This topic come under the syllabus of MBM first semester organisational behaviour... Under this this topic is the detailed explanation of leadership , it's styles & theories.

2. “The ability to influence a group toward the achievement of
goals.” -Robbins

4. In an autocratic leadership style, the person in charge has total authority
and control over decision making. By virtue of their position and job
responsibilities, they not only control the efforts of the team, but monitor
them for completion –often under close scrutiny.

5. The democratic leadership style is a very open and
collegial style of running a team. Ideas move freely
amongst the group and are discussed openly. Everyone
is given a seat at the table, and discussion is relatively
free-flowing.

6. Laissez-faire leadership, also known as
delegative leadership, is a type of leadership
styple in which leaders are hands-off and
allow group members to make the
decisions. Laissez-faire leadership is
characterized by:
• Very little guidance from leaders
• Complete freedom for followers to make
decisions
• Leaders provide the tools and resources
needed
• Group members are expected to solve
problems on their own

7. Paternalistic leadership is a managerial approach that involves a dominant, male father
figure who takes complete charge of the employees, his subordinates, in an organization. In
return, employees show their trust, loyalty and obedience. This style of leadership is fairly
similar to autocratic, or authoritarian, leadership, with the only difference being the lack of
a fatherly leader in the latter style.

8. It describes leadership in terms of
observed behaviors. According to
this theory, people are described in
terms of qualities and
competencies to understand their
leadership behaviors. Certain
characteristics distinguishes leaders
from non-leaders. Leaders generally
possess charismatic qualities.

9. This theory basically concern about what a leader actually does and
how he or she does it. It consist of:
1. Michigan Studies
2. Ohio State Studies
3. Managerial Grid

13. The five resulting leadership styles are as follows:
• Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and exercise
minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and
work deadlines and as a result disharmony and disorganization prevail within the organization. The leaders are
termed ineffective wherein their action is merely aimed at preserving job and seniority.
• Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned about production
and have less concern for people. The style is based on theory X of McGregor. The employees’ needs are not taken
care of and they are simply a means to an end. The leader believes that efficiency can result only through proper
organization of work systems and through elimination of people wherever possible. Such a style can definitely
increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is
inevitable.
• Middle-of-the-Road (5, 5): This is basically a compromising style wherein the leader tries to maintain a balance
between goals of company and the needs of people. The leader does not push the boundaries of achievement
resulting in average performance for organization. Here neither employee nor production needs are fully met.
• Country Club (1, 9): This is a collegial style characterized by low task and high people orientation where the leader
gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment.
The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard
on their own. However, a low focus on tasks can hamper production and lead to questionable results.
• Team Management (9, 9): Characterized by high people and task focus, the style is based on the theory Y of
McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that
empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will
automatically result in high employee satisfaction and production.

14. According to fielder, there muse be proper balance between leader behavior
towards follower and degree of situation.
Leadership Style
1. Task Oriented
2. Employees Oriented
Situational Dimension
1. Task Structure
2. Power of Position
3. Leader Followers Relationship
Matching Leadership
and Situation

15. Leaders Behavior
1. Directive
2. Supportive
3. Participative
4. Achievement Oriented
Followers Characteristics
1. Locus of control
2. Perceive Ability
Environmental Situation Factor
1. Task Structure
2. Authorative System
3. Work Group
Outcomes
Employees Satisfaction
Leaders Acceptance

16. • Gender difference in leadership
• Leadership is not always good
• Training for leadership
• Cross cultural effects
• Team leadership
• Moral leadership
• Emotional intelligence

17. That’s All