This document discusses different theories and styles of leadership. It describes trait theories that look at characteristics like intelligence, charisma, and integrity that differentiate leaders from non-leaders. Six key traits of leaders are identified: drive, desire to lead, honesty, self-confidence, intelligence, and job knowledge. Three common leadership styles are described as autocratic, democratic, and laissez-faire. Emerging approaches like charismatic and visionary leadership are also covered, focusing on attributes such as self-confidence, ability to articulate a vision, and acting as an agent of change.

1. LeadershipLeadership

2. LeadersLeaders
 People who are able to influence others and whoPeople who are able to influence others and who
possess managerial authoritypossess managerial authority

3. Trait Theories of LeadershipTrait Theories of Leadership
 Theories that isolate characteristics that differentiate leadersTheories that isolate characteristics that differentiate leaders
from non leadersfrom non leaders
IntelligenceIntelligence
CharismaCharisma
DecisivenessDecisiveness
EnthusiasmEnthusiasm
StrengthStrength
BraveryBravery
IntegrityIntegrity
Self-ConfidenceSelf-Confidence

4. Six Traits of LeadersSix Traits of Leaders
 DriveDrive
 Desire to LeadDesire to Lead
 Honesty and IntegrityHonesty and Integrity
 Self – ConfidenceSelf – Confidence
 IntelligenceIntelligence
 Job- relevant KnowledgeJob- relevant Knowledge

5. Leadership StyleLeadership Style
 AutocraticAutocratic
 DemocraticDemocratic
 Laissez – faire StyleLaissez – faire Style

6. AutocraticAutocratic
 The term used to describe a leader who centralizeThe term used to describe a leader who centralize
authority, dictates work methods, makes unilateralauthority, dictates work methods, makes unilateral
decisions and limits employee participationdecisions and limits employee participation

7. Democratic StyleDemocratic Style
 The term used to describe a leader who involvesThe term used to describe a leader who involves
employees in decision making , delegates authority ,employees in decision making , delegates authority ,
encourage participation in deciding work methodsencourage participation in deciding work methods
and goals ,and uses feedback to coach employeesand goals ,and uses feedback to coach employees

8. Laissez – faire StyleLaissez – faire Style
 The term used to describe a leader who givesThe term used to describe a leader who gives
employees completes freedom to make decisions and toemployees completes freedom to make decisions and to
decide on work methodsdecide on work methods

9. AssignmentAssignment
 Presentation on Contingency Theories of LeadershipPresentation on Contingency Theories of Leadership
 Fundamental of Management 3Fundamental of Management 3rdrd
edition by Stephenedition by Stephen
P.Robbins & David A. Decenzo -Refer text bookP.Robbins & David A. Decenzo -Refer text book
page no 350 to 357page no 350 to 357

10. Emerging Approaches ofEmerging Approaches of
LeadershipLeadership
 Charismatic LeadershipCharismatic Leadership
 Visionary LeadershipVisionary Leadership

11. Charismatic LeadershipCharismatic Leadership
 The theory that followers make attributions of heroicThe theory that followers make attributions of heroic
or extraordinary leadership abilities when theyor extraordinary leadership abilities when they
observe certain behaviorobserve certain behavior
Visionary LeadershipVisionary Leadership
 The ability to create and articulate a realistic, credibleThe ability to create and articulate a realistic, credible
,attractive vision of the future that grows out of and,attractive vision of the future that grows out of and
improves upon the presentimproves upon the present

12. Characteristics of CharismaticCharacteristics of Charismatic
LeadershipLeadership
 Self – confidenceSelf – confidence
 VisionVision
 Ability to ArticulateAbility to Articulate
 Strong convictions about the visionStrong convictions about the vision
 Behavior that is out of the ordinaryBehavior that is out of the ordinary
 Appearance as a change agentAppearance as a change agent
 Environmental SensitivityEnvironmental Sensitivity