PRESENTED BY: M.

ANISHA

I MBA(GA)

Presented by

LEADERSHIP DEFINITION INGREDIENTS APPROACHES THEORIES STYLE QUALITIES IMPORTANCE SKILLS MANAGER v/s LEADER WOMEN PERSPECTIVE
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LEADERSHIP

WHAT IS LEADERSHIP?
Leading people Influencing people Commanding people Guiding people
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Management is doing things right, leadership is doing the right things

Warren Bennis and Peter Drucker

"leadership is influence - nothing more, nothing less." John C Maxwell

Getting extra-ordinary performance out of ordinary people

Sir John Harvey Jones
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LEADERSHIP IS THE ART OF MOTIVATING A GROUP OF PEOPLE TO ACT TOWARDS A COMMON GOAL.

LEADERSHIP IS THE PROCESS OF INFLUENCING OTHER PEOPLE TO WORK WILLINGLY WITH A GREAT AMOUNT OF ZEAL & ENTHUSIASM FOR GROUP OBJECTIVE.

INGREDIENTS of LEADERSHIP

APPROACHES to LEADERSHIP
Trait approach Charismatic approach Situational / Contingency approach
Physical, intelligence ,ability ,personality ,task - related, social Drive, leadership motivation, honesty & integrity, self confidence, cognitive ability, understanding of business

Self confident, strong convictions, articulating a vision, able to initiate change, communicating high expectations Influence followers & supporting them, demonstrating enthusiasm & excitement, being in touch with reality

People become leaders not only because of their personality attributes but also because of various situational factors & the interactions between leaders & group members Fiedlers theory, Path goal theory, Transactional & Transformational theory
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FIEDLERS THEORY
Critical dimensions of leadership situation : position power, task structure, leader member relations

Fred E. Fiedler

Unfavourable or favourable situations task oriented leader more effective

Moderately unfavourable or favourable situations relationship oriented leader more effective

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PATH GOAL THEORY

Said : main function of leader is clarify & set goals with subordinates, help them find best path for achieving goals & remove obstacles

Robert House

Categorized leader behaviour into 4 groups & suggested that appropriate style of leadership depends on the situation

Supportive , participative, instrumental, achievement oriented leaderships

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TRANSACTIONAL & TRANSFORMATIONAL LEADERSHIP

James M. Burns

Transactional leaders identify what needs to be done to achieve goals, including clarifying roles & tasks, rewarding performance & providing for the social needs of followers

Bernard M. Bass

Transformational leaders articulate a vision, inspire & motivate followers & create a climate favourable for organizational change

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STYLE of LEADERSHIP

Autocratic
leader

Democratic or
Participative

Free rein
leader

leader
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AUTOCRATIC LEADERSHIP STYLE

Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff as it involves punishments May be valuable in some types of business where decisions need to be made quickly and decisively
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DEMOCRATIC or PARTICIPATIVE LEADERSHIP STYLE

Encourages decision making & participation Type of leader ranges from
Consultative: consult with subordinates before taking decisions Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

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FREE REIN LEADERSHIP STYLE

Uses his power very little

Give subordinates high degree of independence in their operations

Depend largely on subordinates to set their own goals & the means of achieving them

Set their role as aiding the operations of subordinates by furnishing them with information & act primarily as a contact with groups external environment

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Autocratic leader follower follower follower

follower

Democratic
or Participative

leader
follower follower

Free - rein leader follower follower follower

FIG : THREE LEADERSHIP STYLES

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QUALITIES of a GOOD LEADER

Honesty & Intelligence

Confidence & Sense of Responsibility

Communication Skills

Motivate Others & Empathy

Focus on the Goal

Dedication

Patience & Listening skills

Consistency
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IMPORTANCE of LEADERSHIP
Guiding & Inspiring

Improves productivity

Creating confidence

LEADERS

Co-operation of members

Improves job satisfaction

Builds work environment

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LEADERSHIP SKILLS

Integrity

Vision/strategy

Adaptability

Decision-making

Relationships

Communication

Coaching & Development

Planning

Teamwork

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MANAGERS VS. LEADERS

Focus on things Do things right Focus on people Do the right things

Plan
Organize Direct Control Follows the rule

Inspire
Influence Motivate Build Shape entities

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A LEADER MUST ACCEPT : that people think that people have great potential that people expect to be heard that people want to work that people have aspirations, expectations that people have love for others that people possess distinct behaviour patterns, attitudes that people have knowledge that people are expensive that people are no longer meek
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DO WOMEN lead DIFFERENTLY ?

WOMEN MEN
See leadership as a sequence of transactions with subordinates More often use control of resources & the authority of their position to motivate people
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See leadership as changing self interest of followers into concern for the total enterprise
Use interpersonal skills & personal traits to motivate subordinates

How Far Can You Go?

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