The document discusses various theories and approaches to leadership including trait, behavioral, contingency, and transformational theories. It defines key leadership concepts like the differences between managers and leaders. The document also outlines important competencies of effective leaders such as self-awareness, social skills, and the ability to influence and motivate others.

1. LEADERSHIP
By: Priyanka Roy
Ast. Prof.
MIT

2. •
 What is LEADERSHIP????
Meaning of good and effective leadership
 Competencies/Traits of being a good Leader.
How is a manager different from a leader???
Leadership behaviour Vs Traits.
Leadership Skills.
The Leadership theories.

3. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

4. Types of Leaders
• Leader by the position achieved
• Leader by personality, charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to accomplish
things

5. Managers vs. Leaders
Managers
• Focus on things
• Do things
right(efficiency)
• Plan
• Organize
• Direct
• Control
• Follows the rules
Leaders
• Focus on people
• Do the right
things(effectiveness)
• Inspire
• Influence
• Motivate
• Build
• Shape entities

6. DEFINITION:-
Leadership………
………….is the act of making an impact on others in a desired direction ,help to
build an organization through excellence , creativity, vision, building culture,
mentoring and multiplying empowerment.
…………..is the process of influencing people and providing an environment for
them to achieve team or organization objectives.
………….is all about Leaders who affects the thoughts and behaviors of others
without using coercion ,but rather through persuasion.
…………is the moral and intellectual ability to visualize and work for what is
best for the company and its employees..

7. GOOD LEADERSHIP means………
Effective process of delegation
Encourage the development of
skills and learning
Focus on forward move of People and Organization.
Helping to develop team work and integration of goals
Driving group performance
It is key to shift peoples perceptions from seeing change as a threat
to seeing it as an exciting challenge.

8. TRAITS OF AN EFFECTIVE LEADER.
Self Awareness:
Self regulation
Motivation
Empathy
Social skills.
Intelligence.
Ambition
Aggressiveness.
Initiative.
Desire to lead.
Self confidence.
Analytical ability.
Knowledge company.

9. Perspectives of Leadership
Qualities or Trait
approach
Functional or Group
approach
Behavioral approach
Contingency or Situational
Approach.
Transformational approach.
Transactional approach.

10.  it consider personal qualities and characteristics that
differentiates leaders from non leaders.
 Assumes that LEADERS ARE BORN NOT MADE.
Focuses attention on the person in the job and not on the job
itself.
Believes that Leadership consists of certain inherited
characteristics or personality traits. ( extraversion, conscientious, open)

11. Draws attention to range of possible managerial behavior and importance of
Leadership styles.
Determine what behavior are associated with that of effective leader.
Identifies two major dimensions of Managerial Leadership.
Group interaction Analysis Task functions Maintenance functions.
Ohio State Leadership
study
University of Michigan
Study.
McGregor’s assumption
about People and work.
Blake and Mouton's
Initiating
structures.
Production - centred
Supervision.
Theory X
Theory Y
Consideration
Employee centred
supervision.
Concern for
Production
Concern for People.

12. 1>>>OHIO STATE LEADERSHIP STUDIES
……indicates two major dimensions of Leadership behaviour
•Consideration : the extent to which the leaders establishes
trust ,respect……Associated with two way communication
,participation and human relations approach.
• .Structure: the extent to which the leader defines and
structures group interactions towards attainment of formal goals
and organizes group activities
..

13. 2>>>UNIVERSITY OF MICHIGAN STUDIES.
…….indicates four common characteristics of effective Supervisors.
 Delegation of Authority
 Concern in the subordinates as individuals.
 Participative Problem solving.
 High standards of performance.
LIKERT summarized the findings of the University of Michigan
Studies.
•Employee centred
•Production Centred.
3>> Scandinavian Studies.
Development Oriented Leaders experiment with new ideas and practices and embrace
change.

14. The Managerial Grid
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team management
Work accomplishment is from
committed people, interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect
1,1
Impoverished Management
Exertion of minimum effort to get
required work done is appropriate
to sustain organization membership
5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
9,1
Authority-Obedience
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
1
2
3 4 5 6 9
8
7
1
2
3
4
5
6
7
8
9
Concern for production
Low High
Low
High
Concern
for
people

15. ………..Assumes that there is no single style of leadership appropriate to all
situations.
………..Assumes the influence of leadership situations on the Leadership
behavior.
Models of contingency theory:
A. Fiedler’s Contingency Model.
B. Quality and acceptance of Leader's decision.-Vroom and Yetton
C. Path Goal Theory-House and Dessler
D. Maturity of followers_ Hershey and Blanchard, Nicholls

16. A>>>FIEDLER,S CONTINGENCY MODEL
……Fiedler suggests that Leadership behaviour is depended upon the
favorability of the situation.3 major variable determine the favorability
of the situation which affects the Leader’s role .
Leader – Member relations
The Task structure
Position Power.
TASK ORIENTED LEADER will be effective when the
situation is >>> very favourable
>>> very unfavourable
PARTICIPATIVE APPROACH will be effective when the
situation is moderately favourable.

17. B>>>VROOM AND YETTON LEADER PARTICIPATION MODEL
…….attempts to prescribe how much participation subordinates should be allowed in making decision
………The model is based on two aspects of a Leader’s decision:
•Decision quality
•Decision Acceptance.
•Amount of time required.
5 decision styles were proposed.
STYLE PROCESS DECISION
AUTOCRATICA-I
& A-II
L uses available
information L decides
Seeks information
from SS. L decides
CONSULTATIVE
CI & CII.
L shares problem with ss
individually
Decision may
reflects ss views.
L shares problem with ss
as a group.
Decision may
relect ss views.
GROUP II
L shares problem with
ss as a group.
Focuses discussion :All
decides.

18. C>>>PATH – GOAL THEORY
……by Evans & House…………Believed that the individual's motivation is
dependent upon expectations that increased effort to achieve an improved level of
performance will be successful.
 Directive Leadership
Supportive Leadership.
Participative.
Achievement Oriented.
Leadership
behaviour
Directive
Supportive
Participative
Achievement
Oriented.
Personal
characteristic of
subordinate.
Nature of
the task
S s
perception
and
motivation.
Goal
clarity
Improved job
performance
and
satisfaction

19. D>>> HERSHEY BLANCHARD’S SITUATIONAL THEORY.
TASK BEHAVIOUR
RELATIONSHIP BEHAVIOUR determines the appropriate(4) styles of
Leadership…

20. E >> LMX EXCHANGE THEORY:
……..Leaders establish a special relationship with a small group of
subordinates, usually early in their interaction.
……In-group members are trusted by the leader and are offered special
privileges.
……The out-group people get less of leader’s attention and time.

21. Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for
good performance, recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules
and standards, takes corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts,
expresses important purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem
solving.
• Individualized consideration: Gives personal attention, treats each employee
individually, coaches, advises.