This document discusses various leadership styles including servant leadership, situational leadership, transformational leadership, transactional leadership, charismatic leadership, quiet leadership, and participative leadership. It provides descriptions of each style, key aspects that define them, and examples. Presenters are listed who will discuss different styles including servant leadership, situational leadership, charismatic leadership, transformational leadership, transactional leadership, quiet leadership, and participative leadership.

1. Presented by:

2.  Teach you about the various types of leadership
 The Servant Leader – Malvi Bhagat
 The Situational Leader – Abhishek Atree
 The Charismatic Leader – Gregory Barone
 The Transformational Leader – Benjamin
Berghaendler
 The Transactional Leader – Renu Chauhan
 The Quiet Leader - Levi Bronchtain
 The Participative Leader – Ramdev Gowda

4.  “Servant Leadership” was coined by Robert L
Greenleaf in his essay written in 1970.
 A Servant leader is on who puts others
before themselves.
 As the word servant might imply, it is a leader
that acts like a servant to his followers.
 They naturally want to help others by
bringing the best out in them.

5.  The main difference between a leader and a
servant leader, is that a servant leader
genuinely cares for other people. Their main
goal is to make sure that other people are
satisfied with their tasks, that they are being
pushed to their full capability, and their
highest priorities are being served.

6.  Having a Calling – natural desire to help others
 Listening – desire to listen and value what’s heard
 Empathy – ability to “walk in other’s shoes”
 Healing – others want to approach you for help
 Awareness – keen sense of what is going on
 Persuasion – seek to convince others to do things
 Conceptualization – encourage others to dream
 Foresight – ability to anticipate future events
 Stewardship – prepare others to contribute to society
 Growth – strong commitment to growth of people
 Building community – strong sense of community spirit

7.  Arthashastra
 Tao Te Ching
 Jesus

9. Situational leadership is a theory, developed
by Paul Hersey and Ken Blanchard.
Situational Leadership is not something you do
“to” people but something you do “with”
people.

11.  Directive/Task Behavior Involves(X-Axis):
◦ Clearly Telling People
◦ What to Do, How to Do It, Where to Do It, When to
Do It
◦ And Then Closely Supervising Their Performance
 Supportive/Rel. Behavior Involves(Y-Axis):
◦ Listening to People
◦ Providing Support and Encouraging Their Efforts
◦ Facilitating Their Involvement in
◦ Problem Solving and Decision Making

12. S3: Supporting/Participating
•High Supportive, Low Directive
•Focus of Control Shifts to
Follower
•Leader Actively Listens
•Follower Has Ability and
Knowledge to Do the Task
S2: Coaching/Selling
•High Directive, High Supportive
•Leader Now Attempts to Hear
Followers Suggestions, Ideas,
and Opinions
•Two-way Communication
•Control Over Decision Making
Remains With the Leader
S4: Delegating
•Low Supportive, Low Directive
•Leader Discusses Problems
With Followers
•Seeks Joint Agreement on
Problem Definitions
Decision Making Is Handled by
the Subordinate
S1: Directing/Telling
•High Directive, Low Supportive
•Leader Defines Roles of
Followers
•Problem Solving and Decision
Making Initiated by the Leader
•One-way Communication
Low Directive Behavior
SupportiveBehaviorHigh
High

13.  No one of the styles is considered optimal in
all Solutions. If leaders are to be effective
they need to be flexible and adapt themselves
to each situation.
 It all depends upon the follower’s readiness.

15.  Participative leadership is the opposite of
Autocratic leadership.
 ‘’Experience alone does not create
knowledge’’
Kurt Lewin
 Also known as Democratic leadership,
empowerment and power sharing.

17.  Helps create a sense of responsibility among the
team members or employees.
 Motivates the team members or employees.
 Helps reduce the employee turnover.
 Helps the leader or manager to take better
decisions.

18.  Autocratic leader and democratic leader.
< Not participative Highly participative >
Autocratic
decision by
leader
Leader proposes
decision, listens
to feedback,
then decides
Team proposes
decision, leader
has final decision
Joint decision
with team as
equals
Full delegation of
decision to team

19.  Participative leadership is helpful if useful
decisions are made,
 But can leas to a feeling of betrayal if the
leader ignores the suggestions and takes the
opposite decision.

21.  Intellectual stimulation
 Individualized consideration
 Inspirational motivation
 Idealized influence
Transformational leadership occurs when leaders
and followers engage in such a way that they raise
one another to higher levels of motivation and
morality whereby everyone gets raised to a higher
level of performance.
Four interrelated components of transformational
leadership:

22.  Concentration on values like integrity and fairness
 Building of trust between leader and follower
 Increased awareness to elevate followers’ needs for
achievement and self-actualization
 Move followers beyond self-interest for the good of
the group, organization, or society
 Existence of sound vision, strong interpersonal and
organizational skills, and the desire and willingness
to lead

23.  Inspires people and promotes visions
 Fosters the acceptance of group goals
 Challenges people intellectually to achieve higher
outcomes
 The goal of transformational leaders is to inspire
followers to share the leader’s values and
connect with the leader’s vision

25.  The transactional leadership style was first
described by Max Weber in 1947 and again by
Bernard M. Bass in 1981.
 Assumptions: This leadership style developed by
Bass is based on the hypothesis that followers
are motivated through a system of rewards and
punishment. The transactional leader's view of
the leader / follower relationship is one of quid
pro quo - or this for that. If the follower does
something good, they will be rewarded. If the
follower does something wrong, they will be
punished.

26.  Transactional Leadership Agreements: At the
extreme, the only relationship that develops
between the transactional leader and the follower
is based on an unwritten agreement that the sole
purpose of the follower is to carry out the wishes
of the leader.
 Style: The transactional leader works through
creating clear structures whereby it is clear what
is required of their subordinates, and the rewards
that they get for following orders. Punishments
are not always mentioned, but they are also well-
understood and formal systems of discipline are
usually in place

27.  Types of Transactional Leaders: The types of
transactional leaders described by theorists
include categories such as Opinion Leaders,
Group Leaders, Governmental / Party Leaders,
Legislative Leaders and Executive Leaders.
 Transactional Leadership and Women: Study
conducted by Northwestern University with
respect to transactional, transformational, and
laissez fair leadership styles.

29.  The Quiet Leader does not require being in a
controlling position.
 They are everyday people that are trying to
make the most of their lives.
 Heroism is used only as a last resort

30.  The Quiet Leader recognizes the scope of
his/her control, and the limit of their ability
to predict the future.
 The Quiet Leader has some skin in the game
so they take their self interest seriously.
 The Quiet Leader does not make in instant
decisions, but thinks things through.
 The Quiet Leader tries to find the middle
ground when possible.

31.  Regular leadership leaves out the majority of
people
 Heroic leadership ignores everyday
challenges
 Is it what we can all strive to be

33.  Communicate on a very powerful and
emotional level
 Have a personal charm that gives a favorable
impression and therefore are trust worthy
 Are able to inspire enthusiasm, affection, and
loyalty

34.  Optimistic and passionate about life
 They value the potential that they believe
each person has
 They give hope.
 They share themselves
This type of leader is especially useful in times
of crisis and a major turn around

35.  Remember, good leaders utilize all three styles
depending upon the situation. For example:
 Use an authoritative style if a group member
lacks knowledge about a certain procedure.
 Use a participative style with group members
who understand the objectives and their role in
the task.
 Use a delegative style if the group member
knows more than you do about the task.

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