Presentation On Leadership

PRESENTATION ON LEADERSHIP
Introduction
Leadership is the ability to develop a vision that motivates
others to move with a passion toward a common goal. So
leadership is a process by which a person influences
others to accomplish an objective and directs the
organization in a way that makes it more cohesive and
coherent.
Definition
Four factors of leadership
Leader - You must have an honest
understanding of who you are, what you
know and what you can do. To be successful
you have to convince your followers not your
superiors, that you are worthy of being
followed.
Follower -You must know your people. The

fundamental starting point is having a good
understanding of human nature, such as
needs, emotions and motivation.
Communication-The nonverbal
communication is leading. E.g.- when you
set example that communicates to your
people that you would not ask them to
perform anything that you would not be
willing to do. Bad communication harm the
relation between leader and employee.
Situation-We must use our judgment to

decide the best course of action and the
leadership style needed for each situation.
What we do in one situation will not always
work in another.
Styles of leadership
The three major styles of leadership are
Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign
Autocratic – The authoritarian leader makes decisions
alone as power is centralized in one person. Decisions
are enforced using rewards and the fear of punishment.
it is an abusive, unprofessional style called “bossing
people around.”
Democratic- The participative leader include one or
more employees in the decision making process.
Communication flow freely; suggestions are made in
both directions. The participation encourages
member commitment to the final decision.
Laissez-faire- The free-rein leader gives power to
subordinates to make the decisions. However, the
leader is still responsible for the decisions that are
made. This is used when employees are able to
analyze the situation. Deligative style is generally not
useful.
Theories of leadership
TRAIT
THEORY
BEHAVIRAL
THEORY
CONTINGENCY
THEORY
SITUATIONAL
THEORY
Trait theory-
The Trait Approach arose from the “Great Man” theory as a
way of identifying the key characteristics of successful leaders.
It was believed that through this theory critical leadership traits
could be isolated and that people with such traits could then be
recruited, selected, and installed into leadership positions. This
theory was common in the military and is still used as a set of
criteria to select candidates for commissions.
Advantages of Trait Theory -
 It is naturally pleasing theory.
 It serves as a yardstick against which the leadership

traits of an individual can be assessed.
 Itgives a detailed knowledge and understanding of the

leader element in the leadership process.
Limitations of The Trait Theory –
 There is bound to be some subjective judgment in

determining who is regarded as a ‘good’ or ‘successful’
leader.
 Thereis also a disagreement over which traits are the

most important for an effective leader
Behavioral Theory-
 These theories of leadership are based
upon the belief that great leaders are made,
not born.
 Rooted in behaviorism, this leadership
theory focuses on the actions of leaders not
on mental qualities or internal states.
 According to this theory, people can learn to
become leaders through teaching and
observation.
 The behavior approach says that anyone
who adopts the appropriate behavior can be
a good leader.
Studies of Behvioral theory
 Ohio state leadership university
studies.
 Managerial Grid
 University of Michigan studies

Contingency theory-
In Contingency theory of leadership, the success of
the leader is a function of various contingencies
in the form of subordinate, task, and/or group
variables. The Leaders who are very effective at
one place and time may become unsuccessful
either when transplanted to another situation or
when the factors around them change.
This helps to explain how some leaders who
seem for a while to have the 'Midas touch' suddenly
appear to go off the boil and make very
unsuccessful decisions.
Different Sets/theories of contingency
theory :
FIEDLER’S CONTIINGENCY MODEL
HARSEY & BLANCHARD’S SITUATIONAL THEORY
PATH GOAL THEORY

FIEDLER’S CONTINGENCY
MODEL
Fiedler's model assumes that group performance depends
on:
 Leadership style, described in terms of task motivation
and relationship motivation.
Situational favourableness, determined by three factors:
a)Leader-member relations - Degree to which a leader is
accepted and supported by the group members.
b)Task structure - Extent to which the task is structured
and defined, with clear goals and procedures.
c) Position power - The ability of a leader to control
subordinates through reward and punishment.
Blanchard's situational
theory-
The Hersey-Blanchard Situational Leadership Theory was
created by Dr Paul Hersey and Ken Blanchard. The theory
states that instead of using just one style, successful
leaders should change their leadership styles based on the
maturity of the people they're leading and the details of
the task. Using this theory, leaders should be able to place
more or less emphasis on the task.
According to Hersey and Blanchard, there are four main
leadership styles:
Telling (S1) – Leaders tell their people exactly what to do,

and how to do it.
Selling (S2) – Leaders still provide information and
direction, but there's more communication with followers.
Leaders "sell" their message to get the team on board.
Participating (S3) – Leaders focus more on the
relationship and less on direction. The leader works with
the team, and shares decision-making responsibilities.
Delegating (S4) – Leaders pass most of the responsibility
onto the follower or group. The leaders still monitor
progress, but they're less involved in decisions.
Path-Goal theory-
According to path-goal theory, the leader’s responsibility is to
increase subordinates’ motivation to attain personal and
organizational goal.A person may do these by adopting a certain
leadership style, according to the situation:
Directive leadership – it tells subordinates exactly what they

are supposed to do, which includes planning, making schedules,
setting performance goals and behaviour standards.
Supportive leadership - it shows concern for subordinates’

well being and personal needs.
Participative leadership - Decision making is based on group
consultation and information is shared with the group.
Achievement-oriented leadership - Challenging goals are set and high
performance is encouraged while showing confidence in the groups'
ability.
Likert’s school of leadership
Dr Rensis Likert (1903 - 1981) was a management theorist.
According to Likert, the efficiency of an organisation or its
departments is influenced by their system of management.
Likert categorised his four management systems as follows:
1. Exploitive authoritative system

2. Benevolent authoritative system
3. Consultative system
4. Participative (group) system
Exploitative Authoritative: Responsibility lies in the hands of
the people at the upper echelons of the hierarchy.
Benevolent Authoritative: The responsibility lies at the

managerial levels but not at the lower levels of the
organizational hierarchy.
Consultative Authoritative: The responsibility lies at the

managerial levels as well as with lower levels of the
organizational hierarchy.
Participative: Responsibility for achieving the organizational

goals is widespread throughout the organizational hierarchy.

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PRESENTATION ON LEADERSHIP

Follower -You must know your people. The

Situation-We must use our judgment to

 It is naturally pleasing theory.

 It serves as a yardstick against which the leadership

 Itgives a detailed knowledge and understanding of the

 There is bound to be some subjective judgment in

 Thereis also a disagreement over which traits are the

 University of Michigan studies

FIEDLER’S CONTIINGENCY MODEL

HARSEY & BLANCHARD’S SITUATIONAL THEORY

PATH GOAL THEORY

Telling (S1) – Leaders tell their people exactly what to do,

Directive leadership – it tells subordinates exactly what they

Supportive leadership - it shows concern for subordinates’

1. Exploitive authoritative system

Benevolent Authoritative: The responsibility lies at the

Consultative Authoritative: The responsibility lies at the

Participative: Responsibility for achieving the organizational

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