This document discusses various leadership styles and theories. It begins by outlining some ground rules for the discussion. It then discusses the trait theory of leadership, suggesting leaders are born not made. Alternative theories emerged arguing leadership depends on situations. Contingency theories like Fiedler's model and path-goal theory link leadership style to situational factors. Transformational leadership motivates followers while transactional leadership uses rewards and punishments. Emotions also influence leadership. The document ends by discussing narcissistic, corporate, and productive leadership styles.

1. Welcome

2. LeadershipLeadership
by: Khaled Anterby: Khaled Anter

3. Ground rules
• Start 6:00 pm – End 10:00 pm
• Breaks at 8:00 pm, or when needed
• Phones silent plz.
• Questions & comments welcomed always
• No religious, political or sport debates
• Make yourself comfortable
• Take notes it you will

4. “He who has never learned to
obey cannot be a good
commander”.
Aristotle

5. Why are we here?
What is your Objectives?
Are you content with the current situation?

6. What is Leadership?

7. “The price of greatness is responsibility”.
Winston Churchill

8. “We must be the change we wish to see in the world”.
Mahatma Gandhi

9. “In matters of style, swim with the current; In matters
of principle, stand like a rock”.
Thomas Jefferson

10. The real leader has no need to lead — he is content to
point the way.
Henry Miller

11. Lead, follow or get out of the way!
George S. Patton

12. What is your
opinion?
What does it really mean to you?

13. Leadership Vs.
Management

14. Management is doing things right; leadership is doing
the right things.
Peter Drucker

15. Leadership Vs. Management
A Manager
• Emphasis on
procedures
• Group reward
• Management by
exception
A Leader
• Charisma
• Personal
relationships
• Creativity

16. Development of
Leadership

17. Early history
• Plato's Republic to Plutarch's lives
• “Trait theory of leadership”
• Talents, skills, and physical characteristics
• Leaders were born, not developed
• Intelligence, dominance, adaptability, persistence, integrity,
socioeconomic status, and self-confidence

18. Why trait theory fails ?
• Neglect of cognitive abilities, motives, values, social skills,
expertise, and problem-solving skills
• Fail to consider patterns or integrations of multiple attributes
• Do not distinguish between leader who are not flexible over
time & those who are shaped by situational influences

19. Alternative Theories
• In the late 1940s and early 1950s
• Drastically different view of the driving forces behind
leadership
• That persons who are leaders in one situation may not
necessarily be leaders in other situations
• Situational approaches

20. Reemergence of trait
theory
• 1980s statistical advances
• Individuals can and do emerge as leaders across
a variety of situations and tasks
• Significant relationships exist between
leadership and such individual traits as:
• Intelligence, conscientiousness, adjustment,
extraversion, openness to experience &
general self-efficacy
• Do not consider how stable leader attributes are
necessary for effective leadership

21. Attribute pattern approach
• A person as an integrated totality rather than a summation of
individual variables
• Combinations of individual differences may explain substantial
variance in both leader emergence and leader effectiveness

22. Behavioral and style
theories
• The model was developed by Robert Blake and Jane
Mouton in 1964
• Suggests five different leadership styles, based on the leaders'
concern for people and their concern for goal achievement

23. Behavioral and style theories

24. Positive reinforcement
• Positive reinforcement occurs when a positive stimulus is
presented in response to a behavior, increasing the likelihood
of that behavior in the future.

25. Example
• Assume praise is a positive reinforcer for a
particular employee
• This employee does not show up to work on
time every day
• The manager of this employee decides to praise
the employee for showing up on time every day
• The employee actually shows up to work on time
• As a result, the employee comes to work on time
more often because the employee likes to be
praised.

26. Explanation
• In this example, praise (i.e. stimulus) is a
positive reinforcer for this employee because the
employee arrives (i.e. behavior) to work on time
more frequently after being praised for showing
up to work on time.
• The use of positive reinforcement is a successful
and growing technique used by leaders to
motivate and attain desired behaviors from
subordinates.

27. “Empirical research covering the last 20
years suggests that reinforcement theory
has a 17 percent increase in
performance. Additionally, many
reinforcement techniques such as the use
of praise are inexpensive, providing
higher performance for lower costs”

28. Situational and
contingency
theories

29. The Situational theory
• Situational theory also appeared as a reaction to
the trait theory of leadership
• Social scientists argued that history was more
than the result of intervention of great men
• The times produce the person and not the other
way around
• This theory assumes that different situations call
for different characteristics
• According to this group of theories, no single
optimal psychographic profile of a leader exists

30. "what an individual actually does
when acting as a leader is in large part
dependent upon characteristics of the
situation in which he functions."
Herbert Spencer (1884)

31. Contingency
leadership theories

32. Fiedler contingency model
• Bases the leader's effectiveness “situational
contingency”
• This results from the interaction of leadership
style and situational favorableness
• The theory defined two types of leaders:
1. Those who tend to accomplish the task by
developing good-relationships with the group
(relationship-oriented)
2. Those who have as their prime concern
carrying out the task itself (task-oriented)

33. Fiedler contingency model
• According to Fiedler, there is no ideal leader
• Fiedler found that task-oriented leaders are
more effective in extremely favorable or
unfavorable situations

34. Vroom-Yetton decision model
• Phillip Yetton (1973), Arthur Jago (1988)
• A taxonomy for describing leadership situations
• leadership styles were connected to situational
variables
• This approach was novel because it supported
the idea that the same manager could rely on
different group decision making

35. The path-goal theory
• Robert House (1971)
• leaders, to be effective, engage in behaviors
that complement subordinates' environments
and abilities
• The theory identifies four leader behaviors :
1. Achievement-oriented
2. Directive
3. Participative
4. Supportive

36. The Hersey-Blanchard situational
theory
• Suggests four leadership-styles and four levels of
follower-development
• The model posits that the leadership-style must
match the appropriate level of followership-
development
• Leadership behavior becomes a function not
only of the characteristics of the leader, but of
the characteristics of followers as well.

37. Functional leadership theory
• (Hackman & Walton, 1986; McGrath, 1962)
• Particularly useful theory for addressing specific
leader behaviors
• The leader's main job is to see that whatever is
necessary to group needs is taken care of.
• A leader can be said to have done their job well
when they have contributed to group
effectiveness and cohesion

38. Functional leadership theory
• Five broad functions a leader performs when
promoting organization's effectiveness:
1.Environmental monitoring
2.Organizing subordinate activities
3.Teaching and coaching subordinates
4.Motivating others
5.Overriding actively in the group's work.

39. Transactional and
Transformational theories

40. Transactional leader
• Given power to perform certain tasks and
reward or punish for the team's performance
• The manager leads the group and the group
agrees to follow his lead to accomplish a
predetermined goal in exchange for something
else
• Power is given to the leader to evaluate, correct
and train subordinates

41. Transformational leader
• Motivates its team to be effective and efficient
• Communication is the base for goal achievement
• Highly visible and uses chain of command to get
the job done
• Focus on the big picture
• Needing to be surrounded by people who take
care of the details
• The leader is always looking for ideas

42. Emotions &
Leadership

43. Emotions & Leadership
• Leadership can be perceived as a particularly
emotion-laden process
• The leader's mood has some effects on his/her
group as follows:

44. 1. The mood of individual group
members
• The leaders transmit their moods to other group
members through the mechanism of emotional
contagion
• Mood contagion may be one of the
psychological mechanisms by
which charismatic leaders influence followers

45. 2. The affective tone of the group
• Represents the consistent or homogeneous
affective reactions within a group
• Group affective tone is an aggregate of the
moods of the individual members of the group
• Groups with leaders in a positive mood have a
more positive affective tone

46. 3. Group processes like coordination,
and task strategy
• Public expressions of mood impact how group
members think and act
• When people experience and express mood,
they send signals to others
• Leaders signal their goals, intentions, and
attitudes
• The group members respond to those signals
cognitively and behaviorally in ways that are
reflected in the group processes.

47. Emotions & Leadership
• The leader's mood, behavior is a source for
employee positive and negative emotions at
work
• Leaders shape workplace affective events.
Examples – feedback giving, allocating tasks,
resource distribution
• Emotional intelligence, the ability to understand
and manage moods and emotions in the self and
others

48. Neo - emergent theory
• That leadership is created through the
emergence of information by the leader or other
stakeholders, Not through the true actions of the
leader himself
• The reproduction of information or stories form
the basis of the perception of leadership by the
majority

49. Neo - emergent theory
• i.e. It is well known that the great naval hero
Lord Nelson often wrote his own versions of
battles he was involved in, so that when he
arrived home in England he would receive a true
hero's welcome.
• In modern society, the press, blogs and other
sources report their own views of a leader

50. Neo - emergent theory
• Therefore, it can be contended that the
perception of all leaders is created and in fact
does not reflect their true leadership qualities at
all.

51. Time to meet
today’s leaders
Can you guess who?

52. Keith Rupert Murdoch
(born 11 March 1931) is an Australian American business magnate. Murdoch became
managing director of Australia's News Limited, inherited from his father, in 1952. He
is the founder, Chairman and CEO of global media holding company News
Corporation, the world's second-largest media conglomerate, and its successors
News Corp and 21st Century Fox after the conglomerate split on 28 June 2013

53. Warren Buffett
An American business magnate, investor, and philanthropist. He is widely
considered the most successful investor of the 20th century. Buffett is the
chairman, CEO and largest shareholder of Berkshire Hathaway
In 2012, American magazine Time named Buffett one of the most influential
people in the world

54. William Henry "Bill" Gates III
An American business magnate, investor, programmer, inventor and
philanthropist. Gates is the former chief executive and current chairman of
Microsoft, the world’s largest personal-computer software company

55. Julian Assange
born 3 July 1971) is an Australian publisher]
and journalist. He is known as the
editor-in-chief and founder of WikiLeaks which publishes submissions of secret
information, news leaks and classified media from anonymous news sources and
whistleblowers

56. ‫سعود‬ ‫آل‬ ‫العزيز‬ ‫عبد‬ ‫بن‬ ‫طلل‬ ‫بن‬ ‫الوليد‬
‫في‬ ‫الرياض‬ ‫في‬ ‫ولد‬7‫مارس‬1955‫أعمال‬ ‫رجل‬ ،‫العزيز‬ ‫عبد‬ ‫بن‬ ‫طلل‬ ‫للمير‬ ‫الثاني‬ ‫البن‬ ‫وهو‬
‫القابضة‬ ‫المملكة‬ ‫شركة‬ ‫مالك‬ ‫و‬ ‫مؤسس‬ ، ‫العالم‬ ‫في‬ ‫المستثمرين‬ ‫أكبر‬ ‫من‬ ‫يعد‬ ‫.سعودي‬
‫الرسالة‬ ‫قناة‬ ‫و‬ ‫موفيز‬ ‫فوكس‬ (‫سيريز‬ ‫فوكس‬ ‫)سابقا‬ (‫الوسط‬ ‫)الشرق‬ ‫فوكس‬ ‫روتانا‬ ‫قنوات‬ ‫مالك‬

57. Leadership styles

58. Leadership styles
• Leadership style refers to a leader's behaviour. It is the
result of the philosophy, personality and experience of the
leader
1. Autocratic or authoritarian style
2. Participative or democratic style
3. Laissez-faire or free rein style

59. 1. Autocratic or authoritarian
style
• All decision-making powers are centralized in the
leader, as with dictator leaders
• They do not entertain any suggestions or
initiatives from subordinates
• The autocratic management has been successful
as it provides strong motivation to the manager
• It permits quick decision-making
• Until the leader feels it is needed to be shared
with the rest of the group

60. 2. Participative or democratic
style
• The democratic leadership style favors decision-
making by the group
• leader gives instruction after consulting the
group
• They can win the co-operation of their group and
can motivate them effectively and positively
• The decisions arise from consultation with the
group members and participation by them

61. 3. Laissez-faire or free rein
style
• A free-rein leader does not lead, but leaves the
group entirely to itself
• Such a leader allows maximum freedom to
subordinates
• They are given a free hand in deciding their own
policies and methods

62. Which is better ?

63. Which is better ?
• Different situations call for different leadership
styles
• In an emergency when there is little time and
where a designated authority has significantly
more experience or expertise than the rest of
the team, an autocratic leadership style may be
most effective
• In a highly motivated and aligned team with a
homogeneous level of expertise, a more
democratic or laissez-faire style may be more
effective

64. “The style adopted should be the
one that most effectively achieves
the objectives of the group while
balancing the interests of its
individual members”

65. Special Leadership
Styles

66. Narcissistic leadership
• “Narcissistic leadership is driven by unyielding
arrogance, self-absorption, and a personal
egotistic need for power and admiration."
• The narcissism may be healthy or destructive
although there is a continuum between the two

67. “The narcissistic type... especially suited to act as a
support for others, to take on the role of leaders
and to... impress others as being 'personalities, one
reason may be that "another person's narcissism
has a great attraction for those who have
renounced part of their own... as if we envied them
for maintaining a blissful state of mind — an
unassailable libidinal position which we ourselves
have since abandoned."
Sigmund Freud

68. Narcissism and groups
• When a group is without a leader, you can
often count on a narcissist to take charge
• There are four basic types of leader with
narcissists : (most commonly in type 3)
1. Authoritarian with task orientated decision
making
2. Democratic with task orientated decision
making
3. Authoritarian with emotional decision making
4. Democratic with emotional decision making

69. Corporate Narcissism
• Occurs when a narcissist becomes the leader
(CEO) or a member of the senior management
team
• Gathers an adequate mix
of codependents around him (or her) to support
his narcissistic behavior
• Narcissistic leadership is about reproduced
copies, not about originals

70. Corporate Narcissism
• "The narcissistic leader prefers the sparkle and
glamour of well-orchestrated illusions to the
tedium and method of real accomplishment."
• Narcissists admit company loyalty but are only
really committed to their own agendas
• “A certain kind of charismatic leader can run a
financially successful company on thoroughly
unhealthy principles for a time. But... the
chickens always come home to roost."

71. “One of the ways of differentiating a good-
enough organization from one that is
pathological is through its ability to exclude
narcissistic characters from key posts."
Psychoanalysts

72. Productive narcissists
• Productive narcissists still tend to be over-
sensitive to criticism, over-competitive, isolated,
and grandiose
• Through their charisma they are able to "draw
people into their vision, and produce a army of
followers who will pursue the dream for all it's
worth”

73. Productive narcissists
• “The dramatic collapse of Wall Street and the
financial system in 2009 must give us pause. Is
the collapse due to business leaders who have
developed narcissistic styles?”
• There can be quite a fine line between narcissists
who perform badly in the workplace because of
their traits, and those who achieve outrageous
success because of them.

74. Impact of healthy
vs.
destructive narcissistic
managers

75. Characteristic Healthy Narcissism Destructive Narcissism
Self-confidence High outward self-confidence in
line with reality
Grandiose
Desire for
power, wealth
and admiration
May enjoy power Pursues power at all
costs, lacks normal
shyness in its pursuit
Relationships Real concern for others and
their ideas; does not exploit or
devalue others
Concerns limited to
expressing socially
appropriate response
when convenient;
devalues and exploits
others without remorse
Ability to follow
a consistent
path
Has values; follows through on
plans
Lacks values; easily
bored; often changes
course
Foundation Healthy childhood with support
for self-esteem and appropriate
limits on behavior towards
others
Traumatic childhood
undercutting true sense
of self-esteem and/or
learning that he/she
doesn't need to be
considerate of others

76. Queen bee syndrome
• It describes a woman in a position of authority
who views or treats subordinates more critically
if they are female
• The queen bee syndrome may be the reason
that women find it more stressful to work for
women managers; no difference was found in
stress levels for male workers
• Former Primer Minister Margaret Thatcher is
cited as a prime example of a queen bee

77. Toxic leadership
• Is someone who has responsibility over a group
of people or an organization, and
who abuses the leader-follower relationship by
leaving the group or organization in a worse-off
condition than when she/he first found them
• May be analyzed into seven different types:

78. Toxic leadership
1.Incompetent - the leader and at least some followers
lack the will or skill (or both) to sustain effective action.
With regard to at least one important leadership
challenge, they do not create positive change.
2.Rigid - the leader and at least some followers are stiff and
unyielding. Although they may be competent, they are
unable or unwilling to adapt to new ideas, new
information, or changing times.
3.Intemperate - the leader lacks self-control and is aided
and abetted by followers who are unwilling or unable to
effectively intervene.
4.Heartless - the leader and at least some followers are
uncaring or unkind. Ignored and discounted are the needs,
wants, and wishes of most members of the group or
organization, especially subordinates.

79. Toxic leadership
5. Corrupt - the leader and at least some followers
lie, cheat, or steal. To a degree that exceeds the
norm, they put self-interest ahead of the public
interest.
6. Narrow-minded - the leader and at least some
followers minimize or disregard the health and
welfare of those outside the group or
organization for which they are directly
responsible.
7. Evil - the leader and at least some followers
commit atrocities. They use pain as an instrument
of power. The harm can be physical,
psychological or both

80. Führerprinzip
“Leader principle”

81. Leader principle
• Invented by the National Socialists. Hermann Graf Keyserling,
a German philosopher
• Prescribes the fundamental basis of political authority in the
governmental structures of the Third Reich. This principle can
be most briefly understood to mean that "the Führer's word is
above all written law“

82. Leader principle
• The ideology of the Führerprinzip sees each organization as a
hierarchy of leaders, where every leader (Führer, in German)
has absolute responsibility in his own area, demands absolute
obedience from those below him and answers only to his
superiors. This required obedience and loyalty even over
concerns of right and wrong. The supreme leader, Adolf Hitler,
answered to God and the German people

83. Leader principle
• Governmental policies, decisions, and offices ought to work
toward the realization of this end
• Gifted individuals' were "born to rule" on the basis of Social
Darwinism

84. Leadership in
Organizations

85. Leadership in
Organizations
• An organization that is established as
an instrument or means for achieving
defined objectives has been referred to as
a formal organization
• The formal organization is expected to behave impersonally in
regard to relationships with clients or with its members

86. Leadership in
Organizations
• Entry and subsequent advancement is by merit or seniority
• Each employee receives a salary and enjoys a degree of tenure
that safeguards her/him from the arbitrary influence of
superiors
• The higher his position in the hierarchy, the greater his
presumed expertise in adjudicating problems

87. Leadership in
Organizations
• It is this bureaucratic structure that forms the basis for the
appointment of heads or chiefs of administrative subdivisions
• A leader emerges within the context of the informal
organization that underlies the formal structure
• The informal organization expresses the
personal objectives and goals of the individual membership

88. Leadership in
Organizations
• Their objectives and goals may or may not agree
with those of the formal organization
• The informal organization represents an
extension of the social structures that generally
characterize human life
• An effective leader defines as "an individual with
the capacity to consistently succeed in a given
condition and be recognized as meeting the
expectations of an organization or society."

89. “Leadership can be defined
as one's ability to get
others to willingly follow.
Every organization needs
leaders at every level”

90. Varieties of individual
power• Legitimate Power:
refers to the different types of professional
positions within an organization structure that
inherit such power (e.g. Manager, Vice President,
Director, Supervisor, etc.). These levels of power
correspond to the hierarchical executive levels
within the organization itself. The higher position
such as President of the company has a higher
power than the rest of professional positions in the
hierarchical executive levels.

91. Varieties of individual
power
• Reward Power:
Employees who work for managers desire the reward from the
manager and will be influenced by receiving it as a result of work
performance. The rewards may be pay raises or promotions.

92. Varieties of individual
power
• Coercive Power:
Is the manager's ability to punish an employee. Punishment
can be a mild punishment such as a suspension or a serious
punishment such as termination.

93. Varieties of individual
power
• Expert Power:
Is attained by the manager due to his or her own talents such
as skills, knowledge, abilities, or previous experience. A
manager which has this power within the organization may be
a very valuable and important manager in the company.

94. Varieties of individual
power
• Charisma Power:
A manager who has charisma will have a
positive influence on workers, and create the
opportunity for interpersonal influence. A
person has charisma, and this will confer great
power as a manager.

95. Varieties of individual
power
• Referent Power:
a power that is gained by association. A person who has power
by association is often referred to assistant or deputy.

96. Varieties of individual
power
• Information Power:
a person who has possession of important information at an
important time when such information is needed to
organizational functioning. Someone who has this information
knowledge has genuine power. For example, a manager's
secretary would be in a powerful position if the secretary has
information power.

97. Empowerment
• Empowerment is the act of giving an
independent contributor the ability or authority
to lead a task or project
• It expressly conveys to the contributor that you
trust him to directly influence the outcome
• An empowered team member may experience
improved job performance, greater buy-in to
management decisions, increased loyalty to the
team or organization, and higher levels of job
satisfaction

98. Motivation
• Motivation is a force, stimulus, or incentive that
prompts a person to act or behave to reach a
desired goal
• Within organizations, motivation is a very
important tool for maintaining employees and
their overall morale, enhanced job
performances, and customer retention
• Motivated employees work harder, perform at a
higher level, and report increased job
satisfaction & retention

99. Delegation
• Delegation is when a leader authorizes or empowers a
subordinate team member to make decisions and perform
specific tasks

100. Delegation
• Delegation can save you time, provide employee
development opportunities, train a successor,
and motivate employees to feel more challenged
• The degree of authority you grant a direct report
depends on the employee’s skill set and the task
or project at hand Successful delegation provides
clear directions, a workable timeframe, purpose
of the task or project, delegate’s level of
authority, supportive communication, and
feedback on results

101. “Research indicates that some managers,
particularly newer ones, are hesitant to
delegate responsibilities to others.
However, some managers incorporate
delegation of responsibilities into
development
opportunities for their direct reports”

103. How can leader be raised?
• Enfant Ad lib milk-feeding
• Enhancing self-esteem & independance
• Having pits
• Integrity & honesty
• Team sports & scouting

104. World’s Greatest
Leaders

105. No
Pic
‫ال‬ ‫عبد‬ ‫بن‬ ‫محمد‬
”‫سلم‬ ‫و‬ ‫عليه‬ ‫ال‬ ‫“صلى‬

106. ”،‫والمشرع‬ ،‫والرسول‬ ،‫الخطيب‬ ،‫الفيلسوف‬
،‫للعقائد‬ ‫والمرمم‬ ،‫للفكر‬ ‫المنتصر‬ ‫الفاتح‬ ،‫المحارب‬
‫من‬ ‫عشرين‬ ‫مؤسس‬ ،‫صور‬ ‫بدون‬ ‫والعبادة‬
‫روحانية‬ ‫وإمبراطورية‬ ،‫الرضية‬ ‫المبراطوريات‬
‫واحدة‬‫محمد‬ ‫هو‬ ‫هذا‬ ، “
‫لمارتين‬ ‫دي‬ ‫ألفونس‬‫الترا‬ ‫تاريخ‬ ،‫ك‬

107. Alexander the Great
• Mégas Aléxandros
• The creator of one of the
largest empires in ancient
history
• Considered one of the most
successful commanders of
all time
• Military
academies throughout the
world still teach his tactical
exploits

108. “I would not fear a pack of
lions led by a sheep, but I
would always fear a flock of
sheep led by a lion”
Alexander the Great

109. Mohandas Karamchand Gandhi
• Pre-eminent political and
ideological leader of India
• He pioneered satyagraha.
“This is defined as resistance
to tyranny through mass civil
resistance”

110. “The weak can never forgive.
Forgiveness is the attribute of
the strong”
Mohandas Karamchand Gandhi

111. Adolf Hitler
• Führer und Reichskanzler
• The leader of the National
Socialist German Workers
Party
(German: Nationalsozialist-
ische Deutsche
Arbeiterpartei, abbreviated
NSDAP), commonly known
as the Nazi Party

112. “I have not come into this world
to make men better, but to make
use of their weaknesses”
Adolf Hitler

113. John F. Kennedy
• 35th President of the
United States
• Serving from 1961
until his assassination in
1963
• Kennedy continues to
rank highly in public
opinion ratings of
former U.S. presidents

114. "We choose to go to the Moon in this
decade and do the other things, not
because they are easy, but because they
are hard."
John F. Kennedy

115. Ernesto "Che" Guevara
• Commonly known
as El Che or
simply Che
• An Argentine Marxist
, revolutionary,
physician,
author, intellectual,g
uerrilla leader, dipl-
omat and military
theorist.

116. “We cannot be sure of having
something to live for unless we
are willing to die for it ”.
Ernesto "Che" Guevara

117. Last Words

118. Thank you