GOOD

MORNING
Submitted By:-
Vikram Pal
MBA
 LEADERSHIP
Leadership is the process of influencing the behaviour of others to work
willingly and enthusiastically for achieving predetermined goals.

According to TERRY
“Leadership is essentially a continuous process of influencing
behaviour. A leader breaths life into the group and motivates it towards
goals. The lukewarm desires for achievement are transformed into a
burning passion for accomplishment.”
FEATURES OF LEADERSHIP

Leadership is the continuous process of behaviour.

Leadership may be seen in terms of relationship between a
leader and his followers.
Leaders tries to influence the behaviour of individuals or group
of individuals around him to achieve common goals.
Leadership gives an experience of help to followers to attain
common goals.
Leadership is exercised in a particular situation, at a given point
of time, and under specific set of circumstances.
IMPORTANCE OF LEADERSHIP
AS INFLUENCE PROCESS

Leadership is an important factor for making any type of

organisations successful. It helps in:-

Motivating Employees

Creating Confidence

Building Morale
 LEADERSHIP THEORIES
Various theories of leadership are:-

Charismatic Leadership Theory

Trait Theory

Behavioural Theory

Situational Theory
 Charismatic Leadership Theory
 This theory is also known as Great Man Theory.

 It is based on a principle “a leader is born and is not

made”.

 A leader has some charisma which acts as influencer.

 Charisma is a God gifted attribute in a person which

makes him a leader irrespective of the situations in which
he works.

 Charismatic leaders are those who inspire followers

and have a major impact on their organizations through
their personal vision and energy.
According to Robert House
“Charismatic leader has extremely high levels of self confidence,
dominance, and a strong conviction in the normal righteousness
of his/her beliefs, or at least the ability to convince the followers
that he/she possesses such confidence or conviction.”

Assumptions of Charismatic Theory

Leaders have some exceptional inborn leadership qualities
which are bestowed upon them by the divine power.
Inborn qualities are sufficient for a leader to be successful.
These qualities can’t be enhanced through education and
training.
These qualities make a leader effective and situational factors
don’t have any influence.
 Trait Theory
The weakness of charismatic theory gave way to more realistic approach
to leadership.

Trait is defined as relatively enduring quality of an individual.

This theory accepted the fact that leadership traits are not completely
inborn but can also be acquired through learning and experience.

This approach seeks to determine ‘what makes a successful leader’ from

the leaders own personal characteristics.

It gives hypothesis on the qualities such as intelligence, attitudes,

personality and biological factors for effective leaders.

Various traits are classified into innate and acquirable traits.

1. Innate traits
Innate qualities are those which are possessed by various
individuals since their birth. These qualities are natural and
often known as god-gifted. On the basis of such qualities, it is
said that ‘leaders are born and not made’. These qualities can
not be acquired by the individuals. The following are the major
innate qualities :

 Physical features :- Physical features of a man are

determined by heredity factors. Physical characterstics and
rate of maturation determine the personality formation. To
some extent, height, weight, physique, health and appearance
are important for leadership.
 Intelligence :- Intelligence is generally expressed in terms of
mental ability. It, to a very great extent is a natural quality in
the individuals because it is directly related with brain.
Though, many psychologists claim that the level of
intelligence in an individual can be increased through various
training methods
2. Acquirable traits
Acquirable qualities of leadership are those which can be acquired and
increased through various processes. Such as, when a child is born, he
learns many of the behavioural patterns through socialisation and
identification processes. The following are the major acquirable qualities:-
Emotional Stability:- A leader should have high level of emotional
stability. He should be free from bias, is consistent in action, and refrains
from anger. He must be self confident and believes that he can meet most
situations successfully.
Human Relations:- A leader should know how to deal with human
beings. He should have intimate knowledge of people, their relationship to
each other and their reaction to various situations.
Empathy:- Empathy refers to observing the things or situations from
others point of view. It is considered as very important aspect for
successful leader. Empathy requires respect for the other persons, their
rights, beliefs, values and feelings.
Objectivity:- Objectivity implies that what a leader does should be based
on relevant facts and information. The leader must be objective and
doesn’t permit himself to get emotionally involved to the extent that he
finds it difficult to make an objective diagnosis and implement the action
required.
Motivating Skills:- A leader must be self motivated and also
has requisite quality to motivate his followers. Both the inner
drive and external forces motivate a person for higher
performance. The leader can play active role in stimulating
the inner drives of his followers.
Technical Skills:- Leader must have the ability to plan,
organise, delegate, analyse, seek advice, make decision,
control and win cooperation. The use of these abilities
constitute technical competence of leadership.
Communication Skills:- A successful leader knows how to
communicate effectively. Communication has greater force in
getting the acceptance from the receivers of communication.
A leader uses communication skilfully for persuasive,
informative, and stimulating purposes.
Social Skills:- A successful leader has social skills. He
understand people and knows their strengths and
weaknesses. He has the ability to work with people and
conducts himself so that he gains their confidence and loyalty,
and people cooperate willingly with him.
 Behavioural Theory
Behavioural theory emphasises that strong leadership is the
result of effective role behaviour.

Leadership is shown by a person’s acts more than by his traits.

Researchers exploring leadership role come to the conclusion

that to operate effectively, group needs to perform two
functions:-
(i) Task Related Function:- It is also known as problem solving
functions, relates to providing solutions to the problem faced
by the group, in performing jobs and activities.
(ii) Group Maintenance Function:- It is also known as social
functions, relates to action of mediating disputes and ensuring
that individuals feel valued by groups.
For performing these two functions successfully
two different type of leader’s behaviour are
required these are:-

Functional Behaviour:-Functional behaviour

influences followers positively and includes such
functions as setting clear goals, motivating employees
for achieving goals, raising the level of morale, building
team spirit, effective two way communication.

Dysfunctional Behaviour:-Dysfunctional behaviour is

unfavourable to the followers and denotes ineffective
leadership. Such a behaviour may be inability to accept
employees ideas, display of emotional immaturity, poor
human relations etc.
 Situational Theory
Situational theory is also known as Contingency theory.

This theory was applied first time in 1920 in the armed

forces of Germany with the objective to get good
generals under different situations.

The prime attention in this theory is given to the

situation in which leadership is exercised.

Effectiveness of leadership is affected by the factors

associated with the leader (Leader’s behaviour) and the
factor associated with the situation(Situational factors).
 Factors affecting leadership
effectiveness
Leader’s Leader’s
characterstics Hierarchichal
position

Leader’s Leadership Group

behaviour effectiveness performance

SITUATIONAL FACTORS

Subordinate’s Leader’s Group Organisational

characterstics situation factors factors
Leader’s Behaviour
Leader’s behaviour is further affected by two variables:-
Leader’s Characteristics:-The behaviour of the
individual is influenced by intelligence and ability, his
characteristics like his personality characteristics,
attitudes, interest, motivation, and physical
characteristics such as age , sex, and physical features.

Leader’s Hierarchical Position:-Leader’s hierarchical

position in the organisation is very important because
persons at different levels face different kinds of
problem which effect the degree of participation
between the superior and his subordinates in arriving at
decisions to solve the problems.
 Situational Factors
The various situational factors are grouped into four categories:-
Subordinate Characteristics:-It includes personality characteristics,
attitude, interest, motivation, physical characteristics such as age, sex,
physical features.

Leader’s Situation:-The variables which determine the leaders

situation are:
(i)Leader’s position power:-It helps in influencing others. High position
power simplifies the leader’s task of influencing others, while low
position power makes the leader’s task more difficult.
(ii)Leader’s Subordinate relation:-It is based on the classic exchange
theory which suggests that there is two way influence in a social
relationship. If the leader has good subordinates, and good relation with
them, he is likely to be more effective.
Group Factors:- Various group factors like task design,
group composition, group norms, peer group
relationship affect leadership effectiveness and
performance. If these factors are favourable, the leader
will be effective.

Organisational Factors:- Organisational factors like

organisational climate and organisational culture affect
leadership effectiveness. If these are conductive, the
leader will be effective.
THANKYO
U
LEADERSHIP STYLES

Leadership styles are the

patterns of behaviour which a
leader adopts in influencing
the behaviour of his followers.
These patterns emerge in the
leader as he begins to
respond in the same fashion
under similar conditions; he
develops help habits of
These styles are either based on behavioural
approach or situational approach of
leadership. Some of the important
theories or models prescribing leadership
styles are given below:-

BASED ON BEHAVIOURAL APPROACH:-

1. Power Orientation
2. Leadership As A Continuum
3. Employee-Production Orientation
4. Likert’s Management System
5. Managerial Grid
6. Tri-Dimension Grid
BASED ON SITUATIONAL
APPROACH:-
1. Fiedler’s Contingency Model
2. Hursey and blanchard’s situational
model
3. Path-Goal Model
POWER ORIENTATION
Power Orientation approach of
leadership styles is based on the
degree of authority which a leader
uses in influencing the behaviour of
his subordinates. Based on the
degree of use of power, there are
three leadership styles:-
1. Autocratic Leadership
2. Participative Leadership
3. Free-Rein Leadership
AUTOCRATIC LEADERSHIP
Autocrative leadership is also known as
authoritarian, directive, or monothetic
style. In autocrative leadership style, a
manager centralises decision making
power in himself. He structures the
complete situation for his employees
and they do what they are told. Here
the Leadership may be negative
because followers are uninformed,
insecure, and afraid of the leader’s
authority. There are three categories of
autocrative leadership:-
1. Strict Autocrat:- He follows
autocratic styles in a very strict
sense. His method of influencing
subordinates behaviour is through
negative motivation, that is, by
criticising subordinates, imposing
penalty etc.
2. Benevolent Autocrat:- He also
centralises decision-making power
in him, but his motivation style is
positive. He can be getting
efficiency in many situations. Some
people like to work under strong
authority structure and they derive
satisfaction by this leadership.
3. Incompetent Autocrat:-
Sometimes superiors may adopt
autocratic leadership style just to
hide their incompetence because
in other styles, they may be
exposed before their subordinates.
However, this cannot be used for a
long time.
ADVANTAGES OF AUTOCRATIC STYLES
1. Workers get satisfaction.
2. Mangers provide strong motivation and
reward to the workers.
3. Quick decisions as many decisions are
made by only one person.
4. Less competent subordinates also have
scope to work in the organisation under
this leadership style as they do negligible
planning, organising and decision making.
LIMITATIONS OF AUTOCRATIC
LEADERSHIP
1. People in the organisation dislike it
specially when it is strict and the
motivational style is negative.
2. Employees lack motivation as
frustration, low morale and conflict
develop in the organisation affects the
organisational efficiency.
3. There is more dependence and less
individuality in the organisation. As
such, future leaders in the
organisation do not develop.
Considering the organisational efficiency
and satisfaction, autocratc style
generally is not suitable.
PARTICIPATIVE LEADERSHIP
This style is also known as
democratic, consultative, or
ideographic. A participation is
defined as mental and emotional
involvement of a person in a group
situation which encourages him to
contribute to group goals and
share responsibility in them. The
process emerges from the
suggestions and ideas on which
decisions are based . The
participation may be real.
ADVANTAGES OF PARTICIPATIVE
MANAGEMENT
1. Highly motivating technique to
employees.
2. Employees productivity is high.
3. They share the responsibility with
the superiors and try to
safeguard him also.
4. It provides organisational stability
by raising morale and attitudes of
employees high and favourable.
LIMITATIONS OF PARTICIPATIVE
LEADERSHIP
1. Complex nature of organisation
requires a thorough understanding of
its problems which lower level
employees may not be able to do. As
such, participation does not remain
meaningful.
2. Some people in the organisation want
minimum interaction with their
superiors or associates. For them,
participation technique is discouraging
instead of encouraging.
3. Participation can be used covertly to
manipulate employees.
FREE REIN
It means giving complete freedom to
subordinates. In this style, manager once
determines policy, programmes and
limitations for action then the entire
process is left to subordinates. Group
members perform everything and the
manager usually maintains contacts with
outside persons to bring the information
and materials which the group needs.
This type of style is suitable to certain
where the manager can leave a choice to
his group. This helps subordinates to
develop independent personality.
However, the contribution of manager is
nil. Hence, this style is used very rare in
business organisations.
LEADERSHIP AS A CONTINUUM
There are a variety of styles of
leadership behaviour between two
extremes of autocratic and free
rein. TANNENBAUM and SCHMIDT
have depicted a broad range of
styles on a continuum moving from
authoritarian leadership behaviour
at one end to free-rein behaviour
at the other end.
 AUTOCRATIC FREE-REIN
(BOSS-CENTRED (SUBORDINATE-
LEADERSHIP) CENTRED
LEADERSHIP)

USE OF AUTHORITY BY
MANAGER

AREA OF FREEDOM FOR

SUBORDINATES

MANAGER PRESENTS MANAGER PER

MANAGER PRESENTS PROBLEMS, GETS MITS SUBORD
MANAGER MAKES IDEAS AND INVITES SUGGESTIONS AND INATES TO Fn
DECISIONS AND SUGGESTIONS MAKES DECISIONS WITHIN LIMITS
ANNOUNCES DEFINED BY
MANAGER PRESENTS
SUPERIORS
MANAGER SELLS TENTATIVE DECISION MANAGER DEFINES
DECISIONS SUBJECT TO CHANGE LIMITS, ASKS
GROUP TO MAKE DECISION
However, neither extreme is absolute
and authority and freedom are
never without their limitations.
Thus, a question is pertinent: at
which point along the continuum,
should a manager adopt his
behaviour? In fact, there is no
readymade answer, but it depends
upon three factors:-
1. Forces in manager, that is, his
value system, his confidence in his
subordinates, his own leadership
inclinations, and his feeling of
security in an uncertain situation.
2. Forces in subordinates, that is, their
need for independence, readiness to
assume responsibility for decision
making, level of tolerance for
ambiguity, understanding and
identifying organisational goals,
interest in the problem, knowledge
and experience to deal with the
problems, and learning to expect
share in decision making.
3. Forces in the situation, that is, type of
organisational, group effectiveness,
the problem itself and the pressure of
time.
“The successful manager of men can be
primarily characterised neither as a
strong leader nor as a permissive one.
Rather, he is one who maintains a high
batting average in accurately
assessing the forces that determine
what his more appropriate behaviour
at any given time should be and in
actually being able to behave
accordingly. Being both insightful and
flexible, he is less likely to see the
problem of leadership as a dilemma.”
EMPLOYEE-PRODUCTION ORIENTATION
In the studies of the Survey Research Centre at
the University of Michigan, USA, an attempt was
made to study the leadersip behaviour by
locating clusters of characteristics that seemed
to be related to each other and various
indicators of effectiveness. The studies
identifies the two concepts which were called
Employee-orientation:- it stresses the relationship
aspects of employees jobs.
Production-orientation:- it emphasis on production
and technical aspects of jobs and
Employees are taken as tools for
accomplishing the jobs. This study identified
two dimensions i.e.
initiating structure
consideration
Initiating structure refers to the leader’s
behaviour in delineating the relationship
between himself and members of the work
group.
Consideration refers to the behaviour
indicative of friendship, mutual trust, respect
and warmth in the relationship between the
leader and the members of his staff.
 HIGH HIGH STRUCTURE AND
CONSIDERATION HIGH CONSIDERATION
AND LOW
STRUCTURE
LOW STRUCTURE AND HIGH STRUCTURE AND
LOW CONSIDERATION LOW CONSIDERATION

THE OHIO STATE LEADERSHIP

QUADRANTS
LIKERT’S MANAGEMENT SYSTEM

Rensis Likert and his associates of

University of Michigan, USA, have studied
the patterns and styles of managers for
three decades and have developed
certain concepts and approaches
important to understanding leadership
behaviour. Likert’s four systems of
management in terms of leadership
styles may be referred as:-
 LEADERSHIP SYSTEM I SYSTEM II SYTEM III SYSTEM IV
VARIABLE
Trust and confi-Has no trust Has condenscend- Substantial but Complete confi-
Dence in subor-And confiden -ing confidence Not complete -dence and
-dinates. Ce in subordi-And trust in subor-
Confidence andTrust In all
-nates. -dinates, such as Trust still wishes
matters.
Master has in a To keep control
Servant. Of decisions.

Subordinates Subordinates Subordinates do Subordinates Subordinates

Feeling of Do not feel at Not feel very freeFeel rather free Feel complete
Freedom. All free do To discuss thingsto discuss thingsLy free to disc
Discuss thingsAbout the job with About the job Uss things
About the job Their superiors. With their About their job
With their sup- Superiors. With their
-erior. Superiors.

Superior see- Seldom gets Sometimes get Usually gets Always gets
-king involve Ideas and Ideas and Ideas and Ideas and
Ment with Opinions of Opinions and Opinions and Opinions
Subordinates. Subordinates inUsually tries to Usually tries to And always
Solving job Make constructiveMake constructiveTries to make
Problems. Use of them. Use of them. Constructive
Use of them.
Likert has also isolated three variable
which are representative of the total
concept of system 4. These are:-
(i)The use of supportative relationsip by
managers.
(ii)The use of group decision making
and group methods of supervision.
(iii)The high performance goals.
MANAGERIAL GRID:
It is developed by Blake and Mouton. They emphasis
that leadership style consists of factors of both task-
oriented and relation-oriented behaviour. Their
“concern for” phrase has been used to convey how
managers are concerned for people or production,
rather than ‘how much’ production getting out of
group. Concern for production shows the attitude of
superiors such as quality of decisions, procedures
and processes, creativeness of research, quality of
staff services etc. concern for people includes
degree of personal commitment toward goal
achievement, maintaining the self esteem of
workers responsibility based on trust, and satisfying
interpersonal relations.
 HIGH 1,9 9,9
(COUNTRY (TEAM)
9 CLUB)
8
7 5,5
Concer 6 (MIDDLE
n 5 ROAD)
For 4
people 3
2
1,1 9,1
1
(IMPOVER- (TASK)
-ISHED)
LOW
LOW 1 2 3 4 5 6 7 8 9 HIGH

CONCERN FOR PRODUCTION

THE MANAGERIAL GRID

BLAKE AND MOUTON have described the five styles
as follows:-
1,1. Exertion of min. effort is required to get work
done and sustain organisational morale.
1,9. Thoughtful attention to needs of people leads to
a friendly and comfortable organisational
atmosphere and work tempo.
9,9. Work accomplished is from commited people
with interdependence through a common stake in
organisational purpose with trust and respect.
9,1. Efficiency results from arranging work in such a
way that human elements have little effect.
5,5. Adequate performance through balance of work
requirements and maintaining satisfactory morale.
TRIDIMENSIONAL GRID:-
Reddin said a three dimensional grid also
known as 3-D management, borrowing
some of the ideas from managerial grid. Its
axis represents task-orientation, relation-
orientation, and effectiveness.
TO is defined as the extent to which a
manager directs his subordinates efforts
towards goal attainment.
RO is defined as the extent to which a
manager has personal relationships.
Either degree of TO or RO, or a combination
of both, is used by leaders. On this basis,
basically there are four styles
 HIGH RELATED INTEGRATED
RELATIONSHIP-
ORIENTATION SEPERATED DEDICATED
LOW

LOW HIGH

TASK AND RELATIONSHIP

ORIENTATION
 MORE EFFECTIVE STYLES
DEVELOPER EXECUTIVE

BUREAUCRATIC BENEVOLENT
AUTOCRAT

LESS EFFECTIVE BASIC STYLES

RELATED INTEGRATED
RO
SEPERATED DEDICATED

TO
LESS EFFECTIVE STYLES

MISSIONERY COMPROMISER MORE EFFECTIVE

DESERTER AUTOCRAT

TRIDIMENSIONAL GRID
BASIC STYLE LESS EFFECTIVE STYLE MORE EFFECTIVE STYLE

INTEGRATED COMPROMISER EXECUTIVE

DEDICATED AUTOCRAT BENEVOLENT AUTO-

-CRAT
RELATED MISSIONARY DEVELOPER

SEPARATED DESERTER BUREAUCRAT

MORE AND LESS EFFECTIVE

STYLES
FIEDLER’S CONTINGENCY MODEL:-
Fiedler along his associates made an attempt to
identify the situational variables and their
relationship along with appropriateness of
leadership styles. Fiedler’s model consists of
three elements: leadership styles, situational
variables, and their interrelationship.
LEADERSHIP STYLES
It is based on two dimentions i.e. TASK DIRECTED
(concerned with the achievement of task
performance) and HUMAN RELATIONS-
ORIENTED (concerned with the achieving good
interpersonal relations)
SITUATIONAL VARIABLES
Fiedler has identified three critical
dimensions of situation which effect a
leader’s most effective style. These are
leader’s position power, task structure,
and leader-member relations
LEADER-MEMBER GOOD POOR
RELATIONS

TASK STRUCTURE HIGH LOW HIGH LOW

POSITION STRONG WEAK STRONG WEAK

STRONG WEAK STRONG WEAK
POWER

CELLS 1 2 3 4 5 6 7 8
VERY VERY
FAVOURABLE UNFAVOURAB
INTERRELATIONSHIP
RELATIONSHIP BETWEEN STYLE AND
SITUATION
Fielder feels that the effectiveness of
leadership style depends on the situation.
FOR EXAMPLE:- he says that
“The group performance will be contingent
upon the appropriate matching of
leadership style and the degree of
favourableness of the group situation for
the leader, that is, the degree to which
the situation provides opportunities to the
leader to influence his group members”
STYLE OF
LEADERSHIP

TASK
DIRECTED O

HUMAN
RELATIONS

VERY + - VERY
FAVOURABLE FAVOURABLE 0 UNFAVO-UNFAVOURABLE
-RABLE

FIEDLER MODEL OF LEADERSHIP

PATH-GOAL MODEL OF LEADERSHIP:-
It is initially represented by EVANS. It was
presented in 1957. It is basically a
combination of situational leadership and
VROOM’S theory of motivation.
According to this model the main function
of a leader is to clarify and set goals with
subordinates, to help them to find the
best path for achieving the goals, and to
remove the obstacles to their
performance and need satisfaction.
LEADERSHIP IDENTIFIES APPROPRIATE GOALS LEADER CONNECTS
SUBORDINATES NEEDS ARE ESTABLISHED REWARDS WITH GOALS

LEADER PROVIDES EMPLOYEES EFFECTIVE BOTH

ASSISTANCE ON BECOMES SATISFIED PERFORMANCE EMPLOYEE
EMPLOYEE PATH AND ACCEPTS OCCURS AND
TOWARDS GOALS THE LEADER ORGANISAT
ION ARE
BETTER
ABLE
TO REACH
THE GOALS

PATH GOAL LEADERSHIP

PROCESS
THANKYO
U