Presented By:

Rishi Shukla (Sales Officer)

 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
•
• firstly i want to mention that sky is nt the limit sir. and
secondly being this as my dream company in next 10
yrs i want to c my company mre successful and me a
vital person in bring it a global identity in corporate
world.
• Never name a position...coz that will be the biggest
blunder that u will make...Always stick to the saafer
side..as soon as this Question is asked tell them that
be it one yr..two yrs or three yrs...I want to be an
expert in wht i am doing today, so that no one will
question about my job...Hope this will be helpful..
• SMART is nothing but, Specific -
Measurable - Achievable - Realistic -
Time Bound
 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
 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 how and when •Asks what and why
• Eye on bottom line •Eye on horizon
•Originates
• Imitates
•Challenges the status quo
• Accepts the status quo
•Own person
• Classic good soldiers •Does the right thing
• Does things right
•
•
•
•
 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)
 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)

 The Managerial Grid
H 1,9 9,9
i Country club management Team management
9 Thoughtful attention needs of
g people
Work accomplishment is from
committed people, interdependence
h for satisfying relationships leads through a “common stake” in
8 to organization
A comfortable, friendly purpose leads to relationship
organization of trust and respect
7 atmosphere and work tempo
Concern for

6
people

5,5
5 Organization Man Management
Adequate organization performance
4 possible through balancing the
necessity to
get out work with maintaining
morale of the people at a satisfactory
3 1,1 level 9,1
Impoverished Management Authority-Obedience
Exertion of minimum effort to get Efficiency in operations results
2 required work done is appropriate from arranging conditions of
L to sustain organization work in such a way that human
o membership elements interfere to a minimal
degree
1
w
1 2 3 4 5 6 7 8 9
Concern for
Low High
production
 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)
 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
•
 Contingency Theories

Fiedler’s contingency Model

 Relationship
Oriented
Task
 Oriented
Performance
Good

poor Favorable Moderate

Unfavorab
le
I II III IV V VI VII VIII
Category
Leader Good Good Good Good Poor Poor Poor Poor
member
relations
Task High High Low Low High High Low Low
structures
Position Strong weak strong weak strong weak strong weak
power
Hersey and Blanchard’s Situational Theory
Style of Leader

(High)
Low High Task
Relationship and low
and relationship
Low task

selli
atin

ng
ticip
Par
Relationship
behavior

High
relationship
g atin

And High Task te

l
g

And lin
le

low task g
De

High
relationship

(Low) Task behavior (High)

Immature
High Moderate
Low
Mature

M4 M3 M2 M1
Maturity of
follower( s)
 Path Goal Theory

Environmental Contingency
Factors
•Task Structure
•Formal authority system
•Work Group

Leader Behavior
•Directive Outcomes
•Supportive •Performance
•Participative •Satisfaction
•Achievement -oriented

Subordinate contingency factors

•Locus of control
•Experience
•Perceived ability
•
 Charismatic Leadership

 Key Characteristics of Charismatic leaders

1. Self Confidence- They have complete confidence in their judgment and ability.
2.
3. 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.
4.
5. 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.
6.
7. 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.
8.
9. 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.
10.
11. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than
as caretakers of the status quo.
12.
13. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental
constraints and resources needed to bring about change.
14.
15.
 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.

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
Networking outsiders
Socializing /Politicking

Motivating/Reinforcing

Human Resource Disciplining/Punishing

Management Managing conflict
staffing
Training/Developing
Relative Distribution of Manager’s Activities


Networking
(19%)
Traditional
Management
(32%)

Human resources
(20%)

Routine
Communication
(29%)
What skills do leaders need?

• Personal Skills

•Coping with
stressors 2.Managin
•Managing g
time stress
•Delegating

1.Developi 3. Solving
ng
Self- •Using the
Problems rational
awareness creatively
•Determining approach
values •Using the
and priorities creative
•Identifying approach
cognitive style •Fostering
•Assessing innovation in
attitude toward others
change
• Interpersonal
Skills

•Gaining
power
•Coaching •Exercise
•Counseling 5. Gaining influence
•Listening power •Empowerin
• and g others
influences •

4.
Communicat 6. Motivating
ion others
supportively
7.
Management •Diagnosing
conflict poor
•Identifying
causes performance
•Selecting •Creating a
appropriate motivating
strategies environment
•Resolving •Rewarding
confrontation accomplish
s ment
 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
•