1. LEADERSHIP

2. Leadership defined
The ability to influence a group toward the achievement of a set of goals(vision).

3. The source of this influence may be formal (provided by position) or informal(outside the structure). The informal leadership is often more powerful than formal leadership.

4. Leadership theories Trait theories Behavioral theories
Contingency theories
Contemporary theories

5. Trait theories Focus on personal qualities and characteristics.
Main assumption of trait theories is Leaders are born.
See traits as predictors of leadership.
Ex: Gandhi , Thatcher, Mandela etc.

6. Behavioral theories
Assume that people can be trained to become leaders.
Identifying specific leadership qualities and teaching leadership results in infinite supply of effective leaders.

7. Ohio state studies Dimensions of leader behavior Initiating structure
consideration

8. MANAGERIAL GRID

9. LIKERT’S FOUR SYSTEMS CHARACTERISTIC SYSTEM 1
(Exploitative authoritative)
SYSTEM 2 (benevolent authoritative)
SYSTEM 3
(Consultative)
SYSTEM 4
(Participative group)
Trust in subordinates
None
Condescending
Substantial
Complete
Motivation by
Fear and threat
Rewards and punishment
Rewards, punishment and involvement
Group participation, involvement
Communication
Very limited
Limited
Fairly widespread
Widespread
Interpersonal
interaction
limited
moderate
extensive
Decision making
centralized
Mostly centralized
Broad, participation allowed
dispersed
Goal setting
Some participation allowed
Participation allowed
Control
Centralized
Moderate delegation
Extensive delegation
Informal organization
Always developed and in opposition to the orgn.
Usually developed and partially in opposition to orgn.
May be developed and may support or oppose the orgn.
Informal orgn is the same as formal organization

10. Leader participation model
A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. This model assumes five behaviors which are feasible in a given situation.

11. Autocratic I : Leader solve the problem, or make a decision by himself using facts at hand.
Autocratic II : obtains necessary information from subordinates and decides on the the solution by himself.
Consultative I : leader shares the problem with relevant subordinates one on one, but leader makes the final decision.

12. Consultative II : leader shares the problem with his subordinates as a group, then he makes a decision.
Group : shares the problem with his subordinates as a group. leader’s goal is to help the group in making a decision.

13. CONTEMPORARY THEORIES

14. Transactional Leadership
• Emphasizes getting things done within the umbrella of the status quo
• In opposition to transformational leadership
• “By the book" approach - the person works within the rules
• Commonly seen in large, bureaucratic organizations

15. Transformational leadership
A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision. (Sullivan & Decker, 2001)

16. Characteristics
Transformational leaders have the ability to clearly articulate a vision of the future…
They are the myth-makers, the storytellers
They capture our imagination with the vivid descriptions of the wonderful future we will build together
change from traditional command & control
reduce excessive policies & rituals

17. share the power
are not concerned with status quo
bring revolutionary change in organizations & humans
Leaders & followers raise one another to higher levels of motivation and morality
Empowering others to achieve a shared vision – transforms both
Appeal to individuals to better themselves

18. Inspirational motivation - meaning & challenge to work Intellectual stimulation - creative problem solving Individualised consideration - listening, praising

19. CONTINGENCY THEORIES

20. Fiedler’s contingency theory
A model to predict work group
effectiveness by taking into consideration the match among
Leader’s style
Leader-member relations
Task structure
Position power of the leader

21. Relationship oriented
Situational characteristics
Leader -member relations
Good
Poor
Task structure
High
Low
Position power
Strong
Weak
high
moderate
low
Situational
control of
the leader
Effective
leadership
style
Task oriented
Relationship oriented
Task oriented

22. Path-goal theory
Leaders can exercise different kind of styles depending on the situational factors like subordinate characteristics and attributes in the work setting.
A good fit between the leadership style and situational factors will result in job satisfaction of subordinates and they accept the value of the leader.

23. Subordinates attributes Work setting attributes
Path-goal theory
Leader characteristics/style
Leadership style
Directive
Supportive
Achievement oriented
Participative
Outcomes
Job satisfaction
Acceptance of the leader
Motivational behavior
Expectancy that
Performance
Situational factors
Subordinates attributes
Abilities
Internal/external
Work setting attributes
Task
Formal authority
Primary work group
Expectancy that
Effort will lead to performance
Performance will lead to valued rewards

24. HERSEY AND BLANCHARD SITUATIONAL APPROACH
This approach identifies two major styles- task style
and relationship style and linking with follower’s maturity.
The level of maturity is defined by
Degree of achievement motivaion
Willing to take responsibility
Amount of experience

25. Leadership effectiveness in this model is to match up the
situation with appropriate style.
The styles relevant are:
Telling style: high task , low relationship style.
effective when followers are at a very low level of maturity
Selling style: high task, high relationship style,
effective when followers are on the low side of maturity
Participating style: low task , high relationship style.
followers should be highly matured
Delegating style: low task , low relationship style.
effective when followers re at a very high level of maturity