This document provides a summary of leadership theories and concepts. It begins with definitions of leadership and discusses the nature of leadership, including key leadership behaviors and skills. It then contrasts leadership and management. The remainder summarizes various theories and approaches to leadership, including trait, behavioral, contingency, situational, and relationship-based theories. It discusses concepts such as followership, self-leadership, and superleadership. The document is intended to provide an overview of studying the nature and practice of leadership.

1. Welcome To The Presentation Of
Leadership

2. Prepared For:
Mr. Farid Hossain Talukdar
Lecturer
Department of Management
Bangladesh University of Business & Technology

3. Group Name: Pandemonium
Prepared By:
Fariha Ahmad----------------------ID-10111101092-----Intake------23rd
Tarich Khalasi----------------------ID-10112101111-----Intake------24th
Monira Kazal-----------------------ID-08092101218------Intake------18th
Bangladesh University of Business & Technology

4. Fariha Ahmad
ID-10111101092

5. Leadership
Leadership Is defined as the art of directing, motivating,
influencing people toward the achievement of a common
goal. A leader is a person who performs the activities of
leadership.
It involves:
(1) Establishing a clear vision
(2) Sharing that vision with others so that they will follow
willingly
(3) Providing the information, knowledge and methods to
realize that vision.

6. Nature of leadership:
Studying the nature of leadership is useful because we
tend break things into characteristics to make big
concepts easier to handle.
The nature of leadership is given below:
 A Good Communicator
A good leader asks many questions, considers all
options, and leads in the right direction.

7.  Respectful
Treating others with respect will ultimately earn respect.
 Quiet Confidence
A leader is sure of him/herself with humble intentions.
 Open-Minded
A strong leader will evaluate the input from all interested
parties and work for the betterment of the whole.
 Delegator
A leader will know the talents and interests of people around
him/her, thus delegating tasks accordingly.

8. Leadership and Management
Leadership is an important part of management.
Management involves planning activities, organizing
appropriate structures, and controlling resources.
Managers hold formal positions, and they achieve results
by directing activities of others.
Leadership involves setting a new direction or vision for
a group that they follow. Leaders inspire others to
achieve the vision and to stretch themselves beyond
their normal capabilities.

9. • The manager focuses on systems and structure; the
leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a
long-range perspective.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader
challenges it.

10. Leadership Behavior
Successful leadership depends more on appropriate
behavior, skills, & actions, & less on personal traits.
The three broad types of skills leaders use are technical,
human & conceptual.
Technical Skill:
It refers to a person’s knowledge & ability in any type of
process or technique. For example, the skills learned by
accountants, engineers.

11. Human Skill:
It is the ability to work effectively with people and to build
teamwork. It involves a wide range of behaviors-
energizing individuals, giving feedback, coaching, care-
giving.
Conceptual Skill:
Conceptual skill deals with ideas, long-range plans,
frame-works, broad relationships and higher managerial
jobs.

12. Followership style of leadership:
With few exceptions, leaders in organizations are also
followers, they nearly always report to someone else.
In formal organizations, ability to follow is one of the first
requirements for good leadership.
Followership includes:
• Not competing with the leader to be in the limelight
• Being loyal and supportive, a team player.

13. • Not being a yes person, who automatically agrees
• Acting as a devil’s advocate by raising penetrating
questions
• Constructively confronting the leader’s ideas, values,
and actions
• Anticipating potential problems and preventing them.

14. Trait approach of leadership:
The trait model of leadership is based on the
characteristics of many leaders - both successful and
unsuccessful - and is used to predict leadership
effectiveness. The resulting lists of traits are then
compared to those of potential leaders to assess their
likelihood of success or failure.
Assumptions:
• Leaders are born, not made.
• People who make good leaders have the right
combination of traits.

15. Behavioral approach of leadership:
Behavioral theories of leadership focus on the study of
specific behaviors of a leader. For behavioral theorists, a
leader behavior is the best predictor of his leadership
influences.
Assumptions
• Leaders can be made, rather than are born.
• Successful leadership is based in definable, learnable
behavior.

16. Ohio State Studies:
In 1945, a group of researchers at Ohio state university
began extensive investigations of leadership.
Initiating Structure:
It refers to the extent to which a leader is likely to define
& structure his/her role & those of employees for goal
attainment.
Consideration:
It is the extent to which a person is likely to have job
relationship characterized by mutual trust, respect for
employees’ ideas, & regard for their feeling.

17. University of Michigan Studies:
Leadership studies undertaken at the University of
Michigan’s Survey Research Center came up with two
dimensions of leadership.
Employee Oriented Leader:
This type of leaders emphasize on interpersonal
relationships, personal interest in the employees’ needs,
& they accept individual difference among employees.
Production Oriented Leader:
This type of leaders emphasize on the technical or task
aspect of the job.

18. Blake & Mouton’s Managerial Grid:
Drawing from the Ohio State and Michigan studies,
Blake and Mouton proposed a managerial grid, which is
a nine-by-nine matrix outlining 81 different leadership
styles, based on the styles of concern for people and
concern for production, which essentially represent the
Ohio State dimensions of consideration and initial
structure or The Michigan Dimensions of employee
oriented and production oriented.

20. Contingency Theories Of Leadership:
• Fiedler’s Contingency Model
• Cognitive Resource Theory
• Hersey and Blanchard’s Situational Leadership
Model
• Path-goal Theory

21. Fiedler’s Contingency Model:
The Fiedler Contingency Model was created in the mid-
1960s by Fred Fiedler. The model states that there is no
one best style of leadership. Instead, a leader's
effectiveness is based on the situation.
Leadership Style:
Fiedler believed that leadership style is fixed, and it can
be measured using a scale he developed called Least-
Preferred Co-Worker (LPC) Scale.

22. Three factors work together to determine how favorable
a situation is to a leader. These are:
• Leader-member relations - The degree to which the
leaders is trusted and liked by the group members
• Task structure - The degree to which the group’s task
has been described as structured or unstructured.
• Position power - The power of the leader by virtue of
the organizational position and the degree to which the
leader can exercise authority on group members.

23. Cognitive Resource Theory:
The cognitive resource theory is a leadership theory of
industrial and organizational psychology developed by
Fred Fiedler and Joe Garcia in 1987 as a
reconceptualization of the Fiedler contingency model.
The theory focuses on the influence of the leader's
intelligence and experience on his or her reaction to
stress.

24. • Leader’s intellectual abilities correlate positively
with performance under low stress but
negatively under high stress.
• Leader’s experience correlates negatively with
performance under low stress but positively
under high stress.

25. Tarich Khalasi
ID-10112101111

26. Hersey& Blanchard’s Situational Leadership Model:
Paul Hersey & Ken Blanchard have developed a
leadership model that focuses on followers’ readiness.
According to Hersey & Blanchard, readiness is the
extent to which people have the ability and willingness to
accomplish a specific task. They have identified four
specific leadership styles. These are:
Telling= High directiveness &low supportiveness
Selling= High directiveness & high supportiveness
Participating= Low directiveness & high supportiveness
Delegating= Low directiveness & low supportiveness

28. Path-Goal Theory:
Developed by Robert House, path-goal theory extracts
elements from the Ohio State leadership research on
initiating structure & consideration & the expectancy
theory of motivation.
The Theory:
According to this theory, is the leader’s job to provide
followers with information, support, or other resources
necessary for them to achieve their goals.

29. Leader Behaviors:
House identified four leadership behaviors.
• Directive Leader: Lets followers know what is expected
of them, schedules work to be done.
• Supportive Leader: Is friendly and shows concern for the
needs of followers.
• Participative Leader: Consults with followers and uses
their suggestions before making a decision.
• Achievement-oriented Leader: Sets challenging goals
and expects to perform at their highest level.

30. Path-goal theory proposes two classes of contingency
variables that moderate the leadership behavior-
outcome relationship.

31. Monira Kazal
ID-08092101218

32. Leader-Member Exchange (LMX) Theory:
Leader-member exchange theory states that, because of
time pressure, leaders establish a special relationship
with a small group of followers based on attitude,
demographic, and traits similar to the leaders. This group
is called In Group, they receive more attention, reward,
greater performance ratings.
Out-Group consists other followers who get less
attention, reward, and have leader-follower relations
based on formal authority interactions

34. Leader-Participation Theory:
The Vroom–Yetton contingency model is a situational
leadership theory. The situational theory argues the best
style of leadership is contingent to the situation. This
model suggests the selection a leadership style for group
decision making.
This model identifies five different styles on the situation
& level of involvement. They are:
Autocratic Type 1 (AI) :Leader makes own decision
using information that is readily available to him at the
time.

35. Autocratic Type 2 (AII): Leader collects required
information from followers, then makes decision alone.
Consultative Type 1 (CI): Leader shares problem to
relevant followers individually and seeks their ideas and
suggestions and makes decision alone.
Consultative Type 2 (CII): Leader shares problem to
relevant followers as a group and seeks their ideas and
suggestions and makes decision alone.
Group-based Type 2 (GII): Leader discuss problem and
situation with followers as a group and seeks their ideas
and suggestions through brainstorming.

36. Self-leadership:
Self-leadership advocated by Charles Manz & Henry
Sims, is leading one-self to perform naturally motivating
tasks & managing oneself to do work that is required but
not naturally rewarding.
Superleadership:
Situation where a leader deliberately and gradually turns
over his or her authority, power, and responsibilities to a
self managing team.

37. Thank You!