This document discusses various leadership styles including behavioral, situational, and contingency approaches. It describes styles such as autocratic, participative, free-rein, Likert's four systems of management, the managerial grid, and Hersey-Blanchard's situational leadership model. It concludes that there is no single best leadership style and that the effective style depends on situational factors like the organization, subordinates' skills, and task requirements.

1. Leadership style
Presented by :-
 Ramdev Pal
 Ravi Malhotra
 Rimjhim Maurya
 Rishikesh Kr. Sharma
 Sandeep Kumar Rajak

2. oThey are the patterns of behavior which a leader
adopts in influencing the behavior of his followers.
oIt is the manner of providing direction, implementing
plans and motivating people.

3. BEHAVIORAL
LEADERSHIP
STYLE….
In this leadership style,
the leader gives more
emphasis on his
behavior rather than
traits for providing
leadership.
His effectiveness is
determined primarily by
his specific behavior.

4. In this style, the
leader adjusts his
style to fit with the
followers and the
situation.
His success is
determined by his
effectiveness to
deal with situations
based on his traits.

5. TYPES OF LEADERSHIP STYLE
Based on behavioral
approach :-
1. Power orientation
2. Leadership as a continuum
3. Employee - production orientation
4. Likert’s management system
5. Managerial grid
6. Tri- dimensional grid

6. BASED ON SITUATIONAL
APPROACH
Fiedler’s contingency model
Hersey and Blanchard’s
situational model
Path goal model

7. POWER ORIENTATION
 This approach is based on the degree of
authority which a leader uses in influencing
the behavior of his subordinates.
 They are of three types:-
Autocratic
Participative
Free- rein

8. AUTOCRATIC LEADERSHIP
Strict Autocrat
Benevolent Autocrat
Incompetent Autocrat

9. Leadership as Continuum
 They are in fact a variety of styles of leadership
behavior between two extremes of autocratic and
free rein.
Autocratic
Free- rein
Use of authority by the
manager
Area of freedom by the
subordinates
Boss-centered Employee-centered

10. EMPLOYEE- PRODUCTION MODEL
The employee orientation stresses the relationship
aspects of employee jobs. It emphasizes that every
individual is important.
The production orientation emphasizes production
and technical aspects of jobs and employees are taken
as tools for accomplishing the jobs.

11. System 1 : Exploitative
Democratic- The leaders are
highly autocratic and they take
decisions unilaterally. They
have no confidence on their
subordinates and have no
confidence on there
subordinates
System 2: Benevolent
Autocratic- The leaders are
autocratic but not highly
autocratic. They sometimes
consult there subordinates and
have some confidence in them
but keep strict control over
them.
LICKERT’S 4 SYSTEM OF MANAGEMENT

12. System 3: Consultative
• The leaders consult their
subordinates before taking
final decisions and also
believe in delegating some
authority to them.
System 4: Democratic
• The leaders discuss the issues
with their subordinates and
decisions are taken by
consensus.

13. Tridimensional Grid
 Reddin develoved a three dimensional grid ,
also known as 3-D management borrowing
some of the ideas from managerial grid.
 Three dimensions represent task
orientation, relationship orientation and
effectiveness

14. Managerial Grid
This style develoved by Blake & Mouton is based on two dimensional
view of leadership style. They proposed “concern for people” and
“concern for production” as the two dimensions
They given a model in the form of grid which has been formulated on
two 9 point scales as depicted in the following diagram and have
identified five leadership styles.
1.9 9.9
5.5
1.1 9.1
Concern for
people
Concern for production

15. 1,9- Low concern for production and high concern
for people
9,9- High concern for both people and production
5,5- Moderate concern for both people and production
9,1- High concern for production and low concern for
people
1,1- Low concern for both production and people

16. In this approach there are four basic styles resulting into 8 styles
these eight styles result from 8 possible combination of task
orientation , relationship orientation and effectiveness as shown
in figure below
Basic style Less effective style More effective style
Integrated Compromiser Executive
Dedicated Autocrat Benevolent Autocrat
Related Missionary Developer
Separated Deserter Bureaucrat

17. Fiedler’s contingency model
 These model proposes that effectiveness of the
leadership depends on attaining a proper match
between the leadership style and situational variables.
 Leadership styles may be task –oriented (job oriented)
or relationship oriented (employee oriented)
 The situational variables may be leader member
relations , task structure and position power.

18. Hersey-Blanchard model
 According to this model effective leadership
is dependent on obtaining a match between
leadership style and level of maturity of
followers, i.e. , leadership style should vary
to match the subordinates maturity level.
 The model has three variables- Task
behavior , relationship behavior and
maturity.

19. Path goal model
 As per this model the role of the leader is to clearly
show the path to the subordinates through proper
direction.
 The leader define and explain the organizational goals
to the subordinates and try to remove the barriers in
their path achievement.
 A leader may choose any of these four styles – directive
, supportive, participative or achievement oriented.

20. CONCLUSION
 No leadership style is best.
 Different situation demands different leadership style.
 A leadership is affected by-
Type of organization (size, structure etc)
Leader’s experience
Confidence in subordinates
Nature of business problems
Subordinate’s skill and competency
Employee’s trust in manager
Nature of task (cooperative, directive etc)

21. REFERENCES
Book: Principles and practice of management
by L.M. Prasad
Book: Human resource management
by Shashi K. Gupta
Book: Human resource management
by C.B. Gupta
 Link: http://study.com/academy/lesson