This document discusses leadership, including definitions, styles, theories, and functions. It defines leadership as guiding people or activities, and outlines styles such as autocratic, democratic, and free rein. Two theories are explained: trait theory, which examines distinguishing traits of leaders, and behavioral theory, which studies what effective leaders do. Behavioral research identified two dimensions of leadership behavior: initiating structure, how leaders define roles to achieve goals, and consideration, the degree of trust and concern for subordinates. The Ohio State studies considered these two dimensions as independent behaviors that leaders can demonstrate at varying levels.

1. LEADERSHIP
PRIYANK JAIN

2. OBJECTIVE
 Leadership definition
 Styles of Leadership
 Functions performed by Leader
 Leadership Theories

3. “Quality of behavior of individuals whereby they guide
people or their activities in organizing efforts”.
-Chester Barnard.
“A leader is one who guides and directs other people.
He gives the efforts of his followers a direction and
purpose by influencing there behavior.”
-Louis A. Allen

4. WHAT IS LEADERSHIP
 Is the process of inspiring people.
 Provides cohesive force which holds group
together.
 Is an important modifier of behavior of people.
 Is related to a situation.
 Providing guidance.
 Is the essence of manager ship.

5. FUNCTIONS PERFORMED BY LEADER IN AN
ORGANIZATION
 Determination of goals.
 Organization of activities.
 Achieving Coordination.
 Providing Guidance.
 Inspiration for Employees.
 Facilitating Change.

6.  “ If your actions inspire others to dream more,
learn more, do more and become more you are a
leader.”
John Quiney Adams

7. STYLES OF LEADERSHIP
 Autocratic
 Democratic
 Free Rein

8. AUTOCRATIC STYLE
 Authoritarian
 Directs subordinates .
 Subordinates have no freedom to influence his
decision and behavior.
 Very effective if less time to accomplish goals or if
employees are well motivated.

9. PARTICIPATIVE OR DEMOCRATIC STYLE
 Leader participates in the group as a member.
 The leader involves one or more employees in
the decision making process.
 Encourages participation, delegates wisely,
values group discussion.
 Leader maintains the final decision making
authority.

10. FREE REIN OR PERMISSIVE
 Leader acts as a facilitator and a contact man
with outsiders.
 Least intervention by the leader, abdication of his
authority and letting group to operate on its own.
 Manger’s contribution in decision making is ignored
in the same way as the autocratic management
ignores that of the group.

11. THEORIES OF LEADERSHIP
 Trait Theory
 Behavioral Theory

12. TRAIT THEORY
 Traits which distinguish leaders from non-leaders:
 Intelligence
 Physical Feature
 Inner motivation Drive
 Honesty
 Maturity
 Self Confidence
 Acceptance for the responsibility
 Openness / Flexibility
 Traits predict behavior in weak situation than in strong
situation.

13. LIMITATIONS OF TRAIT THEORY
 No universal traits found that predict leadership in
all situations.
 Unclear evidence of the cause and effect of
relationship of leadership and traits.
 Better predictor of the appearance of leadership
than distinguishing effective and ineffective leaders.

14. BEHAVIORAL THEORIES
 When it becomes evident that effective leaders did
not seem to have particular set of distinguishing
traits , researchers tried to study the behavioral
aspects of effective leaders.

15. RESEARCHERS TRIED TO DETERMINE THE
ANSWER OF THE FOLLOWING QUESTIONS
• Who effective leaders are?
• What effective leaders do?
• How they delegates tasks?
• How they communicate?
• How they tried to motivate their
followers or employees?

16. THE RESEARCH WAS DONE AT
 University of Lowa where researcher Kurt Lewin
and his colleague concentered on three leadership
styles;autocratics,democratics and laissez-fair.
 University of Michigan researchers where confirm
that employee centered approach was useful the a
job centered.
 Ohio university the most publicized aspects of the
behavior was the identification of two dimensions of
leadership behavior; initiating sector and
consideration.

17. OHIO STATE STUDIES
 In 1945 a group of researchers at Ohio University
began extensive investigation on leadership.
 They designed a questionnaire to measure the
behaviors of different leaders and track factors such
as group performance and satisfaction to see which
behaviors were most effective.
 They identified two dimension of leadership
behavior ; initiating structure and consideration.

18. WHAT IS INITIATING STRUCTURE?
 Initiating structure is the extent to which a leader
define his or her own role and those of
subordinates so as to achieve organizational goals.

19. WHAT IS CONSIDERATION?
 Consideration is the degree of mutual trust between
leader and subordinates.
 How much the leader respects subordinate ideas
and shows concerns of their feeling.
 It emphasizes people related issues.
 A consideration-oriented leader is more likely to be
friendly towards subordinates, encourages
participation in decision making and maintain good
two-way communication.

20. THE OHIO STATE STUDIES CONSIDERED
INITIATING STRUCTURE AND CONSIDERATION AS
TWO INDEPENDENT BEHAVIOR
Low consideration High consideration
Continuum of Consideration
Low initiating structure High Initiating
Structure
Continuum of Consideration
The leader could be high on both the dimension and low on the
other ,or could display gradation in between.

21. EXAMPLE :

22. THANK YOU….