TERM PAPER PREPARATION

ON
LEADERSHIP AND LEADERSHIP STYLE

SUBMITTED BY
MINAL ADHIKARI
BPH 7th semester
KOSHI HEALTH AND SCIENCE CAMPUS
PU REG NO:047-6-2-03634-2015

SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS IN THE SUBJECT OF THE PUBLIC HEALTH
ETHICS, SOCIAL HEALTH AND PROFESSIONALISM (COURSE
CODE TPP407.3-PHESHP) FOR DEGREE OF BACHELOR OF
PUBLIC HEALTH

SUBMITTED TO
DEPARTMENT OF PUBLIC HEALTH
KOSHI HEALTH AND SCIENCE CAMPUS
PURBANCHAL UNIVERSITY
 DEPARTMENT OFPUBLICHEALTH
KOSHI HEALTH AND SCIENCE CAMPUS
PURBANCHAL UNIVERSITY

It is certified that this Term paper entitled “LEADERSHIP AND

LEADERSHIP STYLE "is the bona fide work of Miss Minal Adhikari,
conducted under our guidance and supervision as partial fulfilment of the
requirement for the degree of Bachelor of Public Health from koshi
Health and Science Campus of Purbanchal University.

............................... ......................................
Mr. SudhanPoudel Mr. Surya Narayan Chaudhari
BPH Coordinator / Subject teacher Assistant Campus Chief
Masters in Public Health Koshi health and science Campus
Koshi Health and science Campus MPH, NHPC A-1212 JAN PH
MA Tribhuvan University
 APPROVAL SHEET
This is to certify that Miss.Minal Adhikari has prepared report on “LEADERSHIP
AND LEADERSHIP STYLE”.SHE had prepared this report under our guidance and
supervision for partial fulfillment of the requirement for the Bachelor degree in public
health at Koshi Health and Science Campus, Purwanchal University Biratnagar,
Nepal.

This Term paper has been approved by

Subject teacher
Mr. Sudhan Poudel
Master’s in Public Health
............................................................

Assistance campus chief

Mr. Surya Narayan Chaudhari
MPH, NHPC A-1212 JAN PH
MA Tribhuvan University

................................................................
 ACKNOWLEDGEMENT
At the outset, I would like to express our heartily thanks to our parents by whom Iam
in this world, regard as living God. I am grateful to spiritual invisible God for creating
me as man and giving me his blessing throughout my whole life.
Iwould like to express my deep and sincere thanks to our subject teacher Mr. Sudhan
Poudel for thankful help for making this report and proper guidelines before making
the report. He also gave me valuable time and precious suggestions.
Lastly, I would like to thank all the District Health Office staffs for being enormously
co-operative without whom the study would not be possible
 INTRODUCTION
Leadership is an influence relationship among leaders and followers who intend real
changes and reflect their mutual purpose.Leadership is not an act or set of acts, it is a
process.
Leadership is not just influence, yet it involves influencing others through the
leadership. While between the leader and followers, the influence is mutual, together,
they influence the environment around them in some way.
Leadership goes beyond goals. There is a purpose a cause which a broad enough to
create a vision that connects followers who might have different individual goal.
The concept of leadership has been quite visible in areas such as military operations,
politics, and management. Within work organization, leadership is no longer
exclusively spontaneous or emergent. Leadership can be assigned as a part of the
requirement of exclusive jobs of individuals, teams or it can be part of the
expectations that members of a role set have from individual teams. Leadership as a
managerial function is no longer limited to the top officers. To become a great leader,
check out this business speaker.
There are the different types of leadership styles that exist in work environments and
advantages and disadvantages exist in each leadership style. Some companies offer
same leadership style while others follow different leadership styles depending upon
what task to perform. It’s only the culture and goals of an organization that determines
which type of leadership suits to the firm.
Leadership is an art whereby an individual influence a group of individuals for
achieving a common set of goals. To expand it further, leadership is a process of inter-
personal relationships through which a person attempts to influence the behavior of
others for attainment of pre-determined objectives. Of the various people, who have
defined leadership, influence and attainment of objectives are the common
denominators.
Characteristics of Leadership:
On the basis of an analysis of different definitions, following characteristics of
leadership emerge:
1. Leadership is a process of Influence:
Influence is the ability of an individual to change the behavior, attitude, and belief of
another individual directly or indirectly. Someone has rightly defined leaderships as
the “process of social influence in which one person can enlist the aid and support of
others in the accomplishment of a common task”.
2. Leadership is not one-dimensional:
The Essence of leadership is Followership. Leadership is a system thinking in multiple
dimensions. In terms of systems thinking, the organizational performers (followers)
are must in the leadership process. Without followers there can be no leadership.
3. Leadership is Multi-faceted:
Leadership is a combination of personality and tangible skills (drive, integrity, self-
confidence, attractive personality, decisiveness, etc.), styles (Authoritarian to laissez-
faire), and situational factors (organization’s internal and external environment,
objectives, tasks, resources, and cultural values of leaders and the followers).
4. Leadership is Goal oriented:
Leadership is “organizing a group of people to achieve a common goal.” Thus, the
influence concerns the goals only. Outside the goals, the concerns are not related to
leadership.
5. Leadership is not primarily a Particular Personality Trait:
A trait closely linked to leadership is charisma, but many people who have charisma
(for example, movie actors and sports heroes) are not leaders.
6. Leadership is not primarily a Formal Position:
There have been many great leaders who did not hold high positions—for example,
Mahatma Gandhi, Martin Luther King, Jr. and—and Anna Hazare. On the other hand,
there are people who hold high positions but are not leaders.
7. Leadership is not primarily a Set of Important Objectives:
It involves getting things done.
8. Leadership is not primarily a Set of Behaviors:
Many leadership manuals suggest that leadership involves doing things such as
delegating and providing inspiration and vision; but people who are not leaders can do
these things, and some effective leaders don’t do them at all.
Importance of Leadership:
If an organization is flourishing, its members developing, and achieving breakthrough
after breakthrough, then one can be sure about one thing that there is a strong leader at
the helm of the organization. If an organization is failing, the problem again relates to
the leader of the organization. Thus, everything rises and falls on leadership.
Leadership is an important function of management which facilitates to maximize
efficiency and effectiveness to achieve organizational goals. Leadership has
paramount importance in present competitive business environment, because with the
help of leadership a company will face all the problems very efficiently.
1. Guides and Inspires Subordinates:
A leader has to not only supervise but also to play a guiding role for the subordinates.
Guidance here means instructing the subordinates the way they have to perform their
work effectively and efficiently. Leadership creates among subordinates a sense of
belongingness and commitment. Desire for achievement is transformed into a passion.
2. Secures Cooperation:
A leader sells rather than tells. He persuades, rather than dictates, and creates
enthusiasm among his subordinates and thus, secures their cooperation.
3. Creates Confidence:
Confidence is an important factor which can be achieved through expressing the work
efforts to the subordinates, explaining them clearly their role and giving them
guidelines to achieve the goals effectively. It is also important to hear the employees
with regards to their complaints and problems.
4. Builds Work Environment:
Management is getting things done from people. An efficient work environment helps
in sound and stable growth. Therefore, human relations should be kept into mind by a
leader. He should have personal contacts with employees and should listen to their
problems and solve them. He should treat employees on humanitarian terms.
5. Maintains Discipline:
By turning subordinates into followers, the job of securing order and compliance,
becomes easy. He motivates the employees with economic and non- economic
rewards and thereby gets the work from the subordinates voluntarily. It is this
willingness on the part of subordinates which leads to maintenance of discipline.
6. Facilitates Integration of Organizational and Personal Goals:
A leader is one who is visionary, deciding the destination to be reached. Vision is the
source of organizational objectives. Vision requires synchronization of goals through
integration of personal and organizational goals.
A leader creates common goals and understanding among subordinates that their
personal goals are related with the attainment of organizational goals. It also leads to
coordination.
7. Works as a Change Agent:
No change in thinking, processes, and practices becomes possible without leadership.
It is the leader who convinces actively about the change and making it part and parcel
of their working and reducing resistance to change.
8. Boosts Morale:
Morale denotes willing co-operation of the employees towards their work and getting
them into confidence and winning their trust. A leader can be a morale booster by
achieving full co-operation so that they perform with best of their abilities as they
work to achieve goals.
Leadership Styles:
Before we delve into describing leadership styles, it would be proper to distinguish
between types of leaders and styles of leadership. Type of leader is determined and
identified by the “personality” displayed by the leader in terms of core trait along with
other traits and personal qualities being displayed and used to gain the trust of the
people and lead them to commit to undertake the major task facing the organization.
On the other hand, “style” of leadership is defined and identified by the competencies
and skills that the leader “applies” to guide facilitate and support the people of the
organization in their efforts to accomplish the task.
Leadership style reflects a leader’s decision-making behavior. It is the result of the
philosophy, personality and experience of the leader. Leadership style refers to how
decisions are made to providing direction, implementing plans, and motivating people.
Theories of Leadership
The Trait Theory
Charles Bird, in the Trait Theory, lists some traits that could lead to successful
leadership concepts, that include:
 Good personality
 Intellectual ability
 Initiative
 Maturity
 Self-confidence
 Flexibility
 Willingness to accept responsibility
 Fairness
Stogdill further classified the following traits and skills:
 Adaptability
 Decision
 Ambition
 Persistence
 Energy
 Dominance
 Tolerance to stress
 Diplomacy
 Intelligence
 Social skills
 Conceptual skills
While some of the specified traits like energy, self-esteem, and cognitive abilities are
definitely linked to leadership behavior, the Trait theory has been found to be faulty.
Critics argue that it relies too much on inborn traits, and measures traits only after a
person have already become a leader. While some traits may work in some situations,
they may not in some others. It is also difficult to draw a common list of personal
traits found in every leader.
Yet, despite these limitations, the concept of individual leadership traits or potential
works to this day. You tend to admire people like Barrack Obama and Ratan Tata for
their personal charisma as much as their contribution in their area of work.
Behavioral Theory
As opposed to traits, this theory that resulted from the studies of Ohio State University
and the University of Michigan focuses on activities of leaders to identify behavioral
patterns that affected employee satisfaction and performance. As per this theory, a
particular behavior of a leader gives greater satisfaction to followers, so they
recognize him as a good leader.
The Leadership Behaviour Description Questionnaire (LBDQ) assessed leadership
concepts styles from the responses of the subordinates or followers, and the Leader
Opinion Questionnaire (LOQ) assessed the leader’s own perception of his/her style.

The following two mutually independent behaviors were identified:

Initiating Structure Behavior (IS), i.e., the leader allocates tasks and sets up formal
communication channels
Consideration Behavior (C), i.e., shows concern for followers and creates a supportive
work climate
A leader may be high IS or a high C, or both.
Rensis Likert conducted the University of Michigan studies to clearly define two types
of leadership behavior:
Task-centred Leader Behaviour
Employee-centered Leader Behaviour
Which simply means that your boss or leader is either simply focused on achieving
organizational goals and tasks, and pushes you for the same, or that he/she is
concerned only about you and other teammates, and seeks to establish supportive
relationships at the workplace.
Managerial Grid Model:
The managerial grid model (1964) is a style leadership model developed by Robert R.
Blake and Jane Mouton. This model originally identified five different leadership
styles based on the concern for people and the concern for production.
The optimal leadership style in this model is based on Theory Y.
The grid theory has continued to evolve and develop. The theory was updated with
two additional leadership styles and with a new element, resilience. In 1999, the grid
managerial seminar began using a new text, The Power to Change. The model is
represented as a grid with concern for production as the x-axis and concern for people
as the y-axis; each axis ranges from 1 (Low) to 9 (High). The resulting leadership
styles are as follows: The indifferent (previously called impoverished) style (1,1):
evade and elude. In this style, managers have low concern for both people and
production. Managers use this style to preserve job and job seniority, protecting
themselves by avoiding getting into trouble. The main concern for the manager is not
to be held responsible for any mistakes, which results in less innovation decisions.
The accommodating (previously, country club) style (1,9): yield and comply. This
style has a high concern for people and a low concern for production. Managers using
this style pay much attention to the security and comfort of the employees, in hopes
that this will increase performance. The resulting atmosphere is usually friendly, but
not necessarily very productive.
in return. Managers using this style also pressure their employees through rules and
punishments to achieve the company goals. This dictatorial style is based on Theory X
of Douglas McGregor, and is commonly applied by companies on the edge of real or
perceived failure. This style is often used in cases of crisis management.
The status quo (previously, middle-of-the-road) style (5,5): balance and compromise.
Managers using this style try to balance between company goals and workers' needs.
By giving some concern to both people and production, managers who use this style
hope to achieve suitable performance but doing so gives away a bit of each concern so
that neither production nor people needs are met.
The sound (previously, team) style (9,9): contribute and commit. In this style, high
concern is paid both to people and production. As suggested by the propositions of
Theory Y, managers choosing to use this style encourage teamwork and commitment
among employees. This method relies heavily on making employees feel themselves
to be constructive parts of the company.
The opportunistic style: exploit and manipulate. Individuals using this style, which
was added to the grid theory before 1999, do not have a fixed location on the grid.
They adopt whichever behaviour offers the greatest personal benefit.
The paternalistic style: prescribe and guide. This style was added to the grid theory
before 1999. In the Power to Change, it was redefined to alternate between the (1,9)
and (9,1) locations on the grid. Managers using this style praise and support, but
discourage challenges to their thinking.
Types of Leadership Styles
Three major leadership styles are:
1. Authoritarian or Autocratic
2. Participative or Democratic
3. Free-rein or Delegate
Authoritarian Style:
When the leaders tell their subordinates/followers at their own what work they want to
get done, and how – it is known as authoritarian or autocratic leadership style.
It works well if the leader is competent and knowledgeable enough to decide about
each and every thing. All decision-making powers are centralized in the leader, as
with autocratic leaders. No suggestions or initiatives from subordinates are acceptable.
Authoritarian or autocratic leadership does not mean using foul language and leading
by threats. This unprofessional style is known as “bossing people around”.
This style should be used only when the leader has all the information and is short of
time and the employees are well motivated. If the leader wants to gain greater
commitment and motivate his subordinates, then it should be used very rarely.
Participative Style:
In the authoritarian style the leader used to say – “I want you to….”, but in
participative style the leader says – “let us work together to solve this problem”.
A Participative Leader, rather than taking autocratic decisions, seeks to involve other
people including subordinates, peers, superiors and other stakeholders in the process.
Here the leader takes his subordinates into confidence about what to do and how to do,
but the final authority vests in the leader. This style can be divided into two – one,
where leader consults, and two, where decision is taken through consensus. Use of this
style by a leader is not a sign of weakness.
It is the strength; your subordinates will respect. This style is used when the
employees are knowledgeable and skillful. This style is also known as consultative,
empowerment, joint decision-making, democratic leadership, Management by
Objective (MBO) and power-sharing.
It helps in ascertaining and identifying future leaders among the subordinates. Also, it
keeps a team’s spirit and morale high, as the team members feel that their opinions are
valued by their leader.
To illustrate, an advertising manager approaches his subordinates on how to promote a
particular product of a company. The team members brain storm over the issue, some
suggest print media and others suggest electronic media. The participative leader takes
all these suggestions, and makes a decision after weighing their pros and cons.
Free-rein Leadership Style:
In this style the leader says – “you take care of the problem”. Final responsibility
always remains with the leader. A free-rein leader does not lead, but leaves the group
entirely to itself.
Such a leader allows maximum freedom to subordinates, i.e., they are given a free
hand in deciding their own policies and methods. It is used when the leader has full
trust and confidence in the abilities of his subordinates.
Since a leader cannot do everything. He prioritizes the work and delegates certain
tasks. This style may be used but with caution. This style is also known as laissez faire
(non-interference in the affairs of others).
To illustrate, a manager has newly joined a firm. He is still learning how various
things move in the organization. In such a situation, he relies on the suggestions and
opinions of his team members and lets them do the things the way they are used to, till
the time he is able to gain sufficient knowledge and can suggest some more feasible
changes.
 OBJECTIVE

General Objective:
To observe the leadership style followed in the District Health Office
Tehrathum.
Specific Objective:
1) To know the importance of leadership in organizational setting.
2) To observe the coordination of Public Health Officer with the others staffs
of District Health Office.
 METHODOLOGY
Study Design: Observational study design
Study Population: DHO staff
Study Area: Tehrathum
 RESULT AND DISCUSSION
Leadership style of District health office, Terathum was observed to be of democratic
style. It was observed that decision making was done by conducting meeting. Hence
everyone opinion was considered while making decision.
Leadership is an important quality for assuring the success of organization and
achieving goals and objective. As the leadership of Public health officer of DHO,
Terathum was effective staffs were enjoying to work under his supervision. There was
good communication and Interpersonal relationship among the staff’s which is the
sign of good leadership in DHO.
Good leadership is essential for conducting organization in smooth manner and
effective mobilization of resource. Public Health Officer at DHO has a good quality of
leadership which can be seen through his coordination with other staff’s. His
knowledge regarding mobilization of human resource was effective. His leadership
quality can be seen through the involvement and effort of every staffs of DHO to
complete the Responsibility provided.
Leadership is also a important Managerial quality which is essential in conducting
regular functions of office.
CONCLUSION
Leadership is one of the important aspects for determining the success and failure of
organization. As per my observation in the DHO office, Democratic style of
leadership was followed.
REFERENCE
https://www.educba.com/leadership-theories/