SUBMITTED BY- KARTIK

SUBMITTED TO – MRS.PUNEET JOLLY

ROLL NO-16130
BBA 2ND YEAR
 WHAT IS LEADERSHIP
Leadership is both a research area and a practical skill
encompassing the ability of an individual or organization
to "lead" or guide other individuals, teams, or entire
organizations. The literature debates various viewpoints:
contrasting Eastern and Western approaches to
leadership, and also (within the West) US vs. European
approaches.
 TYPES OF LEADERSHIPS

 Autocratic Leadership
 Democratic Leadership
 Strategic Leadership
 Transformational Leadership
 Team Leadership
 Cross-cultural Leadership
 Facilitative Leadership
 Laissez-faire Leadership
 Transactional Leadership
 Coaching Leadership
1. Autocratic Leadership
Autocratic leadership style is centered on the boss. In this leadership the leader holds all
authority and responsibility. In this leadership, leaders make decisions on their own
without consulting subordinates. They reach decisions, communicate them to
subordinates and expect prompt implementation. Autocratic work environment does
normally have little or no flexibility.

2. Democratic Leadership
In this leadership style, subordinates are involved in making decisions. Unlike
autocratic, this headship is centered on subordinates’ contributions. The democratic
leader holds final responsibility, but he or she is known to delegate authority to other
people, who determine work projects.

3. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of an
organization. The strategic leader is not limited to those at the top of the organization.
It is geared to a wider audience at all levels who want to create a high performance life,
team or organization.
4. Transformational Leadership
Unlike other leadership styles, transformational leadership is all about initiating change in
organizations, groups, oneself and others.
Transformational leaders motivate others to do more than they originally intended and
often even more than they thought possible. They set more challenging expectations and
typically achieve higher performance.

5. Team Leadership

Team leadership involves the creation of a vivid picture of its future, where it is heading
and what it will stand for. The vision inspires and provides a strong sense of purpose and
direction.

6. Cross-Cultural Leadership
This form of leadership normally exists where there are various cultures in the society.
This leadership has also industrialized as a way to recognize front runners who work in
the contemporary globalized market.
7. Facilitative Leadership
Facilitative leadership is too dependent on measurements and outcomes – not a skill,
although it takes much skill to master. The effectiveness of a group is directly related to
the efficacy of its process. If the group is high functioning, the facilitative leader uses a
light hand on the process.

8. Laissez-faire Leadership
Laissez-faire leadership gives authority to employees. According to azcentral,
departments or subordinates are allowed to work as they choose with minimal or no
interference. According to research, this kind of leadership has been consistently
found to be the least satisfying and least effective management style.

9. Transactional Leadership
This is a leadership that maintains or continues the status quo. It is also the leadership
that involves an exchange process, whereby followers get immediate, tangible rewards
for carrying out the leader’s orders. Transactional leadership can sound rather basic,
with its focus on exchange.
10. Coaching Leadership
Coaching leadership involves teaching and supervising followers. A coaching leader is
highly operational in setting where results/ performance require improvement.
Basically, in this kind of leadership, followers are helped to improve their skills.
Coaching leadership does the following: motivates followers, inspires followers and
encourages followers.
 THREE LEVELS OF LEADERSHIP SKILLS

1. Public Leadership
2. Private Leadership
3. Personal Leadership
 Public leadership

Public leadership refers to the actions or behaviors that leaders

take to influence two or more people simultaneously – perhaps in
a meeting or when addressing a large group. Public leadership is
directed towards (1) setting and agreeing a motivating vision or
future for the group or organization to ensure unity of purpose;
(2) creating positive peer pressure towards shared, high
performance standards and an atmosphere of trust and team
spirit; and (3) driving successful collective action and results.
Public leadership therefore serves the first three dimensions of
leadership mentioned in the overview section.
 PRIVATE LEADERSHIP

Private leadership concerns the leader's one-to-one handling of individuals

(which is the fourth of Scouller's four dimensions of leadership). Although
leadership involves creating a sense of group unity, groups are composed
of individuals and they vary in their ambitions, confidence, experience and
psychological make-up. Therefore, they have to be treated as individuals –
hence the importance of personal leadership. There are 14 private
leadership behaviors (Scouller, 2011):
Individual purpose and task, Individual building and maintenance .Some
people experience the powerful conversations demanded by private
leadership (e.g. performance appraisals) as uncomfortable. Consequently,
leaders may avoid some of the private leadership behaviors (Scouller,
2011), which reduces their leadership effectiveness. Scouller argued that
the intimacy of private leadership leads to avoidance behavior either
because of a lack of skill or because of negative self-image beliefs that give
rise to powerful fears of what may happen in such encounters.
 PERSONAL LEADERSHIP

Personal leadership addresses the leader's technical,

psychological and moral development and its impact on his or
her leadership presence, skill and behavior. It is, essentially, the
key to making the theory of the two outer behavioral levels
practical. Scouller went further in suggesting (in the preface of
his book, The Three Levels of Leadership), that personal
leadership is the answer to what Jim Collins called "the inner
development of a person to level 5 leadership" in the book
Good to Great – something that Collins admitted he was
unable to explain.[8]

Personal leadership has three elements: (1) technical knowhow

and skill; (2) the right attitude towards other people; and (3)
psychological self-mastery.
 LEADERSHIP DEVELOPMENT
 Developing Individual Leaders
 Developing Leadership At A Collective Level
 Succession Planning
 DEVELOPING INDIVIDUAL LEADERS

Traditionally, leadership development has focused on developing

the leadership abilities and attitudes of individuals.[citation needed]
Different personal traits and characteristics can help or hinder a
person's leadership effectiveness[3] and require formalized
programs for developing leadership competencies.
Classroom-style training and associated reading for leadership
development may ail from the possible divergence between
knowing what to do and doing what one knows; management
expert Henry Mintzberg is one person to highlight this dilemma.
It is estimated[by whom?] that as little as 15% of learning from
traditional classroom-style training results in sustained
behavioral change within workplaces.[4]
 DEVELOPING LEADERSHIP AT A COLLECTIVE LEVEL

Leadership can also be developed by strengthening the connection between, and

alignment of, the efforts of individual leaders and the systems through which
they influence organizational operations. This has led to a differentiation
between leader development and leadership development.[citation needed]

Leadership development can build on the development of individuals (including

followers) to become leaders. In addition, it also needs to focus on the
interpersonal linkages in the team.

In contrast, the concept of "employeeship" recognizes that what it takes to be a

good leader is not too dissimilar to what it takes to be a good employee.
Therefore, bringing the notional leader together with the team to explore these
similarities (rather than focusing on the differences) brings positive results. This
approach has been particularly successful in Sweden where the power distance
between manager and team is small.[citation nee
 SUCCESSION PLANNING

The development of "high potentials" to take over leadership when the time
comes the current leadership to leave their positions is known as succession
planning. This type of leadership development usually requires the extensive
transfer of an individual between departments. In many multinationals, it usually
requires international transfer and experience to build a future leader.

Succession planning requires a sharp focus on the organization's future and vision,
in order to align leadership development with the future that the organization
aspires to create. Thus successive leadership development is based not only on
knowledge and history but also on a dream.

Persons involved in succession planning should include current leadership

members who can articulate the future vision. Three critical dimensions should be
considered:
1. Skills and knowledge;
2. Role perception and degree of acceptance of leading role; and,
3. Self-efficacy.
IMPORTANCE OF LEADERSHIP

 Initiates action
 Motivation
 Providing guidance
 Creating confidence
 Building morale
 Builds work environment
 Co-ordination
 INITIATES ACTION- Leader is a person who starts the work
by communicating the policies and plans to the
subordinates from where the work actually starts.

 MOTIVATION- A leader proves to be playing an incentive

role in the concern’s working. He motivates the employees
with economic and non-economic rewards and thereby gets
the work from the subordinates.

 PROVIDING GUIDANCE- A leader has to not only supervise

but also play a guiding role for the subordinates. Guidance
here means instructing the subordinates the way they have
to perform their work effectively and efficiently.
CREATING 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.

BUILDING 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.

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.

CO-ORDINATION- Co-ordination can be achieved through reconciling personal

interests with organizational goals. This synchronization can be achieved through
proper and effective co-ordination which should be primary motive of a leader.
 QUALITIES OF A LEADER
 Emotional Stability
 Dominance
 High Energy
 Maturity
 Tough-mindedness
 Social Boldness
 Self-assurance
 Team Orientation
 How Can You Build Leadership Skills?
You do not need to be manager-level or supervise projects or people to cultivate and
demonstrate leadership skills. You can develop these skills on the job, by following these
strategies:

Take initiative: Look beyond the tasks on your job description. Think long term about
what would be beneficial for your department and the company. Try to brainstorm ideas and
commit to doing work that goes beyond the daily routine.

Request more responsibility: While you wouldn't want to ask for additional
responsibility your second week on the job, once you've been in a position for awhile, you
can share with your manager that you're eager to grow your leadership abilities. Ask how
you can help out - are there upcoming projects that require a point person? Is there any
work that you can take off your manager's to-do list?

Target specific skills: If you have a specific skill you want to develop - whether it's
creative thinking or communication - create a plan to improve your abilities in this area. This
could mean taking a class, finding a mentor to help, reading books, or setting a small goal
that forces you to engage with this skill. Talk to managers and co-workers, as well as friends
outside of the office, to help develop your plan to increase a particular skill.