A PRESENTATION ON LEADERSHIP ACTIVITIES AND BRIEF ON THEORIES AND TRAITS

4. Right through history, it has been recognized that the
difference between success and failure, whether in a
game, war or business, can be largely be attributed to
leadership. Even today, organizations place great stress on
finding and training leaders at all levels.
Indeed, a major portion of all selection and
training activity is devoted to leadership; the success or
failure of any and most scarce resource of any enterprise.
All types of organizations – business and industry,
government and military, universities and hospitals-recognize
the importance of leadership function.

5. “Leadership “ may be defined as the process of
influencing others to act, so as to accomplish the
specified objectives of an organization.
The characteristic of leadership is that it deals
with the human aspects of organization and the
improvement of human performance in the
attainment of organizational objectives.

6. Performance
Communication
Influence
Interaction
Acceptance
Followers
Situation
Attributes

7. Determination of Goals
Organization of Activities
Achieving Coordination
Representation of workers
Providing Guidance
Inspiration of Employees
Building Employees’ Morale

8. The main functions of a leader are :i) to gain the commitment
and co-operation of his team. ii) to get the group into action to
achieve the agreed upon objectives; and iii) to make the best
use of the skills ,energies and talents of the team.
It also includes the fulfillment of following needs:
Task Needs •Task Needs
Group
Needs
•Group Needs
Individual
Needs
•Individual Needs

9. The concept of leadership and management are not
exactly the same but they overlap a great deal.
Management implies a formal authority, while
leadership may not have any not have any connection
with the formal authority.
Leaders: Is the heart of a business. Leaders motivate,
console and work with people to keep them bonded
and eager to move forward.
Managers: are the brains of a business. They establish
systems, create rules and operates procedures and
plans to get the job done in time.

10. The Fundamental difference between a
Manager and a Leader:
A manager administers, but a leader innovates
A manager maintains, while a leader develops.
A manager focuses on systems and structures,
whereas a leaders’ focus is on people.
A manager relies on control, but a leader inspires
trust.
A manager keeps an eye on the bottom line, while a
leader has an eye on the horizon
A manager does things right, a leader does the right
things.

11. Trait
Leadership
Theories
Behavioral
Leadership
Theories
Situational
Leadership
Theories
Managem
ent
Leadership
Theories
Relationship
Leadership
Theories

12. Trait is defined as a relatively enduring quality of an
individual.
The ‘Trait approach’ seeks to determine what makes a
successful leader from the leader own personal
characteristics.
Trait approach leadership method involves selecting
leaders of eminence and studying their characteristics.
The various trait theories have suggested the
following traits in a successful leader.

13. Leadership Traits
• Physical and constitutional
factors
• Intelligence
• Self-confidence
• Sociability
• Will
• Dominance
• Surgency

14. The traits can be classified into TWO Types
Innate
qualities
• Physical features
• Intelligence
Acquirable
qualities
• Emotional Stability
• Human Relations
• Empathy
• Objectivity
• Motivating Skills
• Technical skills
• Communicative Skills
• Social Skills

15. This approach emphasizes that strong leadership is the
result of effective role behaviour. Leadership is shown by a
persons' acts more than by his traits.
A leader uses three skills, they are
a) Technical Skills : It refers to a person’s knowledge and
proficiency in any type of process/technique.
b) Human Skills : It is the ability to interact effectively with
people and to build team work.
c) Conceptual Skills: It deals with the ideas and enable a
manager to deal successfully with abstractions, to set up
model and devise plans.
Demerits : this approach suffers from one weakness that a
particular behaviour at a time may be effective, while at
other times it may not be effective.

16. This theory says that the managers choose leadership
styles based on leadership situations.
They must be able to apply the leadership style to the
various situations where they can take control and
influence the people.
Managers adjust their decision making, orientation
and motivational approaches based upon a unique
combination of factors in their situations:
characteristics of employees, types of work,
organizational structure, personal preferences and
upper level management’s influences.

17. It is also known as transactional theories. It follows a
system of reward and punishment for the work performed
by subordinates.
If people are successful, they are rewarded with bonuses,
prizes, etc. Many businesses use this type of leadership.
It is known as transformational theories. This theory is
based on a relationship between the leader and the
follower.
The leader wants to motivate everyone to work for the
group, not just for themselves.

18. It is an established practice for managers to spend a lot of
time talking to employees about everyday matters. The
quality of relationships developed with subordinates is also
an important factor on which a manager is evaluated.
All employees from the top executives to the newly hired
workers, wear the same white uniforms bearing the
company’s insignia. All employees are referred to as
“associates” and there are no special privileges such as
private offices, separate dining facilities and washrooms,
reserved parking spaces and private secretaries.

19. Third, Japanese organizations typically share a lot of
information with employees at all levels. Management keeps
workers informed about the company’s plan and goals.
Fourth, Japanese leadership practice relates to the
participation in decision-making. The widely-heralded
approach called ringi.It has been estimated that roughly 15
percent of all Japanese workers participate in quality circles.
The key ingredients of Japanese management practices are
their emphasis on completing projects in time, their obsession
with quality, discipline at work, continuous performance-focussed
training, teamwork, uniforms and canteens
commitment to suggestions schemes, quality circles and so on.

20. What are your suggestions to motivate employees
particularly those employed in difficult task(such as
employee involved in production functions, in Defence
armed force etc.?
What makes leadership more effective and why?

21. The challenge of leadership :
is to be strong, but not be rude;
Be kind, but not weak;
Be bold, but not bully;
Be thoughtful, but not lazy;
Be humble but not timid;
Be proud, but not arrogant;
Be humorous, but without folly;