This document discusses various theories and styles of leadership. It defines leadership and differentiates it from management. It outlines trait theories that examine personality differences between leaders and non-leaders. It also describes situational, behavioral, and transformational leadership theories and styles like democratic, authoritarian, and laissez-faire. The document explores models like the managerial grid, contingency theory, and situational leadership approaches to determining the best leadership style given different situations.

1. LEADERSHIPwww.humanikaconsulting.com

2. “The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.” — Eric Gregory

4. Fact no. 1We Praise Leaders Too MuchWhen Organizations Succeed

5. Fact no. 2…and Blame Them Too MuchWhen Organizations Fail

6. The Meaning of Leadership

7. EstablishorganizationalmissionLeader’s JobFormulateStrategy forimplementingmissionImplementorganizationalstrategyManager’s Job

8. Leaders vsManagers

9. TOPICS OF INTEREST

10. Leadership Attributes

11. GLOBAL POLLS of LEADERSHIP

12. EmotionalRationalEthical

13. Leader 360 Leadership attributes X 360 Achievements

14. LEADERSHIP STYLES….

15. AutocraticDetermines all policies.Assigns work to group members.Uses people to reach goals.

16. DemocraticEncourages group to discuss policies.Allows members to work with whom they choose.Objective and fair in praise & criticism

17. LAISSEZ-FAIRE.Passive attitude.

18. Offers help only when asked.

19. No pressure toward achievement.CharismaticNatural born leaders. Arouse emotions within group.High energy, physical appearance, independence, verbal

20. LEADERSHIP STYLE GRID

21. More Successful ProposalTeamAuthoritarianTeamAuthoritarianTask oriented

22. Strong on schedules

23. Expects directions to be followed

24. Intolerant of dissent

25. Task oriented

26. Positive examples

27. Fosters environment for people to reach their highest potential

28. Works to strengthen bonds among team members

29. Task oriented

30. Strong on schedules

31. Expects directions to be followed

32. Intolerant of dissent

33. Task oriented

34. Positive examples

35. Fosters environment for people to reach their highest potential

36. Works to strengthen bonds among team membersTeamAuthoritarianCountry ClubImpoverishedCountry ClubUses rewards almost exclusively

37. Generally incapable of coercive, punitive, or disciplined action

38. Fears conflict

39. Delegates and disappears

40. Detaches from team

41. Lets team work out power struggles

42. Low commitment to task accomplishment

43. Uses rewards almost exclusively

44. Generally incapable of coercive, punitive, or disciplined action

45. Fears conflictCountry ClubImpoverishedLess Successful Proposal“Blake & Mouton Managerial Guide,”& Don Clark20

46. LEADERSHIP THEORIES

47. Traditional Leadership Theories

48. The Evolution of Leadership Theory

49. TRAIT THEORY

50. Distinguishes leaders from non-leaders on the basis of certain personality traits.

51. Often times “it’s in the blood,” like royal families, even the Kennedy family.A Modern Trait Profile: Leaders with Emotional Intelligence

52. Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings.Behavioral Approach to LeadershipTheory X and Theory Y is a set of assumptions made about people in general

53. Theory X (Authoritarian)Most employees dislike work and will avoid it whenever possible.

54. Because most people dislike work, they have to be pushed, closely supervised, andthreatened with punishment to get them to help achieve the objectives of the organization.

55. THEORY Y ( DEMOCRATIC) Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it.

56. People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal.Michigan & Ohio StudiesMICHIGAN STUDIESOHIO STUDIESHIGH CONSIDERATIONEMPLOYEE CENTEREDJOB CENTREDINITIATING STRUCTURE

57. Managerial GridThis is a model defined by Blake and Mouton in the early 1960s.

58. Situational leadership

59. Situational Leadership Approach

60. Situational Leadership ApproachIn Decision Making

61. FIEDLER’S CONTINGENCY THEORY

63. HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY

64. HighSellingParticipatingRelationship BehaviorTellingDelegatingHighTask BehaviorUnable and willingAble and unwillingAble and willingUnable and unwillingFollower ReadinessHighLow

65. ‘New’ Leadership Theories

66. Leaders = ‘Managers of Meaning’Transactional LeadershipTransformational LeadershipCharismatic Leadership

67. Transformational LeadershipTransformational leadersAre capable of charting new courses for their organization.Are visionaries who challenge people to do exceptional things, above and beyond the plan.Serves to change the status quo.

68. Transactional LeaderGives rewards in exchange for performanceManages by looking for deviations from rulesIntervenes only if standards aren’t metAbdicates responsibilitiesMonitor people to see that they do the expected, according to plan in order to maintain the status quo.

69. Charismatic Leadership"It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."-- BusinessWeek, May 25 1998

70. Develop visionary skillsTake Dramatic Action – Walk the walkFocus on Your FollowersDevelop an enthusiastic, confident personality.4 Strategies to DevelopCharismatic Qualities

71. “The difference between the impossible and possible lies in a person's determination.”