Er.

Hansdeep Kaur

WHO IS LEADER ?

“ a leader is a person who influences a

group of people towards the achievements
of a goal.”
 Er.Hansdeep Kaur

INTRODUCTION

Leadership is an important elements of the directing

function of management.
The power of leadership is the power of integrating.

As a Marry Parker Follet states “he person who

influence me most is not he who does great deeds, but he
works makes me feel that I can do great de
 Er.Hansdeep Kaur

Defination
• “Leadership is the ability of a manager to induce
subordinates to work with confidence and zeal.”
Koontz and O’Donnell.

• “Leadership is the exercise of authority

and making of decisions .”_Dubin, R.
 Er.Hansdeep Kaur

LEADERSSHIP STYLES OR TYPES OF

LEADERS/BEHAVIOURAL STYLES IN
LEADERSHIP
1.Leadership Style based on Attitude and Behavior

a. Autocratic or Authoritarian Style leader.

b. Laissez-faire or Free-rain Style Leader.
c. Democratic or Participative Style Leader.
d. Paternalistic Style Leader.
 Er.Hansdeep Kaur

a. Autocratic Style Leader

 An autocratic also known as authoritarian style of
leadership.

 Under this style, the leader expects complete

obedience from his subordinate and all decision-
making power is centralized in the leader.

 No suggestions or initiative from subordinate is

entered
 Er.Hansdeep Kaur

b. Laissez-faire or free-rain Style Leader

Under this type of leadership,

maximum freedom is allowed to
subordinates.
They are given free hand in
deciding their own policies and
methods and to make independent
decisions.
The leader provides help only when
required by his subordinates
otherwise he does not interfere in
their work.
The style leadership creates self-
confidence in the workers and
provides them an opportunity to
develop their talents.
 Er.Hansdeep Kaur

c. Democratic or Participative Style Leader

The democratic or participative style of leadership implies

between the two extremes of autocratic or laissez-faire style of
leadership.
Under this style of leadership members of the group take a more
participative role in the decision making process.
Everyone is given the opportunity to participate, ideas are
exchanged freely, and discussion is encouraged.
 Er.Hansdeep Kaur

d.Paternalistic Style Leader

 Leadership acts as a ‘father figure’

He looks after the subordinates like a father looks after
his family
This style of leadership is based upon sentiments and
emotions of people. A paternalistic leader is like a father of
his subordinates.
He helps ,guides and protects all his subordinates but
under him no one grows
This subordinate become depends upon the leader.
 Er.Hansdeep Kaur

2. Leadership style based on official

Recognition/Relationship

 From the view point of official recognition from top

management, leaders my be classified us under:

1. Formal

2. Informal
 Er.Hansdeep Kaur

1.Formal Leader

 A formal leader is one who is formally appointed or

elected to direct control the activities of the subordinates.

Leadership position is a part of organization's structure.

People get elected as a manager in a formal way.

For example, in the case of a regional director, a

superintendent, a school principle or a teacher the
particular role of each has been formally assigned.
Formal leaders has two-fold responsibility:
1. Fulfill the demand of organization.
2. To help, guide and direct his subordinates in satisfying
their needs and aspirations.
 Er.Hansdeep Kaur

Informal Leader
Informal leader are not formally recognized . They
drive authority from the people who are under their
influence.
It is not a part of formal structure, in any organization
find some people person who are approach to help guide
and protest the interest of the people.
The informal leader have only one task to perform i.e.
to help the followers in achieving their individual and
group goals.
 Er.Hansdeep Kaur

3. Leadership style based on concern for

people and production
Robert R. Blake and Jane Mouton.

Managerial grid
 Er.Hansdeep Kaur

4.Leadership Style based on Decision Making

Exploitative Benevolent Democratic

Participative
autocratic autocratic

Master & Subordinates Meaningful

No
servant Allowed to participative
participation of
relationship participate in in decision
workers
decision making
 Er.Hansdeep Kaur

Leadership functions
Setting goal

Organizing

Initiating action

Co-ordination

Direction & Motivation

Link b/w management & workers

 Er.Hansdeep Kaur

 Setting goals :- A leader is expected to perform creating and

laying out goals and policies persuade the subordinates with zeal
and confidence.
Organizing:- In this function leader is to create and shape the
organization on scientific lines by assigning roles appropriate to
individual abilities to operate sensitively towards the achievement of
goals .
Initiating action:- A leader is to take the initiative in all matters of
interest to the group . He should not depends on others for decision
and judgment.
Coordination:- Leader ensure voluntary cooperation for the
group in realizing the common objective.
Direction and motivation:- It is primary function of leader to
guide and direct his group and motivate people to do their best
achievement of desired goals.
Link b/w management and workers:- Leader works as a
necessary link b/w the mgmt and the workers.

Difference between leadership and management
Leadership
 leadership is an
important part of an
management.
Leadership focus on
the top levels.
Leadership has
followers.
Basic aim of leadership
to fulfill followers needs.
Leadership emphasises
on the transformational
aspects.
Er.Hansdeep Kaur
Management
Management is a much
broader term which includes
leadership.
Management focus on the
lower levels.
Management does not have.
The main of management is
to meet organization goals.
Management focus on
transactional aspect.
 Er.Hansdeep Kaur

Importance of Leadership

1. It improves motivation and morale

2. It acts as a motive power to group efforts.

3. It act as an aid to authority .

4. It is needed an all levels of management.

5. It rectifies the imperfectness of the formal

organizational relationships.

6. It provide the places for co-operation.

Er.Hansdeep Kaur
 1.TRAIT THEORY Er.Hansdeep Kaur

• Theory that consider Personality, social, physical or

intellectual traits to differentiate leaders from non leaders.
•Traits theory is based upon the great man theory but is
more systematic in its analysis of leader.

• Traits theory of leadership there are certain qualities or

traits which are essential to be a successful leader.
• Many researchers have given their views on the type of
qualities that are considered essential for effective
leadership.
• Henry Fayol divided these qualities into physical,
mental, moral, educational, technical and experience.
 Er.Hansdeep Kaur

LEADERSHIP QUALITIES
PERSONAL TRAITS MANAGERIAL TRAITS

Self confidence Knowledge of human skill

Initiative and innovative Administrative ability
Empathy Technical knowledge
Emotional maturity Ability to deal with people
Intelligence Ability to judge and decide
Decisiveness
quickly
Effective communication
Dynamic personality
Vision and foresight
flexibility
 Er.Hansdeep Kaur

CRITICISM OF THE TRAIT THEORY

1. Though very simple but still this theory fails to produce clear cut results .
2. Various studies prove that the trait theory cannot hold good for all set of
circumstances.
3. The list of traits are not uniform different authors have given different lists of
traits .
4. There have been many persons who have been outstanding leaders in
business although they have been humourless, narrow minded, unjust and
authoritarian.
5. In the same manner there have been many persons who were not good
leaders although they had the above specific traits.
6. There are no definite tests for the measurements of these traits and hence no
conclusions can be drawn.

This theory, however, provides that leaders should have certain personal
characteristics, some of these qualities are inborn, others can be developed by
the management through proper training programmes.
 Er.Hansdeep Kaur

2.BEHAVIOURAL THEORY

1. In this theory focus on actual behaviour and action of leaders as against

personal qualities or traits of leaders.
2. According to this approach interpersonal relationship between a leader and
subordinates in which the behaviour of the leader toward the subordinates
constitute the most critical element .
3. Good behaviour of the leader raises the morale, builds up confidence and
spirit among the team members and lack of good behaviour will discard him as a
leader.
4. Various kind of specific behaviour of the leader affect the performance of the
subordinates.
Behaviour approach differ from trait approach in that:
 the purpose of trait theory was to separate leaders from non leaders on the basis
of traits, whereas the purpose of behaviour theory is to determine how various
kinds of specific behaviour affect the performance and satisfaction of the
subordinates.
 Er.Hansdeep Kaur

CRITICISM OF BEHAVIUORAL THEORY

1. It does not take into consideration the situational variables.

A particular style may be effective in one situation but it may be
effective or ineffective in another situation
2. This theory does not consider the time factor also.
3. A particular behaviour and action of leader may be effective at
on one point of time while the same may be ineffective at
some other point of time.

Two important behaviour theories are:

I. Michigan Studies and
II. Ohio State University
Leadership studies.
 Er.Hansdeep Kaur

I. Michigan studies

These empirical study were conducted

slightly after word war II by the Institute
of social Research at the University of
Michigan.

The purpose of these studies was to

identify styles of leadership behaviour
that results in higher performance and
satisfaction of a group. These studies
distinguished between two distinct style
of leadership:
1. Production Centered Leadership
2. Employee Centered Leadership
 Er.Hansdeep Kaur

1.Production Centered Leadership: This leadership is

also known as task oriented leadership the production oriented
leadership stressed on certain points.
i. Rigid work standards, procedure and rules.
ii. Close supervision of the subordinates of the subordinates
iii. Technical aspects of the job
iv. Employee were not considered as human beings but as
tools to accomplish the goal of the organization.
2. Employee Centered Leadership: This style is also
known as relation oriented because it emphasis on human
relations. The main part that are concentrated upon in this
approach are:
v. To treat subordinates as a human being.
vi. To show concern for the employees, needs, welfare,
advancement etc.
vii. To encourage employee participation in goal settings and in
other work related decisions.
viii.To help ensure high performance by inspiring respect and
trust.
 Er.Hansdeep Kaur

They identified two more styles of leadership on the basis of authority used by the
boss and the degree of freedom to the subordinates. These styles were:
I. Boss Centered Leadership.
II. Employee Centered Leadership.
SUBORDINATE CENTERED
LEADERSHIP
MANAGER LETS THE
SUBORDINATES FUNCTION
WITHING LIMITS DEFINED BY
DEGREE OF
HIM
FREEDOM TO THE
SUBORDINATES MANAGER PRESENTED
PROBLEMS SUGGESTIONS
AND MAKE DECISIONS

MANAGER PRESENTS IDEAS

AND INVITES QUESTIONS
USE OF
AUTHORITY MANAGER MAKES AND
BY THE ANNOUNCES THE DECISIONS
MANAGER
BOSS CENTERED LEADERSHIP
 Er.Hansdeep Kaur

CRITICISM OF MICHIGAN STUDIES

1. These studies failed to determine whether leadership

behaviour cause or effect. Employee centered makes the
group productive or productivity of the group induces
the manager to be employee centered.

2.These studies ignore the personal characteristics of

subordinates, group characteristics and the other
situational variables.
 Er.Hansdeep Kaur

Ohio State University Leadership Studies

The Bureau Research at Ohio State University conducted

these studies.
The main objective of studies was to identify the major
dimensions of leadership and to investigate the effect of
leader’s behaviour on employee behaviour and
satisfaction. Ultimately, these studies narrowed the
description of the leader behaviour to two dimensions:
1. Initiating structure
2. Consideration
 Er.Hansdeep Kaur

Initiating Structure: it refer to the leader’s behaviour in defining

and organising the relationship between himself and members of the
group. The purpose of initiating structure is to:
a) Establish well defined patters of organization.

b) Develop channels of communications and methods or procedure

c) To supervise the activity of the employees.

Consideration. Consideration refers to the behaviour which
can be characterized by
c) Friendliness
d) Mutual trust
e) Respect
f) Supportiveness
g) Openness
h) Concern for the welfare of the employees.
 Er.Hansdeep Kaur

In this leadership behaviour is plotted on two axis

rather than on a single continuum
 Er.Hansdeep Kaur

HIGH

HIGH HIGH
CONSIDERATION CONSIDERATIO
AND LOW N AND HIGH
STRUCTURE STRUCTURE
CONSIDERATION

LOW SRTUCTURE HIGH STRUCTURE

AND LOW AND LOW
CONSIDERATION CONSIDERATION

LOW
LO
INITIATING STRUCTURE
HIGH
 Er.Hansdeep Kaur

Situational Contingency Theory of Leadership

The advocates of situational theory is believe that leadership is

greatly affected by a situations and maintain leadership patterns
is the product of situation particular time .

The situational theories emphasis not on personal qualities or

traits of leaders, but upon the situation in which he operates.

Fiedler’s Contingency Model

Hersary - Blanchard Situational Model
House Path Goal Theory
Vroom – Vetton and Jago’S Contingency theory.
 Er.Hansdeep Kaur

FIEDLER’S CONTINGENCY MODEL

Fred fiedler developed the leadership contingency model.

Fiedler’s theory assumes leaders are predisposed to a particular
set of leadership behaviours.
Leaders are either task oriented or relationship oriented.
Task oriented leaders are- directive, structure situations, set
deadlines and make task assignments.
Relationship oriented leaders focus on people, are considerate
and are not strong.
 Er.Hansdeep Kaur

Situational Favorableness

Fiedler suggested that three major situational variables whether

a given a situation is favourable to leaders:
Leader-Member Relations – This is the level of trust and
confidence that your team has in you. A leader who is more
trusted and has more influence with the group is in a more
favorable situation than a leader who is not trusted.
Task Structure – This refers to the type of task you're doing:
clear and structured, or vague and unstructured. Unstructured
tasks, or tasks where the team and leader have little knowledge
of how to achieve them, are viewed unfavorably.
Leader's Position Power – This is the amount of power
you have to direct the group, and provide reward or punishment.
The more power you have, the more favorable your situation.
Fiedler identifies power as being either strong or weak.
The most favorable situation for leaders to influence their groups
Er.Hansdeep Kaur is one in which
they are liked by the members(good member relations)have a powerful position
(strong position power)and are directing a well defined job (high task structure).
On the other hand, the most unfavorable situation for leader is one in which they
are disliked , have little position power and face an unstructured task. Fiedler
perceived eight possible combination of the three situational variables as shown in
the following figure:
 Representation of Fiedler’s Contingency
Model
Situational High Control Moderate Low Control
Control Situations Control Situations Situations

Leader-member Good Good Good Good Poor Poor Poor Poor

relations

Task Structure High High Low Low High High Low Low

Position Power Strong Weak Strong Weak Strong Weak Strong Weak

Situation I II III IV V VI VII VIII

Optimal
Leadership Task Motivated Relationship Task
Style Leadership Motivated Leadership Motivated
Leadership
 Er.Hansdeep Kaur
In a reexamination of old leadership studies and analysis of new studies that are
Fiedler concluded that:
I. Task oriented leaders tend to perform best in group situations that are either
very favourable to the leader.
II. Relationship oriented leaders tend to perform best in situations that are
intermediate in favourableness.
These conclusion are summarized in the following figure:

TASK RELATIONSHIP TASK ORIENTED

ORIENTED ORIENTED STYLE STYLE
STYLE

FAVOURABLE SITUATION UNFAVOURABLE

LEADERSHIP INTERMEDIATE IN LEADERSHIP
SITUATION FAVOURABLENESS SITUATION
FOR LEADERS

LEADERSHIP STYLES APPROVED FOR VARIOUS GROUP SITUATIONS

 Er.Hansdeep Kaur

HARSEY-BLANCHARD SITUATIONAL
THEORY MODEL

Hersey and Blanchard feel that the leader has to match his style
with the needs of maturity of subordinates which moves in stages
and has a cycle.
This model also known as life cycle theory of leadership and based
on an interaction among three factors:
1. Task behaviour
2. Relationship behaviour
3. Maturity level
 Er.Hansdeep Kaur
1.Task Behaviour: The extent to which leader are likely to
organize and define the roles of the members of their group and to
explain what activities each is to do and when , where, and how to
be accomplished.
2.Relationship Behaviour: the extent to which leader are
likely to maintain personal relationship between themselves and
members of their group by opening up channels communications
providing socio-emotional support , active listening, psychological
strokes and facilitating behaviour.
3. Maturity level: is built on the work of Chris Argyris.
Maturity is the capacity to set high but attainable goals plus the
willingness and ability to take responsibility and to use education
and /or experience.
These are defined the four stages of followers readiness:
i. R1 – People are both unable and unwilling.
ii. R2 – People are unable but willing to do necessary tasks.
iii. R3- People are able but unwilling.
iv. R4- People are both able and willing to do.
 Er.Hansdeep Kaur

LEADER BEHAVIOUR
 Er.Hansdeep Kaur

I. Telling Style: telling style emphasis directive behaviour. It is high task and
low relationship behaviour they e. where the subordinates have low maturity
i.e. neither they have ability to do not they are willing to do.
II. Selling Style: in the second stage, which is marked by high task and high
relationship behaviour, subordinates require both supportive and directive
behaviour. Selling leadership style is appropriate for subordinates of moderate
maturity i.e. high willingness but lack of ability.
III.Participative Style: in third stage participative style in leadership will be
effective because it is high relationship and low task behavior stage.
Subordinates in this stage, have high to moderate maturity i.e. who have
ability to do but lack willingness to do.
IV.Delegating Style: In the fourth stage of low task and low relationship.
delegating style of leadership is suitable. Subordinates in this stage are very high
level of maturity. i.e. they have ability as well as willingness to work.
 Er.Hansdeep Kaur

HOUSE PATH GOAL THEORY

Path goal theory sees the leader’s role as one of affecting a
subordinate’s motivation to reach desired goals.
It states that a leader’s job is to create a work environment
(through structure, support and rewards) that helps employees
reach the organisational goals.
It is important to know why this theory is named path goal
theory. House explains that in this way:
“According to this theory, leaders are effective because of
there impact on (followers) motivation, ability to perform
effectively and satisfaction. The theory is called path goal
because its major concern is how the leader influences the
(followers)
 Er.Hansdeep Kaur

Path goal theory proposed the following four leader behaviour.

1. DIRECTIVE: Directive leader behaviour focuses on what
must be done. This behaviour clarifies performance
expectations and the role of each subordinates in the work
group.
2. SUPPORTIVE: Supportive leader behaviour includes
concern for subordinates as people and needs they are trying
to satisfy. Supportive leader are open warm, friendly and
approachable.
3. PARTICIPATIVE: Participative leader behaviour includes
consultation with subordinates and serous consideration of
subordinates’ ideas before making decision.
4. ACHIEVEMENT-ORIENTED: achievement-oriented
leader behaviour emphasis excellence in subordinates
performance and improvement in performance.
achievements-oriented leader set high performance goals and
shows confidence in people’s abilities to reach those goals.
LEADER DESIRED
Er.Hansdeep OUTCOMES OF
Kaur

BEHAVIOUR CONTINGENCY LEADER BEHAVIOUR

FACTORS
DIRECTIVE PERSONAL FACTORS OUTCOME FOR
OF SUBORDINATES
SUBORDINATE
SUPPORTIVE

ABILITY LOCUS OF JOB SATISFACTION

CONTROL NEED FOR ACCEPTANCE OF
AFFLIATIONS LEADER MOTIVATION
JOB PERFORMANCE
PARTICIPATIVE

ACHIEVEME
WORK ENVIORNMENT
NT
ORIENTED
FACTORS
TASK FORMAL
AUTHORITY PRIMARY
WORK GROUP
 Er.Hansdeep Kaur

VROOM –YETTON JAGO’S MODEL

The Vroom-Yetton Jago’s model is a
contingency approach to group decision making that is
designed specifically to help leaders select the best
approach to making decisions. The model identifies
different ways a decision can be made by considering
the degree of follower participation. It proposes a
method for leaders to select the right approach to making
a decision in a given set of circumstances
 Er.Hansdeep Kaur

DECISION TYPES
The Vroom-Yetton-Jago model defines five different decision approaches that a
leader can use. In order of participation from least to most, these are:
AI – Autocratic Type 1: Decisions are made completely by the leader. Leaders
make the decision on their own with whatever information is available.
AII – Autocratic Type 2: The decision is still made by the leader alone, but the
leader collects information from the followers. Followers play no other role in the
decision-making process.
CI – Consultative Type 1: The leader seeks input from select followers individually
based on their relevant knowledge. Followers do not meet each other, and the
leader's decision may or may not reflect followers' influence.
CII – Consultative Type 2: Similar to CI, except the leader shares the problem with
relevant followers as a group and seeks their ideas and suggestions. The followers
are involved in the decision, but the leader still makes the decision.
GII – Group-based Type 2: The entire group works through the problem with the
leader. A decision is made by the followers in collaboration with the leader. In a GII
decision, leaders are not at liberty to make a decision on their own.
 Er.Hansdeep Kaur

DECISION TREES
The Vroom-Yetton-Jago decision model of leadership provide the leader with, in effect,
a decision tree to help him choose an effective decision making style.
The decision making process involves answering a lot of questions about the nature of
problem.
1. The question relating to the problem attributes are of the following types:
Is there a quality requirement? Is the nature of the solution critical? Are there
technical or rational grounds for selecting among possible solutions?
2. Do I have sufficient information to make a high-quality decision?
3. Is the problem structured? Are the alternative courses of action and methods for
their evaluation known?
4. Is acceptance of the decision by subordinates critical to its implementation?
5. If I were to make the decision by myself, is it reasonably certain that it would be
accepted by my subordinates?
6. Do my subordinates share the organizational goals to be met by solving this
problem?
7. Is conflict among subordinates likely in obtaining the preferred solution?
By answering the questions honestly, the decision tree provides the leader with the
preferred decision style for the given situation.
Er.Hansdeep Kaur
 Er.Hansdeep Kaur
The leader work trough a decision tree given in figures asking
questioning from A to G, till he reaches a particular type of
decision.

Situation 1 is characterised by no quality requirements. If there

is no subordinate commitment requirement, A1 style of
leadership will be suitable, but if there is commitment
requirement , A1 style will be suitable otherwise the leader will
have to opt for GII style
 Er.Hansdeep Kaur

In situation II, there is quality requirements and the leader

information is also positive. In this situation if commitment
requirements is not there, the leader can go in for AI style. But if
commitments is requirement is there, commitment probability will
be seen, and goal congruence factor will be consider. If goal
congruence is there,GII style can be chosen, otherwise subordinate
conflict factor will be considered. If chances of conflict are there,
CII style will be suitable, otherwise CI style can be selected.
 Er.Hansdeep Kaur

In situations III, there is quality requirement but leader information is then. Next
factor to be considered in this stage will be problem structure is there, commitment
requirement and probability will be seen. If both are positive, All style can be selected
if commitment is not there, goal congruence will be considered. If positive, CII
style can be opted for, if not conflict of subordinates will be considered. If chances of
conflicts are there, CII style will be chosen otherwise CI style can be chosen.

Transactional and Transformational Leadership
Transactional Leadership
Leadership is responsive
Works within the organizational culture.
Employees achieve objectives through
rewards and punishments set by the leader.
Motivates followers by appealing to their
self-interest.
Management-by-exception
maintain the status quo; stress correct
actions to improve performance.
Intellectual stimulation or motivation is
zero.
Er.Hansdeep Kaur
Transformational Leadership
Leadership is proactive
Works to change the organizational culture
by implementing new ideas
.
Employees achieve objectives through
higher ideals and moral values.
Motivates followers by encouraging them to
put group interests first.
Individualized consideration
Each behavior is directed to each individual
to express consideration and support.
Intellectual stimulation
Promote creative and innovative ideas to
solve problems.
 Comparison Chart
Er.Hansdeep Kaur

Basis for Comparison Transactional Leadership Transformational Leadership

A leadership style in which the
A leadership style that employs
leader employs charisma and
rewards and punishments for
Meaning enthusiasm to inspire his
motivating followers is
followers is Transformational
Transactional Leadership.
Leadership.
Leader lays emphasis on the
Leader lays emphasis on his
Concept values, ideals, morals and needs
relation with followers.
of the followers.
Nature Reactive Proactive
Best suited for Settled Environment Turbulent Environment
Developing the existing Changing the existing
Works for
organizational culture. organizational culture.
Style Bureaucratic Charismatic
How many leaders are there in a
Only one More than One
group?
Focused on Planning and Execution Innovation
Attracting followers by putting
Stimulating followers by setting
Motivational tool their own self interest in the first
group interest as a priority.
place.
Er.Hansdeep Kaur