Theories & styles of leadership

2. INTRODUCTION
 In planning, organizing and controlling ,managers
have to work among men and also get things done
through men.
 Managers must direct and guide their subordinates
properly and inspire them to work. so directing is
nothing but process of leadership.
 Dr. Terry rightly opinions that managers have to
manage business which means that they have to
provide leadership .
 Leadership is an indivisible part of directing .more
importantly ,leadership is a means ,a tool which
makes direction effect

3. KOONTZ AND O’DONNELL “leadership is influencing
people to follow in the achievement of common goal”
CHESTER BARNARD , “Leadership refers to the
quality of behavior of the individual whereby they guide
people on their activities in organized efforts”

4. WHO IS THE LEADER…?
L - LiabLe (responsibLe )
e – enthusiastic (excited)
a – assertive (positive)
d – dynamic (innovative)
e – efficient (energy )
r – reLiabLe (trust)

5. EXAMPLE OF LEADER
 MAHATMA GANDHI
 GADDAFI
 RATAN TATA
 SHREE KRISHNA
 M.S. DHONI

6. A LEADER IS ONE WHO
KNOWS THE WAY,
GOES THE WAY, AND
SHOWS THE WAY

7.  FOLLWERS OR SUBORDINATES
 ACCEPTANCE OF LEADERSHIP
 COMMON OBJECTIVES
 WORKING RELATIONSHIP
 HARMONY OF INTERESTS
 CONTINIOUS PROCESS
 EXEMPLARY CONDUCT
 SITUATIONAL

8. STYLES OF LEADERSHIP
 AUTOCRATIC LEADERSHIP
 CONSULTATIVE LEADERSHIP
 DEMOCRATIC LEADERSHIP
 FREE REIN LEADERSHIP

9. 2nd
Part By Jay Raval

10. 1. AUTOCRATIC LEADERSHIP:
All the power of decision in only
one person.
Leader s believes that their subordinates are
uneducated, unskilled and untrained .
ADVANTAGES
Secrecy of decision making.
Close supervision.
DISADVANTAGES
Misuse of power.
Restricts the freedom of employees.

11. EXAMPLE OF AUTOCRATICEXAMPLE OF AUTOCRATIC
LEADERSHIPLEADERSHIP

12.  In this type, leader has an open mind.
 He encourages his subordinates to give their suggestions
and comments.
 If these suggestions and comments are good, then he will
accept them.
 So this leader consults his subordinates before taking a
decision. However, the final decision is taken by the leader.
Therefore, he takes full responsibility for his decision.
 Useful for conference, meeting.
 ADVANTAGESADVANTAGES
 Employee can develop leadership quality.
 Discipline.
 Employee’s contribution in decision making process.
 DISADVANTAGESDISADVANTAGES
 Waste of time in decision.
 This style is only useful when all subordinate are educated.
CONSULTATIVECONSULTATIVE
LEADERSHIPLEADERSHIP
CONSULTATIVECONSULTATIVE
LEADERSHIPLEADERSHIP

13. I want to both of you……
EXAMPLE OF CONSULTATIVEEXAMPLE OF CONSULTATIVE
LEADERSHIPLEADERSHIP

14.  Managers believes that ability of the employees should be
allowed to develop
 Managers willingly delegate authorities to his subordinates
 Not give detailing instructions to subordinates only give general
instructions
 Free communication of superior with his subordinate.
 The traits managers need in such organization includes warmth,
friendliness, and understanding. Free-rein is often the most
successful style concerning organization is which managers
supervise doctors, engineers, professors and other
professionals.

15. ADVANTAGEADVANTAGE
Free environment
This method use when people highly motivated,
educated and goal oriented
DISADVANTAGESDISADVANTAGES
Disorganized management.
 team spirit is affected due to Non co-operation.
ADVANTAGE & DISADVANTAGES ofADVANTAGE & DISADVANTAGES of
FREE REIN LEADERSHIPFREE REIN LEADERSHIP
For example sales executiveFor example sales executive

16. You two take care of the problem while I go….

17.  The democratic leadership style means facilitating the
conversation, encouraging people to share their ideas,
and then synthesizing all the available information into
the best possible decision.
 This style of leader believes decision making can be
better if it is SHARED.
 They want to be seen as “fair”.
 They actively ask worker for ideas and
suggestions.
 They believe in allowing workers and staff to
develop by involving them in decisions about how
to improve the business.
DEMOCRATICDEMOCRATIC
LEADERSHIPLEADERSHIP
For example team work

18. Let’s work together to solve this problem….

19. ADVANTAGE & DISADVANTAGES ofADVANTAGE & DISADVANTAGES of
DEMOCRATIC LEADERSHIPDEMOCRATIC LEADERSHIP
 ADVANTAGESADVANTAGES
 Slower decision making
 Less initial production
 Leader can be unsure and makes
everything a matter for group discussion
 DISADVANTAGESDISADVANTAGES
 More individual responsibility
 Better implementation
 More personal growth
 More motivation

20.  3rd
part

21. LEADERSHIP THEORYLEADERSHIP THEORY
1. TRAIT THEORY
2. BEHAVIORAL THEORIES
3. Cognitive resource theory
4. SITUATIONAL
5. TRANSFORMATIONAL

22. TRAIT THEORYTRAIT THEORY
Trait theory:-Trait theory:-
according to the trait theories, leader
possess some personality traits that non
leader do not possess at all, or possess only
to small level.
Early trait theories identified:Early trait theories identified:
Physical characteristics (height, appearance)
Personality characteristics (extrovert)
Skills and abilities (intelligence)
Social factors (interpersonal skills)

23.  Six traits on which leaders tend to differ from
non-leaders are,
1. Ambition & Energy
2. The Desire To Lead
3. Honesty & Integrity
4. Self-confidence
5. Intelligence
6. Job-relevent Knowledge

24. The trait approach has at least four limitation:-
1.No universal traits
2.Predict behaviour more in “weak’’ situations
than in “strong’’ situations
3.The evidence is unclear in separating cause
from effect
4.Traits do a better job at predicting the
appearance of leadership than in actually
distinguishing between effective & ineffective
leaders.

25. The Behavioural theoriesThe Behavioural theories:-
 Theory proposing that specific behaviours
Differentiate leaders from non-leaders.
If the behavioural approach to leadership
were successful, it would have implications quite
different from those of the trait approach.
If trait research had been successful, it would
have provided a basis for selecting the “right’’
persons to assume formal positions in groups &
organizations requiring leadership.

26. Consideration
 work atmosphere of mutual trust
 respect for subordinates’ ideas
 consideration of subordinates’ feelings
 good two-way communication
Initiating structure
 structured their roles and the roles of subordinates toward
achieving goals
 actively involved in planning work activities, communicating
pertinent information, and scheduling work

27. Cognitive resource theory:-Cognitive resource theory:-
 This theory states that stress unfavourably
effects the situation, & intelligence & experience
can lessen the influence of stress on the leader.
 The importance of a leader’s intelligence &
experience to his or her effectiveness differs under
low & high stress situations.

28. This has led to three conclusions:-
Directive behaviour results in good
performance only if linked with high intelligence
in supportive, low-stress situations.
In high stress situations, there is a positive
relationship between job experience &
performance.
The intellectual abilities f leaders correlate
with group performance in situations that the
leader perceives as low in stress.

29. Situational TheoriesSituational Theories
Leader style is either autocratic,
consultative, or group
Style depends on three situational factors
1. leader-member relations
2. task structure
3. position power

30. Transformational leadership theoryTransformational leadership theory:-
Many years ago James Macgregor burns
identified two types of political leadership,
The more traditional transactional
leadership involves an exchange relationship
between leaders & followers, but
transformational leadership is based more on
leader’s shifting the values, belief, & needs of
their followers.

31.  Three leader factors are important:
charisma
individualized consideration
1. delegating
2. paying attention to followers’ needs
3. treating followers with respect
intellectual stimulation
1. offering new ideas to stimulate followers
2. encouraging followers to think and act
creatively

32. Leadership is the capacity to
translate vision into reality….
- Warren G. Bennis- Warren G. Bennis