A PRESENTATION

ON

LEADERSHIP

PRESENTER :

LAVINA RATURI prince dudhatra-

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GIA BATCH(SEM I)

DEPARTMENT OF BUSINESS ADMINISTRATION

BHAVNAGAR UNIVERSITY
BHAVNAGAR
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CONTENTS :

• Definition of Leadership
• Trait approach of Leadership
• Behavioral approach of Leadership
• Contingency approaches to Leaderhip
• Modern leadership theories
-Charismatic leadership theory
- Transformational and transactional leadership theory
• Managers V/S Leaders
• References
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DEFINITION OF LEADERSHIP :

Leadership is defined as the process of directing and

influencing the task-related activities of group members
towards achievement of organizational goals.

Leadership involves :
-subordinates or followers
-unequal distribution of power
-ability to use power to influence followers
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The ideal leader.....

• Being the first to take the lead, showing confidence
• Speaking enthusiastically about ‘challenges’
• Remaining calm and confident in crisis situations
• Recovering quickly from setbacks
• Taking pride in their achievements
• Expressing confidence in their own ability
• Communicating confidence and resilience to their
teams.
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How to create dream teams in

organisations?
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VARIOUS
LEADERSHIP
APROACHES
  THE TRAIT APPROACH TO
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LEADERSHIP
Starting with “Great Man” theory that suggests that leaders are born
and not made, researchers tried to study leadership by identifying
personal characteristics of leaders.

In searching for measurable leadership traits, researchers have taken

two approaches :
(1) Comparing the traits of those who emerged as a leaders

with those who did not; and

(2) Comparing the traits of effective leaders with those of
ineffective leaders.

Trait approach had few limitations and lost much of its acceptability
with the rise of the behaviorist school of psychology.
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 BEHAVIORAL APPROACH TO
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LEADERSHIP :
• Researchers instead of distinguishing traits, tried to isolate the
behaviors characteristics of effective leaders.

• Researchers focused on two aspects of leadership behavior :

-Leadership functions:
It’s the Group-maintenance (Social functions) and Task-
related activities (Problem-solving functions) that must be
performed by the leader, for a group to perform effectively.
-Leadership styles:
It’s the various patterns of behavior favored by leaders
during the process of directing and influencing workers.
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CONTINUUM OF LEADERSHIP BEHAVIOR

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THE OHIO STATE AND UNIVERSITY 9724949948

OF MICHIGAN STUDIES :
• At the end of World War II, Bureau of Business Research at
Ohio State University initiated a series of studies on leadership.

• An interdisciplinary team of researchers from psychology,

sociology and economics was formed and they used the Leader
Behaviour Description Questionnaire (LBDQ) to analyze
leadership in numerous types of groups and situations.

• From over 1000 dimensions they narrowed down the list into
two categories known as Initiating Structure (task-oriented)
and Consideration (employee-oriented).
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• Leadership studies undertaken at the University of Michigan’s

Survey Research Centre, at about the same time as those being
done at Ohio State, had similar research objectives.

• They too came up with two dimensions of leadership behavior

and labeled them as employee-oriented and production-
oriented.

• The conclusion from both the Ohio state and Michigan studies
is that leadership style is bidimensional ie. Both employee
orientation and task orientation are crucial to superior
performance.
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THE MANAGERIAL GRID

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The Managerial Grid developed by Robert Blake and Jane

Mouton reflects the bidimensional nature of leadership.

The managerial grid identifies a range of management

behaviors based on the various ways that task-oriented and
employee-oriented styles can interact with each other.

The five various styles are :

-Impoverished management or Laissez-faire management
-Country club management
-Authoritarian management
-Middle-of-the-road management
` -Team or Democratic management
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  CONTINGENCY APPROACHES TO
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LEADERSHIP :
Researchers using the trait and behavioral approaches showed
that effective leadership depended on many variables.

Therefore, researchers began trying to identify those factors in

each situation that affected the effectiveness of a particular
leadership style and the theories resulting from this research
constitute the contingency approach to leadership.

The basic principle behind Contingency approach is, the view

that the management technique that best contributes to the
attainment organizational goals might vary in different types of
situations or circumstances.
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• These theories focused on following factors :

-Leader’s personality, past experiences, and expectations

-Superior’s expectations and behavior
-Task requirements
-Peer’s expectations and behavior
-Subordinates’ characteristics, expectations, and behavior
-Organizational culture and policies
PERSONALITY AND SITUATIONAL FACTORS THAT
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INFLUENCE EFFECTIVE LEADERSHIP 9724949948

Superior’s
expectations
and behavior
Leader’s
personality, past Task
experiences, and requirements
expectations
Leader’s
Effectiveness
Organizational Peer’s
culture and expectations
policies Subordinates’ and behavior
characteristics,
expectations,
and behavior
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FIEDLER’S CONTINGENCY APPROACH TO

LEADERSHIP :

• Fred E Fiedler and his associates at the Universtiy of Illinois

have suggested a contingency theory of leadership.

• The theory holds that people become leaders not only because
of the attributes of their personalities but also because of
various situational factors and the interactions between leaders
and group members.
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Critical Dimensions of the Leadership Situation :

1) Leader-member relations:
It is the quality of interaction between a leader and his or
her subordinates.

2) Task structure :
A work situation variable that helps determine a leader’s
power.

3) Position power :
It is the final situational variable that is inherent in the
formal position the leader holds.
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Leadership Styles :
Fiedler set forth two major styles of leadership :
Task oriented and Employee oriented

To measure leadership styles and determine whether a leader

is task oriented or employee oriented Fiedler used an unusual
testing technique of LPC (Least preferred co-worker) scores

Finding of the studies :

People who rated their co-workers high in LPC scores -
Employee oriented leader
People who rated their co-workers low in LPC score -
Task oriented leader
FIEDLER'S CONTINGENCY MODEL OF
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LEADERSHIP
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THE PATH-GOAL APPROACH TO LEADERSHIP :

• This theory is widely recognized theoretical development

from a contingency approach and is derived from the
expectancy framework of motivation theory.

• The theory suggests that the main function of the leader is to

clarify and set goals with subordinates, help them find the best
path for achieving the goals, and remove obstacles.

• The theory attempts to explain the impact the leader behavior

has on associate motivation, satisfaction, and performance.
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The theory categorizes leader behavior into four groups :

1) Directive leadership
2) Supportive leadership
3) Participative leadership
4) Achievement-oriented leadership

Situational factors contributing to effective leadership :

1) Associate characteristics
2) Work environment
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ASSOCIATE
CHARACTERISTICS
Locus of control and/or
ability

LEADER
BEHAVIOR/STYLES OUTCOMES
Directive ASSOCIATE Satisfaction
Supportive Perception Role clarity
Participative Motivation Goal clarity
Achievement-oriented Performance

ENVIRONMENTAL
FORCES
Task characteristics
Formal authority system
Primary work group
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MODERN LEADERSHIP THEORIES :

 Charismatic Leadership Theory

 Transformational and Transactional Leadership

Theory
  CHARISMATIC LEADERSHIP THEORY prince dudhatra-
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The charismatic concept goes as far back as the ancient Greeks

and is cited in the Bible, but its modern development is often
attributed to the work of Robert House.

The theory suggests that charismatic leaders are characterized

by :

-Self confidence and confidence in associates

-High expectations for associates
-High level of dominance
-A strong conviction in the moral righteousness of his/her
beliefs
-Or at least the ability to convince followers that he or she
possess such confidence and conviction.
 TRANSFORMATIONAL AND TRANSACTIONAL
LEADERSHIP THEORY prince dudhatra-
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Bernard M. Bass has contrasted two types of leadership

behaviors : transactional and transformational.
TRANSFORMATIONAL
Transformational leaders
motivate subordinates by raising
their sense of importance and
value of their tasks, by getting
them to transcend their own self-
interests for the sake of the team
or organization and by raising
their need level to the higher
order needs, such as self-
actualization.
TRANSACTIOANAL
Transactional leaders determine
what subordinates need to do to
achieve their and organizational
objectives, classify those
requirements, and help
subordinates become confident
so that they can reach their
objectives by expending the
necessary efforts.
 SOME CHARACTERISTICS OF MANAGERS
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V/S LEADERS IN THE 21ST CENTURY 9724949948

MANAGER LEADER CHARACTERISTICS

CHARACTERISTICS
Administers Innovates
A copy An original
Maintains Develops
Focuses on systems and structure Focuses on people
Relies on control Inspires trust
Short – range view Long – range perspective
Asks how and when Asks what and why
Eye on the bottom line Eye on the horizon
Imitates Originates
Accepts the status quo Challenges the status quo
Classic good soldier Own person
Does things right Does the right thing
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““the
the ultimate
ultimate measure
measure
of
of leaders
leaders is
is not
notwhere
where
they
they stand
stand in
inmoments
moments
of
of comfort
comfort but
but where
where
they
they stand
standatattimes
timesof
of
challenge
challenge and
and
controversy”
controversy”
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REFERENCES :
• Harold Koontz and Heinz Weihrich
Essentials of Management
Tata McGraw-Hill Publishing Company Ltd
Seventh edition

• James A.F. Stoner and R. Edward Freeman

Management
Prentice hall of India Pvt Ltd. , New Delhi
Fifth edition

• Fred Luthans
Organizational behavior
Tata McGraw-Hill Publishing Company Ltd
Eleventh edition
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THANK YOU