2. LEADERSHIP
According to a Layman, Leadership is the process of
encouraging and helping others to work enthusiastically
towards objectives.
“When you boil it down, contemporary leadership seems
to a matter of aligning people toward common goals and
empowering them to take the actions needed to reach
them.”
Sherman, 1995
3. A LEADERSHIP STORY:
A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides
a perfect site for a port.
The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets –
progress is excellent. The leaders continue to monitor
and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency
increased wherever possible.
Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The person
surveys the scene from the top of the tree.
4. And shouts down to the assembled group below…
“Wrong Way!”
(Story adapted from Stephen Covey (2004) “The Seven
Habits of Highly Effective People” Simon & Schuster).
“Management is doing things
right, leadership is doing the right
things”
(Warren Bennis and Peter Drucker)
5. STYLES OF LEADERSHIP
There are four types of Leadership styles:
Autocratic
Democratic
Laissez-Faire
Paternalistic
6. AUTOCRATIC
Leader Expects complete obedience from his
subordinates.
No Suggestions or initiative from subordinates is
entertained.
The power of decision making is in the hands of the
leader.
Can create de-motivation and alienation
of staff.
Leader is the formal head of the org. and is generally
disliked by the subordinates.
7. DEMOCRATIC
This style implies compromise between autocratic and
laissez-fair style of leadership.
Encourages decision making
from different perspectives – leadership may be
emphasised throughout
the organisation
Consultative: process of consultation before decisions
are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct
8. May help motivation and involvement.
Workers feel ownership of the firm and its ideas.
Improves the sharing of ideas
and experiences within the business.
Can delay decision making.
9. LAISSEZ -FAIRE
Maximum freedom is allowed to subordinates
Free to make independent decisions.
Creates self confidence in workers and provide them an
opportunity to develop their talents.
Can be very useful in businesses
where creative ideas are important.
10. PATERNALISTIC
Leader acts as a „father figure‟
Paternalistic leader makes decision but may consult
Believes in the need to support staff
11. LEADERSHIP TRAITS
Adaptable
Alert to social environment.
Self confident
Willing to assume responsibility
Make others feel important
Admit mistakes
13. TRAIT THEORY
Trait which are essential to be a successful leader
Believe is that the leadership traits are inherited or in born
It consider personality, social, physical, or intellectual traits to
differentiate leaders from nonleaders
Leadership behavior - facilitating goal attainment and
recruitment of followers regardless of the context (5 usual
traits)
Intelligence
self-confidence
determination
integrity
sociability
14. LEADERSHIP TRAITS
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant knowledge
15. Limitations:
• No universal traits found that predict leadership in all
situations.
• Traits predict behavior better in “weak” than “strong”
situations.
• Unclear evidence of the cause and effect of relationship
of leadership and traits.
• Better predictor of the appearance of leadership than
distinguishing effective and ineffective leaders.
16. BEHAVIOURAL THEORY
Leadership involves an interpersonal relationship
between a leader and subordinates.
It propose that specific behaviors differentiate leaders
from nonleaders.
Emphasized on particular behavior by him
The main purpose of this theory is to determine how
various kinds of specific behavior affect the performance
and satisfaction of subordinates.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
17. CONTINGENCY THEORIES
This is a leader match theory because it tries to match
leaders to appropriate situations
A leader‟s effectiveness depends on how well the
leader‟s style fits the context
The theory was developed by studying the styles of
leaders in situations and whether they were effective
(primarily in military organizations)
Concerned with styles and situations
Leadership styles are either task motivated or
relationship motivated
Situations have three factors: leader-member
relations, task structure and position power
18. Leadership as being more flexible – different leadership styles
used at different times depending on the circumstance.
Suggests leadership is not a fixed series of characteristics that
can be transposed into different contexts
It depend on:
Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution
19. PATH GOAL THEORY
Path Goal theory is about how leaders motivate
subordinates to accomplish designated goals
The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing on
employee motivation
Emphasizes the relationship between the leader‟s style
and characteristics of the subordinates and the work
setting
The leader must use a style that best meets the
subordinates motivational needs
20. Advantages:
Helps understand how leader behavior effects subordinates
satisfaction and work performance
Deals directly with motivation – one of the only theories to
address this
Provides a very practical model – make a clear path and follow
it
Limitations:
This is a very complex theory that incorporates many aspects of
leadership
Research only partially supports the theory
Fails to explain adequately the relationship between leader
behavior and subordinate motivation
Treats leadership as a one way street, places a majority of the
responsibility on the leader
