This document provides information about leadership and organizational behavior. It defines leadership, discusses the differences between managers and leaders, and outlines various leadership styles including autocratic, democratic, and laissez-faire. It also summarizes several theories of leadership such as trait theory, behavioral theory, and contingency theory. The document concludes by profiling Konosuke Matsushita, the founder of Panasonic, and outlining five lessons learned from his vision and management philosophy.

1. ORGANIZATIONAL BEHAVIOUR
Leadership
PRESENTED BY
Sahithi Arnika

2. LEADERSHIP

3. Leadership
Leadership is the art of motivating a group of people to
act towards achieving a common goal.
The process of encouraging and helping others to work
enthusiastically towards objectives.

4. Definition
Leadership is the “process of social influence in which
one person can enlist the aid and support of others in the
accomplishment of a common task.”
M CHEMERS

5. Importance of leadership
Leadership transforms potential into reality.
Leadership is not mere using people and their potential
for realizing an organization's goals. It has the ultimate
aim of raising the level of human conduct and ethical
aspiration of both the leader and the led.
A leader can be a morale booster by achieving full
co-operation so that they perform with best of their
abilities as they work to achieve goals.

6. Difference between Managers and Leaders
MANAGER LEADER
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Initiate Originate
Do things right Do right things
Ask how & when Ask what & why

7. Styles of leadership
The three major styles of leadership are
Authoritarian or Autocratic
Participative or Democratic
Delegative or Free rein
autocratic
democraticFree rein

8. Autocratic
The authoritarian leader makes decisions alone as power
is centralized in one person. Decisions are enforced
using rewards and the fear of punishment. It is abusive,
unprofessional style called ‘bossing people around.”

9. Democratic
The participative leader includes one or more employees
in the decision making process. Communication flows
freely, suggestions are made in both directions. The
participation encourages members commitment to the
final decisions.

10. Laissez-Faire
The free-rein leader gives power to subordinates to make
the decisions. However, the leader is still responsible for
the decisions that are made. This is used when
employees are able to analyze the situation. Delegative
style is generally not useful.

11. Theories of leadership
Theories
Leader
behavior
theory
The
managerial
grid
Contingency
theory
Trait
theory

12. Trait theory
Focuses on individual characteristics of successful
leaders.
Leaders possess a set of traits which make them distinct
from followers.
This theory was common in the military and is still used
as a set of criteria to select candidates for commissions.

13. Managerial Grid
The managerial grid model was composed of five
different leadership styles.
 These styles were a relation between a manager's
concern for people, concern for production and his
motivation.
The motivation dimension really provides the underlying
motive of the leader behind a successful leadership
style.

14. Managerial Grid
Pro's
Measures your performance
Highly used in today's organizations
Allows for self analysis of leadership style
Con's
Minimal empirical data to support its effectiveness
Doesn't take internal or external variables into
consideration
Doesn't take the work environment into consideration
Flawed Self-assessment

15. Behavioral theory
Main focus is on behaviors of actual leaders.
Determines how various kinds of specific leaders
behavior affect the performance and satisfaction of
followers.
According to this theory, people can learn to become
leaders through teaching
and observation.
The behavior approach says
that anyone who adopts
the appropriate behavior
can be a good leader.

16. Contingency theory
Behavior of leader depends upon characteristics of
situation leader is in.
Implies under what conditions will employee oriented
leadership will be effective and under what type of
conditions production oriented leadership be more
effective .
Most popular theories-
1. Fiedler’s theory
2. Path-goal theory
3. Situational leadership theory

17. Ways to improve leadership skills
 Have a clear vision.
 Know and utilize your strengths and gifts.
 Be passionate.
 Live in accordance with your morals and values.
 Serve as a role model.
 Set definitive goals and follow concrete
action plans.
 Maintain a positive attitude.
 Improve communication skills.
 Motivate others to greatness.
 Continue to educate and
improve yourself.

18. Qualities of a leader
honesty
Good communication skills
Confidence
Inspiration
Positivity
Delegation
Commitment
Humor
Creativity
Intuition

19. Konosuke Matsushita
Founder- Panasonic

20. WHO WAS HE ?
Konosuke Matsushita ( 27 November 1894 – 27 April
1989) was a Japanese industrialist who
founded Panasonic, the largest Japanese consumer
electronics company. For many Japanese, he is known as
"the God of Management".
A biography of Matsushita's life called Matsushita
Leadership was written by American business
management specialist John Kotter in 1998.

21. HIS VISION
Five lessons from
Konosuke Matsushita

22. 1. Love Your Job To Do It Well
Konosuke Matsushita made the rule "What you enjoy,
you do well" his guide. If you like your work to the point
that you think it is your natural calling, you'll
be innovative and flexible, confident in making decisions
and acting on them, and successful as you move toward
your goals.
If, on the other hand, you think management
is a worthwhile occupation but are only in the job for
wanting something better to do, it will be difficult for you
to become successful in your work.

23. 2. Do What Common Sense Dictates
If there is a formula for business success, Matsushita felt,
it is operating in this straight forward, down-to-earth
way, as simply and sensibly as opening an umbrella in
the rain.

24. 3. A Leader Should Have a Vision
Leaders in any field should always have a clear vision of
what they want to do, and only then approach others for
support or opinions. A leader who serves as a firmly
fixed axis can most effectively mobilize others and
maximize the results of what they do.

25. 4. Dreams Should Be Shared
Matsushita known as the "manager who talked about his
dreams," He took every opportunity to inform his
employees of his plans and dreams for the company's
future. It was those dreams that directed and inspired
the people who worked for him.

26. 5. Don't Assume That Something Is
“Impossible“
• "We speak of the shortcomings of the purely intellectual
approach, but this refers to our wariness of half-baked
theories that can prevent us from proceeding to a
practical solution,” said Matsushita. “If necessity is the
mother of invention, then simple, unaffected
determination is its father. Even when everyone around
you say it's impossible, if you step back and rethink your
task in the simplest possible terms, free of the noise of
over-erudite and preconceived notions, often the
solutions will come to you, out of the blue, so to speak."

27. Chronic lung problem lead to his death
from pneumonia on 27 April 1989, at the age of
94. He died with personal assets worth US $3
billion, and left a company with US $42 billion in
revenue business.