Module 4 - Leadership-1

PRESENTED BY: I MBA(GA) 1
LEADERSHIP
• DEFINITION
• INGREDIENTS
• APPROACHES
• THEORIES
• STYLE
• QUALITIES
• IMPORTANCE
• SKILLS
• MANAGER v/s
LEADER
• WOMEN
3
PERSPECTIVE
LEADERSHIP
WHAT IS LEADERSHIP?
Leading p e o p l e
Infl uenc i ng p e o p l e
Commanding p e o p l e
Guiding p e o p l e
4
“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
5
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.
6
INGREDIENTS of LEADERSHIP
7
APPROACHES to LEADERSHIP
Trait • Physical, intelligence ,ability ,personality ,task - related, social
• Drive, leadership motivation, honesty & integrity, self –

approach confidence, cognitive ability, understanding of business
Charismatic • Self – confident, strong convictions, articulating a vision, able to

initiate change, communicating high expectations
• Influence followers & supporting them, demonstrating
approach enthusiasm & excitement, being in touch with reality
Situational / • People become leaders not only because of their personality

attributes but also because of various situational factors & the
interactions between leaders & group members
• Fiedler’s theory, Path – goal theory, Transactional &
Contingency Transformational theory
approach 8
FIEDLER’S THEORY
Critical dimensions of leadership
situation : position power, task
structure, leader – member relations
Fred E. Unfavourable or favourable situations

– task oriented leader more effective
Fiedler
Moderately unfavourable or
favourable situations – relationship
oriented leader more effective
9
PATH – GOAL THEORY
Said : main function of leader is clarify & set goals
with subordinates, help them find best path for
achieving goals & remove obstacles
Categorized leader behaviour into 4 groups &

Robert suggested that appropriate style of leadership
House depends on the situation
Supportive
, participative, instrumental, achievement oriented
leaderships
10
TRANSACTIONAL & TRANSFORMATIONAL
LEADERSHIP
Transactional leaders identify what
needs to be done to achieve
James goals, including clarifying roles &
M. tasks, rewarding performance &
Burns providing for the social needs
of followers
Transformational leaders articulate

Bernard a vision, inspire & motivate
M. Bass followers & create a climate
favourable for organizational change
11
STYLE of LEADERSHIP
Autocrati Democratic Free – rein

or
c leader
Participativ
leader
e leader
12
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
13
DEMOCRATIC or PARTICIPATIVE
LEADERSHIP STYLE
Encourages Type of leader
decision making ranges from
& participation
Consultative:
consult with
subordinates before
taking decisions
Persuasive: Leader
takes decision and
seeks to persuade
others that the
decision
is correct 15
FREE – REIN LEADERSHIP STYLE
Set their role as

aiding the
Depend largely operations of
Give
on subordinates subordinates by
subordinates
Uses his power to set their furnishing them
high degree of
very little own goals & with information
independence in
the means of & act primarily
their operations
achieving them as a contact with
group’s external
environment
15
Democratic
Autocrati
or
c Participative
leader leader
follower follower follower
follower follower follower
Free - rein
leader FIG :
THREE
follower follower follower LEADERSHIP
STYLES
16
QUALITIES of a GOOD LEADER
Honesty & Confidence & Sense

Intelligence of Responsibility
Motivate Others
Communication & Empathy
Skills
Dedication
Focus on the Goal
Patience & Consistency

Listening
skills
17
IMPORTANCE of LEADERSHIP
Guiding
Improves
&
productivi
Inspirin
ty
g
Creating Co-operation
LEADERS of
confidenc members
e
Improves Builds
job work
satisfactio environme
n nt
18
LEADERSHIP SKILLS
Integrity Vision/strategy Adaptability
Decision-making Relationships Communication
Coaching & Planning Teamwor

Development k
20
MANAGERS VS. LEADERS
• Focus on things • Focus on people
• Do things right • Do the right things
• Plan • Inspire
• Organize • Influence
• Direct • Motivate
• Control • Build
• Follows the rule • Shape entities
20
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
21
DO WOMEN lead DIFFERENTLY ?
WOMEN MEN
See leadership as
changing self – interest See leadership as a
of followers into concern sequence of transactions
for the total enterprise with subordinates
More often use control of

Use interpersonal skills
resources & the
& personal traits to authority of their
motivate subordinates position to motivate
people
22
How Far Can You Go?
THANK
THANK YOU !!!
YOU !!!

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PRESENTED BY: I MBA(GA) 1

Warren Bennis and Peter Drucker

"leadership is influence - nothing more, nothing less."

“Getting extra-ordinary performance out of ordinary people”

Sir John Harvey Jones

LEADERSHIP IS THE PROCESS OF INFLUENCING OTHER

• Drive, leadership motivation, honesty & integrity, self –

Charismatic • Self – confident, strong convictions, articulating a vision, able to

Situational / • People become leaders not only because of their personality

Fred E. Unfavourable or favourable situations

Categorized leader behaviour into 4 groups &

Transformational leaders articulate

Autocrati Democratic Free – rein

Leader makes decisions without reference to anyone else

High degree of dependency on the leader

Can create de-motivation and alienation

Set their role as

Honesty & Confidence & Sense

Patience & Consistency

Integrity Vision/strategy Adaptability

Decision-making Relationships Communication

Coaching & Planning Teamwor

• that people think

More often use control of

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