LEADERSHIP:

Leadership is the lifting of mans vision to higher sights, the raising of mans performance to a higher
standard , the building of mans personality beyond its normal limitation
-Peter Drucker

DEFINITION:
Leadership can be defined as an art /process where a person exerts influence
over others and inspires , motivates and directs their activities towards the
achievement of goals.
Vision of the future for all stakeholders.
Art of motivating and persuading others to follow a course of action.
Influencing others to attain organisational and personal goals.
Matching environmental opportunities with core competencies and the skills of
employees.

DIFFERENCES BETWEEN
MANAGERS AND LEADERS:
MANAGERS

LEADERS

Getting things done

Getting the right things

done
Focus on demand and
Are often bored with
constraints of the moment routine tasks
Must deal with internal
daily production concerns

Thrive on chaos and

seeks innovative and novel
solution

Attempt to preserve the Are concerned with

status.
substance-the true

COMPONENTS OF
LEADERSHIP:
A combination of personal attributes and abilities such as vision , energy and
knowledge ,the situational factor and the followers characteristics make a
leader
QUALITIES OF EFFECTIVE FOLLOWER:
Capable of self-management.
Committed to organisation s purpose , principles and goals.
Willing to increase their competence and skills and apply them to
organisational outcomes.
Courageous , honest and credible.

BETTER

FOLLOWERS:

Re defining the roles of the leader and the follower.

Honing effective followership skills.
Using the performance evaluation process and feedback to shape behavior.
Using the organisation structure to encourage effective followership.
THE SITUATION:
Its the context in which leadership occurs.
Determines how successful a leader can be in influencing and persuading
subordinates.

Reward power

Legitimate
power

Expert power

Types
of
power

Coercive
power

Referent power

POWER:
Power is used to affect others behavior and get them to act in given ways.
Different types of power used in any human relation/interaction
Legitimate power
Reward power
Coercive power
Expert power
Reference power

DIFFERENCE BETWEEN
POWER AND AUTHORTY:
POWER
It is the personal ability to get
People to do something they
Otherwise wouldnt do.
It is the influence on the
organization is not limited to
and can exceed the authority
assigned to an individuals
position.

AUTHORITY
It is gained by membership in
the organization and is
generally related to ones
position or job.
Limits the decision making
power of managers.

1.LEGITIMATE POWER:
Managers authority resulting by their management position in
the firm.
Can be power to hire/fire workers , assign wok.
2.REWARD POWER:
Based on the managers ability to give or withhold rewards.
Pay raises , bonuses , verbal praise.
Effective managers use reward power to signal employee they are
doing a good job.
3.COERCIVE POWER:
Ranges from verbal reprimand to pay cuts to firing
Can have serious negative side effects.
4.EXPERT POWER:
Based on special skills of leader.
First &middle manager have most expert power
Often found in technical ability
5.REFERENT POWER:
Results from personal characteristics of the leader , which earns
workers respect , loyalty and admiration.
Usually held by likable managers who are concerned about their
workers.

THEORIES OF LEADERSHIP:
TRAIT THEORIES
BEHAVOURIAL THEORY
SITUATIONAL CONTINGENCY THEORY
FIEDLERS LPC THEORY
COGNITIVE RESOURCE THEORY
PATH GOAL THEORY

TRAIT THEORY OF LEADERSHIP:

Focusing on personal characteristics of a leader.
Effective leader could be identified based on certain physical and
psychological attributes.
INTELLIGENCE
HEIGHT

ATRICULATIVENESS

Traits did not transfer well from one situation

to another or across cultures
Ignore the effect of the situation and workers.

TRAITS OF A LEADER:
CAPACITY : Intelligence , alertness , originality and judgment.
ACHIEVEMENT: Knowledge , accomplishment and scholarship.
RESPONSIBILITY:Dependability,initiative,persistenc-e and aggressiveness.
PARTICIPATION: Activity , sociability,co operation and adaptability.
STATUS : Popularity and social status.

BEHAVIORAL THEORY:
Leader effectiveness is based on leader behaviors what leader does, rather
than which traits the leader possessess.
Effective leaders focus not only on the work but also on workers attitude and
expectations.
Task /job oriented behavioral style
Relationship/people oriented behavioral style.

SITUATIONAL THEORIES OF
LEADERSHIP:
Leaders are the product of given situations.
People tend to follow those whom they perceive as offering them a means of accomplising their own
personal desires.
Leader effectiveness is contingent on displaying behaviour appropriate to situational demands.
People become leader
Attributes of personality
Various situational factor
Interaction between leader and group members.
Leader should adjust their behaviour to suit decision making situation in work place.

FIEDLERS LEAST PREFERRED

CO-WORKER (LPC)THEORY:
Behavioural predisposition of the leader matched with a favourable situation.
Leaders personality determines how they are likely to respond to their workers
People have a primary orientation that emphasizes task completion or concern for people.
SITUATIONAL CHARACTERISTICS:
Leader-member relations represent the followers trust and confidence in the leader
Task structure is the degree to which a task is well defined and clearly understood.
Position power is the power available to leader to reward or punish the follower.

COGNITIVE RESOURCES
THEORY:
Based on the question of, what resources do effective leaders rely on to
make decision?
Leaders rely on their cognitive resources , developed through education,and
personality, to make decisions.
HIGH STRESS SITUATION:Experience
LOW-STRESS SITUATION:Intelligence

HOUSE S PATH-GOAL THEORY

OF LEADERSHIP:
Leaders role is to clarify the path by which followers can achieve personal and
organisational outcomes and increase rewards valued by followers..
Path-goal is a contingency model
It proposes the steps
Managers should take to motivate their workers.

STE P T O PATH -GO AL:

1.Determine the outcomes
2.Reward sub ordinates
3.Clarify the path
MOTIVATING WITH PATH-GOAL
1.Directive behaviour
2.Supportive behaviour
3.Participative behaviour
4.Achievement oriented behaviour

LEADER-MEMBER EXCHANGE
THEORY:
Assumes that the relationship leaders develop with each subordinate influences
leadership effectiveness and results in differential treatment of followers
Low exchange relationship is based on rules and procedures
High exchange relationship involve the leaders allocation of discretionary rewards
in exchange for the sub ordinates compliance

LEADER SUBSTITUTE
MODEL:
Characteristics of subordinates : their skills , experience, motivation.
Characteristics of context: the extent to which work is interesting and fun
Worker empowerment or self-managed work teams reduce leadership needs.
Managers need to be aware that they do not always need to directly exert
influence over workers.

TYPES OF LEADERSHIP:
Transformational leadership:
An inspirational form of leader behaviour based on modifying followers belief ,
values and ultimately the behaviour.

Transactional leadership:
Leader behaviour that is based on appealing to followers rational exchange
motive (e.g. exchanging labor for wages) to help clarify the path from effort to
reward and to focus them on organisational goals.

THANK YOU