This document provides an overview of different leadership theories and styles. It discusses the autocratic, democratic, and free-rein styles of leadership. It also summarizes trait theory, behavior theory, and situational theory. Specifically, it outlines Likert's four leadership styles, the Ohio State studies dimensions of initiating structure and consideration, the managerial grid, Michigan studies production-centered and employee-centered styles. For situational theory it discusses Fiedler's contingency theory and its three organizational variables, as well as Hersey and Blanchard's life cycle theory and its interplay of relationship behavior, task behavior, and follower maturity. Finally, it defines four leadership styles - participating, delegating, selling, and telling based on

1. A
PRESENTATION
ON
“LEADERSHIP”

2.  “The ability to exert interpersonal influence
by means of communication towards the
achievement of goal.”
- Koontz & O'Donnell

3.  Autocratic style
 Democratic or participative style
 Free-rein style

4.  Autocratic leader centralizes authority and
decision making in himself.
 One way communication, gives order only.
S1 S2
L
S3 S4

5.  Leader consult the sub-ordinates before
arriving at decision.
 Two way communication.
 Participative leadership.
S1 S2
L
S3 S4

6.  Giving complete freedom to subordinates to
communicate to each other.
 There is very little control over group
members.
S1 S2
L
S3 S4

7.  TraitTheory
 BehaviorTheory
 SituationalTheory

8.  Trait theory explains that a leader is success
due to his own personal characteristics.
 These characteristics may be:
 physical feature
 intelligence
 human relation
 etc.

9.  Success of leader depends upon the behavior
of the leader.
 The behavior theory includes-
i) Likert system of management
ii) Ohio state studies
iii) Managerial grid
iv) Michigan studies

10. i)
 In 1961, Rensis Likert published the result of
his research. He felt that leadership pattern
can categorized into four styles.
a) System 1, exploitative:
communication is mostly downward.
Employees are not involved in decision
making. Fear is used as motive.
b) System 2:
communication is slightly better.

11. c) System 3, consultative:
The goals are set after discussion with
subordinates.
d) System 4, participative:
It is based on total participation.
Productivity is excellent.
High degree of trust.

12. ii)
 The Ohio state university has identified two
independent dimensions of leader behavior.
a) Initiating structure: it is mainly focused on
the productivity.
b) Consideration:The actions by a leader that
concern with the welfare of subordinate and
maintain positive relationship with them.

13. iii)
 Leadership consist of two factors:
Task oriented and relation oriented behavior.
The managerial grid identified 5 leadership
style, based upon these factors.

14. iv)
 The university of Michigan conducted various
studies as a result to distinct styles of
leadership were identified.
a) Employee centered: concern with the
welfare of employees.
b) Production centered: focuses on the
production.

15.  This theory states that the leadership is based
on the situation.
 It is categorizes into two distinct theories-
i) Fielder’s contingency theory
ii) Life cycle theory

16. i)
 It was developed by FRED FIELDER. Acc. to
him the effectiveness of leadership is based
on the ability to act in different situations.
 The performance of the group members is
depend upon three organizational variables-
a) Leader’s position & power
b) Task structure
c) Leader- member relation

17. ii)
 This theory was given by PAUL HERSEY and
KENNETH BLANCHARD.They feel that-
 The leader has to match his style according to
need & maturity of employees.
This is based on the interplay among-
a) Relationship behavior
b) Task manager
c) Maturity of followers

18. PARTICIPATING SELLING
DELEGATING TELLING

19. a) Participating: high relationship & low task.
Leader and followers share decision making.
b) Delegating: low task & low relationship.
Subordinates have the ability to perform.
They need little direction.
c) Selling: high relationship & high task. The
leader provides both directive as well as
supportive behavior
d) Telling: low relationship & high task. The
leader will tell what to do, how to do and
when to do it.