Leadership involves influencing others to work towards organizational goals. Leaders gain power through their position in the organization or ability to reward or punish others. Effective leadership requires traits like personal drive, integrity, confidence, knowledge, and charisma. Leadership styles can be autocratic, participative, or give employees freedom. Leaders must understand their employees and balance task needs with employee well-being to be successful.

1. C O M P I L E D B Y : R A G H V E N D R A . H . N A R A G U N D
LEADING

2. TOPICS:
What is Leading?
How a Leader influence Others?
Basic of Power
The Nature of Leadership
Traits of Effective Leaders

3. Difference between Leaders and Managers

4. What is Leading?
 Leading is that management function which “involves
influencing others to engage in the work behaviours
necessary to reach organizational goals, were in one person
lead one group.
 It indicates that a person or group must assume the role
performed by leaders.

5. How Leaders influence others?
 Leaders are said to be able to influence others because of the
power they possess. Power refers to the ability of a leader to
exert force on another.
 To be able to maintain effective work engineer managers are
required to perform leadership roles.

6. POWER
POWER refers to the ability
of leader to exert force to
another.

7. Bases of Power
 Legitimate Power
 Reward Power
 Coercive Power
 Referent Power
 Expert Power

8. Legitimate Power
 It is a person who occupies a
higher position has legitimate
power over persons in lower
positions within the
organization. A supervisor, for
instance, can issue orders to
the workers in his unit.

9. Reward Power
 When a person has the ability to
give rewards to anybody who
follows orders or requests, he is
said to have reward power. It
called classify into two forms:
Material and psychic. Material
reward refers to money or other
tangible benefits, while psychic
rewards consist of recognition or
praises.

10. Coercive Power
 When a person compels another to
comply with others through
threats or punishment, he is said
to possess coercive power.
Punishment may take form of
demotion, dismissal, with holding
of promotion.

11. Expert Power
 It provides specialized information
regarding their specific line of
expertise. It is the person with
great skills in technology. AutoCAD

12. Referent Power
 When a person can get
compliances from another because
the latter would want to be
identified with the former, that
person is said to have referent
power.

13. The Nature of Leadership
 Leadership may be referred to as “the process of influencing and
supporting others to work enthusiastically toward achieving objectives.
 One cannot expect a unit or division to achieve objectives in the absence
of effective leadership. Even if a leader is present, but if he is not
functioning properly, no unit or division objectives can be expected to
be achieved.

14. Traits of Effective Leaders
 A High level of personal drive
 The desire to lead
 Personal integrity
 Self-confidence
 Analytical ability or judgement
 Knowledge of the company,
industry, or technology
 Charisma
 Creativity

15. PERSONAL DRIVE
Persons with drive are those
identified as willing to accept
responsibility, possess vigor,
initiative, persistence and health.
This is the important leadership
trait because of the possibility of
failure in every attempt to achieve
certain goals.
THE DESIRE TO LEAD
The special requirement of
leaders, because a leader with a
desire to lead will always have a
reservoir of extra efforts which
can be used whenever needed.

16. PERSONAL INTEGRITY
SELF-CONFIDENCE
A person who is regarded by
others as one has integrity possess
one trait of a leader. One who does
not have personal integrity will
have a hard time convincing his
subordinates about the necessity
of completing various tasks.
The activities of leaders require
moves that will produce the
needed outputs. The steps of
conceptualizing, organizing, and
implementing will be completed if
sustained efforts are made.

17. ANALYTICAL ABILITY
KNOWLEDGE OF THE
COMPANY, INDUSTRIOR
TECHNOLOGY
A leader with sufficient skill to
determine the root cause of the
problem may be able to help the
subordinate to improve his production.
It is the ability to face the difficulties
that prevent the completion of assigned
tasks.
A Leader who is well-informed about
his company, the industry where the
company belongs, and the technology
utilized by the industry, will be in
better position to provide directions to
his unit.

18. CHARISMA
CREATIVITY
When a person has sufficient
personal magnetism that leads to
follow his directives, this person is
said to have charisma.
It define s as “the ability to combine
existing data, experience, and
preconditions from various sources
in such way that the results will be
subjectively regarded as new,
valuable, and innovative, and as a
direct solution to an identified
problem situation.

19. HUMAN
SKILLS
DEGREE IF SKILLS NEEDED
TOP TO MANAGEMENT
MIDDLE MANAGEMENT
LOWER MANAGEMENT
CONCEPTUAL
SKILLS
TECHNICAL
SKILLS
LEADERSHIP SKILLS AND THEIR USE AT VARIOUS
MANAGEMENT LEVELS

20. Human Skills
 These skills refer to the ability of a
leader o deal with people, both
inside and outside the
organization.
 Good leaders must know how to
get along with people, motivate,
and inspire them.

21. CONCEPTUAL SKILLS
 These skills is refer to the “the
ability to think in abstract terms,
to see how parts fit together to
form the whole. A very basic
requirement for effective
implementation is a clear and well-
expressed presentation of what
must be done.

22. TECHNICAL SKILLS
 These are skills a leader must
possess to enable him to
understand and make decisions
about processes, activities, and
technology.
 An specialized knowledge to
needed perform a job.

23. BEHAVIORAL
APPROACH
According to the ways
leaders approach people
to motivate them
According to the
way leader uses
power
According to the
leader’s orientation
toward tasks and
people
Positive
Leadership
Negative
Leadership
Autocratic
Participative
Free-rein
Employee
Orientation
Task Orientation

24. According to the ways Leaders approach people to motivate them
 Positive leadership is when the
leaders approach emphasizes
rewards, the style used is positive
leadership. The reward may be
economic, like an increase in
monthly salary, or it may be
economic like membership in an
advisory committee.

25. According to the ways Leaders approach people to motivate them
 Negative leadership is when the
leader emphasized by the leader.
The punishment may take the
form of reprimand, suspension, or
dismissal

26. According to the way leader uses power
 Autocratic leaders who make a
decisions themselves, without
consulting subordinates.
Motivation takes the form of
threats, punishment, and
intimidation of all kinds.

27. According to the way leader uses power
 Participative leaders when
leaders openly invites his
subordinates to participate or
share in decisions, policy-making
and operation methods.

28. According to the way leader uses power
 Free- rein leaders is one who
set objectives and allow employees
or subordinates freedom to do
whatever it takes to accomplish
these objectives.

29. According to the leader’s orientation toward tasks and people
 Employee oriented leader:
A leader is said to be employee-
oriented when he considers
employee as human beings of
“intrinsic importance and with
individual and personal need to
satisfy.

30. According to the leader’s orientation toward tasks and people
 Task oriented leader:
A leader is said to be task-oriented
if he places stress on production and
the technical aspects of the job and
the employees are viewed as the
means of getting the work done.

31. SUMMARY
• Managers need to also be good leaders
• Use authority and power to influence
employees to achieve organisational goals
• Categories of leadership models and
contemporary issues in leadership
• Managers need to understand what motivates
their employees
• Responsibility of managing work groups and
work teams
• Communication is crucial

32. Thank you..