quality
 Miscommunication
17

18.  Members at all levels feel needed
 Promotes positive attitudes
 Utilize all resources
 Reduce complaints
 Members share ideas
 Less confusion
 Shared goals
 Fosters TEAM building
18

19.  Leadership is power (with people rather than over people)
 Leaders are born (but leaders are also “made”)
 All groups have leaders (large groups tend to require a leader)
 People resist their leaders (most groups accept the need for a
leader)
 Leaders make or break their groups
 The “romance of leadership” exaggerates the impact of a
leader
 Leaders do make a difference (e.g., sports teams)

20. 20