The document discusses various theories and frameworks of leadership including trait theories, behavioral theories, contingency models, and contemporary approaches like charismatic, transformational, and transactional leadership. It also identifies important skills for effective leadership such as self-awareness, communication, problem solving, influence and empowerment, conflict management, and motivation. Theories indicate that leadership style should match the demands of the particular situation to achieve optimal performance.

1. Leadership

2. Overview
• Define leadership
• Present the background & classic studies of leadership
• Discuss the traditional theories of leadership
• Identify modern frameworks for leadership
• Relate the style implications from the classic studies & modern
theories of leadership
• Identify and analyze the skills needed for effective leadership

3. Leadership
• The ability to influence a group toward the
achievement of goals
• “When you boil it down, contemporary
leadership seems to a matter of aligning people
toward common goals and empowering them to
take the actions needed to reach them.”
Sherman, 1995
• Sanctioned vs. non sanctioned leadership

4. Managers Vs Leaders
Manager Characteristics Leader Characteristics
• Administers • Innovates
• A copy • An original
• Maintains • Develops
• Focuses on systems and structures • Focuses on people
• Relies on control • Inspires trust
• Short range view • Long range perspective
• Asks what and why
• Asks how and when
• Eye on horizon
• Eye on bottom line
• Originates
• Imitates • Challenges the status quo
• Accepts the status quo • Own person
• Classic good soldiers • Does the right thing
• Does things right

5. Trait Theories
• What characteristics or traits make a person a leader?
• Great Man Theory: Individuals are born either with or
without the necessary traits for leadership
• Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders
from non leaders
• Trait view has little analytical or predictive value
• Technical, conceptual and human skills (Katz 1974)

6. Behavioral Theories
• Ohio state studies: initiating structure (task or goal
orientation) vs consideration (recognition of individual
needs and relationships)
• University of Michigan studies: Employee oriented
( genuine concern for people) vs production oriented
genuine concern for task)

7. The Managerial Grid
1,9 9,9
High 9 Country club management Team management
Thoughtful attention needs of people Work accomplishment is from
for satisfying relationships leads to committed people, interdependence
8 A comfortable, friendly organization through a “common stake” in organization
purpose leads to relationship
atmosphere and work tempo of trust and respect
Concern for people
7
6
5
5,5
Organization Man Management
4 Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
3 9,1
1,1
Authority-Obedience
Impoverished Management
Efficiency in operations results
2 Exertion of minimum effort to get
from arranging conditions of
required work done is appropriate
work in such a way that human
Low to sustain organization membership
elements interfere to a minimal degree
1
1 2 3 4 5 6 7 8 9
Low Concern for production High

8. Fiedler Contingency Model
• Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the
situation gives control and influence to the
leader
• LPC measures task- or relationship-oriented
leadership style ( think of all the coworkers you
have ever had and describe one person you
least enjoyed working with)

9. Fiedler-Defining the situation
• After the individual's basic leadership style has
been assessed through the LPC, it is necessary
to match the leader with the situation
• Leader member relations -the degree of
confidence, trust, and respect subordinates have
on their leader
• Task structure -the degree to which task
assignments are procedurized
• Position power -influence derived from one's
formal structural position in the organization

10. Contingency Theories
Fiedler’s contingency Model Relationship Oriented
Task Oriented
Performance
Good
poor Favorable Moderate Unfavorable
Category I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
Leader member relations
High High Low Low High High Low Low
Task structures
Position power Strong weak strong weak strong weak strong weak

11. Hersey and Blanchard’s Situational Theory
Style of Leader
(High)
Low High Task
Relationship and low
and relationship
Low task
selli
g
atin
ng
ticip
Relationship behavior
Par
High
relationship
ng
And High Task te
ati
And llin
leg
low task g
De
High
relationship
(Low) Task behavior (High)
Immature
High Moderate Low
Mature
M4 M3 M2 M1
Maturity of follower( s)

12. Path Goal Theory
Environmental Contingency Factors
• Task Structure
• Formal authority system
• Work Group
Leader Behavior
Outcomes
•Directive
•Performance
•Supportive
•Satisfaction
•Participative
•Achievement -oriented
Subordinate contingency factors
•Locus of control
•Experience
•Perceived ability

13. Charismatic Leadership
Key Characteristics of Charismatic leaders
• Self Confidence- They have complete confidence in their judgment and ability.
• A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity
between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to
the leader.
• Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable
to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a
motivating force.
• Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing
to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
• Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being
novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and
admiration in followers.
• Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather
than as caretakers of the status quo.
• Environmental sensitivity- These leaders are able to make realistic assessments of the environmental
constraints and resources needed to bring about change.

14. Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules and
standards, takes corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses
important purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually,
coaches, advises.

15. The Activities of Successful & Effective leaders
Description categories
Type of Activity
Derived from free Observation
Exchange Information
Routine Communication
Handling paperwork
Planning
Traditional Management Decision Making
Controlling
Interacting with outsiders
Networking
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing

16. Relative Distribution of Manager’s Activities
Networking
(19%)
Traditional Management
(32%)
Human resources
(20%)
Routine Communication
(29%)

17. What skills do leaders need?
• Personal Skills
•Coping with stressors
2.Managing
•Managing time
stress
•Delegating
1.Developing 3. Solving
Self-awareness Problems
creatively
•Using the rational approach
•Determining values •Using the creative approach
and priorities •Fostering innovation in others
•Identifying cognitive style
•Assessing attitude toward change

18. •Interpersonal Skills
•Gaining power
•Coaching •Exercise influence
•Counseling •Empowering others
•Listening 5. Gaining power
and influences
4. Communication 6. Motivating others
supportively
7. Management
conflict
•Diagnosing poor performance
•Identifying causes •Creating a motivating environment
•Selecting appropriate strategies •Rewarding accomplishment
•Resolving confrontations

19. The right stuff
Covey
• Empower your inner child-children are genuine, speak their mind-so
do successful leaders
• Be slightly weird-effective leaders have their own approach to do
things
• Embrace compensation-everyone likes money, but successful
leaders can talk about it
• Focus carefully –successful leaders are able to handle more than
2-3 things at a time because they are able to filter out extraneous
information and focus on critical issues
• Speak openly- successful leaders say what they think
• Don't get even-get mad-good leaders let off steam and get on to the
next issue
• Keep up on the latest developments- successful leaders know the
latest jargon and trnds