know how to be a effective leader in a modern era

1. LEADERSHIP

2. LEADERSHIP
The process of encouraging and helping other to work
enthusiastically towards objective.”
“Interpersonal influence , exercised in a situation and directed,
through the communication process , towards the attainment of
specified goals.”
“It’s a process and property of a relationship in which one
person (leader) influences other to work together willingly on
related tasks to attain goals desired by the leader or by the
group

3. MANGERS VS LEADERS

4. RICHARD BRANSON
DHIRUBHAI AMBANI

5. LEADERSHIP CHARACTERISTICS
 Energy, drive
 Appearance, presentability
 A sense of cooperativeness
 Enthusiasm
 Personality – height and weight
 Initiative
 Intelligence
 Judgment
 Self confidence
 Sociability
 Tact and diplomacy
 Moral courage and integrity
 Will power and flexibility
 Emotional stability
 Knowledge of human relations

6. TRAIT THEORY
Leadership Traits:Leadership Traits:
•Ambition and energyAmbition and energy
•The desire to leadThe desire to lead
•Honest and integrityHonest and integrity
•Self-confidenceSelf-confidence
•IntelligenceIntelligence
•High self-monitoringHigh self-monitoring
•Job-relevant knowledgeJob-relevant knowledge
Henry Fayol, Charles Bird , Ralph Stogdill gave their ideas on this theory.
Theories that consider personality, social, physical, or intellectual traits to
differentiate leaders from non-leaders.

7. Limitations:Limitations:
 No universal traits found that predict leadershipNo universal traits found that predict leadership
in all situations.in all situations.
 Traits predict behavior better in “weak” thanTraits predict behavior better in “weak” than
“strong” situations.“strong” situations.
 Unclear evidence of the cause and effect ofUnclear evidence of the cause and effect of
relationship of leadership and traits.relationship of leadership and traits.
 Better predictor of the appearance of leadershipBetter predictor of the appearance of leadership
than distinguishing effective and ineffectivethan distinguishing effective and ineffective
leadersleaders

8. Behavioral Theories
Studies Leadership by looking at the leaders in
terms of what they “do”.
This is in contrast to the Trait theory.

9.  Initiating structure
 degree to which leader structures followers’ roles
by setting goals, giving directions, setting
deadlines, and assigning tasks
 Consideration
 extent to which a leader is friendly, approachable,
supportive, and shows concern for employees
Ohio State Studies

10. University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting individual
differences among members.
Production-Oriented Leader
One who emphasizes technical or task
aspects of the job.

11. Managerial Grid

12.  The managerial grid diagram as shown above can be interpreted as
follows:
 Coordinates (1,1): This represents an impoverished management and
the manager makes minimum efforts to get the work done. Minimum
standards of performance and minimum worker dedication.
 Coordinates (9,1): Excellent work design. Well-established
procedures. Minimum worker interference. Orderly performance and
efficient operations.
 Coordinates (1,9): Personal and meaningful relationships with people.
Friendly atmosphere and high morale. Loosely structured work design.
 Coordinates (9,9): Ultimate in managerial efficiency. Thoroughly
dedicated people. Trustworthy and respectable atmosphere. Highly
organized task performances. Known as team management style, it
relies upon interdependence of relationships based upon trust and
respect and work accomplishment base upon commitment of
employees.
 Coordinates (5,5): Known as the middle-of –the-road management
style, it is concerned with balancing the necessity to get the work done
while maintaining worker morale at a satisfactory level. The goal is to
achieve adequate organizational performance.

13. Situational Theory of Leadership
 FIEDLER’S CONTINGENCY MODEL
 HERSEY-BLANCHARD SITUATIONAL MODEL
 HOUSE’S PATH GOAL THEORY
 VROOM-VETTEN AND JAGO’S CONTINGENCY
MODEL

14. The Contingency Model
Developed by Fred Fiedler
According to him leaders are……
Task oriented leaders
Relationship oriented leaders
The three major determinants are…
Leader-member relations
Task structures
Position power

15. HERSEY-BLANCHARD SITUATIONAL
MODEL
 Hersey-Blanchard situational model also advocates linking leadership
styles with various situation so as to ensure effective leadership ,but its
perspective of situation variable is different to Fiedler’s model.
 this model is also known as life cycle theory of leadership and is based
on an interaction among three factors.
 Task Behavior
 Relationship Behavior
 Maturity Level

16.  Telling : High Task- Low Relationship
 Selling : High Task- High Relationship
 Participating : Low Task- High
Relationship
 Delegating : Low Task- Low
Relationship
Task Behaviour
RelationshipBehaviour
LOW HIGH
HIGH

17. House’s Path-Goal Theory
Path-Goal Theory
The theory that it is the leader’s job to assist
followers in attaining their goals and to provide them
the necessary direction and support to ensure that
their goals are compatible with the overall objectives
of the group or organization.

18. House’s
Path-Goal Theory of Leadership
Leader identifies
employee needs.
Path
Appropriate goals
are established.
Directive
Leader connects
rewards with
goal(s)
Directive
Leader provides assistance
on employee’s path toward goals.
Employees become satisfied and
motivated and accept the leader.
Effective performance
Occurs.
Both employees and
organization better reach
their goals.
Supportive behavior Participative behavior
Achievement
Motivation

19. Leadership – Member Exchange Theory
(LMX)
 A theory that supports leader’s creation of in-
groups and out-groups; subordinates with in-
group status will have higher performance
ratings, less turnover and greater job
satisfaction.
 Relationship formed is relatively stable over
time.
 Leaders differentiate among and in-groups &
out-groups are formed HIGHHIGHHIGH

20. Subordinates in the In-Group
receive more…
Information
Influence
Confidence
Concern
Respect
Trust
Challenging Work
Independence
Opportunities for leadership

21. Subordinates in the Out-Group
Rule boundContractual
Lower quality relationship
Hierarchical
Self-InterestedLess communicative
Less Involved
Less dependable

22. DECISION THEORY: Vroom & Yetten’s
leadership-participation model
Developed by Victor Vroom & Phillip Yetten who were later
joined by Arther Jago.
It relates leadership behavior and participation in decision
making.
It focuses on leader’s role as decision maker and considers
how leaders make decisions (such as whether to involve
followers in their decision making).

23. Contd….
The three factors which are to be considered
for this purpose are:-
 Decision quality- choosing of the best
alternative.
 Decision acceptance- implication of a
decision for subordinates.
 Decision timing- time constraint on decision

24. CONTEMPORARY THEORIES
Charismatic
leadership
Transformationa
l leadership

25. CHARISMATIC LEADERSHIP
 Given by MAX WEBER
 Charisma a Greek word which means ‘gift’
 Acc to this the followers make attributions of
heroic or extraordinary leadership abilities
when they observe certain behaviours.

26. Key characteristics of charismatic leaders
Charismatic
leaders
Vision and
articulation
personal risk
Sensitivity to
follower
needs
Unconventional
behavior

27. Transformational Leadership
 A leadership style focused on effecting revolutionary
change in organizations through a commitment to
the organization's vision
 Transformational leaders inspire followers to
transcend their own self interests for the good of the
organization
 They are capable of having profound and
extraordinary effect on their followers.

28. Characteristics of
Transformational Leaders
Transformational
Leader
Idealized
influence
Intellectual
Stimulation
Inspirational
motivation
Individualized
consideration

29. Transformational leadership works
When leaders:When leaders:
 Commit people to actionCommit people to action
 Convert followers into leadersConvert followers into leaders
 Convert leaders into change agents, innovatorsConvert leaders into change agents, innovators
 Are courageousAre courageous
 Believe in peopleBelieve in people
 Are value drivenAre value driven
 Are lifelong learnersAre lifelong learners
 Can deal with complexityCan deal with complexity

30. Richard Branson of Virgin Atlantic
Jim McNerney of Boeing

31. Contemporary Leadership Roles
 Mentoring
 Self leadership
 Online leadership