Contents : 1) Fielder’s Contingency model of Leadership 2) Situational Leadership and Path goal theory 3) Introduction to Leaders and Leadership style 4) Transactional Leadership 5) Transformational Leadership 6) Charismatic Leadership 7) Visionary Leadership

1. Master of Information Management (MIM) (2015 - 2018)
PRINCIPLES OF MANAGEMENT
NAME ROLL. No
MUFADDAL NULLWALA 15-I-131
L E A D E R S H I P
I N
O R G A N I S A T I O N

2. Contents
 Fielder’s Contingency model of Leadership
 Situational Leadership and Path goal theory
 Introduction to Leaders and Leadership style
 Transactional Leadership
 Transformational Leadership
 Charismatic Leadership
 Visionary Leadership
Leadership JBIMS MIM

3. Fiedler's Contingency Model of Leadership
By Fred Fiedler
Leadership JBIMS MIM

4. Understanding the Model
 The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a
scientist who studied the personality and characteristics of leaders.
 The model states that there is no one best style of leadership. Instead, a
leader's effectiveness is based on the situation. This is the result of two factors
– "leadership style" and "situational favorableness" (later called "situational
control").
Leadership JBIMS MIM

5. Leadership Style
 Identifying leadership style is the first step in using the model. Fiedler
believed that leadership style is fixed, and it can be measured using a scale
he developed called Least-Preferred Co-Worker (LPC) Scale (see Figure 1).
 The scale asks you to think about the person who you've least enjoyed
working with. This can be a person who you've worked with in your job, or
in education or training.
 You then rate how you feel about this person for each factor, and add up
your scores. If your total score is high, you're likely to be a relationship-
orientated leader. If your total score is low, you're more likely to be task-
orientated leader.
Leadership JBIMS MIM

6. Least-Preferred Co-Worker Scale
Leadership JBIMS MIM

7.  The model says that task-oriented leaders usually view their LPCs more
negatively, resulting in a lower score. Fiedler called these low LPC-leaders.
He said that low LPCs are very effective at completing tasks. They're quick
to organize a group to get tasks and projects done. Relationship-building is
a low priority.
 However, relationship-oriented leaders usually view their LPCs more
positively, giving them a higher score. These are high-LPC leaders. High
LPCs focus more on personal connections, and they're good at avoiding and
managing conflict. They're better able to make complex decisions.
Leadership JBIMS MIM

8. Situational Favorableness
 Next, you determine the "situational favorableness" of your particular
situation. This depends on three distinct factors:
 Leader-Member Relations – This is the level of trust and confidence that
your team has in you. A leader who is more trusted and has more influence
with the group is in a more favorable situation than a leader who is not
trusted.
 Task Structure – This refers to the type of task you're doing: clear and
structured, or vague and unstructured. Unstructured tasks, or tasks where
the team and leader have little knowledge of how to achieve them, are
viewed unfavorably.
 Leader's Position Power – This is the amount of power you have to direct
the group, and provide reward or punishment. The more power you have,
the more favorable your situation. Fiedler identifies power as being either
strong or weak.
Leadership JBIMS MIM

9. Applying the Fiedler Contingency Model
Step 1: Identify your leadership style
Think about the person who you've least enjoyed working with, either now or
in the past.
Rate your experience with this person using the scale in 1-8. According to this
model, a higher score means that you're naturally relationship-focused, and a
lower score means that you're naturally task-focused.
Leadership JBIMS MIM

10. Step 2: Identify your situation
Answer the questions:
 Are leader-member relations good or poor?
 Is the task you're doing structured, or is it more unstructured, or do you
have little experience of solving similar problems?
 Do you have strong or weak power over your team?
Leadership JBIMS MIM

11. Step 3: Determine the most effective leadership style
 For instance, imagine that you've just started working at a new company, replacing a
much-loved leader who recently retired. You're leading a team who views you with distrust
(so your Leader-Member Relations are poor). The task you're all doing together is well
defined (structured), and your position of power is high because you're the boss, and you're
able to offer reward or punishment to the group.
 The most effective leader in this situation would be high LPC – that is, a leader who can
focus on building relationships first.
 Or, imagine that you're leading a team who likes and respects you (so your Leader-Member
relations are good). The project you're working on together is highly creative
(unstructured) and your position of power is high since, again, you're in a management
position of strength. In this situation a task-focused leadership style would be most
effective.
Leadership JBIMS MIM

12. Key Points
 The Fiedler Contingency Model asks you to think about your natural
leadership style, and the situations in which it will be most effective. The
model says that leaders are either task-focused, or relationship-focused.
Once you understand your style, it says that you can match it to situations
in which that style is most effective.
 However, the model has some disadvantages. It doesn't allow for leadership
flexibility, and the LPC score might give an inaccurate picture of your
leadership style.
 As with all models and theories, use your best judgment when applying the
Fiedler Contingency Model to your own situation.
Leadership JBIMS MIM

13. Situational Leadership
 Developed by Paul Hersey and Ken Blanchard
 Believed that one leadership style does not work in every
situation
 Leadership style should be tailored to the developmental
level of the follower.
Leadership JBIMS MIM

14. Hersey’s & Blanchard’s Model
Leadership JBIMS MIM

15. Path Goal Theory
 It was founded in 1971 by Robert House.
 It is an extended version of expectancy theory of
motivation.
 Path goal theory states:
Leaders should clarify path for subordinates to achieve
goals, remove obstacles and make sure desirable rewards
exist
Leadership JBIMS MIM

16. Path Goal theory leadership styles:
‘different Paths to leading a team’
 Directive
 Participative
 Supportive
 Achievement Oriented
Depends on the characteristics of Subordinates:
 Perceived Ability
 Locus of Control
 Experience
 Other Environmental factors e.g. Task Structure
Which Leadership style is most
appropriate?
Leadership JBIMS MIM

17. Introduction to Leader
Leadership JBIMS MIM

18. Leader
 A Leader is the one who Knows the way, Goes the way and Shows the Way !!
 Leaders are those people who influence others and possesses managerial authority.
 Leaders know what they want, why they want it ,and how to communicate the same to
others.
Leadership JBIMS MIM

19. A Good Leader is not always a Boss !!
Leadership JBIMS MIM

20. Leadership JBIMS MIM
Leadership JBIMS MIM

21. Defining Leadership
“Leadership ,like swimming cannot be learned by reading about it”- Henry Mintzberg
 Chester Barnard – 1938 new definition of leadership :-
 The ability of a superior to influence the behaviour of the subordinates and persuade them
to follow a particular course of action. (Barnard 1938)
 Leadership is a major way in which people change the minds of others and move
organizations forward to accomplish identified goals
Leadership JBIMS MIM

22. Leadership styles
Leadership JBIMS MIM

23. Leadership styles
Transactional
Transformation
al
Charismatic
Visionary
Leadership JBIMS MIM

24. Transactional Leadership
 Transactional leadership, also known as managerial leadership,
focuses on the role of supervision, organization, and group
performance.
 Leaders who implement this style focus on specific tasks and use
rewards and punishments to motivate followers.
Transactional
Leadership JBIMS MIM

25. How Transactional Leadership
Works
 Rewards and Punishments - Contingent upon the performance of the followers. When
subordinates perform well, they receive a reward. When they perform poorly, they will be
punished in some way.
 Rules, procedures, and standards are essential in transactional leadership.
 Careful Monitoring to enforce rules, reward success and punish failure. They do not act
as catalysts for growth and change within an organization. Instead, they are focused on
maintaining this as they are and enforcing current rules and expectations.
 Good at setting expectations and standards that maximize the efficiency and productivity
of an organization. They tend to give constructive feedback regarding follower
performance that allows group members to improve their output to obtain better feedback
and reinforcement.
Leadership JBIMS MIM

26. Basic Assumptions of Transactional Leadership
 People perform their best when the chain of command is definite and
clear.
 Rewards and punishments motivate workers.
 Obeying the instructions and commands of the leader is the primary goal
of the followers.
 Subordinates need to be carefully monitored to ensure that expectations
are met.
 Transactional leadership is often used in business; when employees are
successful, they are rewarded; when they fail, they are reprimanded or
punished.
Leadership JBIMS MIM

27. Leaders and their followers raise one another to higher
levels of morality and motivation
Qualities:
 Proactive
 Work to change the organizational culture by
implementing new ideas
 Motivate
 Gets people to look beyond their self-interest
 Has high expectations
Leadership JBIMS MIM

28. Examples of Transformational
Leadership
 Intellectuals
 Reformers
 Revolutionaries
 “Hero”
Leadership JBIMS MIM

29. Leadership JBIMS MIM

30. Charismatic Leadership
Qualities of a Charismatic Leader:
 Magnetic Persona
 Referent Power
Demand Respect, Approval & Recognition from subordinates
 Idolized Hero
Charisma is useful in: Selling, Crisis situations
Leadership JBIMS MIM

31. Leadership JBIMS MIM

32. Pros of Charisma
 Requirement and Procurement gap sensing
 Leaders for the films (Metaphors and Stories they tell to
explain and convey their point)
 Huge volume of followers because of the aura created.
Leadership JBIMS MIM

33. Cons of Charisma
 Considered as a “shortcut to trust”
 Charismatic leaders create very loyal followers but they
don’t create other leaders
 It is a two edged sword.
 As the main trait is Charisma and Aura for these leaders
single negative information or rumor can change entire
course.
 Decisions are taken a little drastically to meet the leaders
vision and this can be difficult a transformation to some.
Can charismatic leaders create organisations that can sustain
over time?
Leadership JBIMS MIM

34. Visionary Leadership
 When you begin the practice of idealization, you can then
extend this exercise to your family, your finances, and
your physical health.
When you begin to think like a leader you begin to engage
in what is called "long-term thinking.“
 Top people are long-term thinkers. Average thinkers think
only about the present, and about immediate
gratification. But leaders think about where they want to
be in five and ten years, and what they have to do each
hour of each day to make their desired future a reality.
Leadership JBIMS MIM

35. 7 Qualities of Visionary Leadership
 Inspiring
 Optimistic
 Sense of meaning and purpose
 Accept Personal responsibility
 See themselves as victors over circumstances rather than
victims of circumstances
 Action oriented
 Showcase Integrity
Leadership JBIMS MIM

36. Becoming the "captain of your fate"
 In the final analysis, you are the leader of your own life.
You are the general in command of your own personal
army. You are the president of your own personal services
corporation. You are the "Captain of your fate and the
master of your soul."
The acceptance of leadership is a great responsibility. It is
both scary and exhilarating. Once you decide to become a
leader in your life, you cast off the shackles of fear and
dependency that hold most people back. With your own
hands, you design your own future. You set yourself fully
on the path to becoming everything you are capable of
becoming.
Leadership JBIMS MIM

37. Thank you!
Leadership JBIMS MIM