This document discusses different theories and styles of leadership. It defines leadership as the ability to influence a group toward achieving goals. Trait theories focus on personal qualities that make an effective leader, while behavioral theories examine what leaders do. Contingency theories emphasize that leadership effectiveness depends on matching the leader's style to the situation. Fiedler's contingency model identifies leadership styles as task-oriented or relationship-oriented and matches them to levels of situational control. The document also outlines different leadership styles like autocratic, bureaucratic, democratic, and laissez-faire. It briefly discusses transformational, transactional, change, and challenge leadership.

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LEADERSHIP
I’m more afraid of an army of 100 sheep led by a lion than an army of 100
lions led by a sheep

2. What is leadership
 We define leadership as the ability to
influence a group toward the achievement of
goal
 Organizations need strong leadership and
strong management for optical effectiveness.
 Leader set a direction manager makeup a
plan
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3.  Trait theories
 Trait theories focus on personal qualities and
characteristics, trait research provides a basis for
selection of right people for leadership
 Good leaders possess certain traits
 Born not made
 Good supervision a selection problem
 Good leaders good in all situations
 Problems and limitations
 Some inconsistency of results
 Lack of insight into process
 Ignores situational specificity
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4.  Behavioral theories
 A leader is likely to define his role and of employees
for goal attainment, a behavior differentiate from
leaders to non leaders
 Good leaders do certain things
 Leaders made not born
 Good supervision as training problem
 Problems and limitations
 Ignores situational differences
 Ignores individual differences
 Contingency theories
 Focus on situational influences; work in very bad
times and good times
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5. The fielder Model
 Effective group performance depends on the
proper match between leader’s style and the
degree to which the situation gives the leader
control
1. Identifying leadership style; fielder introduces
LPC- least preferred Coworker-, LPC describes a
person you least enjoyed to work with and
rating the person from pleasant to hostile, a
high LPC relationship oriented, a low LPC task
oriented
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6. The fielder Model
2. Defining the situation; After identification of
basic leadership style we match leader with the
situation
1. Leader member relations- degree of confidence and
trust
2. Task structure- the degree to which job is structured
3. Position power- leader power variables
3. Matching leader- situation
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7. Characteristics Of Task And
Relationship-motivated Leaders
Task-Motivated
(Low-LPC)
• Draws self-esteem from
task completion
• Focuses on task first
• Can be harsh with failing
followers
• Considers competence to
be key employee trait
• Enjoys details
Relationship-Motivated
(High-LPC)
• Draws self-esteem from
interpersonal
relationships
• Focuses on people first
• Likes to please others
• Considers loyalty to be
key employee trait
• Gets bored with details

8. Fiedler’s Model
G
R
O
U
P
P
E
R
F
O
R
M
A
N
C
E
High
Low
SITUATIONAL CONTROL
Leader-Member
Relations
Task Structure
Position Power
HIGH MODERATE LOW
GOOD BAD
HIGH LOW
HIGH HIGH
HIGH
HIGHHIGHLOW LOW LOW LOW
LOW
Low-LPC
High-LPC

9. Contingency Model’s
Implications For Managers
• Leaders must understand their own style
and their leadership situation
• Leaders should focus on changing the
situation to match their style
• A good relationship with followers is key to
• the leader’s ability to lead
• Leaders can seek training to compensate
for task ambiguity

10. The Leadership Styles

11. The Autocratic Leadership
 Managers retain as much power and
decision making authority as possible
 Don’t consult staff and don’t allow to give
any input
 Structured set of rewards and punishment
 its good for untrained staff, worker need to
be coordinated with other departments
 Ineffective low staff morale high turn over
are results

12. The Bureaucratic Leadership
 Manages by the ‘’book’’
 Every thing done according to policy if not
covered than refer to the above level
 Effective when staff to do repetitive tasks
 StaffTraining conducted
 Ineffective
 Habits are hard to break when they are no
longer useful
 Staff loose interest in jobs

13. The Democratic Leadership
 Also known as participative style,
encourage staff to be part of decision
making
 Keep staff informed of every thing
 Women leaders are tend to be more
democratic
 Develop staff to self evaluate their work
 Allow staff to establish goals , encourage
employees to grow
 Recognises achievement

14. The Leader
 A leader has final say but gathers
information from staff to make a decision
 Produces a lot of quality work over time
 Staff respond with cooperation and high
spirit and high morale

15. Lassiez free
 Also known as the hand off style
 Give staff as much freedom, make decision
and resolve problems

16. Other leadership styles

17. Transformational Leadership
 Creates and sustains a context that
maximizes human and organizational
capabilities;
 Facilitate multiple levels of transformation;
and
 • Align them with core values and a unified
purpose To respond to a dynamic environment

18. Transformational Leadership
 Make change happen in:
 Self,
 Others,
 Groups, and
 Organizations
 Charisma a special leadership style
commonly associated with transformational
leadership; extremely powerful, extremely
hard to teach

19. Transactional Leadership
 Emphasizes getting things done within the
umbrella of the status quo
 In opposition to transformational leadership
“By the book" approach - the person works
within the rules
 Commonly seen in large, bureaucratic
organizations

20. Change Leadership
 • Endorses alteration
 • Beyond thinking about individuals and
individual organization, single problems and
single solutions
 Rethinking systems to introduce change on
parts of the whole and their relationship to
one another

21. The Leadership Challenge
 Leader may be low-LPC who gains a sense
of control and accomplishments by working
in very low situational control
 Intervention may be necessary to help him
learn to change the situation without
creating chaos
 Allow selection and building of cohesive
team, provide leader with task training,
and maintain his power