Leadership styles can be categorized into three types: autocratic, democratic, and laissez-faire. Autocratic leaders centralize power and decision-making, democratic leaders involve others in the process, and laissez-faire leaders give employees freedom in decision-making. Other leadership styles discussed include bureaucratic, paternalistic, transactional, transformational, and charismatic. Theories of leadership have attempted to understand what traits or behaviors make effective leaders, with some focusing on innate qualities and others on situational factors and flexibility in leadership approach.

1. LEADERSHIP
STYLES
Presented By:
Drx.Gaurav
Yadav

2. CONTENT
• Introduction
• Features of leadership
• Difference between leader
& manager
• Qualities of good
leadership
• 7C’s of leadership
• Leadership Styles
• Theories of leadership
• Conclusion

3. Leadership is the process of
influencing the behaviors of the
people at work towards the
achievement of specific goal.
Leadership turn
dreams
into reality….

5. The term leader has been derived from the verb “to
lead”. This also implies "to advance”, “to excel” and “to
standard” and “to guide and govern” the
action of others.
A leader is a person who leads a group of followers..

6. Leaders always develop a vision for future
and there by establish direction.
Vision
Mission

7. A leader handle conflicts effectively and does not allow adverse
effects resulting from the conflicts.
Leader provides training to their subordinate and a good leader
always builds-up his successor and help in smooth succession
process.
Leader persuades, clarifies and inspires people to accept changes
whole heartedly.
Cont.

8. Leadership is
Action
not position….

9. Feature
of
leaders-
hip
Ability to
influence
others
Ability to
achieve
common
goals
Inter-
personal
relations
hip
Continue
process
Tries to
bring
change in
behavior

10. Difference b/w Manager and Leader
Manager Leader
o A manager is always leader. o A leader may not be a manager.
o Formal authority to
influence behaviour.
o Informal authority to leading
Informal group
o They can use assertiveness and
sanctions.
o Authority of trust & faith
With group members.
Difference..

11. Manager Leader
o Low level of satisfaction o High level of satisfaction
o Exists only in formal organization. o Exists in both.
o Mostly one way communication o Two way communication
o Performs all functions, i.e.,
planning organizing, staffing,
directing.
o Only one function,
i.e., directing.

12. Roles &
Responsibilit
ies of
leadership
Developing teamwork
• Development of
creative
Creation of confidence
• Guiding of people

13. Count..
Leader plays a key role in introducing required
change in organisation.
Good leader always produce good results
through their followers.
Maintain personal relations and help followers in
fulfilling their needs.
Confidence, support and encouragement and
creates congenial work environment.

16. LEADERSHIP
STYLES
“Management is doing things right,
Leadership is doing the right things”.

17. AUTOCRATIC/
AUTHORITARIAN
LEADERSHIP STYLE
 The leader makes decisions alone as power is centralized
in one person.
 He alone determines policies of group and major plans.
 He is only interested in the obedience of his orders even
at the expense of individual or group harmony.
 Generates fear among subordinates.
 It is also called as ‘bossing people around.’

18. PROS
Allows quick decision
making
Better supervision and
control
Confidential matters can be
kept secretly
CONS
It lacks flexibility
Increases the workload of
leader
Less room for employee
growth
Increased efficiency Lack of Creativity
Helps in crisis management
& suitable for small firms
Less job satisfaction leads
to less commitment to
goals of organization

19. DEMOCRATIC
LEADERSHIP STYLE
 The leader include one or more employees in the decision
making process.
 Leader works through people not by domination but by
suggestions.
 Communication flow freely; suggestions are made in both
directions.
 Also known as Participative style of leadership.
 Further divided into :
 Consultative : Process of consultation before decisions are
taken
 Persuasive : Leader takes decision and seeks to persuade
others that the decision is correct

20. PROS
Better utilization of
employees talent and skill
Better communication in
the workplace
Increased productivity and
creativity
CONS
Slow decision making
process
Not suitable for unskilled
and incompetent workers
Difficult to maintain
discipline
Enhanced job
satisfaction
Assigning blame for
failures may be seen
It builds strong teams Lack of secrecy

21. LAISSEZ-FAIRE
LEADERSHIP STYLE
 It is opposite extreme from autocratic leadership.
 ‘Let it be’ – the leadership responsibilities are
shared by all.
 The laissez-faire style is to minimize the leader's
involvement in decision-making.
 The leader sets objectives and employees are free to
do whatever is appropriate to accomplish those
objectives.
 Used when employees are able to analyze the
situation.
 Group members are free to set their own goals.

22. PROS
Encourages innovation and
creativity
Utilization of employees
potential
Provides personal
development and growth
opportunity
CONS
Lack of secrecy
Not useful for unskilled
employees
Weakens the role of
manager
Complete freedom to make
decisions
May create conflict and
misunderstanding

23. OTHER STYLES OF
LEADERSHIP

24. BUREAUCRATIC
LEADERSHIP STYLE
Bureaucratic manager manages “by the book”.
Everything must be done according to procedure or policy.
This style can be effective when employees are:
performing routine tasks over and over.
working with dangerous or delicate equipment.
performing tasks that require handling cash.

25. PATERNALISTIC
LEADERSHIP STYLE
It is a managerial approach that involves a dominant, male father
figure who takes complete charge of the employees in an
organization.
 In return, employees show their trust, loyalty and obedience.
This style of leadership is fairly similar to autocratic leadership, the
only difference being the lack of a fatherly leader in the latter style.

26. TRANSACTIONAL
LEADERSHIP STYLE
This type describes the interaction between leader and
follower as a transaction.
Focuses on the accomplishment of tasks & good worker
relationships in exchange for desirable rewards.
Motivation by “what’s in it for me”.
Promoting compliance by either offering rewards or
serving punishments.
It’s a push leadership style.

27. TRANFORMATIONAL
LEADERSHIP STYLE
 It’s about building the commitment of followers (i.e. staff)
through motivation and inspiration.
It’s about winning the hearts and minds of your people
. Motivation by “what’s best for the company”.
It’s a pull leadership style.
Characteristics are:
Charisma or idealized influence
Inspiration
Intellectual stimulation
Individual consideration

28. CHARISMATIC
LEADERSHIP STYLE
It is a process of encouraging certain behaviour in
others via force of personality.
It involves creating a self-image so powerful that
people are naturally drawn to you.
Charisma is a positive and compelling quality of a
person that makes many others want to be led by that
person.
Some prominent qualities are:
Vision
Speech
High principles

29. Mukesh Ambani
(Reliance Industries)
Ratan Tata
(Tata group)
Bill Gates
(Microsoft)
Sundar Pichai
(Google)
Kiran Mazumdar Shaw
(Biocon Biologics)
Dilip Shanghvi
(Sun Pharmaceuticals)
SOME GREAT LEADERS OF WORLD

30. THEORIES OF
LEADERSHIP
• Leadership theories attempt to understand how some
of the individuals rise to positions of power i.e.
leadership.
• Some of these aims to describe the traits that individual
may imitate while others concentrate on the qualities of
leaders.

32. The Great Man Theory
• Proposed by Thomas Carlyle in 1840s
• “Born to lead?”
• Great leaders are simply born with the
necessary internal characteristics such as-
charisma, confidence, physical features,
social skills etc.
• No scientific validation
• Neglected the environmental & situational
factors.

33. The Trait Theory
• Focuses on individual characteristics of
successful leaders.
• Leaders possess a set of some traits by
birth & some are acquired with time (to
limited extent)which make them distinct
from followers.
• Ralph stogdil –
– A strong desire for accomplishment
– Intelligence
– Persistent pursuit of goals
– High tolerance

34. Behavioural
Theory
• Great leaders are made, not born.
• Main focus is behaviour of actual
leader, what a leader actually does &
how he does
• Action & behaviour of leader affect the
performance & satisfaction of
followers.
• It proposed how this specific behaviour
differentiate leaders from non leaders.
• To study the behaviour of leaders, two
major research programs were started-

35. 1.Ohio state university
study-
Identified two leadership dimensions
that can be exist simultaneously
 Initiating structure: organising &
assigning task to employees &
supervising their activities
 Consideration: for the people &
supportive manner towards
subordinates
2.Michigan university
study
It also identified two types of
leadership behaviour
 Employee centered leader
 Production centered leader

37. • According to this theory, no leadership style is best in
all situations.
• Effective leadership comprises of all three factors, i.e.
traits, behaviour and situation.
• Behaviour of leader depends upon characteristic of
situation leader is in.
• Good leaders can assess the needs of their followers,
understand the situation, and then adjust their
behaviours accordingly.
• To support this theory Fred Fiedler’s model was
developed-
• According to it there must be proper balance
between leader’s style and situational dimension
Contingency
Theory

38. Path Goal
Theory
• Leader’s job is to use structure,
support and reward to create a work
environment that help employees
reach the organization’s goals.

39. Conclusion
• Effective leadership require the combination
right behaviour, skills & attitude.
• To be effective, a leader must be able to adapt
his/her own style according to the
circumstances.
• There is no right or wrong leadership style to use
& right leadership does not guarantee success,
but lack of leadership will definitely guarantee a
failure.