The document discusses various leadership theories including: 1. Trait theory which focuses on identifying characteristics of successful leaders. 2. Behavioral theories which examine how leaders behave and their impact on subordinates. 3. Contingency theories which emphasize that leadership effectiveness depends on matching a leader's style to the right situation. This includes Fiedler's model, situational theory, path-goal theory, and leader-participation model. 4. Transformational leadership which inspires followers and focuses on developing subordinates compared to transactional leadership which focuses more on tasks and rewards/punishments.

1. Leadership
By : Section B1

2. Leadership
Leader
● Guides and directs people
● Provides a direction for their efforts
Leadership
● Ability to influence a group
● Work towards objectives

3. Common Leadership Traits
Leadership
Traits
Intelligence

4. Trait Theory of Leadership
The trait model of leadership is based on the
characteristics of many leaders - both successful and
unsuccessful - and is used to predict leadership
effectiveness.
Factors which can be measured are:
● Emotional stability and Composure
● Admitting mistakes
● Good interpersonal skills
● Intellectual Breadth

5. Behavioral Theories:
It proposes specific behaviors which differentiate leaders from non leaders:
There are two dimensions of leader behavior:
● Initial Structure:
It is the extent to which a leader defines and structures his or her role and
those of the subordinates to facilitate goal attainment.
● Consideration:
It is the extent to which a leader has job relationships that are
characterized by mutual trust, respect for subordinates ideas and regard
for their feelings.

6. Managerial/Leadership Grid

7. Contingency Theory
(Effectiveness of leadership Style)
Depends upon situation (situational variables)
Types of Contingency Theory (Approaches)
1. Fiedler Model
2. Situational Theory
3. Path-Goal Theory
4. Leader-Participation Model

8. The Fiedler’s Model
This model proposes that effective groups depend on a proper match between a
leader’s style of interacting with subordinates and the degree to which the situation
gives control and influence to the leader
Leadership Style
● First, Fiedler identified leadership style
● Least Preferred Co-Worker (LPC) questionnaire was used for the same.
● In LPC respondents have to rate a co-worker with whom they have least enjoyed
working with on a scale of 1 to 8 for each 16 adjectives.
● If the total of the score is high the leader is relationship-oriented and if it is low,
the leader is task-oriented.
Fiedler assumes an individual’s leadership style is fixed.

9. Situational Favourableness
● Leader-Member Relations : Trust and
confidence
● Task Structure : Clear and structured
● Leader's Position Power : Reward
(or)Punishment

10. Limitations of The Model
● 1) Lack of flexibility.
● 2) There is also an issue with the Least-Preferred
Co -Worker Scale.
● 3) The LPC scale only has about a 50 percent
reliable variance.

11. Situational Leadership Theory
● A contingency theory that focuses on followers
readiness
● No leadership style is effective for all situation
● Leadership style of any situation = Employee skill
set and Attitude
● Leader should consider four behaviour
1) Unable & Unwilling
2) Unable & Willing
3) Able & Unwilling
4) Able & Willing

12. On the x axis:
Directive Behavior:
Degree of one way communication
from leader to employee.
On the y axis:
Supportive Behavior:
Degree of two way communication
between leader and employee.
Suggests 4 different leadership
styles (S1,S2,S3,S4) pertaining to 4
different employee development
stages (D1,D2,D3,D4).
Hersey Blanchard Model

13. Key elements to note in situational
leadership
● The leader must ensure from the onset that the team members know
what to do
● The instructions given must be clear
● Ensure the competence of the employees match their job activities
● Different leadership style is required in different situations

14. Path-Goal Theory
➔ Developed by Robert house.
➔ Extracted from Expectancy theory of motivation.
➔ The leader should provide followers with information, resources
and support to their subordinates and change his leadership
style or the path as the theory suggests depending upon the
circumstances.
-Directive leadership -achievement oriented
-Supportive leadership -participative

15. Leadership Styles
Leadership Styles
Considerate
Structure
Initiative Structure
Supportive Leadership
Participative Leadership
Achievement
Leadership
Directive Leadership

16. Leader-Member Exchange(LMX) Theory
● Leaders makes specialised groups within organisation
called ingroups.
● They have high level of interaction , trust and motivation.
● Basically chosen by Demography, Attitude and
characteristics similar to that of the leader.
● Or a higher level of competence than those of Outgroup.

17. ADVANTAGES OF LMX THEORY
1. It talks about specific relation between the leader and each
subordinate.
2. There are numerous benefits of having high LMX relationship with
team members like - increased job satisfaction, mutual trust and
productivity.
3. It focuses on the significance of communication because when it is
accompanied with mutual trust, respect and devotion it leads to
better leadership.
4. Leaders can identify missed opportunities by rewarding out group
members with more responsibility and resources.

18. DISADVANTAGES OF LMX THEORY
● Gives the appearance of discrimination against the group that does
not receive special attention
● The ideas of this theory is not fully developed, details about how
trust is developed are not presented
● Doesnt explain the central factors that may or may not have an
impact in LMX relationship
● This creates inequalities

19. CHARISMATIC LEADERSHIP
The charismatic leadership style relies on the charm and
persuasiveness of the leader. Charismatic leaders are driven by
their conviction.Charismatic leaders are excellent
communicators and can win peoples trust easily .They can
motivate the followers to do the things in their own way .
CHARACTERISTICS:
● Sensitive to the needs of employees
● Visionary
● Personal risk takers

20. Max Weber’s Charismatic Leadership
Charismatic authority is a concept of leadership developed by the
German sociologist Max Weber. It involves a type of leadership in which
authority is derived from the charisma of the leader.
Weber moved away from the classical thinking that authority is achieved
through the three routes:
● Self-interest – You obey for material or economic gain
● Fear – You follow the rules because you don’t want the punishment
● Habit – You obey simply out of the socialization of authority
Instead, Weber thought people follow a leader or a state because they
evaluate the authority and perceive it good, right or just form of power.

21. Robert House’s Charismatic Leadership
Charisma is a powerful personality trait that only a few people have and
which marks them out as leaders in the minds of many
● The theory moves towards psychological explanation rather than
sociological or political science theory .
● He believed that leadership is rooted to personal and behavioral
characteristics
Then how should leaders perform ?
● Needs to showcase high self confidence
● Strong conviction
● Influencer
● Situation can interpret behaviour

22. There is a 4 step process that the charismatic
leaders follow in order to influence their followers.
The steps are:-
● Articulates an attractive vision
● Communicates higher performance
expectations and confidence in follower ability
● Conveys a new set of values by setting an
example
● Expresses dramatic behaviour
How Charismatic Leaders Influence followers?

23. Charismatic Leadership Issues
● Unsustainable growth:
○ One problem is that this kind of leader can charge an organization into hyper growth.
Their unique vision, ideas, and ability to inspire people may lead to incredible short-
term gains. But in the long run, slow and steady growth wins the race.
● All style, no substance:
○ A charismatic leader impresses initially with a well-crafted message. They appear to
have a vision for the organization, and people are excited to follow this magnetic
individual. The leader has the ability to say the right things, but can’t follow it up with
action.
● Being beyond reproach:
○ A common problem for charismatic leaders is that followers aren’t willing to question
their decisions. This may be because the leader has ignored or skirted questions in the
past. Or it may be because there’s social pressure to accept the leader’s views.

24. Transactional and Transformational
Leadership
TRANSACTIONAL LEADERSHIP
● Guide their followers toward established goals by clarifying roles and task
requirements.
● Effective in crisis and emergency situations
● Values order and structure
TRANSFORMATIONAL LEADERSHIP
● Inspire followers to transcend their self-interests for the good of the organization.
● Provide personal attention to the employees
● Increased performance,creativity,job satisfaction,mental health ,motivation

25. Characteristics of Transactional Leadership
● Contingent Rewards - Contracts exchange of rewards for
effort and accomplishment of tasks, good performance,
recognises accomplishments.
● Management by Exception - Active and Passive
● Laissez-Faire - Abdicates responsibility, avoids making
decisions.
Examples of transactional leadership- High-level
members of the military, CEOs of large international
companies.

26. Characteristics of Transformational Leadership
❏ Idealized Influence:- Be a strong role model for your team
to gain their respect and admiration.
❏ Inspiration:- Building and Communicating a promising
vision to your team through inspirational stories and
captivative symbols.
❏ Intellectual Stimulation:- Promotes intelligence,
rationality and problem solving.
❏ Individualized Consideration:- Gives person attention,
coaches, advices

27. FULL RANGE LEADERSHIP MODEL
The Full Range Leadership Model is a general leadership theory focusing
on the behaviour of leaders towards the workforce in different work
situations. The Full Range Leadership Model relates transactional and
transformational leadership styles with laissez-faire leadership style.
Lassez -Faire - “ Let them do what they want”
Transactional - Leaders promote compliance by followers through both
rewards and punishments.
Transformational- More Long term oriented philosophy.

28. Responsible Leadership
AUTHENTIC LEADERSHIP
Authentic Leadership focuses on the moral aspects of being a
leader.
Authentic Leaders know who they are and what they believe
in, and they act on those values & beliefs openly & candidly.
They share information, encourage open communication &
stick to their ideals.

29. Ethical Leadership
1. Leadership that is directed by respect for ethical beliefs
and values and for the dignity and rights of others.
2. Increase organizational citizenship behaviour, build
trust, credibility and respect.
3. For ethical leadership to be effective, the moral
conviction should reflect in daily practices of the leader
within organization.

30. Servant Leadership
A leadership style marked by going beyond the leader’s own self-
interest .Servant leadership is about helping people succeed
both professionally and individually. It’s all about serving those
you are responsible for and those you are responsible to.
Characteristics of Servant Leadership
● Listing
● Empathy
● Persuasion
● Stewardship
● Healing

31. Trust & Leadership
Trust refers to the confidence & expectations of followers about their
leader’s behaviour.
● Encourages to take risks
● Facilitates Information sharing
● Enhances Productivity

32. The Origin of Mentoring
Mentoring is simply guiding someone by encouraging them to their fullest
potential.
It came in around 3000 years ago when Odysseus entrusts his young son
Telemachus to the care of mentor,his trusted companion,when he went to
fight in Trojan war.
Mentees are called “Proteges”
Widely known Examples of Mentor and Mentees:
1.Mahatma Gandhi and Jawaharlal Nehru
2. Warren Buffett and Bill Gates
3.Sunil gavaskar and Sachin Tendulkar

33. Concept of Mentoring
Mentorship is a relationship in which a more experienced or more
knowledgeable person helps to guide a less experienced or less knowledgeable
person.
Concept behind Mentoring
● Empowering Employees
● Achieving Career Goals
● Increasing Confidence

34. Principle of Mentoring
● SYNERGY
Responsible
Learning rather than teaching
● Relationship
Trust
Honesty
Transparent
● Uniqueness
Difference between mentor and teacher
Giving right directions

35. Skills Required by Mentor and Mentee
1. Building Relationships
2. Being a Community Networker
3. Listening
4. Managing Conflict
5. Reflecting
6. Encouraging
7. Providing & Receiving
Feedback
8. Guiding
9. Solution Finding
1. Quick Learner
2. Showing Initiative
3. Following Through
4. Managing the Relationship
5. Deep commitment
6. Be open to feedback.
Skills needed by an effective
mentor:
Skills needed by mentee:

36. Role of Mentor
● Help the mentee to grow in both career
and life
● To see the blind spot of the mentee
● Always let the mentee grow by giving
him tough projects and assignments
● Make himself as a role model to his
mentee
● Share his experience that what lies
ahead
● Nurture his mentee and protect him
from the risks

37. Leadership as an
Attribution:
Challenges to our understanding of Leadership
● Employees Perception of
Leader’s behaviour
● Demographic assumptions
about leaders
Substitutes for and
Neutralizers of
Leadership
● Substitutes: Attributes that can
replace the need for a leader’s
support.
● Neutralizers: Attributes that make it
impossible for leader behaviour to
make any difference to employees
outcome.

38. SELECTING
LEADERS
Leaders are selected on the
basis of five traits:
● Extraversion
● Conscientiousness
● Openness to Experience
● Emotional intelligence
● Self Monitoring
TRAINING
LEADERS
Leaders should have:
● Self Monitoring skills
● Implementation Skills
● Trust building and
Mentoring skills
● Behavioural maturity

39. Thank you !!!