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WELCOME TO OUR PRESENTATION
STYLES OF LEADERSHIP
SHUVRO BANIK
ID: 011
KARTIK SARMA
ID: 043
ESHITAYEASMIN
ID: 035
JOYANTO
MALLIK
ID: 002
FATEMA
TABASSUM
ID: 027
MD : AKASH
ID: 029
LEADERSHIP STYLES
AUTHORITY BASED
LIKERT,S FOUR STYLES OF
MANAGERIAL LEADERSHIP
MANAGERIAL GRID
CONTINUUM
AKASH
AUTHORITY BASED
FATEMA
&
ESHITA
LIKERT,S FOUR STYLES
SHUVRO
MANAGERIAL GRID
JOYANT
&
KARTIK
CONTINUUM
LEADERSHIP STYLES BASEDON AUTHORITY
AUTOCRATIC LEADERSHIP
DEMOCRATIC LEADERSHIP
FREE-REIN LEADERSHIP
PATERNALISTIC LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Leaders make the
decisions
Little or no input
from group
members
Group leaders dictate
all the work methods
and processes
Group members are
rarely trusted with
decisions or important
tasks
AUTOCRATIC LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
AUTOCRATIC LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Strong democratic
leaders inspire trust
among followers
Group members are
encouraged to share
ideas and opinions,
Creativity is
encouraged and
rewarded.
Members of the group
feel more engaged in the
process.
democratic LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
democratic LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
This style manager
does not use power
but maintains
contact with them
A manager gives
complete freedom
to his subordinates
Maximum possible
scope for development
of subordinates.
This style helps
subordinates to develop
independent personality.
Free-rein LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Free-rein LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
A softer form of
authoritarian leadership,
which often results in
better employee
motivation and lower
staff turnover
Leader decides
what is best for
employees
Still little delegation
Akin to a parent/child
relationship – where the
leader is seen as a “father-
figure”
PATERNALISTIC LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
PATERNALISTIC LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
LIKERT’S FOUR LEADERSHIP STYLES
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Exploitive- Authoritative
Benevolent-Autocratic
Constative
Democratic
Exploitive- Authoritative LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Teamwork or
Communication is very
little .
Responsibility lies
in the hands of the
people in the upper
ranks of the
hierarchy .
Motivation is based on
Threats .
Decisions are imposed on
the sub – ordinates .
BENEVOLENT AUTOCRATIC LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Teamwork or
Communication is very
little .
Responsibility lies
at the managerial
levels but not at the
lower levels of the
organizational
hierarchy
Motivation is based on
Threats .
Decisions are imposed on
the sub – ordinates .
CONSULTATIVE LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
Motivation is not only
based on Rewards
but also of
Involvement in job.
Responsibility is
spread widely
throughout the
organizational
hierarchy .
Fair amount of
teamwork &
communication takes
place vertically &
horizontally
Superior has substantial
but not complete
confidence in sub -
ordinates
MANAGERIAL GRID LEADERSHIP
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
6
8
4
3
2
5
7
9
1
Improverished
Management
1.1
Middle of the
road
management
5.5
Country club
Management
1.9
Team
Management
9.9
987653 421
Task
management
9.1
Concern for people
Concern for production
High
Low High
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
LEADERSHIP CONTINUUM
Forces relating to the manager
Forces relating to the subordinates
Forces relating to the situation
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
LEADERSHIP CONTINUUM
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
LEADERSHIP CONTINUUM
Forces in the Manager:The behavior of the leader is
influenced by his personality, background,
knowledge, and experience.These forces include:
Value systems
i.Confidence in subordinates
ii.Leadership inclinations
iii.Feelings of security in an uncertain situation
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
LEADERSHIP CONTINUUM
Forces in the subordinate:The personality of the
subordinates and their expectations from the leader
influences their behavior.The factors include:Readiness to
assume responsibility in decision-making
1. Degree of tolerance for ambiguity
2. Interest in the problem and feelings as to its
importance
3. Strength of the needs for independence
4. Knowledge and experience to deal with the problem
5. Understanding and identification with the goals of the
organization
AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
LEADERSHIP CONTINUUM
Forces in the situation: The environmental and general
situations also affect the leader’s behavior. These include
like:Type of organization
1. Group effectiveness
2. Nature of the problem
3. Time pressure
LEADERSHIP CONCLUTION
A perfect/standard leadership style is one which assists a leader in getting the best out of the
people who follow him.
Their style varies.The leadership style varies with the kind of people the leader interact
deals with.
Managers lean toward the leadership style favoured by the organisation’s top bosses.
STYLES OF LEADERSHIP
Thank you!

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Leadership styles

  • 1. WELCOME TO OUR PRESENTATION STYLES OF LEADERSHIP
  • 2. SHUVRO BANIK ID: 011 KARTIK SARMA ID: 043 ESHITAYEASMIN ID: 035 JOYANTO MALLIK ID: 002 FATEMA TABASSUM ID: 027 MD : AKASH ID: 029
  • 3. LEADERSHIP STYLES AUTHORITY BASED LIKERT,S FOUR STYLES OF MANAGERIAL LEADERSHIP MANAGERIAL GRID CONTINUUM
  • 4. AKASH AUTHORITY BASED FATEMA & ESHITA LIKERT,S FOUR STYLES SHUVRO MANAGERIAL GRID JOYANT & KARTIK CONTINUUM
  • 5. LEADERSHIP STYLES BASEDON AUTHORITY AUTOCRATIC LEADERSHIP DEMOCRATIC LEADERSHIP FREE-REIN LEADERSHIP PATERNALISTIC LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
  • 6. Leaders make the decisions Little or no input from group members Group leaders dictate all the work methods and processes Group members are rarely trusted with decisions or important tasks AUTOCRATIC LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
  • 8. Strong democratic leaders inspire trust among followers Group members are encouraged to share ideas and opinions, Creativity is encouraged and rewarded. Members of the group feel more engaged in the process. democratic LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
  • 10. This style manager does not use power but maintains contact with them A manager gives complete freedom to his subordinates Maximum possible scope for development of subordinates. This style helps subordinates to develop independent personality. Free-rein LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
  • 12. A softer form of authoritarian leadership, which often results in better employee motivation and lower staff turnover Leader decides what is best for employees Still little delegation Akin to a parent/child relationship – where the leader is seen as a “father- figure” PATERNALISTIC LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM
  • 14. LIKERT’S FOUR LEADERSHIP STYLES AUTHORITY LIKERT’S 4 M.GRID CONTINUUM Exploitive- Authoritative Benevolent-Autocratic Constative Democratic
  • 15. Exploitive- Authoritative LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM Teamwork or Communication is very little . Responsibility lies in the hands of the people in the upper ranks of the hierarchy . Motivation is based on Threats . Decisions are imposed on the sub – ordinates .
  • 16. BENEVOLENT AUTOCRATIC LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM Teamwork or Communication is very little . Responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy Motivation is based on Threats . Decisions are imposed on the sub – ordinates .
  • 17. CONSULTATIVE LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM Motivation is not only based on Rewards but also of Involvement in job. Responsibility is spread widely throughout the organizational hierarchy . Fair amount of teamwork & communication takes place vertically & horizontally Superior has substantial but not complete confidence in sub - ordinates
  • 18. MANAGERIAL GRID LEADERSHIP AUTHORITY LIKERT’S 4 M.GRID CONTINUUM 6 8 4 3 2 5 7 9 1 Improverished Management 1.1 Middle of the road management 5.5 Country club Management 1.9 Team Management 9.9 987653 421 Task management 9.1 Concern for people Concern for production High Low High
  • 19. AUTHORITY LIKERT’S 4 M.GRID CONTINUUM LEADERSHIP CONTINUUM Forces relating to the manager Forces relating to the subordinates Forces relating to the situation
  • 20. AUTHORITY LIKERT’S 4 M.GRID CONTINUUM LEADERSHIP CONTINUUM
  • 21. AUTHORITY LIKERT’S 4 M.GRID CONTINUUM LEADERSHIP CONTINUUM Forces in the Manager:The behavior of the leader is influenced by his personality, background, knowledge, and experience.These forces include: Value systems i.Confidence in subordinates ii.Leadership inclinations iii.Feelings of security in an uncertain situation
  • 22. AUTHORITY LIKERT’S 4 M.GRID CONTINUUM LEADERSHIP CONTINUUM Forces in the subordinate:The personality of the subordinates and their expectations from the leader influences their behavior.The factors include:Readiness to assume responsibility in decision-making 1. Degree of tolerance for ambiguity 2. Interest in the problem and feelings as to its importance 3. Strength of the needs for independence 4. Knowledge and experience to deal with the problem 5. Understanding and identification with the goals of the organization
  • 23. AUTHORITY LIKERT’S 4 M.GRID CONTINUUM LEADERSHIP CONTINUUM Forces in the situation: The environmental and general situations also affect the leader’s behavior. These include like:Type of organization 1. Group effectiveness 2. Nature of the problem 3. Time pressure
  • 24. LEADERSHIP CONCLUTION A perfect/standard leadership style is one which assists a leader in getting the best out of the people who follow him. Their style varies.The leadership style varies with the kind of people the leader interact deals with. Managers lean toward the leadership style favoured by the organisation’s top bosses.