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Welcome To The Presentation Of
         Leadership
Prepared For:
Mr. Farid Hossain Talukdar
Lecturer
Department of Management
Bangladesh University of Business & Technology
Group Name: Pandemonium

Prepared By:
Fariha Ahmad----------------------ID-10111101092-----Intake------23rd
Tarich Khalasi----------------------ID-10112101111-----Intake------24th
Monira Kazal-----------------------ID-08092101218------Intake------18th


Bangladesh University of Business & Technology
Fariha Ahmad
ID-10111101092
Leadership

Leadership Is defined as the art of directing, motivating,
influencing people toward the achievement of a common
goal. A leader is a person who performs the activities of
leadership.
 It involves:
 (1) Establishing a clear vision
 (2) Sharing that vision with others so that they will follow
willingly
 (3) Providing the information, knowledge and methods to
realize that vision.
Nature of leadership:

  Studying the nature of leadership is useful because we
  tend break things into characteristics to make big
  concepts easier to handle.
  The nature of leadership is given below:

 A Good Communicator
  A good leader asks many questions, considers all
  options, and leads in the right direction.
 Respectful
  Treating others with respect will ultimately earn respect.
 Quiet Confidence
  A leader is sure of him/herself with humble intentions.

 Open-Minded
  A strong leader will evaluate the input from all interested
  parties and work for the betterment of the whole.
 Delegator
  A leader will know the talents and interests of people around
  him/her, thus delegating tasks accordingly.
Leadership and Management

Leadership is an important part of management.
Management involves planning activities, organizing
appropriate structures, and controlling resources.
Managers hold formal positions, and they achieve results
by directing activities of others.
Leadership involves setting a new direction or vision for
a group that they follow. Leaders inspire others to
achieve the vision and to stretch themselves beyond
their normal capabilities.
• The manager focuses on systems and structure; the
  leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a
  long-range perspective.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader
  challenges it.
Leadership Behavior

Successful leadership depends more on appropriate
behavior, skills, & actions, & less on personal traits.
The three broad types of skills leaders use are technical,
human & conceptual.
Technical Skill:
It refers to a person’s knowledge & ability in any type of
process or technique. For example, the skills learned by
accountants, engineers.
Human Skill:
It is the ability to work effectively with people and to build
teamwork. It involves a wide range of behaviors-
energizing individuals, giving feedback, coaching, care-
giving.

Conceptual Skill:
Conceptual skill deals with ideas, long-range plans,
frame-works, broad relationships and higher managerial
jobs.
Followership style of leadership:
  With few exceptions, leaders in organizations are also
  followers, they nearly always report to someone else.
  In formal organizations, ability to follow is one of the first
  requirements for good leadership.

  Followership includes:
• Not competing with the leader to be in the limelight
• Being loyal and supportive, a team player.
• Not being a yes person, who automatically agrees
• Acting as a devil’s advocate by raising penetrating
  questions
• Constructively confronting the leader’s ideas, values,
  and actions
• Anticipating potential problems and preventing them.
Trait approach of leadership:
   The trait model of leadership is based on the
  characteristics of many leaders - both successful and
  unsuccessful - and is used to predict leadership
  effectiveness. The resulting lists of traits are then
  compared to those of potential leaders to assess their
  likelihood of success or failure.
  Assumptions:
• Leaders are born, not made.
• People who make good leaders have the right
  combination of traits.
Behavioral approach of leadership:
  Behavioral theories of leadership focus on the study of
  specific behaviors of a leader. For behavioral theorists, a
  leader behavior is the best predictor of his leadership
  influences.

  Assumptions
• Leaders can be made, rather than are born.
• Successful leadership is based in definable, learnable
  behavior.
Ohio State Studies:
In 1945, a group of researchers at Ohio state university
began extensive investigations of leadership.
Initiating Structure:
It refers to the extent to which a leader is likely to define
& structure his/her role & those of employees for goal
attainment.
Consideration:
It is the extent to which a person is likely to have job
relationship characterized by mutual trust, respect for
employees’ ideas, & regard for their feeling.
University of Michigan Studies:
 Leadership studies undertaken at the University of
Michigan’s Survey Research Center came up with two
dimensions of leadership.
 Employee Oriented Leader:
This type of leaders emphasize on interpersonal
relationships, personal interest in the employees’ needs,
& they accept individual difference among employees.
 Production Oriented Leader:
This type of leaders emphasize on the technical or task
aspect of the job.
Blake & Mouton’s Managerial Grid:

Drawing from the Ohio State and Michigan studies,
Blake and Mouton proposed a managerial grid, which is
a nine-by-nine matrix outlining 81 different leadership
styles, based on the styles of concern for people and
concern for production, which essentially represent the
Ohio State dimensions of consideration and initial
structure or The Michigan Dimensions of employee
oriented and production oriented.
Leadership2007
Contingency Theories Of Leadership:

• Fiedler’s Contingency Model
• Cognitive Resource Theory
• Hersey and Blanchard’s Situational Leadership
  Model
• Path-goal Theory
Fiedler’s Contingency Model:
The Fiedler Contingency Model was created in the mid-
1960s by Fred Fiedler. The model states that there is no
one best style of leadership. Instead, a leader's
effectiveness is based on the situation.

Leadership Style:
Fiedler believed that leadership style is fixed, and it can
be measured using a scale he developed called Least-
Preferred Co-Worker (LPC) Scale.
Three factors work together to determine how favorable
  a situation is to a leader. These are:
• Leader-member relations - The degree to which the
  leaders is trusted and liked by the group members

• Task structure - The degree to which the group’s task
  has been described as structured or unstructured.

• Position power - The power of the leader by virtue of
  the organizational position and the degree to which the
  leader can exercise authority on group members.
Cognitive Resource Theory:
The cognitive resource theory is a leadership theory of
industrial and organizational psychology developed by
Fred Fiedler and Joe Garcia in 1987 as a
reconceptualization of the Fiedler contingency model.



The theory focuses on the influence of the leader's
intelligence and experience on his or her reaction to
stress.
• Leader’s intellectual abilities correlate positively
  with performance under low stress but
  negatively under high stress.

• Leader’s experience correlates negatively with
  performance under low stress but positively
  under high stress.
Tarich Khalasi
ID-10112101111
Hersey& Blanchard’s Situational Leadership Model:
Paul Hersey & Ken Blanchard have developed a
leadership model that focuses on followers’ readiness.
 According to Hersey & Blanchard, readiness is the
extent to which people have the ability and willingness to
accomplish a specific task. They have identified four
specific leadership styles. These are:
 Telling= High directiveness &low supportiveness
 Selling= High directiveness & high supportiveness
 Participating= Low directiveness & high supportiveness
 Delegating= Low directiveness & low supportiveness
Leadership2007
Path-Goal Theory:
Developed by Robert House, path-goal theory extracts
elements from the Ohio State leadership research on
initiating structure & consideration & the expectancy
theory of motivation.

The Theory:
According to this theory, is the leader’s job to provide
followers with information, support, or other resources
necessary for them to achieve their goals.
Leader Behaviors:
House identified four leadership behaviors.
• Directive Leader: Lets followers know what is expected
  of them, schedules work to be done.
• Supportive Leader: Is friendly and shows concern for the
  needs of followers.
• Participative Leader: Consults with followers and uses
  their suggestions before making a decision.
• Achievement-oriented Leader: Sets challenging goals
  and expects to perform at their highest level.
Path-goal theory proposes two classes of contingency
variables that moderate the leadership behavior-
outcome relationship.
Monira Kazal
ID-08092101218
Leader-Member Exchange (LMX) Theory:
Leader-member exchange theory states that, because of
time pressure, leaders establish a special relationship
with a small group of followers based on attitude,
demographic, and traits similar to the leaders. This group
is called In Group, they receive more attention, reward,
greater performance ratings.

Out-Group consists other followers who get less
attention, reward, and have leader-follower relations
based on formal authority interactions
Leadership2007
Leader-Participation Theory:
The Vroom–Yetton contingency model is a situational
leadership theory. The situational theory argues the best
style of leadership is contingent to the situation. This
model suggests the selection a leadership style for group
decision making.
This model identifies five different styles on the situation
& level of involvement. They are:
Autocratic Type 1 (AI) :Leader makes own decision
using information that is readily available to him at the
time.
Autocratic Type 2 (AII): Leader collects required
information from followers, then makes decision alone.
Consultative Type 1 (CI): Leader shares problem to
relevant followers individually and seeks their ideas and
suggestions and makes decision alone.
Consultative Type 2 (CII): Leader shares problem to
relevant followers as a group and seeks their ideas and
suggestions and makes decision alone.
Group-based Type 2 (GII): Leader discuss problem and
situation with followers as a group and seeks their ideas
and suggestions through brainstorming.
Self-leadership:
Self-leadership advocated by Charles Manz & Henry
Sims, is leading one-self to perform naturally motivating
tasks & managing oneself to do work that is required but
not naturally rewarding.


Superleadership:
Situation where a leader deliberately and gradually turns
over his or her authority, power, and responsibilities to a
self managing team.
Thank You!

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Leadership2007

  • 1. Welcome To The Presentation Of Leadership
  • 2. Prepared For: Mr. Farid Hossain Talukdar Lecturer Department of Management Bangladesh University of Business & Technology
  • 3. Group Name: Pandemonium Prepared By: Fariha Ahmad----------------------ID-10111101092-----Intake------23rd Tarich Khalasi----------------------ID-10112101111-----Intake------24th Monira Kazal-----------------------ID-08092101218------Intake------18th Bangladesh University of Business & Technology
  • 5. Leadership Leadership Is defined as the art of directing, motivating, influencing people toward the achievement of a common goal. A leader is a person who performs the activities of leadership. It involves: (1) Establishing a clear vision (2) Sharing that vision with others so that they will follow willingly (3) Providing the information, knowledge and methods to realize that vision.
  • 6. Nature of leadership: Studying the nature of leadership is useful because we tend break things into characteristics to make big concepts easier to handle. The nature of leadership is given below:  A Good Communicator A good leader asks many questions, considers all options, and leads in the right direction.
  • 7.  Respectful Treating others with respect will ultimately earn respect.  Quiet Confidence A leader is sure of him/herself with humble intentions.  Open-Minded A strong leader will evaluate the input from all interested parties and work for the betterment of the whole.  Delegator A leader will know the talents and interests of people around him/her, thus delegating tasks accordingly.
  • 8. Leadership and Management Leadership is an important part of management. Management involves planning activities, organizing appropriate structures, and controlling resources. Managers hold formal positions, and they achieve results by directing activities of others. Leadership involves setting a new direction or vision for a group that they follow. Leaders inspire others to achieve the vision and to stretch themselves beyond their normal capabilities.
  • 9. • The manager focuses on systems and structure; the leader focuses on people. • The manager relies on control; the leader inspires trust. • The manager has a short-range view; the leader has a long-range perspective. • The manager imitates; the leader originates. • The manager accepts the status quo; the leader challenges it.
  • 10. Leadership Behavior Successful leadership depends more on appropriate behavior, skills, & actions, & less on personal traits. The three broad types of skills leaders use are technical, human & conceptual. Technical Skill: It refers to a person’s knowledge & ability in any type of process or technique. For example, the skills learned by accountants, engineers.
  • 11. Human Skill: It is the ability to work effectively with people and to build teamwork. It involves a wide range of behaviors- energizing individuals, giving feedback, coaching, care- giving. Conceptual Skill: Conceptual skill deals with ideas, long-range plans, frame-works, broad relationships and higher managerial jobs.
  • 12. Followership style of leadership: With few exceptions, leaders in organizations are also followers, they nearly always report to someone else. In formal organizations, ability to follow is one of the first requirements for good leadership. Followership includes: • Not competing with the leader to be in the limelight • Being loyal and supportive, a team player.
  • 13. • Not being a yes person, who automatically agrees • Acting as a devil’s advocate by raising penetrating questions • Constructively confronting the leader’s ideas, values, and actions • Anticipating potential problems and preventing them.
  • 14. Trait approach of leadership: The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure. Assumptions: • Leaders are born, not made. • People who make good leaders have the right combination of traits.
  • 15. Behavioral approach of leadership: Behavioral theories of leadership focus on the study of specific behaviors of a leader. For behavioral theorists, a leader behavior is the best predictor of his leadership influences. Assumptions • Leaders can be made, rather than are born. • Successful leadership is based in definable, learnable behavior.
  • 16. Ohio State Studies: In 1945, a group of researchers at Ohio state university began extensive investigations of leadership. Initiating Structure: It refers to the extent to which a leader is likely to define & structure his/her role & those of employees for goal attainment. Consideration: It is the extent to which a person is likely to have job relationship characterized by mutual trust, respect for employees’ ideas, & regard for their feeling.
  • 17. University of Michigan Studies: Leadership studies undertaken at the University of Michigan’s Survey Research Center came up with two dimensions of leadership. Employee Oriented Leader: This type of leaders emphasize on interpersonal relationships, personal interest in the employees’ needs, & they accept individual difference among employees. Production Oriented Leader: This type of leaders emphasize on the technical or task aspect of the job.
  • 18. Blake & Mouton’s Managerial Grid: Drawing from the Ohio State and Michigan studies, Blake and Mouton proposed a managerial grid, which is a nine-by-nine matrix outlining 81 different leadership styles, based on the styles of concern for people and concern for production, which essentially represent the Ohio State dimensions of consideration and initial structure or The Michigan Dimensions of employee oriented and production oriented.
  • 20. Contingency Theories Of Leadership: • Fiedler’s Contingency Model • Cognitive Resource Theory • Hersey and Blanchard’s Situational Leadership Model • Path-goal Theory
  • 21. Fiedler’s Contingency Model: The Fiedler Contingency Model was created in the mid- 1960s by Fred Fiedler. The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. Leadership Style: Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least- Preferred Co-Worker (LPC) Scale.
  • 22. Three factors work together to determine how favorable a situation is to a leader. These are: • Leader-member relations - The degree to which the leaders is trusted and liked by the group members • Task structure - The degree to which the group’s task has been described as structured or unstructured. • Position power - The power of the leader by virtue of the organizational position and the degree to which the leader can exercise authority on group members.
  • 23. Cognitive Resource Theory: The cognitive resource theory is a leadership theory of industrial and organizational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualization of the Fiedler contingency model. The theory focuses on the influence of the leader's intelligence and experience on his or her reaction to stress.
  • 24. • Leader’s intellectual abilities correlate positively with performance under low stress but negatively under high stress. • Leader’s experience correlates negatively with performance under low stress but positively under high stress.
  • 26. Hersey& Blanchard’s Situational Leadership Model: Paul Hersey & Ken Blanchard have developed a leadership model that focuses on followers’ readiness. According to Hersey & Blanchard, readiness is the extent to which people have the ability and willingness to accomplish a specific task. They have identified four specific leadership styles. These are: Telling= High directiveness &low supportiveness Selling= High directiveness & high supportiveness Participating= Low directiveness & high supportiveness Delegating= Low directiveness & low supportiveness
  • 28. Path-Goal Theory: Developed by Robert House, path-goal theory extracts elements from the Ohio State leadership research on initiating structure & consideration & the expectancy theory of motivation. The Theory: According to this theory, is the leader’s job to provide followers with information, support, or other resources necessary for them to achieve their goals.
  • 29. Leader Behaviors: House identified four leadership behaviors. • Directive Leader: Lets followers know what is expected of them, schedules work to be done. • Supportive Leader: Is friendly and shows concern for the needs of followers. • Participative Leader: Consults with followers and uses their suggestions before making a decision. • Achievement-oriented Leader: Sets challenging goals and expects to perform at their highest level.
  • 30. Path-goal theory proposes two classes of contingency variables that moderate the leadership behavior- outcome relationship.
  • 32. Leader-Member Exchange (LMX) Theory: Leader-member exchange theory states that, because of time pressure, leaders establish a special relationship with a small group of followers based on attitude, demographic, and traits similar to the leaders. This group is called In Group, they receive more attention, reward, greater performance ratings. Out-Group consists other followers who get less attention, reward, and have leader-follower relations based on formal authority interactions
  • 34. Leader-Participation Theory: The Vroom–Yetton contingency model is a situational leadership theory. The situational theory argues the best style of leadership is contingent to the situation. This model suggests the selection a leadership style for group decision making. This model identifies five different styles on the situation & level of involvement. They are: Autocratic Type 1 (AI) :Leader makes own decision using information that is readily available to him at the time.
  • 35. Autocratic Type 2 (AII): Leader collects required information from followers, then makes decision alone. Consultative Type 1 (CI): Leader shares problem to relevant followers individually and seeks their ideas and suggestions and makes decision alone. Consultative Type 2 (CII): Leader shares problem to relevant followers as a group and seeks their ideas and suggestions and makes decision alone. Group-based Type 2 (GII): Leader discuss problem and situation with followers as a group and seeks their ideas and suggestions through brainstorming.
  • 36. Self-leadership: Self-leadership advocated by Charles Manz & Henry Sims, is leading one-self to perform naturally motivating tasks & managing oneself to do work that is required but not naturally rewarding. Superleadership: Situation where a leader deliberately and gradually turns over his or her authority, power, and responsibilities to a self managing team.