PRESENTATION ON

LEADERSHIP
PRESENTED BY: VISHAL MASSAY
MANISH CHANDRA
ROBERT WILLIAMS
DANISH
 LEADERSHIP
• THE DEFINATION OF LEADERSHIP VARIES DEPENDING UPON THE CONTEXT
IN WHICH IT IS USED. THEIR ARE SEVERAL DEFINATIONS OF LEADERSHIP
• THE ACTIVITY OF INFLUENCING PEOPLE SO THAT THEY WILL BE STRIVE
WILLINGLY AND ENTHUSIASTICALLY TOWARS THE ACHIEVEME NT OF
GROUP GOALS…………………. KOONTZ
• IT IS AN ART OF INFLUENCING PEOPLE.
• AS THE WORLD IS SHRINKING CHALLENGES ARE INTENSIFYING WHERE
EVERYTHING IS MOVING AT A RAPID RATE THE QUALITY OF LEADERSHIP IS
KNOW THE CHANGE AND MAKE THAT CHANGE FAVOURABLE WHICH
CREATES POSITIVE IMPACTS ON THEIR FOLLOWERS.
• SO WE CAN SAY THAT LEAERSHIP IS THE PROCESS OF INFLUENCING
GROUP ACTIVITIES TOWARDS THE ACHIEVEMENT OF CERTAIN GOALS.
 CHARACTERISTICS OF LEADERSHIP

• LEADERSHIP IS A CONTINIOUS PROCESS OF INFLUENCING

OTHERS BEHAVIOUR
• LEADERSHIP IS BASICALY A PERSONAL QUALITY THAT ENABLES
A LEADER TO INFLUENCE THE SUB-ORDINATES BEHAVIOUR AT
WORK
• THE SUCCESS OF LEADER DEPENDS ON THE ACCEPTENCE OF
HIS LEADERSHIP BY THE FOLLOWERS
 FUNCTIONS OF LEADERSHIP
• DEVELOPING TEAM WORK
• REPRESENTING THE TEAM
• COUNSELLING THE WORK MEN
• MANAGING TIME
• USING PROPER POWER
LEADERSHIP DIFFERS FROM MANAGEMENT

• SOME PEOPLE TREAT LEADERSHIP AND MANAGEMENT AS

SYNONYMOUS.HOWEVER IT DIFFERS FROM MANAGEMENT.
• BASICALLY LEADERSHIP INVOLVES INFLUENCING PEOPLE TO
STRIVE TOWARDS THE ACHIEVEMENT OF GROUP GOALS.
• MANAGEMENT INVOLVES PLANNING, STAFFING,DIRECTING
AND CONTROLLING OF GROUP ACTIVITIES TO ACCOMPOLISH
ORGANISATIONAL GOALS.
• LEADERSHIP IS A PART OF MANAGEMAENT
• A LEADER CAN BE A WEAK MANAGER BECAUSE HE/SHE IS
WEAK IN ANY PART OF MANAGERIAL FUNCTIONS. THE
REVERSE IS ALSO POSSIBLE.
 DIFFERENCES BETWEEN LEADERSHIP AND
MANAGEMENT
LEADERSHIP MANAGEMENT
• LEADER LEADS THE PEOPLE • MANAGER MANAGES
• LEADER CREATES A VISION THINGS
AND INSPIRE OTHERS TO • MANGER HOLD FORMAL
ACHIEVE THIS VISION POSITIONS
• LEADERS INSPIRES • MANAGER ACHIEVE
ENTHUSIASM RESULTS BY DIRECTING THE
• LEADER CAN USE HIS/HER ACTIVITIES OF OTHERS.
FO RMAL OR INFORMAL • MANAGERS ENJOYS
INFLUENCES. FORMAL DESIGNATED
AUTHORITY.
MANAGERS ARE PEOPLE WHO DO
THINGS RIGHT, AND LEADERS ARE
PEOPLE WHO DO RIGHT THING
 LEADERSHIP STYLE
• AUTOCRATIC STYLE
• DEMOCRATIC STYLE
• LASSEZ- FAIRE
 AUTOCRATIC STYLE
• IN THIS STYLE,THE LEADER CENTRALIZES POWER
AND DECISION IN HIMSELF/HERSELF.
• LEADER HAVE COMPLETE CONTROL ON HIS
SUBORDINATES AND THEY ARE COMPELLED TO
OBEY HIS ORDRS.
• LITTLE CONCERN ABOUT EMPLOEES WELL
BEING.EMPLOYEES HAVE TENDENCY TO AVOID
RESPONSIBILITY AND TRY TO WORK LITTLE AS
POSSIBLE.
 DEMOCRATIC STYLE
• LEADER TAKE DECISION IN CONSULTATION
WITH SUBORDINATE.THIS ALSO CALLED
PARTICIPATIVE STYLE.
• THERE IS A PARTICIPATION OF SUBORDINAETS
IN DECISION MAKING WHICH SATISFY THERE
SOCIAL AND EGO NEDS.
• “TWO HEADS ARE BETTER THAN ONE”
 LAISSEZ FAIR STYLE
• LEADER FULLY DELEAGATE THE POWERS OF
DECISION MAKING TO HIS/HER
SUBORDINATES.
• SUBORDINATES ARE ALSO WELL COMPETENT
AND KNOWLEDGEABLE
• ORGANISATIONAL GOALS AND OBJECTIVES
ARE WELL COMMUNICATED TO THE
EMLOYEES.
 LEADERSHIP THEORIES
• TRAIT THEORY
• BEHAVIOURAL THEORIES
• FIEDLER’S CONTINGENCY MODEL
 TRAIT THEORY
• TRAIT THEORY IS GIVEN BY KELLY..ATTEMTING
TO CLASSIFY WHAT PERSONAL CHARACTERS
LIKE PHYSICAL,PERSONALITY AND MENTAL
ARE ASSOCIATED WITH LEADERSHIP SUCCESS.
• RESEARCHERS ATTRIBUTED SOME TRAITS TO
LEADERS ARE
HEIGHT,WEIGHT,PHYSIQUE,GOOD
HEALTH,GOOD APPEARANCE AND SO ON.
• SINCE ALL INDIVIDUALS DID NOT HAVE THESE
QUALITIES,ONLY THOSE POSSESS THEM
WOULD BE CONSIDERED POTENTIAL LEADERS
 BEHAVIOURAL THEORIES

• LEADERSHIP CAN BE DESCRIBED IN TERMS OF

WHAT LEADERS DO RATHER THAN WHAT THEY
ARE.
 FIEDLER’S CONTINGENCY
• BASICALLY CONTINGENCY MEANS THE
SITUATION.
• LEADERS EFFECTIVENESS DEPENDS UPON THE
SITUATIONAL FACTORS:
• (A) LEADER FOLLOWERS RELATION
• (B) TASK STRUCTURE
• (C) THE STATUS POWER