This document discusses leadership theories and concepts. It defines leadership as a complex process involving the leader, employees, and situational demands. Several leadership theories are summarized, including trait theory, which focuses on leaders' innate qualities; situational theory, which emphasizes that the most effective leadership style depends on followers' maturity levels; and transformational theory, which describes leaders who motivate followers by appealing to higher ideals and inspiring them to transcend self-interest. The document also outlines different leadership styles, qualities of effective leaders, and the roles of formal vs informal leaders in organizations.

1. LEADERSHIP
ORGANIZATIONAL COMMUNICATION
MONIK VINUEZA
PUCESI
2014

2. Please write a One Sentence
Definition
for
LEADERSHIP.

3. Leadership is a complex process
involving three dimensions:
the leader;
 the employees;
 and
 the demands
of the situation

4. What is leadership?
 Influencing others to do as desired.
 Leadership is the initiation of action to solve a problem
 Leadership is directing or controlling the activity of a
group
 Leadership is influencing the activities of group as it
moves toward its goals.
 A person who leads others along a way; a guide

5. What is leadership?
 Leadership is power, But power is not
necessarily leadership.
 Power is the ability to get others to do what
you want them to do

6. WHO IS A LEADER?
A leader is the one who
knows the way
goes the way
& shows
the way

7. Leadership - Key Terms
 Leadership: The exercise of influence by one member
of a group or organization over other members to
help the group or organization achieve its goals.
 Leader: An individual who is able to influence group
or organizational members to help the group or
organization achieve its goals.
 Leader Effectiveness: The extent to which a leader
helps a group or organization to achieve its goals.

8. Formal and Informal Leaders
•Formal Leader: A member of an organization
who is given authority to influence other
organizational members to achieve
organizational goals.
• Informal Leader: An organizational member
with no formal authority to influence others,
but who has special skills or talents to
influence others.

9. Characteristics of Leadership
 Existence of followers
 Willing acceptance
 Representation
Working relations
 Existence of common interest
 Situational approach

10. Functions of Leadership
Representation
Communication
Motivation
Integration
Guidance
Interpretation
Maintain Discipline

11. Styles of Leadership
Autocratic
Participative
Free Rein

12. Styles of Leadership
 Autocratic
Leader takes and
announces the decision.

13. Styles of Leadership
 Participative
 Consultative
Leader includes subordinates into decision making process
by taking their views & suggestions, but takes the final
decision himself.
 Democratic
Leader does what majority wants.

14. Styles of Leadership
 Free Rein
Leader allows the subordinates to
function within organisational limits by
taking their own decisions.

15. Qualities of a Good Leader
 Energy
Always ready to go, full of enthusiasm.
 Empathy
Understands other’s point of view.
 Emotional Stability
Balanced behaviour in extreme situation

16. Qualities of a Good Leader
 Positive Attitude
See the Brighter side.
 Self Confidence
Believes in his abilities.
 Self Motivated
Derives power from within.
 Initiatives
Self Starter

17. Qualities of a Good Leader
 Communication skills
 Social Skills
Understands humanity & value of relations.
 Entrepreneurial Skills
Ambitious & Ready to take Risk.

18. Qualities of a Good Leader
 Personal Traits
Vision, values, foresightedness.
 Technical Competence
Performer himself.
 Transformer
Ability to motivate and train subordinates to
get the results.

19. Qualities of a Good Leader
 Personal Traits
Vision, values, foresightedness.
 Technical Competence
Performer himself.
 Transformer
Ability to motivate and train subordinates
to get the results.

20. Leader follower dyad
 Every subordinate wants to GET BIG.
 A good leader must PROVIDE him that
opportunity

21. GET BIG

22. PROVIDE

23. TEORIES OF LEADERSHIP
 Trait Approach
 Management Grid
 Path Goal Theory
 Leadership Continuum
 Contingency Model
 Normative Theory
 Situational Leadership
 Transformation or Charismatic Leadership

24. Trait Approach
by F. W. Gluck & Edwin Ghiselle
 This is the most traditional theory of
leadership which emphasises on the
personality traits of the leader to get the
results.
 Leader’s decision quality depends on his
personal ability, likes & dislikes, gut
feelings, foresightedness, vision & values.
 Common believe is:
“Leaders are born, not made”.

25. Management Grid
by Robert Blake & Jane Mouton
 Two dimensions of leadership have
been identified as
 Concern for task
 Concern for people
 Leader may show high or low concern
for task and/or relations.

26. Trait Theory Applied
 Paul Von Hindenburg
 First Chancellor of Germany, post WWI
 Used the trait theory for selecting and developing
military leaders
 Primary qualities for leadership ability
 Intelligence (bright vs. dull)
 Vitality (energetic vs. lazy)

27. Examples of Trait Theory
•Bright, lazy—staff officer
• Energetic, dull—frontline soldier
• Bright, energetic—field commander
• Lazy, dull—left to find their own level of effectiveness

28. Management Grid
by Robert Blake & Jane Mouton
Concern for
Task/ People
Low High
High Country Club
(Relation
Oriented)
Team
Management
(Integrated)
Low Impoverished
Management
(Separated)
Authority
Obedience
(Dedicated)
Moderate (balanced) concern for both task and people is called
Organisation-man Management.

29. Path Goal Theory
Robert House & Martin G. Evans
 Leader shows path to the subordinates to
achieve their individual goals.
 Leader relates the expected rewards to
the subordinates with their performance.
 Personal characteristics of the
subordinates and his ability to cope with
environmental pressure & workplace
demands have been emphasised.

30. Leadership Continuum
Robert Tannenbaum
Use of Authority Area of Freedom
by the Managers for the Subordinates
Manager
makes and
announces
the
decision.
Manager
sells the
decision.
Manager
presents
ideas and
invites
questions.
Manager
presents
tentative
decisions
subject to
change.
Manager
presents
problems,
gets
suggestions
and then
makes the
decision.
Manager
defines
limits and
asks the
group to
make
decision.
Manager
permits the
subordinates
to function
within limits
defined by the
superior.

31. Contingency Model
Fred E. Fiedler
Situation Leader
member
relations
Task
structure
Position &
power of the
leader
Degree of favourable
situation for the
leader
1 Good Structured High Favourable
2 Good Structured Low Favourable
3 Good Unstructured High Favourable
4 Good Unstructured Low Moderate
5 Poor Structured High Moderate
6 Poor Structured Low Moderate
7 Poor Unstructured High Moderate
8 Poor Unstructured Low Unfavorable

32. Contingency Model
Fred E. Fiedler
 The leader has to make a choice between Task
Oriented and Relation Oriented Styles.
 In situation 1, 2, 3 and 8 the leader should be task
oriented.
 In situation 4, 5, 6 and 7 the leader should be relation
oriented.

33. Normative Leadership
Vroom, Yetton & Jago
 This model was originally developed by Vroom
and Yetton in 1973 to help the managers
decide when and to what extent they should
involve the subordinates in solving a problem.
 This model isolates five styles of leadership
from fully autocratic to fully democratic;
A I, A II, C I, C II & G II.
The choice of style depends on the situation.

34. Normative Leadership
Vroom, Yetton & Jago
A I Manager solve the problem or make decisions
himself, using the information available at that
time.
A II Manager obtains necessary information from
the subordinates, then decides on the solution
to the problem himself. They may or may not
tell the subordinates what the problem is when
they request information. The role of the
subordinates is confined to providing useful
information.

35. Normative Leadership
Vroom, Yetton & Jago
C I Manager shares the problem with relevant
subordinates individually, gets their ideas
and suggestions without bring them together
as group. Then, manager makes the
decision which may or may not reflect
subordinates’ influence.
C II Manager shares the problem with the
subordinates as a group, collectively obtains
their ideas and suggestions. Then makes the
decision which may or may not reflect
subordinates’ influence.

36. Normative Leadership
Vroom, Yetton & Jago
G II Manager shares the problem with
subordinates as a group. Manager and
subordinates together generate and
evaluate alternatives and attempt to reach
consensus on a solution. Manager does not
tries to influence the group to adopt their
preferred solution, and they accept &
implement the solution that has the support
of the entire group.

37. Situation Leadership
Hersey & Blanchard’s
 The most effective leadership style
varies with the maturity of the
subordinates.
 Maturity not on the basis of age or
emotional stability, but as a desire for
achievement, willingness to accept
responsibility and task related abilities
and experience.

38. Situation Leadership
Hersey & Blanchard’s
Style Task Relations
Telling High Low
Selling High High
Participating Low High
Delegating Low Low

39. Transformational or Charismatic
Leadership: Bernard M. Bass
 Identified two contrast type of leaders Transactional
& Transformational.
 Transactional leaders determine what
subordinates need to do to achieve their own
& organisational objectives and give
confidence to them that they can do it.
 Transformational leaders motivate the
subordinates by raising their sense of
importance and value of the task. They
influence the subordinates to transcend their
self interest for the sake of team, organisation
or the larger policy.

40. Transformational or Charismatic
Leadership: Richard Boyd
 Managers must command five different types of skills:
Anticipatory Skills Foresight into a constantly changing
environment.
Visionary Skills Use of persuasion & examples to induce a group
to act according to leader’s purpose.
Value-congruence
Skills
Need to be in touch with employees’ economic,
safety, psychological, spiritual, aesthetic and
physical needs in order to engage them on the
basis of shared motives, values and goals.
Empowerment
Skills
The willingness to share power and to do so
effectively.
Self understanding
skills
Introspect.

41. Transformational or Charismatic
Leadership: Robert J. House
 The charismatic leader has extremely high
levels of self-confidence, dominance and a
strong conviction in the moral righteousness
of his/her beliefs.
 They communicate a vision or a high level
goal that captures the commitment and
energies of followers.

42. Transformational or Charismatic
Leadership: Robert J. House
 They are careful to create an image of
success & competence and to exemplify in
their own behaviour the values they
espouse.
 They also communicate high expectations to
the followers and confidence that they will
perform up to those expectations.

43. SOURCES:
 Dr. Atul Pandey
 Leadership
 Follow
 by Hassan Ayub, Job at CSH
 on Apr 13, 2010