The document discusses various topics related to leadership including early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. It provides definitions of key leadership terms like leader and the process of leading. It also summarizes early leadership theories like trait theory and behavioral theory. Contingency theories discussed include Fiedler's contingency model and path-goal theory. The document also contrasts transactional and transformational leadership styles.

2. Topics:
 Leadership
 Early Leadership Theories
 Contingency Theories of Leadership
 Contemporary Views of Leadership
 Leadership Issues in the Twenty-First Century
Submitted By:
Zainab Khurishied
Syed Ali Saif zaidi
Zaki Ahmad
Aeman Tariq
Attae Abbas

4.  “leading is that management function
which involves influencing others to engage
in work to reach the organizational goals”

6. Leader
“leader is someone who can influence others and who has
managerial authority”

7.  Intelligent
 Honest
 Creative
 Confident
 Driven
 Courageous

8.  “Process of leading a group and
influencing that group to achieve its
goals “

10.  must have followers
 working relationship
 Achieve common
goals
 Influence his follower
willingly
 Leadership should
exercised in given
situation

11. Trait theory
Behavioral theory

12.  “Trait theory of leadership
differentiate leaders from
non-leaders by focusing on
personal qualities and
characteristics”

13.  1-drive
They have high desire for achievements they are
ambitious, and show initiative
 2-desired to lead
They are willing to take responsibility and desire
to lead others
 3-honesty
Leader build trusty relation with follower by
being truthful

14.  4-self-confidence
Leader need to show self-confidence in order to
convince followers to achieve their goals
 5-intelligence
They need to be able to create visions, solve
problems, make corrective actions
 6-job-relevant knowledge
Leaders have a high degree of knowledge about
the company
 7-extraversion
Leaders are energetic and lively people

15.  No universal trait
found that predict
leadership in all
situations
 Un-clear evidence of
the cause and effect
of relationship of
leadership and trait

17. “Theories proposing that specific behaviors
differentiate leaders from non leaders”
Now we are giving you a brief difference
between TRAITS THEORY and BEHAVIORAL
THEORY
_______________________________________
 BEHAVIORAL THEORY: Leaders traits can be
taught.
 TRAITS THEORY: Leaders are born, not
made

18. FOLLOWING ARE THE STUDIES RELATED TO
BEHAVIORAL THEORY:
 OHIO STATE STUDY
 UNIVERSITY OF MICHIGAN STUDIES

19.  INITIATING STRUCTURE:
The extent to which a leader is likely to
define and structure his or her role and
those of subordinates in the search of goal
attainment
 CONSIDERATION
 Being considerate of followers ideas and feelings

20.  High-high leader achieved high sub-ordinate
performance and satisfaction, but not in all
situations

21.  Employee oriented
 Emphasized interpersonal relationships and
taking care of employees needs
 Production oriented
 Emphasized technical or task aspects of job

22.  Employee-oriented leaders were associated
with high group productivity and higher job
satisfaction

24.  Presented by;
 Zaki Ahmad

25.  The Fiedler Contingency Model
was created in 1964 by Fred
Fiedler.
• The model states that there is
no best style of leadership
• instead, a leader's effectiveness
is based on the situation.
This is the result of two factors
1.Leadership style
2.Situational favorableness"
The Fiedler Contingency Model

29. • Fiedler believed that leadership style is
fixed, and it can be measured by a Least
Preferred Co-worker Questionnaire
 Least Preferred Co-worker Questionnaire :
The way in which a leader evaluate either
the person is task oriented or relationship
oriented

30. unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Backbiting 1 2 3 4 5 6 7 8 Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate 1 2 3 4 5 6 7 8 Considerate
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Gloomy 1 2 3 4 5 6 7 8 Cheerful
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
Lpc scale:

31.  The type of leader
is task-oriented
leaders ,Fiedler
called these as
“low LPC-leaders”.
 He said that low
LPCs are very
effective at
completing tasks.
 Relationship-
building is a low
priority.
•High LPCs focus
more on
personal
connections, and
they're good at
avoiding and
managing
conflict.
• Relationship-
oriented
leaders

32. This depends on three
distinct factors
Leader-
Member
Relations.
Task
Structure
Leader's
Position
Power

33. Applying the Fiedler
Contingency Model
Step 1:
Identify
your
leadershi
p style
Step 2:
Identify
your
situation
Step 3:
Determine
the most
effective
leadership
style

34. Step 1: Identify your
leadership style
•Rate your
experience with
this person using
the scale that is
LPC scale.
•Higher score -
Relationship-
focused.
•Lower score -
Task-focused.
Step 2: Identify the
situation
3 questions:
•Are leader-member
relations good or poor
in the team?
•Is the task is
structured, or is it
more unstructured
•Do the leader have
strong or weak power
over in the team?

36. Leader-
Member
Relations
Task Structure
Leader's
Position Power
Most Effective
Leader
Good Structured Strong Low LPC
Good Structured Weak Low LPC
Good Unstructured Strong Low LPC
Good Unstructured Weak High LPC
Poor Structured Strong High LPC
Poor Structured Weak High LPC
Poor Unstructured Strong High LPC
Poor Unstructured Weak Low LPC
Step 3: Determine the most
effective leadership style

37. Criticisms
of the
Model
Lack of
flexibility.
An issue with the
Least-Preferred Co-
Worker Scale .

39.  WHAT IS TEAM ??
 A team is a small number of people with
complementary skills who are committed to
a common purpose performance goals and
approach.

40.  The action of leading a group of people or an
organization to achieve a common goal.

41.  A team leadership is someone who provides
guidance, instruction, direction, and
leadership to a group of team for achieving
goals.

43.  1: NATURAL TEAM LEADERS
A natural born leaders is a person who displays
the characteristics and personality traits of
leader.

44.  2: INEFFECTIVE TEAM LEADERS
Some are those who can never lead a team
because it runs counter to their personality
that is why they are unable to sublimate
their dominating style for the good of the
team.

53.  Motivation is derived from the word“motive”
which means needs , desires and wants. It is
the process of stimulating people to
accomplish the goals.

60.  Explain how to the match the leadership style to the
situation and readiness of the group members
 Readiness
 Ability:
The knowledge, experience, and skill an
individual or group brings to a particular task .
Willingness:
The extent to which an individual or group
has the confidence, commitment, and motivation to
accomplish specific task .
Four Leadership Styles:
 Telling
 Selling
 Participating
 Delegating

64.  Path goal theory centers on how leadsers
motivate subordinates to accomplish
designed goals

65.  MOTIVATIONAL PRINCIPLE
Subordinates will be motivated if
they believe.
 They are capable of performing their work
 That their efforts will result in a certain
outcome
 That the payoffs for doing their work are
worthwhile.

66.  USE A LEADERSHIP STYLE THAT BEST MEETS
SUBORDINATES MOTIVATIONAL NEEDS
 Choose behoviors that complement what is
missing in the work setting
 Enhance goal attainment by providing
information or rewards
 Provide subordinates with the element they
need to reach their goal.

69. PATH GOAL THEORY SUGGESTS:
 Each type of leaderbehavior has a different
kind of impact on subordinates motivation.
 Whether or not a particular leader
behavior is motivating is contingent on
 -subordinate charactristics
 -task characteristics

71.  responsible
 Knowledgeable
 Respectable
Methods of leadership
in
a business environment
1: Be a good role model
A leader should be good role
model for employees he
should motivate them

72. 2: Be clear about your rules and
expectations:
Its important to make your
expectations crystals clear from the
beginning.
3:Reward employees for good behavior to
be a good leader , you need to
maintain high team moral and to
motivate employees to achieve their
goals .Make your rewards desirable.
4:Be liked:
Its important for your
workers to respect you most of all it
could not hurt for them to think your
person who is worth spending time
with. This will make them more excited
to work for you.

74. Transformational
leadership
Transactional
leadership

75.  Proposed by MAX WEBER
 Then by BERNARD BASS

76.  “Influence of a leader toward his
subordinates using reward and punishment
as a form of motivational medium”
Reward punishment

77.  Clearly defines the roles and responsibilities
of both managers and their employees

78. Contingent
reward
Active
management
by exception
Laissez faire
Passive
management
by exception

79.  Transactional leader provides various kinds of
reward for successful performance

80.  Active
 Transactional leaders monitor their employees
and take corrective action to prevent mistakes

81.  They use punishment as a respond to
unacceptable performance

82.  Leader provides environment in which sub-
ordinates make decisions leader avoid making
decisions therefore group often lacks direction

84.  “Is a leadership style where one or more persons
engage with others in such a way that leaders
and followers raise one another to higher levels
of motivation “

92.  Managing power is a feature of some
electrical appliances especially copier,
computers, GPUs and computer peripherals
such as monitors and printers that turns of
the power or switches the system to low
power state when inactive.