The document discusses several theories of leadership, including: 1) Path-goal leadership theory which includes directive, supportive, achievement-oriented, and participative styles. 2) Situational leadership theory which includes telling, selling, participating, and delegating styles. 3) Rensis Likert's management systems which range from exploitive/authoritative to participative/group systems based on levels of trust and interaction. 4) Emerging approaches like charismatic, transactional vs transformational, and social learning theories as well as substitutes for leadership.

1. LEADERSHIP
Syed Ali Roshaan Raza | BBA - 5
I n t h e n a m e o f A l l a h !

2. Path-goal leadership theory
 Directive leadership
(Focus on concrete objectives | Ambiguity of task)
 Supportive leadership
(Reducing stress, frustrating &dissatisfaction)
 Achievement oriented leadership
(High performance is expected from employees)
 Participative leadership
(Employees input their decisions | Solve company
issues)

3. Situational Leadership theory
 Telling style
(tasks defined | one-way communication)
 Selling style
(two-way | socio-emotional support)
 Participating style
(providing and doing tasks)
 Delegating style
(pass on the responsibility to them | Monitor the
progress)

4. Dr. Rensis Likert’s Management
Systems
Central aspects of his theories:
Employee centered supervision is generally more
productive than job centered supervision.
In other words, the more the job is supervised,
the less productive the people.

5. Likert’s four systems of management
1) Exploitive - authoritative system
(little communication, no teamwork)
2) Benevolent - authoritative system
(master/servant trust | motivation is by rewards
only)
3) Consultative system
(a little bit of communication, teamwork | some
involvement at lower levels)
4) Participative - group system
(optimum solution | cooperative teamwork at
all levels | proper communication)

6. Organizational and Performance Characteristics of
Different Management Systems
Trust Motivation Interaction
System 1 no trust
fear, threats, and
punishment
little interaction, always
distrust
System 2 master/servant
rewards and
punishment
little interaction, always
caution
System 3
substantial but
incomplete trust
rewards,
punishment, some
involvement
moderate
interaction,
some trust
System 4 complete trust
goals based on
participation and
improvements
extensive
interaction. Friendly, high
trust.

7. Emerging new approaches
 Charismatic leadership theories
(using charming personality and not external power)
 Transactional vs. Transformational leadership
(keeping the ship afloat) | (sailing and moving
towards betterment)
 A social learning approach
 Substitutes for leadership

8. Emerging new approaches
 Substitutes for leadership
Factors in a work-setting that encourage common
efforts toward achieving organizational goals, and
can take the place of active leadership.

9. Successful vs. effective leaders
The most important
activities are related
to networking and the
least important are
HRM activities
The most important
activities are related to
HRM & communication
and the least important
are networking activities

10. THE END
Thank You!