leadership meaning, styles, functions, qualities...etc

1. LEADERSHIPLEADERSHIP
 Leadership is an important element of theLeadership is an important element of the
directing function of management.directing function of management.
““The power of leadership is the power ofThe power of leadership is the power of
integrating. The leader stimulates what is best inintegrating. The leader stimulates what is best in
us, he unites and concentrates what we feel onlyus, he unites and concentrates what we feel only
groupingly and scatteringly. He is person whogroupingly and scatteringly. He is person who
gives form to the uncoarctate energy in everygives form to the uncoarctate energy in every
man . The person who influences me most is notman . The person who influences me most is not
he who does great Deeds , but he who makes mehe who does great Deeds , but he who makes me
feel that I can do great deeds .”feel that I can do great deeds .”

2.  It is a ability to build up confidence and zealIt is a ability to build up confidence and zeal
among people and urge in them to be led. To be aamong people and urge in them to be led. To be a
successful leader, a manager must possess thesuccessful leader, a manager must possess the
qualities of foresight ,drive ,initiative ,self-qualities of foresight ,drive ,initiative ,self-
confidence and personal integrity.confidence and personal integrity.
DEFINITIONDEFINITION::
According to Koontz and O’Donnell,According to Koontz and O’Donnell,
““Leadership is the ability of a manager to induceLeadership is the ability of a manager to induce
subordinates to work with confidence and zeal.”subordinates to work with confidence and zeal.”

3. NATURE AND CHARACTERISTICS OFNATURE AND CHARACTERISTICS OF
LEADERSHIPLEADERSHIP
1.1. It is a personal quality.It is a personal quality.
2.2. It exists only with followers.It exists only with followers.
3.3. It is the willingness of people to follow that makesIt is the willingness of people to follow that makes
person a leader.person a leader.
4.4. It is a process of influence.It is a process of influence.
5.5. It exists only for the realization of common goals.It exists only for the realization of common goals.
6.6. It involves readiness to accept complete responsibilityIt involves readiness to accept complete responsibility
in all situations.in all situations.
7.7. It is the function of stimulating the followers to striveIt is the function of stimulating the followers to strive
willingly to attain organizational objectives.willingly to attain organizational objectives.
8.8. It styles do change under different circumstances.It styles do change under different circumstances.
9.9. It is neither bossism nor synonymous withIt is neither bossism nor synonymous with
management.management.

4. THEORIES OF LEADERSHIPTHEORIES OF LEADERSHIP
A.A. The Trait TheoryThe Trait Theory
B.B. Charismatic Leadership TheoryCharismatic Leadership Theory
C.C. The Behavioural TheoryThe Behavioural Theory
D.D. The Situational TheoryThe Situational Theory
E.E. The Follower TheoryThe Follower Theory

5. A. THE TRAIT THEORYA. THE TRAIT THEORY
 This approach represents the earliest notions ofThis approach represents the earliest notions of
leadership and until up to three decades ago thisleadership and until up to three decades ago this
approach was very popular. According to this theory ,approach was very popular. According to this theory ,
there are certain personal qualities and traits which arethere are certain personal qualities and traits which are
essential to be a successful leader. They seek moreessential to be a successful leader. They seek more
information , give more information and take lead ininformation , give more information and take lead in
interpreting or summing up a situation.interpreting or summing up a situation.
 Many researchers have given their views on the type ofMany researchers have given their views on the type of
qualities that are considered essential for effectivequalities that are considered essential for effective
leadership . Henry Fayol divided these qualities intoleadership . Henry Fayol divided these qualities into
physical , mental , moral , educational , technical andphysical , mental , moral , educational , technical and
experience .experience .

6. CHARISMATIC LEADERSHIP THEORYCHARISMATIC LEADERSHIP THEORY
 Charisma is a leadership trait that can influenceCharisma is a leadership trait that can influence
employees to take early and sustained action . it is a formemployees to take early and sustained action . it is a form
of interpersonal attraction leader that inspires supportof interpersonal attraction leader that inspires support
and acceptance from others .this theory , also calledand acceptance from others .this theory , also called
GREAT MAN THEORY by some , can be traced back toGREAT MAN THEORY by some , can be traced back to
ancient times. Plato’s Republic and Confucius’ Analectsancient times. Plato’s Republic and Confucius’ Analects
dealt with leadership .dealt with leadership .
 It has extremely high levels of self-confidence ,It has extremely high levels of self-confidence ,
dominance and a strong conviction in the normaldominance and a strong conviction in the normal
righteousness of his/her beliefs , or at least the ability torighteousness of his/her beliefs , or at least the ability to
convince the followers that he/she possesses suchconvince the followers that he/she possesses such
confidence and conviction.confidence and conviction.

7. THE BEHAVIOURAL THEORYTHE BEHAVIOURAL THEORY
 This shift in emphasis began to focus anThis shift in emphasis began to focus an
attention on the actual behavior and actions ofattention on the actual behavior and actions of
the leaders as against personal qualities or traitsthe leaders as against personal qualities or traits
of leaders . According to this approachof leaders . According to this approach
,leadership involves an interpersonal relationship,leadership involves an interpersonal relationship
between a leader and subordinates in which thebetween a leader and subordinates in which the
behavior of the leader raises the morale , buildsbehavior of the leader raises the morale , builds
up confidence ad spirit among the team membersup confidence ad spirit among the team members
and the lack of good behavior will discard him asand the lack of good behavior will discard him as
a leader.a leader.

8. THE SITUATIONAL THEORIESTHE SITUATIONAL THEORIES
 This emphasis not on personal qualities or traitsThis emphasis not on personal qualities or traits
o a leader , but upon the situation in which heo a leader , but upon the situation in which he
operates . The advocates of this approach believeoperates . The advocates of this approach believe
that leadership is greatly affected by a situationthat leadership is greatly affected by a situation
and maintain that leadership pattern is theand maintain that leadership pattern is the
product of situation at a particular time . A goodproduct of situation at a particular time . A good
leader is one who moulds himself according toleader is one who moulds himself according to
the needs of a given situation.the needs of a given situation.

9. THE FOLLOWERS THEORYTHE FOLLOWERS THEORY
 According to this theory , the essence ofAccording to this theory , the essence of
leadership is follower ship and it is theleadership is follower ship and it is the
willingness of people to follow that makes awillingness of people to follow that makes a
person a leader . The members of a group tend toperson a leader . The members of a group tend to
follow only those whom they recognize asfollow only those whom they recognize as
providing means for achieving their personalproviding means for achieving their personal
desires , wants and needs.desires , wants and needs.

10. LEADERSHIP STYLES OR TYPESLEADERSHIP STYLES OR TYPES
 Autocratic or Authoritarian Style LeaderAutocratic or Authoritarian Style Leader
 Laissez – fare or Free – rain Style LeaderLaissez – fare or Free – rain Style Leader
 Democratic or Participative Style LeaderDemocratic or Participative Style Leader
 Bureauceatic or Rules – Centered LeadershipBureauceatic or Rules – Centered Leadership
 Manipulative Leadership StyleManipulative Leadership Style
 Paternalistic Style LeaderPaternalistic Style Leader

11. AUTOCRATIC or AUTHORITARIAN STYLE LEADERAUTOCRATIC or AUTHORITARIAN STYLE LEADER
Under this style, the leader expects complete obedienceUnder this style, the leader expects complete obedience
from his subordinates and all decisions –making isfrom his subordinates and all decisions –making is
centralized in the leader. All decisions, major or small,centralized in the leader. All decisions, major or small,
are taken by the leader and subordinates are forced toare taken by the leader and subordinates are forced to
obey them without questioning. There are 2 types ofobey them without questioning. There are 2 types of
autocratic leaders;autocratic leaders;
 TOUGH AUTOCRAT: The subordinates are supposed toTOUGH AUTOCRAT: The subordinates are supposed to
obey the leader without questioning. This style ofobey the leader without questioning. This style of
functioning may not be workable for long.functioning may not be workable for long.
 BENEVOLENT AUTOCRAT: This type of leaders acts asBENEVOLENT AUTOCRAT: This type of leaders acts as
a fatherly figure and assumes that only he is in thea fatherly figure and assumes that only he is in the
knowledge of things and is the right person to takeknowledge of things and is the right person to take
decision.decision.

12. LAISSEZ - FAIRLAISSEZ - FAIR
Subordinates are given free hand in deciding their own policies andSubordinates are given free hand in deciding their own policies and
methods and take their own decisions. The leader provides helpmethods and take their own decisions. The leader provides help
only when required by this subordinates otherwise he does notonly when required by this subordinates otherwise he does not
interfere in their work.interfere in their work.
FEATURES;FEATURES;
 There is no or minimum interference from the leaders.There is no or minimum interference from the leaders.
 Leader helps only when requested for.Leader helps only when requested for.
 Individuals are allowed to plan their work.Individuals are allowed to plan their work.
 There is free and informal environment.There is free and informal environment.
 Decision may be taken by majority.Decision may be taken by majority.
 Control is exercised with less interference and supervision.Control is exercised with less interference and supervision.

13. SUITABILITYSUITABILITY
 Where subordinates are properly trained and are knowledgeable.Where subordinates are properly trained and are knowledgeable.
 Where employees take initiative and assumes responsibility.Where employees take initiative and assumes responsibility.
 Where leader is willing to delegate authority and responsibility.Where leader is willing to delegate authority and responsibility.
 When leader has confidence in the ability of subordinates.When leader has confidence in the ability of subordinates.
 Where goals of companies and subordinates are compatible.Where goals of companies and subordinates are compatible.

14. BUREAUCEATIC LEADERSHIPBUREAUCEATIC LEADERSHIP
 It is a type of leadership where everything is influenced by rules, regulations, andIt is a type of leadership where everything is influenced by rules, regulations, and
procedure. The leaders sets up a procedure for adhering to the rule book. Overprocedure. The leaders sets up a procedure for adhering to the rule book. Over
dependence on rules and procedures brings red tapism in the working.dependence on rules and procedures brings red tapism in the working.
FEATURES;FEATURES;
 Dependence on rules and regulations.Dependence on rules and regulations.
 Decisions are taken in a framework of rules and procedures.Decisions are taken in a framework of rules and procedures.
 There is too much of paper work and always a desire to play safe.There is too much of paper work and always a desire to play safe.
 Subordinates perform jobs in a mechanical way.Subordinates perform jobs in a mechanical way.
 New ideas and initiative are not encouraged.New ideas and initiative are not encouraged.
 There are delays in taking decisions.There are delays in taking decisions.

15. MANIPULATIONS LEADERSHIPMANIPULATIONS LEADERSHIP
 Under this style the leader tries to achieve organisational goals by exploiting the weekUnder this style the leader tries to achieve organisational goals by exploiting the week
points of employees. There is a feeling of disrust when the manipulative nature of thepoints of employees. There is a feeling of disrust when the manipulative nature of the
leader is evident and the employees feel cheated.leader is evident and the employees feel cheated.
SUITABILITY ;SUITABILITY ;
 When co – operative of employees is needed urgently for specific task.When co – operative of employees is needed urgently for specific task.
 When the projects are of short durations.When the projects are of short durations.
 When long – term relationship may not be required.When long – term relationship may not be required.

16. PATERNALISTIC STYLE LEADERPATERNALISTIC STYLE LEADER
 This style of leadership is based upon the sentiments and emotions ofThis style of leadership is based upon the sentiments and emotions of
people. Leaders look after the needs and aspirations of subordinates andpeople. Leaders look after the needs and aspirations of subordinates and
also help their families. It is further divided into 2 parts:also help their families. It is further divided into 2 parts:
 FORMAL LEADERS; A formal leader is 1 who is formally appointed orFORMAL LEADERS; A formal leader is 1 who is formally appointed or
elected to direct and control the activities of the subordinates. The formalelected to direct and control the activities of the subordinates. The formal
leader has a two-fold responsibility. On the one hand,he has to fulfil theleader has a two-fold responsibility. On the one hand,he has to fulfil the
demands of the organisations,while on the other he is also supposed todemands of the organisations,while on the other he is also supposed to
help,guid and direct his subordinates in satisfying their needs andhelp,guid and direct his subordinates in satisfying their needs and
aspirations.aspirations.
 INFORMAL LEADERS; In any organisation we can always find someINFORMAL LEADERS; In any organisation we can always find some
persons who command respect and who are approached to help,guid andpersons who command respect and who are approached to help,guid and
protect the informal leaders have only one task to perform,i.e., to help theirprotect the informal leaders have only one task to perform,i.e., to help their
followers in achieving their individual and group goals. Informal leaders arefollowers in achieving their individual and group goals. Informal leaders are
created to satisfy those needs which are not satisfied by the formal leaders.created to satisfy those needs which are not satisfied by the formal leaders.

17. Leadership FunctionsLeadership Functions
 Setting goalsSetting goals
 OrganisingOrganising
 Initiating actionInitiating action
 Co – ordinationCo – ordination
 Direction and MotivationDirection and Motivation
 Link between Management and WorkersLink between Management and Workers

18. QUALITIES OF A GOOD LEADERQUALITIES OF A GOOD LEADER
 Good personalityGood personality
 Emotional stabilityEmotional stability
 Sound education and professionalSound education and professional
competence.competence.
 Initiative and creative thinking.Initiative and creative thinking.
 Sense of purpose andSense of purpose and
responsibility.responsibility.
 Ability ti guide teach.Ability ti guide teach.
 Good understanding and soundGood understanding and sound
judgment.judgment.
 Communicating skills.Communicating skills.
 Sociable.Sociable.
 Objectives and flexible approach.Objectives and flexible approach.
 Honesty and integrity of efforts.Honesty and integrity of efforts.
 Self confidence,deligenceSelf confidence,deligence
industry.industry.
 Courage to accept responsibility.Courage to accept responsibility.

19. THANK YOUTHANK YOU