LEADERSHIP

Time is neutral and does not change things.

With Courage and Initiatives, leaders change
things
Presented by:
Harsh Diwakirti & Anand
Definition of Leadership.....

Leadership is “the behavior of an individual when he

is directing the activities of a group toward a shared
goal.”

Leadership is “interpersonal influence, exercised in a

situation and directed through the communication
process ,toward the attainment of specified goal or
goals.”

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ARE LEADERS & MANAGERS
DIFFERENT??
Here it goes…….

MANAGERS LEADERS
 Professionals.  Create more leaders.
 Manage Organizations.  Manage resources.
 Calculate risks.  Open risk.
 Innovate.  Creative.
 Inspire.  Control.
 Administrator.  Initiate.
 Short term basis.  Long term basis.

Page  4
KOTLER DISTINCTION OF MANAGERS & LEADERS
Three Basic Tasks.
MANAGERS
LEADERS
Setting a direction. Organizing & Staffing
Deciding what Inductively creating a vision & (structuring jobs &
Needs to be strategies to provide focus for reporting relationships to
done. planning. efficiently implement
plans)

Creating networks Aligning people to the Planning & Budgeting

and Relationships. vision. Emphasizing (deductively producing
communication, orderly results)
credibility &
empowerment.

Motivating people (creating Controlling & problem-

Ensuring people solving (comparing
involvement, emphasizing
do the job behavior with plan;
values, building informal
networks of relationships) taking action to correct
Page  5 deviations)
 TYPES OF LEADERSHIP

Formal Leadership Informal Leadership

Formal authorities are assigned. No formal authorities are
Ensures productive efforts. assigned.
Interpersonal Charisma.
Leadership Styles:

 Authoritarian Style.
 Participative Style.
» Consultative Leaders.
» Consensual Leaders.
» Democratic Leaders.
 Free- Rein Style.

Page  7
 LEADERSHIP BEHAVIOURS

High Relationship High Relationship

High & &
Low Task High Task
(Supporting Style) (Participative Style
People Achievement)
Emphasis

Low Relationship Low Relationship

& &

Low Low Task High Task

(Free- Rein Style) (Directive Style)
Low High
Page  8 Task Emphasis
THEORIES OF LEADERSHIP

Managerial Grid Theory.

Goal Path Theory.
 MANAGERIAL GRID
THEORY

By Blake and Mouton

MANAGERIAL GRID THEORY

5. _______ The more challenging a task is, the more I enjoy it.
6. _______ I encourage my employees to be creative about their job.
7. _______ When seeing a complex task through to completion, I ensure that
every detail is accounted for.
8. _______ I find it easy to carry out several complicated tasks at the same
time.
9. _______ I enjoy reading articles, books, and journals about training,
leadership, and psychology; and then putting what I have read into action.
10. _______ When correcting mistakes, I do not worry about jeopardizing
relationships.

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MANAGERIAL GRID THEORY

11. _______ I manage my time very efficiently.

12. _______ I enjoy explaining the intricacies and details of a complex task
or project to my employees.
13. _______ Breaking large projects into small manageable tasks is second
nature to me.
14. _______ Nothing is more important than building a great team.
15. _______I enjoy analyzing problems.
16. _______ I honor other people's boundaries.

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MANAGERIAL GRID THEORY

Below there is Set of Questions.

Answer them as:
0 or 1 – Never , 2 or 3 – Sometimes, 4 or 5 – Always.
Questions:
1. _______ I encourage my team to participate when it comes decision
making time and I try to implement their ideas and suggestions.
2. _______ Nothing is more important than accomplishing a goal or task.
3. _______ I closely monitor the schedule to ensure a task or project will be
completed in time.
4. _______ I enjoy coaching people on new tasks and procedures.

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MANAGERIAL GRID THEORY

17.______Counseling my employees to improve their performance or

behavior is second nature to me.
18. _______ I enjoy reading articles, books, and trade journals about my
profession; and then implementing the new procedures I have learned.

Now put your scores in two columns. Column 1: ‘People’ and Column 2:
‘Task’.
For ‘PEOPLE’: Question number – 1,4,6,9,10,12,14,16,17.
‘TASK’: Question number – 2,3,5,7,8,11,13,15,18.
Add the Scores and then multiply it by 0.2.

Page  14
 1,9 9,9
HIGH
9
8

7
6,6
6

2
1,1 9,1
LOW 1

1 2 3 4 5 6 7 8 9

Page  15 LOW HIGH

 MANAGERIAL GRID THEORY
COUNTRY CLUB STYLE TEAM MANAGEMENT

High 9 1,9 9,9

8
7
MIDDLE ROAD MANAGEMENT
Concern 6
for 5,5
People 5
4
3
IMPROVERISHED TASK MANAGEMENT
2 STYLE
1,1 9,1
Low 1
1 2 3 4 5 6 7 8 9

Page  16
Low Concern for Results High
MANAGERIAL GRID THEORY

 Developed by “Blake and Mouton”.

 According to the grid, Five main leadership style were
predicted:
►Task Management - 9,1.
► Country Club Management – 1,9.
► Middle Road Management – 5,5.
► Team Management – 9,9.
► Impoverished Management – 1,1.

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MANAGERIAL GRID THEORY

 Impoverished Style: Manager have low concern for both people and
production .The major concern for the manager is not to be held
responsible for any mistakes.
 Country Club Style: High concern for people and low concern of production.
Manager pay attention to the security and comfort of the employee in hope
that it will increase performance.
 Task Management: With high concern for production, here managers
provide money to employees and they want performance back. This can be
used in Crisis management.
 Middle Road Management: Managers try this to put balance between
company goals and workers.
 Team Management: Here high concern is given to both people and
production. Managers here make employees feel as a constructive part of
company.
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PATH GOAL
THEORY
 MANAGERIAL GRID
THEORY

By Blake and Mouton

PATH GOAL THEORY

 Developed by “Robert House.”

 According to the theory leader’s job is to assist followers in

attaining their goals to provide the necessary direction and/to
support to ensure that their goal are compatible with the overall
objective of all group or organization.

 The theory reflect four different kind of leadership behavior and

to categories of contingency variables.

Page  21
PATH GOAL THEORY
SITUATION LEADER BEHAVIOUR IMPACT OUTCOME
ON
FOLLOWER
Supportive (Relationship)
Follower lacks
Friendly, Open & Increase confidence
Self confidence.
Approachable. to achieve work
Outcome.
Directive (Task)
•Tell what is expected Clarify path
Ambiguous Job
•Schedule & norms to reward. More
•Procedures & regulations Effort,
Improved
Satisfaction
Achievement (Demanding
Lack of Set goals high. &
& Supporting) Performance
Job Challenge. •Set goals
•Expect high performance.

Clarify follower’s
Participative (consult/ Group)
needs & change
•Share work problems
Incorrect Reward
Page  22 Rewards.
•Include in decision making
LEADERSHIP BEHAVIORAL STYLES

SUPPORTIVE (RELATIONSHIP)
 Courteous n friendly.
Concern for well being & needs.
Open & approachable.
Treat all member equal.
Balance equal treatment with status.
Increase the confidence of followers to achieve work outcome.
Exhibited where followers lack in confidence.

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LEADERSHIP BEHAVIORAL STYLES

DIRECTIVE (TASK)
Tell what is expected.
How & when to do it.
How to fits with others.
Schedules & norms.
Procedure & regulation.
Clarify path for followers to get rewards.
Exhibit at Ambiguous job.

Page  24
LEADERSHIP BEHAVIORAL STYLES

ACHIEVEMENT ORIENTED
 Demanding & supportive.
Seek challenging goals.
Seek continuous improvement.
Expect high performance.
Confident in effort & achievement.
Worker assume more responsibility.
Set high goals for followers.
Exhibited where there is lack of job challenge.

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LEADERSHIP BEHAVIORAL STYLES

PARTICIPATIVE
Consult the group.
Share work problems.
Solicit suggestion & concern.
Include in decision making.
Maintain definite standard of performance.
Clarify follower needs & change rewards.
Exhibited in case of incorrect rewards.

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 IN THE END.....
LEADER
is
Loyal, Enthusiastic,
Audacious, Dignified,
Enerergetic, Responsible.
 Thank you.
Have a nice Day & Evening.

By:
Anand & Harsh diwakirti