LEADERSHIP

Presented By:
Dr. Balbir Singh
 Leadership-Meaning
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 Leadership is a process of influencing people and providing an

environment for them to achieve team or organizational objectives.
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 Qualities of a Good Leader
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 Manager Vs Leader
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 Styles of Leadership

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 Leadership Style Based on Authority (1)
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 Leadership Style Based on Task vs People Emphasis (2)
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 Leadership Style Based on Management System (3)
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 Entrepreneurial Leadership Style (4)
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 With influencing people it also

implies the ability to innovate
at the enterprise level and adapt
quickly to complex and
changing environments, so that
the business emerges stronger.
 Transactional Leadership Style (5)
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 Transformational Leadership Style (6)
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 Transformational leadership is a leadership style that can inspire

positive changes in those who follow.
 Not only are these leaders concerned and involved in the process, but
they are also focused on helping every member of the group succeed.
 Theories of
Leadership

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 Theories of Leadership
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• Great Man theory- Thomas Carlyle

Trait Theories • Trait & Skill Theory-Ralph M Stogdill

Behavioral • Ohio State Studies

• University of Michigan’s Studies
Theories • Managerial Grid

• The Fiedler Model

Contingency •
•
Situational Leadership Theory
Path–Goal Theory
Theories • Leader Member Exchange Theory
• Normative Decision Model
 1. Trait Theories
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 Theories that consider personal qualities and characteristics that

differentiate leaders from non-leaders.
 Based on the premise that leaders are born, not made.
 a) Great Man theory- Thomas Carlyle
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 Assumption:
 The leaders are born and not made and posses certain traits which were inherited.
 Great leaders can arise when there is a great need.

 Some people are born with the necessary attributes that set them apart
from others.
 These traits are responsible for their assuming positions of power and
authority.
 b) Trait Theory – Ralph M. Stogdill
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 Ralph. M. Stogdill analyzed data and findings from over a hundred

leadership-related studies.
 He proposed the following traits in an effective leader:
 Physical Traits: energy, appearance, height, intelligence, ability.
 Personality traits: adaptability, aggressiveness, enthusiasm and self-
confidence.
 Social Skills: cooperativeness, interpersonal skills and administrative ability.
 2. Behavioral Theories
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 Trait research provides a basis for selecting the right people for
leadership.
 In contrast, behavioral theories of leadership implied we could train
people to be leaders means leaders can be made.
 a) Ohio State Studies in the late 1940s
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1. Initiating Structure:
 Establishing formal lines of
communication, and determine
how tasks will be performed.
2. Consideration:
 A leader high in consideration
helps employees with personal
problems, is friendly and
approachable, treats all employees
as equals, and expresses
appreciation and support.
 b) University of Michigan’s Studies 1950
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The studies identified two sets of

leadership styles:
1. Employee-oriented leader :
 Who emphasizes human relation
 Taking a personal interest in the needs of
employees, and

Accepting individual differences among them.

2. Production oriented leader

 Focuses on task-oriented activities.
 Accomplishing the group’s tasks.
 Similar to initiating structure.
 c) Managerial Grid Model- Blake & Mouton(1969)
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 3. Contingency Theories
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 The contingency theory of leadership supposes that a leader's

effectiveness is contingent on whether or not their leadership style suits
a particular situation.
 According to this theory, an individual can be an effective leader in one
circumstance and an ineffective leader in another one.
 a) Fiedler’s Model
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 Fiedler's Contingency Theory,

also known as Fiedler's
Contingency Model, states
that there is not one best style of
leadership. Rather, the most
effective leadership style for any
given situation is one that aligns
with the situation at hand.
 b) Situational Leadership Theory
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 c) Leader-Member Exchange Theory
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 d) Path Goal Theory
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 Under this theory, leader assist followers in attaining their goals and provide
necessary direction and support to ensure that their goals are compatible with
overall objectives of group/organization.
 e) Normative Decision Model (Vroom & Yetton)
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Leader solves the problem along using information that is readily available
Autocratic I (AI)
to him/her.

Leader obtains additional information from group members then makes

Autocratic II (AII)
decision alone. Group members may or may not be informed.

Leader shares problem with group members individually, and asks for
Consultative I (CI) information and evaluation. Group members don not meet collectively and
leader makes decision alone.

Consultative II (CII) Leader shares problem with group members collectively but makes
decision alone.

Group II (GII) Leader meets with group to discuss situation. Leader focuses and directs
discussion, but doesn’t impose will. Group makes final decision.
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