various leadership styles that help in various scenarios with reference to people working in a team scenario.

1. LEADERSHIP
STYLE
AND
ITS
APPLICATIONS
SATYAKAM SRIVASTAVA

2. What is
Process of influencing
the activities of an
individual or group in
efforts towards
accomplishing goals in
a given situation.

3. Political organization

4. STYLE
Consistent patterns of behaviour which
we exhibit and as perceived by others
when we attempt to influence the
activities of people.

5. It is developed overtime,
and
others recognize you with that pattern.
They expect
and
can predict the kind of behaviour we display.
?

6. BEHAVIOUR
TASK RELATIONSHIP

7. ORGANISING
DEFINING ROLES OF MEMBERS
WHAT ACTIVITIES TO DO
WHEN, WHERE AND HOW TO DO
ESTABLISHING CHANNELS OF COMMUNICATION
ESTABLISH DEFINED PATTERNS OF ORGANIZATION
HOW JOBS ARE TO BE ACCOMPLISHED

8. RELATIONSHIP
RELATIONSHIP BETWEEN SELF AND MEMBERS OF GROUP
VIA CHANNELS OF COMMUNICATION
GIVING OPPORTUNITY TO USE THEIR POTENTIAL
DELEGATION OF RESPONSIBILITY
SOCIO-EMOTIONAL SUPPORT
FRIENDSHIP
MUTUAL TRUST

9. Quadrant 3
Quadrant 4 Quadrant 1
Quadrant 2
Relationship
Task
Relationship
Task
Relationship
Task
Relationship
Task
TASK BEHAVIOUR
RELATIONSHIP
BEHAVIOUR
BASIC
LEADER
BEHAVIOUR
STYLE

10. Quadrant 2 : High task and High relationship,
Dominant relationship with no flexibility
Quadrant 3 : Low task and High relationship,
Dominant relationship with no help on work front
Quadrant 4 : High task and Low relationship,
Disconnected relationship with no flexibility on work front
Quadrant 1 : Low task and Low relationship,
Disconnected relationship with no help on work front

11. DOMINANT
STYLE
SUPPORTING
STYLE
MAXIMUM RESPONSES REST OF THE RESPONSES

12. How to know
what are we perceived
as
leader

13. Self perception : of leadership style
Is not the real reflection of leadership style as it depends on how
close our perceptions are with respect to perceptions of others
towards us.
Others perception : who are influenced with your style
Others will respond to you based on their perception of
reality not ours.
Even if we may perceive ourselves as warm,
democratic leader, others may find you hard nose
autocratic leader due to impression in reality.

14. THERE IS NO SINGLE
ALL PURPOSE
LEADERSHIP STYLE.

15. ARE WE EFFECTIVE
IF WE HAVE STYLE
RANGE FROM ALL
QUADRANT?

16. STYLE ADAPTABILITY WITH
DEMANDS OF SITUATION

17. RANGE OF STYLE IS
NOT RELEVANT AS
STYLE ADAPTABILITY

18. What is STYLE ADAPTABILITY?
It’s the degree to which leader behaviour is appropriate to the demands of a given situation.
A person with narrow style range can be successful if he is in the required situation
A person with wide style range can be unsuccessful if he uses style inappropriately to the required situation
Therefore
diagnostic skills of
leader is
critical element in
leaders effectiveness.

19. What determines
effectiveness ?

20. Relationship between amount of direction
Socio-emotional support
Followers
Maturity
IQ
EQ
Followers individually may
accept or reject the leader but
as a group they determine the
actual power of leader.

21. Followers Maturity
• Level of motivation
• Level of achievement
• Ability to take responsibility
• Task relevant education / experience
• Psychological age.

22. Quadrant 3
Quadrant 4 Quadrant 1
Quadrant 2
Relationship
Task
Relationship
Task
Relationship
Task
Relationship
Task
TASK BEHAVIOUR
RELATIONSHIP
BEHAVIOUR
(Mature) (Immature)
Above
Average
Average
Maturity
Below
Average
EFFECTIVE
STYLE

23. MODIFYING MATURITY LEVELS
of Groups / Individuals
• Get them to take more and more responsibility
• Not to delegate responsibility too rapidly
• Reward soon when there is exhibition of
appropriate behavior
• CAUTION : if leader increases socio-emotional support too rapidly the
Individual/Group may take advantage considering the leader as “Soft-touch”
• Individuals are not only able to structure many of the activities, but are also
able to provide their own satisfaction for interpersonal and emotional needs.

24. At this stage individuals/ Groups
are given higher mutual trust by
observing overt behavior.
This provides space for the
group/individual to grow and
mature. Consequently the reverse
is applied in case
group/individuals performance
gets affected due to some crises.