WELCOME

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Route of the Presentation
•Introduction to Leadership
•Definition of Leadership & Leader
•Leadership Qualities
•Power sources of Leadership
•Leadership theories
•Trait theory of leadership
•Behavioral theory of leadership
•IOWA study
•University of Michigan study
•University of Ohio study
•Managerial grids
 Leadershi
p
Leadership is the art to of
influencing and directing people
in such a way that will win their
obedience, confidence, respect
and loyal cooperation in
achieving common objectives.
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 Leadership
Leadership is a dynamic,
relational process involving
interactions among leaders,
members and sometimes outside
constituencies.

SITUATION
LEADERS ======
FOLLOWERS
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Leadership

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Who’s a Leader
?

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 Who’s a
There are Leader
particular ?people that
others will follow, for whatever
reason. Perhaps they have a sense
of humor, they like their style.
When you look at organizing events
it's somebody who's got what is
termed as ‘leadership qualities’,
they are people who are willing to
tell other people what to do but
have the respect of other people as
well, or gain that respect.
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Management Process
 Leadership
Qualities
•Good communication skill
•Honesty
•Visionary outlook
•Selecting a good team
•Ability to motivate people
around
•Consistency
•Ability to stand against
critics
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 Leadership Vs
Management
What is the difference between
management and leadership?

It is a question that has been

asked more than once and also
answered in different ways. The
biggest difference between
managers and leaders is the way
they motivate the people who
work or follow them.
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 Leadership Vs Management
Subject Leader Manager
Focus Leading people Managing work
Have Followers Subordinates
vision Long-term Short-term
Power Personal charisma Formal authority
Style Transformational Transactional
Exchange Excitement for work Money for work
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Credit Gives Takes
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 Sources of Power
Information Power:
Information power comes from having
knowledge that will influence the outcome of
the negotiation. Planning and research can
increase our information power, as can asking
the right questions before we reach the
bargaining phase of the negotiation.
Reward Power:
Reward power comes from having the ability
to reward the other party in the negotiation.
It could be the power a buyer has to place an
order for goods and services or the power a
salesperson has to give
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 Sources of Power
Coercive Power:
Coercive power is the power to punish. This
is seen most commonly in the buyer- seller
relationship, but can be a feature of other
types of negotiation.
Situation Power:
Situation power is the power that comes
from being in the right place at the right
time. A customer is desperate to place an
order and you are the only source of supply
in the short term. Having an effective
network and keeping inProcess
Management touch with what is
 Sources of Power
Expertise Power:
Expertise power comes from having a
particular skill which you can apply and
which can influence the outcome of the
negotiation. Improving negotiation skills
helps you win better deals. Other areas of
expertise could also help the outcome of the
Referent Power:
negotiation.
Referent power comes from being
consistent over time. If people see you as
having a clear, consistent strategy as a
negotiator, you will increase your referent
power. Having standards that you stick to
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 Leadership
Theories
Trait theories of
leadership
Behavioral theory of
leadership
oIOWA study
oUniversity of Michigan study
oUniversity of Ohio study
oManagerial grids
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 Trait Theory
Definition of Trait Theory
Trait theory is a major approach to
the study of human personality. The
first organized approach to studying
leadership analyzed the personal,
psychological, and physical traits of strong
leaders. The trait approach assumed that
some basic trait or set of traits existed that
differentiated leaders from non leaders. If
those traits could
Managementbe
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 Trait Theory

Basic Assumptions of Trait Theory

•People are born with inherited traits.
•Some traits are particularly suited to
leadership.
•People who make good leaders have the
right combination of traits.

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 Trait Theory

“Ralph Stogdill”(1974) identified the

following traits and skills as critical to
leaders. And he further explains that, if
following traits are in a person who could
clearly be identified as a leader separated
from other ordinary persons.
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 Traits Skills
•Adaptable to situations
•Alert to social environment •Clever (intelligent)
•Ambitious and •Conceptually skilled
achievement-orientated •Creative
•Assertive •Diplomatic and tactful
•Cooperative •Fluent in speaking
•Decisive •Knowledgeable about
•Dependable group task
•Dominant (desire to •Organized
influence others) (administrative ability)
•Energetic (high activity •Persuasive
level) •Socially skilled
•Persistent  
•Self-confident
•Tolerant of stress Management Process
Behavioral Theories
Introduction
Behavioral theories of leadership do not
seek inborn traits or capabilities. Rather,
they look at what leaders actually do.
If success can be defined in terms of
describable actions, then it should be
relatively easy for other people to act in
the same way. This is easier to teach
and learn then to adopt the more
ephemeral 'traits' or 'capabilities'.
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Behavioral Theories
Basic Assumptions of Behavioral
Theories
•Leaders can be made, rather than are
born.
•Successful leadership is based in
Behavioral theories behavior.
definable, learnable of leadership
.IOWA study
.University of Michigan study
.University of Ohio study
.Managerial grids
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 IOWA study

University of Iowa studies by Kurt

Lewin was a Polish Jew living in
Germany under Hitler. He managed
to escape & came to U.S. Kurt Lewin
fascinated by group dynamics and
Studied leadership in groups of boys
at camp. University of Iowa studies
(1930s) identified three types of
leadership behavior. They are
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Autocratic (Directive)
•Leader tells “what, when, why, &
how” of task
•Followers do what they’re told
Democratic (Participative)
•Leader seeks input about task
from group
•Followers & leader are equal
Laissez-faire (Delegate)
•Leader lets followers make all
decisions Management Process
A Continuum of Control

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Autocratic leaders
•High productivity
•Hostility, aggression,
blaming
Democratic leaders
•Fairly high productivity
•Camaraderie, creativity,
consideration
Laissez-faire leaders
•Low productivity
•Demanding, argumentative
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 University of
Michigan Studies

Researchers at the University of

Michigan USA, led by Rensis Likert,
began studying leadership in the late
1940s. Based on extensive interviews
with both leaders and followers, this
research identified three basic forms
of leader behavior.
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Three basic forms of leader
behaviors are,

• Task-oriented behavior
• Relationship-oriented
behavior

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•Although an early study, this is
still often referenced. It is notable
that the two factors correlate with
the people-task division that
appears in other studies and also
as preferences.
•The Michigan studies were
conducted around the same time
as the Ohio State Leadership
Studies, which also identified the
focus on task ('Initiating
Structure') Management and
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 University of Ohio State
Studies (1940s-1960s)
A famous series of studies on
leadership were done in Ohio State
University, starting in the 1950s. They
found two critical characteristics,
either of which could be high or low
and were independent of one another.
Consideration is the degree to which a
leader acts in a friendly and supportive
manner towards his or her
subordinates. This is the degree to
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Two major inventions of
Ohio Studies

• Initiating Structure
• Consideration

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 Initiating Structure
The behavior of leaders, who define
the leader-subordinate role so that
everyone knows what, is expected,
establish formal lines of
communication, and determine how
task will be performed.

• Leader organizes & structures work

(Defines follower roles & schedules
work activities)
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 Consideration

The behavior of leaders, who are

concerned for subordinates and
attempted to establish a warm,
friendly, and supportive climate.

• Leader builds rapport, trust, &

respect. (Nurtures followers & is
collaborative)
• Followers participate
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 Some research indicated high
consideration and high structure was
ideal
• Not enough research support for this
premise.
• Best leadership style
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seemed
Managerial Grid Theory
The Managerial Grid model by
Robert Blake and Jane Mouton is a
behavioral leadership model.

While acting as advisors to Exxon,

Robert Blake and Jane Mouton
concluded that there are many
behaviors and motivations in the
middle of the X and Y extremes of
Douglas McGregor. Blake and Mouton
found that a management behavior
model with three axes (concern for
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 Managerial Grid Theory

On the grid, concern for production is

represented on a one to nine scale on
the horizontal axis (x-axis). Concern
for people is represented on a one to
nine scale on the vertical axis (y-
axis).

According to Blake and Mouton there

is also a third axis: Motivation,
measured from negative (driven by
fear) to positive (driven
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 Managerial Grid Theory

• Impoverished style (Low Production /

Low People)

• Country Club style (Low Production /

High People)

• Produce or Perish style (High

Production / Low People)

• Middle-of-the-road style (Medium

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Usage of the managerial
grid

Analyzing or coaching a manager, in

particular regarding relationships
skills such as: dealing with critique,
initiative, decision-making, conflict
resolution, advocacy (expressing
opinions, ideas), inquiry (information
seeking) and resilience (reacting to
problems or failures).

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Benefits of the managerial Grid
• Using a model makes it easier to
openly discuss behavior and
improvement actions.
• Using the Grid model makes the
various leadership styles measurable
to a certain extent and allows more
than two competing options (X versus
Y).
Limitations/ disadvantages of
the managerial Grid
• There are more
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dimensions of
 Summary
•Introduction to Leadership
•Definition of Leadership & Leader
•Leadership Qualities
•Power sources of Leadership
•Leadership theories
•Trait theory of leadership
•Behavioral theory of leadership
•IOWA study
•University of Michigan study
•University of Ohio study
•Managerial grids
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Management Process